STIRLING COUNCIL‌

 

MINUTES of SPECIAL BUDGET MEETING of STIRLING COUNCIL held as a VIRTUAL MEETING by MICROSOFT TEAMS on THURSDAY 3 MARCH 2022 at 2.00 PM

 

Present:

Provost Christine SIMPSON (in the Chair)

 

Councillor Maureen BENNISON

Councillor Neil BENNY

Councillor Alistair BERRILL

Councillor Margaret BRISLEY

Councillor Robert DAVIES

Councillor Douglas DODDS

Councillor Martin EARL

Councillor Scott FARMER

Councillor Bryan FLANNAGAN

Councillor Danny GIBSON

Councillor Graham HOUSTON

Councillor Jane HUTCHISON

Councillor Chris KANE

Councillor Alison LAURIE

Councillor Alastair MAJURY

Councillor Alasdair MACPHERSON

Councillor Jeremy MCDONALD

Councillor Susan MCGILL

Councillor Ross OXBURGH

Councillor Jim THOMSON

Alasdair TOLLEMACHE

Councillor Evelyn TWEED

 

In Attendance

 

Carol Beattie, Chief Executive

Annemargaret Black, Chief Officer – Clackmannanshire & Stirling H&SCP & Integration Joint Board

Stephen Clark, Chief Officer – Housing Linda Devine, Team Leader - Finance

Graeme Forrester, Lead Solicitor – Governance Graham Gibson, Senior Media Officer

Drew Leslie, Senior Manager – Infrastructure Graham Lyle, Service Manager - ICT & Digital

Isabel McKnight, Chief Operating Officer – Communities & Performance

Bryony Monaghan, Interim Head of Education (Chief Education Officer)

George Murphy, Interim Chief Officer – Finance

Ewan Murray, Chief Finance Officer - Clackmannanshire and Stirling Health and Social Care Partnership

Gordon O’Connor, Service Manager - Audit

Stuart Oliver, Senior Manager – Economic Development & Communities

Bruce Reekie, Senior Manager - Environment & Place

Brian Roberts, Chief Operating Officer Infrastructure & Environment

Keir Stevenson, Place Development Manager

Gillian Taylor, Service Manager – Revenues & Benefits Marie Valente, Senior Manager (Chief Social Work Officer)

Julia McAfee, Chief Officer - Governance (Clerk)

Louise McDonald, Committee Officer (Minute Taker)

Islay Moore, Support Officer – Governance

 

Also In Attendance

 

Andrew Wallace, External Audit

Recording of Meeting started‌‌

 

Prior to the commencement of business, the Provost welcomed and thanked everyone for attending the meeting via MS Teams. A statement was read to the meeting providing detail on the procedures related to MS Teams and the protocols that both Members and Officers should adhere to throughout the meeting.

 

The Provost asked the Clerk to carry out a roll call of all Members participating in the meeting. The Clerk confirmed all Members were in attendance.

 

SC499 APOLOGIES

 

There were no apologies.

 

SC500 DECLARATIONS OF INTEREST

 

There were no declarations of interest.

 

SC501 GENERAL FUND REVENUE BUDGET & DETERMINATION OF COUNCIL TAX 2022/23

 

The purpose of the report was to provide Council with details of the 2022/23 General FundRevenue Budget along with indicative financial plans for the following four financial years 2023/24 to 2026/27. Appended to the report was a full suite of documents that brought together the budget.

 

Budget Proposal

 

“That Council approves the Administration Revenue Budget Proposal published in accordance with Standing Orders 44 – 49.”

 

Moved by Councillor Margaret Brisley, seconded by Councillor Alison Laurie.

 

First Amendment

 

“That Council approves the Opposition Revenue Budget Proposal published in accordance with Standing Orders 44 - 49.”

 

Moved by Councillor Robert Davies, seconded by Councillor Alastair Majury

 

Second Amendment

 

“That Council approves the Opposition Revenue Budget Proposal published in accordance with Standing Orders 44 - 49.”

 

Moved by Councillor Neil Benny, seconded by Councillor Martin Earl On the roll being called the Members present voted as follows:-

For the First Amendment (2) Councillor Robert Davies

Councillor Alastair Majury

 

Against the First Amendment (21)

 

Councillor Maureen Bennison

Councillor Neil Benny

Councillor Alistair Berrill

Councillor Margaret Brisley

Councillor Douglas Dodds

Councillor Martin Earl

Councillor Scott Farmer

Councillor Bryan Flannagan

Councillor Danny Gibson

Councillor Graham Houston

Councillor Jane Hutchison

Councillor Chris Kane

Councillor Alison Laurie

Councillor Alasdair MacPherson

Councillor Jeremy McDonald

Councillor Susan McGill

Councillor Ross Oxburgh

Councillor Christine Simpson

Councillor Alasdair Tollemache

Councillor Jim Thomson

Councillor Evelyn Tweed

 

The Amendment fell by 21 votes to 2. For the Second Amendment (10)

Councillor Neil Benny

Councillor Alistair Berrill

Councillor Robert Davies

Councillor Douglas Dodds

Councillor Martin Earl

Councillor Bryan Flannagan

Councillor Jane Hutchison

Councillor Alastair Majury

Councillor Jeremy McDonald

Councillor Ross Oxburgh

 

Against the Second Amendment (13)

 

Councillor Maureen Bennison

Councillor Margaret Brisley

Councillor Scott Farmer

Councillor Danny Gibson

Councillor Graham Houston

Councillor Chris Kane

Councillor Alison Laurie

Councillor Alasdair MacPherson

Councillor Susan McGill

Councillor Christine Simpson

Councillor Alasdair Tollemache

Councillor Jim Thomson

Councillor Evelyn Tweed

 

The Amendment fell by 13 votes to 10. For the Budget Proposal (13)

Councillor Maureen Bennison

Councillor Margaret Brisley

Councillor Scott Farmer

Councillor Danny Gibson

Councillor Graham Houston

Councillor Chris Kane

Councillor Alison Laurie

Councillor Alasdair MacPherson

Councillor Susan McGill

Councillor Christine Simpson

Councillor Alasdair Tollemache

Councillor Jim Thomson Councillor Evelyn Tweed

 

Against the Budget Proposal (10)

 

Councillor Neil Benny

Councillor Alistair Berrill

Councillor Robert Davies

Councillor Douglas Dodds

Councillor Martin Earl

Councillor Bryan Flannagan

Councillor Jane Hutchison

Councillor Alastair Majury

Councillor Jeremy McDonald

Councillor Ross Oxburgh

 

Decision

 

The Motion was carried by 13 votes to 10 and accordingly the Council agreed to approve the Administration Revenue Budget 2022/23 & Determination of Council Tax as set out in Appendix A to these minutes.

 

(Reference: Report by Interim Chief Finance Officer, dated 21 February 2022, submitted).

 

SC502 PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

 

The purpose of the report was to provide Council with details of the proposed 2022/23 General Services Capital Programme, setting out the proposed projects and assumed resource availability.

 

It also included provisional estimates for 2023/24 and some limited estimates for 2024/25.

 

Appendix 1 set out the proposed capital programme for 2022/23.

Appendix 1a set out the breakdown of the proposed programme, with details of the adjustment for advancement of expenditure to 2021/22 and anticipated slippage. Appendix 1b provided a detailed breakdown of the resource assumptions.

 

Appendix 2 provided additional narratives to support the proposals in Appendix 1. Appendix 3 provided the proposed Roads Improvements Projects for 2022/23.

Appendix 4 provided the Capital Strategy Framework.

 

Capital Proposal

 

“That Council approves the Administration Capital Budget Proposal published in accordance with Standing Orders 44 – 49.”

 

Moved by Councillor Margaret Brisley, seconded by Councillor Alison Laurie.

 

First Amendment

 

“That Council approves Opposition’s Capital Budget Proposal published in accordance with Standing Orders 44 – 49.”

 

Moved by Councillor Robert Davies, seconded by Councillor Alastair Majury.

 

Councillor Robert Davies withdrew the first amendment following the decision of General Fund Revenue Budget.

 

Second Amendment

 

“That Council approves Opposition’s Capital Budget Proposal published in accordance with Standing Orders 44 – 49.”

 

Moved by Councillor Neil Benny, seconded by Councillor Martin Earl.

 

Councillor Neil Benny withdrew the second amendment following the decision of General Fund Revenue Budget.

 

Decision

Council agreed to approve the Administration Capital Programme 2022/23 Budget as set out in Appendix B to these minutes.

 

(Reference: Report by Interim Chief Finance Officer, dated 3 February 2022, submitted).

 

SC503 TREASURY MANAGEMENT STRATEGY STATEMENT 2022/23

 

The report outlined a Treasury Management Strategy for 2022/23, prepared in accordance with:

 

1. The revised Chartered Institute of Public Finance & Accountancy (CIPFA) Treasury Management in the Public Services Code (2017 edition);

2. The Chartered Institute of Public Finance & Accountancy (CIPFA) Prudential Code for Capital Finance in Local Authorities (2017 edition);

    

3. The Local Authority (Capital Financing and Accounting)(Scotland) Regulations 2016;

    

4. The Local Government Investment Regulations (Scotland) 2010, (and accompanying Finance Circular 5/2010); and

    

5. The Local Government in Scotland Act 2003.

 

The Interim Chief Officer – Finance responded to Members questions and provided further detail on items within the report.

 

Members congratulated the Interim Chief Officer – Finance on the work undertaken by Finance and asked him to pass on their thanks and appreciation to the teams.

 

Councillor Margaret Brisley moved the recommendations in the report, seconded by Councillor Alison Laurie

 

Decision

 

Council agreed to:

1. approve the Treasury Management Strategy Statement for 2022/23 as detailed in the report; and

2. approve the Prudential Indicators for 2022/23 to 2024/25 prepared with regard to the Housing Capital Investment Programme presented to Stirling Council on 17 February 2022 and the General Services Capital Programme 2022/23 presented to Stirling Council on 3 March 2022.

3. approve the continued authority of the Interim Chief Officer - Finance to temporarily increase counterparty limits under exceptional circumstances as outlined in paragraphs 3.58-3.60, noting that only authorised counterparties would be used (namely, the Debt Management Office Account Deposit Facility (DMADF) and The Royal Bank of Scotland (as a part-nationalised bank) and that the Interim Chief Officer - Finance would update the Convenor and Vice-Convenor appropriately along with a subsequent report to the Finance & Economy Committee.

 

(Reference: Report by Interim Chief Finance Officer, dated 21 February 2022, submitted).

 

The Provost declared the Meeting closed at 3.30pm

1 Appendix A

Stirling Council Meeting on 3 March 2022

General Fund Revenue Budget & Determination of Council Tax 2022/23

 

Motion

 

Moved by Councillor Margaret Brisley                                              

 

Seconded by Councillor Alison Laurie                                              

 

That the Council agrees:

 

1. to note the budget surplus of £0.441M as set out in the officer budget report after taking account of government grant, unavoidable cost pressures, inflation provisions, previously agreed savings options, fees & charges income and the Valuation Joint Board requisition;

    

2. to agree that a revised Living Wage rate of £10.00 per hour should be paid for 2022/23, and that this should be applied from 1 April 2022 and paid to employees as soon as practicable, and not wait until the conclusion of pay negotiations;

    

3. to agree the allocation of the budget surplus of £0.441M as set out in Appendix 2 of this motion:

    

   • to provide additional spending commitments of £0.398M; and

   • to provide additional revenue funding of £0.043M to support increased capital investment of £0.670M through Prudential Borrowing;

      

4. to agree the allocation of £1.958M from repurposed earmarked reserves as set out in Appendix 3 of this motion;

    

5. to agree that the target level of reserves be maintained at between 2% and 2.5% of budget for 2022/23, while accepting that for a period of time they will be at a level higher than target in order to fund, for example, the costs of transformation in the coming financial years;

    

6. to agree the transfer of resources to the Clackmannanshire and Stirling Health and Social Care Partnership (Integration Joint Board) as set out in the officer report, at a level of £48.934M for 2022/23, which includes the full pass through of funding allocated to the Council by the Scottish Government in the Local Government Finance Settlement in December 2021;

    

7. to agree the fees and charges for Council Services for 2022/23 as set out in Appendix 3 of the officer report;

    

8. to agree that the Total Budgeted Expenditure to be Funded in 2022/23 be set at

   £246.569M as detailed in Appendix 1 of this Motion;

   1 Appendix B

    

   Stirling Council Meeting on 3 March 2022

    

   Motion

   General Services Capital Programme 2022/23

    

   Proposed by Councillor Margaret Brisley                                                    

    

   Seconded by Councillor Alison Laurie                                                    

    

   That Council agrees:

   1. to note the draft General Services Capital Programme for 22/23 as set out in Appendix 1 and 2 of the officer report on this agenda including a surplus of resources of 0.030M

       

   2. to agree the following amendments to the draft capital programme in the officer report:

       

      Additional Resource Approvals within 22/23:
      Additional prudential borrowing in 22/23 to fund capital programme priorities:
      Rural Community Fibre Network	£0.200M
      Road Infrastructure Improvement Fund (road surfacing & footway works)	£0.400M
      Bannockburn to Cowie Cycle Route	£0.100M
      Total	£0.700M
      Surplus of resources noted in officer report	(£0.030M)
      Additional Prudential Borrowing	£0.670M

       

   3. to note that the above programme amendments will allow a General Services Capital Programme to be set for 22/23 within the resources available.

       

   4. to agree a revised capital spending programme for 22/23 totalling £37.890M, as set out in Appendix 1 to this motion.

       

   5. to agree that officers will carry out a comprehensive review, and bring back to a future meeting of the Council the draft 10‐year capital programme which will set a longer term outlook on the council funding requirements taking account of the needs for capital investment to support the Council’s strategic priorities.

    

    

    

   PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

   MOTION

    

   Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
   £	£	£
   100,711	200,000	0
   100,000	0	0
   254,065	0	0
   50,000	50,000	0
   700,982	0	0
   50,000	0	0
   500,000	750,000	0
   480,000	5,748,000	10,080,000
   50,000	50,000	0
   1,000,000	5,000,000	4,000,000
   300,000	0	0
   200,000	0	0
   0	0	0
   913,521	1,220,000	0
   50,000	500,000	0
   200,000	500,000	0
   200,000	3,000,000	3,300,000
   150,000	1,000,000	800,000
   200,000	200,000	0
   300,000	300,000	0
   130,000	65,000	0
   325,000	325,000	0
   50,000	50,000	0
   650,000	TBC	0

    

   Note Investment Theme

   CORE PROGRAMME

   1. Communities Investment in Community Facilities

   2. Communities Cemeteries Infrastructure Improvements

   3. Communities Library Infrastructure Improvements

   4. Communities Plean Community Hub

   5. Communities Bandeath Dog Shelter Refurbishment

   6. Communities Dementia Friendly Infrastructure

   7. Education Investment in Education Estate (lifecycle investment)

   8. Education Education Estate - Major Investment Priorities - Callander PS

   9. Education Education Estate - Major Investment Priorities -Allan's & Chartershall

   10. Education Secondary School specialist provision (complex needs & ASD)

   11. Education ASN Primary School Adaptations (Bannockburn PS only)

   12. Education Bannockburn High School Suitability Investment

   13. Education Free School Meal expansion (SC share of £30M undistributed)

   14. Education (LDP) Borestone Primary School (including LDP growth)

   15. Education (LDP) LDP Growth Mitigation - Durieshill

   16. Education (LDP) LDP Growth Mitigation - South Stirling Gateway Primary School

   17. Education (LDP) LDP Growth Mitigation Cambusbarron PS LDP

   18. Education (LDP) LDP Growth Mitigation Drymen

   19. IT & Digital Transformation General ICT

   20. IT & Digital Transformation Monitor / Hardware Refresh

   21. IT & Digital Transformation Replace Existing Air Conditioning Units in Municipal Data Centre / Teith House Data Centre

   22. IT & Digital Transformation Annual Laptop Replacement Programme

   23. IT & Digital Transformation Digital Investment in Education - Wireless Infrastructure

   24. IT & Digital Transformation Chromebook Replacement in Schools

        

        

        

       PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

       Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
       £	£	£
       50,000	0	0
       66,000	0	0
       29,464	0	0
       200,000	0	0
       4,246,000	4,646,000	0
       400,000	0	0
       0	500,000	0
       105,742	200,000	0
       100,000	0	0
       189,189	200,000	0
       200,000	200,000	0
       326,376	350,000	0
       773,000	0	0
       217,000	0	0
       35,000	0	0
       247,000	0	0
       216,500	0	0
       0	250,000	0
       0	50,000	0
       100,000	250,000	0
       779,460	450,000	0
       100,040	75,000	0
       18,000	15,000	0
       150,000	150,000	0
       0	460,000	230,000

        

       MOTION

        

       Note Investment Theme

   25. IT & Digital Transformation Digital Investment in Education - Interactive Whiteboards

   26. IT & Digital Transformation Digital Investment in Intranet & Council Website

   27. IT & Digital Transformation Municipal & Teith House Data Centres

       M IT & Digital Transformation Rural Community Fibre Network

   28. Roads & Infrastructure Road Infrastructure Improvement Fund (road surfacing & footway works)

       M Roads & Infrastructure Road Infrastructure Improvement Fund (road surfacing & footway works)

   29. Roads & Infrastructure Major Flood Alleviation Schemes (Bridge of Allan, Callander & Stirling)

   30. Roads & Infrastructure Community Flood Management Projects

   31. Roads & Infrastructure Street Lighting Investment Programme

   32. Roads & Infrastructure Road Safety Plan - Implementation of Accident Sites Remedial Programme

   33. Roads & Infrastructure Play Areas, Parks & Open Spaces

   34. Roads & Infrastructure Bridges Capital - Major Projects

   35. Roads & Infrastructure Bridges Capital - Major Projects - Catterburn

   36. Roads & Infrastructure Bridges Capital - Major Projects - Branshogle

   37. Roads & Infrastructure Bridges Capital - Lunchikin

   38. Roads & Infrastructure Bridges Capital - Cardross

   39. Roads & Infrastructure Transfer Station - Cat 3 Bay New Build

   40. Roads & Infrastructure Railway Station Bridge Underpass

   41. Roads & Infrastructure Bus Shelter Improvement Programme

       M Roads & Infrastructure Bannockburn to Cowie Cycle Route

   42. Social Care Private Sector Housing Grant - Major Disabled Adaption Grants

   43. Social Care Private Sector Housing Grant - Care & Repair Scheme

   44. Social Care Private Sector Housing Grant - Lead Pipe Replacement Grants

   45. Social Care Telecare (equipment)

   46. Social Care Telecare (equipment) analogue to digital switch

        

        

        

       PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

       Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
       £	£	£
       50,000	0	0
       156,000	0	0
       0	0	0
       50,000	0	0
       1,500	0	0
       60,000	0	0
       100,000	200,000	0
       545,000	0	0
       (15,000)	0	0
       (130,000)	0	0
       (100,000)	0	0
       (80,000)	0	0
       (50,000)	0	0
       (150,000)	0	0
       (20,000)	0	0
       15,920,550	26,954,000	18,410,000

        

       MOTION

        

       Note Investment Theme

   47. Stirling Economy Rural Broadband

   48. Stirling Economy City Centre Investments - Street Lighting

   49. Stirling Economy City Centre Investments - Public Realm

   50. Stirling Economy Albert Halls

   51. Stirling Economy Digital District - Muncipal Buildings

   52. Council Estate Digitisation of alarm systems across estate - (all Council assets)

   53. Council Estate Sustainability in Council estate

   54. Communities & Education Investment in Community Facilities / Education Estate - Advanced Projects to 21/22

   55. Communities & Education Aberfoyle Bike Shelter

   56. Communities & Education Cowie Local Office Minor Refurbishment and Upgrades

   57. Communities & Education Community and Education Estate - Electrical Upgrades

   58. Communities & Education Community and Education Estate - Upgrade Fire and Intruder Alarm systems

   59. Communities & Education Community and Eduation Estate - CCTV Upgrades

   60. Communities & Education Public Space CCTV Network Upgrade

   61. Communities & Education Doune Accessible Toilets Phase 2

       Total Core Programme

        

        

        

       PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

       Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
       £	£	£
       976	0	0
       40,652	0	0
       8,347	0	0
       29,896	0	0
       2,896	0	0
       82,767	0	0
       1,921,184	0	0
       1,300,000	0	0
       3,221,184	0	0

        

       MOTION

        

       Note Investment Theme

        

       PARTICIPATORY BUDGETING - CAPITAL ALLOCATION

   62. Participatory Budgets DBA1 Dunblane Accessible Toilets

   63. Participatory Budgets FE1 Playpark Pavilion Arnprior

   64. Participatory Budgets SW16 Kings Park Toilets Upgrade

   65. Participatory Budgets TT2 Cycle Network Stirling To Aberfoyle

   66. Participatory Budgets TT17 Accessible Public Toilets Aberfoyle

       Total Participatory Budgeting - Capital Allocation

        

       PRUDENTIAL BORROWING SPECIFIC PROJECTS

   67. Existing PBB Options The Peak, Integrated Energy System (includes Grant Funding also)

   68. Education Early Learning & Childcare 1140 Expansion

       Total Projects to be funded by specific Prudential Borrowing

        

        

        

       PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

       Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
       £	£	£
       2,947,100	0	0
       413,595	0	0
       348,000	0	0
       11,000	0	0
       833,040	0	0
       100,000	210,000	105,000
       132,895	101,000	61,000
       119,000	0	0
       6,000	0	0
       57,000	0	0
       231,000	231,000	231,000
       80,323	0	0
       60,838	0	0
       412,000	412,000	412,000
       TBC	0	0
       69,141	0	0
       330,000	0	0
       80,000	0	0
       50,000	0	0
       24,202	0	0

        

       MOTION

        

       Note Investment Theme

        

       PROJECTS SUPPORTED BY EXTERNAL GRANTS & CONTRIBUTIONS

       Stirling Council & External Funding

   69. Education Early Learning and Childcare 1140 Expansion

   70. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Switched on Towns & Cities)

   71. Roads & Infrastructure LTS - Towns, Villages, Rural Area Transport Plan (Balfron)

   72. Stirling Economy Conservation Area Regeneration Scheme

   73. Stirling Economy Conservation Area Regeneration Scheme - Alhambra Theatre & Stirling Arcade

   74. Stirling Economy Conservation Area Regeneration Scheme - John Cowane's House

   75. Stirling Economy Conservation Area Regeneration Scheme - Public Realm Works

        

       Full External Funding

   76. Education CO2 Monitors

   77. Education CO2 Monitors (Private & Third Sector)

   78. Roads & Infrastructure Nature Restoration Fund

   79. Roads & Infrastructure Renewal of Play Parks in Scotland

   80. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Switched on Fleet)

   81. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Local Authority Installation Programme)

   82. Roads & Infrastructure Traffic Management & Community Road Safety (CWSS)

   83. Roads & Infrastructure LTS - Active Travel & Placemaking - Manor Powis

   84. Roads & Infrastructure LTS - Active Travel & Placemaking - City Centre South

   85. Stirling Economy South Callander Infrastructure & Development

   86. Stirling Economy Place Based Investment Programme City Commissions

   87. Stirling Economy Place Based Investment Programme Building Improvement Grants

   88. Stirling Economy Place Based Investment Programme - 3rd Party Grant Scheme

        

        

        

       PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

       Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
       £	£	£
       (50,000)	0	0
       50,000	0	0
       286,821	0	0
       188,300	0	0
       95,741
       6,875,996	954,000	809,000
       526,097	0	0
       1,400,000	2,200,000	0
       0	3,000,000	3,500,000
       4,263,208	3,829,130	0
       0	622,622	2,236,059
       100,000	500,000	1,400,000
       500,000	4,930,000	4,570,000
       5,000,000	0	0
       11,789,305	15,081,752	11,706,059
       37,889,802	42,989,752	30,925,059

        

       MOTION

        

       Note Investment Theme

   89. Stirling Economy Place Based Investment Programme - Albert Hall Development

   90. Stirling Economy Place Based Investment Programme - Visitor Management Wayfinder & Interpretation Trail

   91. Stirling Economy Rural Tourism Infrastructure Fund - Green Shed Travel Hubs

   92. Stirling Economy Rural Tourism Infrastructure Fund - Todholes Car Park

   93. Insurance Funded St Kessogs

       Total Projects Supported by External Grants & Contributions

        

       C ITY REGION DEAL

   94. City Region Deal Regional Digital Hubs (Cowie Regeneration)

   95. City Region Deal Regional Hubs Cowie & Callander

   96. City Region Deal Development of Culture, Heritage & Tourism Assets

   97. City Region Deal Active Travel Routes (including Walk Cycle Live Stirling)

   98. City Region Deal Active Travel (This is total project, SC element TBC)

   99. City Region Deal Digital District phase 2 - Stirling Digital Hub

   100. City Region Deal National Tartan Centre

   101. City Region Deal MOD Land

        Total City Region Deal

         

        TOTAL GENERAL SERVICES CAPITAL PROGRAMME EXPENDITURE

         

         

         

        PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

        MOTION

         

        Note Investment Theme

         

        CAPITAL RESOURCES

        General Capital Grant

        Capital Grants & Contributions (new) Capital Grants & Contributions (prior year) Capital Grants & Contributions (c/fwd) CFCR

        Prudential Borrowing - General Prudential Borrowing - Specific Capital Receipts

         

        Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
        £	£	£
        (10,801,000)	(7,757,000)	(7,757,000)
        (13,552,828)	(15,934,747)	(12,424,084)
        (1,589,360)	0	0
        (2,850,155)	0	0
        (2,498,179)	0	0
        (1,320,320)	0	0
        (2,277,960)	0	0
        (3,000,000)	0	0
        (37,889,802)	(23,691,747)	(20,181,084)

         

        TOTAL CAPITAL PROGRAMME RESOURCES

         

        (0)

        19,298,005

        10,743,975

         

        SHORTFALL / (SURPLUS) OF RESOURCES

        10

        2

         

9. to agree that a Band D Council Tax of £1,384.58 be set for 2022/23 as detailed in Appendix 1 of this Motion, which represents a 3% increase on 2021/22 levels;

    

10. to agree that a Council Tax be paid in respect of chargeable dwellings in each of the other valuation bands in accordance with Section 74(1) of the Local Government Finance Act, 1992;

     

11. to note that the 2022/23 Non-Domestic Rate Standard poundage rate has been set by the Scottish Government at 49.8p in the pound, with the Large Business Supplement poundage rates being set at 51.1p for properties with a rateable value of between £51,000 and £95,000, and 52.4p for properties with a rateable value over £95,000;

     

12. to note the Prudential Indicators for 2022/23 as detailed in Appendix 5 of this Motion;

     

13. to agree that the Chief Executive and the Chief Finance Officer will correspond with the Board of Active Stirling, to give assurances that the Council will continue to provide such financial support necessary to underpin the loss of income suffered by the organisation as a result of the pandemic. Such support will be met, where possible, from COVID income support funding provided to the Council by the Scottish Government; and

     

14. to note that the Council will be facing a likely estimated cumulative revenue budget funding gap of c.£23.8M over the five years 2022/23 to 2026/27 based on current business plan assumptions, as set out in Appendix 4 to this motion. In line with the Ten Year Strategy (Thriving Stirling), work will continue on the long-term planning process in order to set balanced budgets for the following years.

 

Stirling Council Partnership Administration Budget Proposal

2022/23

Appendix 1 – Council Tax Level

 

 

 

Stirling Council Partnership Administration Budget Proposal

2022/23

Appendix 2 – New Recurring Policy Growth

 

Relevant Committee

 

 

 

 

Stirling Council Partnership Administration Budget Proposal

2022/23

Appendix 3 – New One-Off Policy Growth

 

 

 

 

 

 

Stirling Council Partnership Administration Budget Proposal

2022/23

Appendix 4 – Draft Five Year Budget Position

 

 

 

 

 

 

Ratio of Financing Costs to Net Revenue Stream

 

Authorised Limit and Operational Boundary for External Debt

 

 

 

40 years and over 0% 100% 20%

AGENDA‌

 

AGENDA for the SPECIAL BUDGET MEETING of the STIRLING COUNCIL to be

held as a Virtual Meeting by MICROSOFT TEAMS on THURSDAY 3 MARCH 2022

commencing at 2.00 pm.

 

In accordance with Section 43 of the Local Government in Scotland Act 2003 the Chair has agreed that this meeting will be conducted in such a manner as to allow remote attendance by Elected Members.

 

Please note that the meeting will be held via Microsoft Teams and will be broadcast live via the Stirling Council YouTube page at: https://www.youtube.com/user/stirlingcouncil

 

A recording of the meeting will also be made publicly available on the Council’s YouTube page following the meeting.

 

JULIA MCAFEE

Chief Officer – Governance Clerk to the Council‌

 

25 February 2022

 

B U S I N E S S

 

1. APOLOGIES

    

2. DECLARATIONS OF INTEREST

    

3. GENERAL FUND REVENUE BUDGET & DETERMINATION OF COUNCIL TAX 2022/23

   Report by Interim Chief Finance Officer (Pages 1 - 52)

    

   MOTION AMENDMENT

    

   AMENDMENT

    

4. PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

   Report by Interim Chief Finance Officer (Pages 53 - 98)

    

   MOTION AMENDMENT

    

   AMENDMENT

5. TREASURY MANAGEMENT STRATEGY STATEMENT 2022/23

Report by Interim Chief Finance Officer (Pages 99 - 148)

 

(For further information contact:

Committee Officer – Louise McDonald, mcdonaldlo@stirling.gov.uk, 01786 233746 or Chief Officer – Governance – Julia McAfee, mcafeej@stirling.gov.uk, 01786 233108)

1‌

 

Stirling Council Agenda Item No. 3

Stirling Council Date of

Meeting: 3 March 2022

Not Exempt

General Fund Revenue Budget & Determination of Council Tax 2022/23

 

 

 

Purpose & Summary

The purpose of this report is to provide Council with details of the 2022/23 General Fund Revenue Budget along with indicative financial plans for the following four financial years 2023/24 to 2026/27.

 

Recommendations

Council is asked to:

1. note the General Fund Revenue Budget for 2022/23 as attached at Appendices 1 and 1a of this report, along with indicative budgets for the following four-year period;

2. note that the Council’s Five Year Business Plan and Strategic Workforce Plan, reviewed on an annual five-year rolling basis, will be presented to a meeting of the Council following the May 2022 Local Government elections;

3. agree a revised Living Wage rate, currently included in the provisional budget scenario, and that this should be applied from 1 April 2022;

4. determine by resolution the level of Council Tax to be set for 2022/23;

5. note the setting of the Non-Domestic Rate for 2022/23, as set out in paragraphs

   2.572.57 to 2.65;

6. determine by resolution, proposals to deal with the budget position set out in this report;

7. determine by resolution the target level of reserves for 2022/23;

8. note that Officers intend to bring a paper to Council following the May 2022 Local Government elections, which will provide an update on all of the Council’s transformation programmes, with relevant timelines relating to future investment requirements and benefits realisation;

9. determine by resolution the repurposing of earmarked reserves of £1.958M as set out in Appendix 2;

10. approve the transfer of funding to the Clackmannanshire and Stirling Health & Social Care Partnership, of £48.934M, as set out in paragraphs 2.81 to 2.89;

11. determine within the revenue budget resolution the Prudential Indicators for 2022/23 to accompany the capital programme proposals to be presented to this meeting of the Council;

     

12. determine by resolution the fees and charges to be set for 2022/23 with current and proposed charges as set out in Appendix 3; and

13. agree that the Chief Executive and the Interim Chief Finance Officer will correspond with the Board of Active Stirling, to give assurances that the Council will continue to provide such financial support necessary to underpin the loss of income suffered by the organisation as a result of the pandemic. Such support will be met from Covid income support funding provided to the Council by the Scottish Government.

 

Resource Implications

The detailed resource implications are contained throughout the body of this report and the appendices.

The report sets out a wide range of issues that will affect the Council’s overall financial position, so from that respect the resource implications are wide-ranging. Given the complexity of the issues, there have been changes to the assumptions previously made in developing a financial strategy and in advising the Council of what the scale of the budget challenge will be in the coming years. In particular, the Scottish Draft Budget announcement on 9 December 2021 and the Local Government Finance Settlement announcement on 20 December 2021, have had a significant bearing on those assumptions.

 

Legal & Risk Implications

The Council is required by law, more specifically, Section 93 of the Local Government Finance Act 1992, to produce a balanced budget. The report highlights a number of updates to the assumptions that underlie the existing financial strategy where updates are available. Future pay negotiations and the issues around future local government finance settlements both present the most significant financial risks to the Council. In relation to the pay negotiations that risk applies to the 2022/23 financial year and beyond, if finalised pay settlements are higher than existing budgetary provision. In relation to government grant, economic conditions and performance in future years may mean that future year government grant settlements to local government may be lower than currently assumed, and may mean that existing assumptions may have to be revised downwards.

 

1. Background

   1. Since 2013 the Council has adopted a longer-term planning approach to budgeting, and the Council’s external auditors have commended the Council for this approach and have reflected a number of positive comments about the need to adopt an approach that covers both the short-term horizon but also takes a longer-term view of the factors that are likely to affect future years’ budgets.

   2. A financial strategy update report was presented to the Council on 9 December 2021, setting out the anticipated financial outlook using the best assumptions at that time. Since then a number of factors have meant that these assumptions now need to be varied. In particular, the Scottish Draft Budget announcement on 9 December 2021, the Local Government Finance Settlement announcement on 20 December 2021 and the announcement of further one-off funding to Local Government on 27 January 2022.

       

   3. Although the legislation only requires the budget and tax to be set for the forthcoming year, Councils can also set provisional financial plans for a period beyond the single forthcoming year. In anticipation of setting its budget for 2022/23 the Council has undertaken a budget savings exercise that has reviewed all costs currently being incurred across Council Services over the next five-year period.

       

2. Considerations

   Financial and Economic Outlook

   1. The Council currently has confirmation of Scottish Government funding for one year only, although the Scottish Government has announced its intention to provide a multi-year finance settlement following the local government elections in May 2022.

   2. The UK Spending Review, announced in October 2021, included a 2.4% real terms increase in funding for Scotland over the spending review period to 2024/25 but, due to the block grant adjustment, the increase is front loaded with a large real terms increase of 7% in 2022/23 followed by two years of the Scottish Budget declining slightly in real terms. Given the difficult local government finance settlement in 2022/23, when the Scottish Budget increase is at its highest level in the spending review period, and the Scottish Government’s national spending commitments, the outlook for local government funding for 2023/24 and 2024/25 is very challenging.

   3. In addition to the overall funding position noted above, changing economic circumstances, including the pandemic, the UK leaving the EU and uncertain levels of growth and productivity in the Scottish economy, could all impact on the overall level of resources available for funding Scottish public services. Taking account of these factors, there remains uncertainty around future funding.

   4. Although overall funding to Councils in 2022/23 increased in cash terms, much of the increase is attributed to Scottish Government service and policy priorities such as commitments to children and young people and health and social care. As outlined by COSLA, the core funding provided falls short of the amount required to protect local services and erode the funding gap from many years of reduced settlements. As acknowledged by the Accounts Commission, local government has seen its percentage share of the overall Scottish Budget falling year on year. In 2007/08, local government received 28.62% of the total budget. In 2022/23 the percentage share is 22%.

   5. With the Scottish Government due to publish local government funding settlements for the period to 2024/25 in May 2022, the outlook for Councils remains unclear. Indications are, based on the UK Spending Review, the 2022/23 Scottish Budget, the Scottish Government’s Medium Term Financial Strategy and other political commitments, that future funding for Councils is likely to remain severely constrained. The Scottish Government’s priority areas remain health and social security, and with health, local government and social security representing almost three quarters of the resource budget, inevitable increases in funding for the NHS and social security are likely to mean continued pressure for Council budgets.

       

   6. Reflecting on continued economic uncertainty, and published information from UK and Scottish Budgets, the key risk for future financial planning is public funding overall and Scottish Government grant assumptions for Councils. Risks to public sector funding include:

      1. Economic uncertainty, where economic growth is not in line with forecasts or other regions of the UK resulting in negative adjustments to Scotland’s block grant;

      2. The longer term impact of leaving the European Union and the ongoing pandemic on spending levels;

      3. The proportion of the overall funding envelope allocated to Councils when the Scottish Government has made it clear its priority is health and social security;

      4. The redirection of core local government resources to support national commitments impacting on how Councils allocate their resources to local priorities and existing services valued by local communities; and

      5. Potential implications arising from the establishment of a National Care Service.

         Five Year Business Plan and Strategic Workforce Plan

   7. Like all local authorities, Stirling Council is facing a period of unprecedented change with many factors affecting the need to adapt as an organisation. These pressures are only likely to increase as it reacts to future challenges, not least those which have been demonstrated so dramatically by the ongoing Covid-19 global pandemic.

   8. The level of transformation that will be required in order for the Council to be able to address these challenges requires a clear long term vision and goals. The Ten Year Thriving Stirling Strategy outlines this and provides a framework within which transformation can take place in a planned and structured way, supported by a workforce which is valued and enabled, and through co-design with Stirling’s citizens and communities.

   9. The Thriving Stirling Strategy is supported by the Council’s Five Year Business Plan and Strategic Workforce Plan, each of which are reviewed and approved by Council annually on a rolling basis. The latest Five Year Plan (2021-26) and Strategic Workforce Plan (2021-26) received Council approval in June 2021.

   10. The Five Year Business Plan is strategically aligned to the Council’s Ten Year Thriving Stirling Strategy and the Budget. It outlines the strategic context in which the Council operates, in terms of the Council’s ongoing six Key Priorities and the four outcomes outlined in the Stirling Plan (Stirling’s Local Outcomes Improvement plan which is developed in collaboration with our Community Planning Partners).

   11. The Strategic Workforce Plan is also strategically aligned to the Thriving Stirling Strategy and the Budget. It captures the workforce implications of the Council’s ongoing process of transformation, providing information on the current workforce, and sets out a workforce strategy which seeks to ensure our workforce develops the capability of delivering on the objectives set out within the Strategy.

        

        

   12. It is anticipated that a revised Five Year Business Plan and Strategic Workforce Plan will be presented to the Council following the May 2022 Local Government elections.

       Budget Spending Pressures

   13. The process for determining the budgets for future years involves identifying existing and potential future cost pressures and building these into a financial planning model. A wide range of adjustments have been made to the 2021/22 base budget in rolling forward to the 2022/23 base position, with the main unavoidable cost pressures set out in the following paragraphs.

   14. Pay Awards - agreement on the Scottish Joint Council for Local Government Employees (SJC) 2021/22 pay award and the final level of financial provision required to fund it has been built into the revenue budget for 2022/23, with the cost of the increased cash underpin (rising from £750 to £850) requiring an additional budgetary provision of £0.3M to be made in 2022/23. The budget position also includes provision for Scottish Negotiating Committee for Teachers (SNCT) employees whose pay negotiations for 2021/22 are still subject to agreement. Should the eventual SNCT pay settlement for 2021/22 result in an enhanced pay award, then this may require an additional budgetary provision in 2022/23, however the Scottish Government have committed to fund this.

   15. The Scottish Draft Budget included a statement by the Scottish Government on public sector pay policy for 2022/23, confirming a single year policy in light of ongoing economic uncertainty. Some of the proposed key features of the pay policy are as follows:

       1. A guaranteed wage floor of £10.50 per hour;

       2. A cash underpin of £775 for public sector workers who earn £25,000 or less;

       3. A basic pay increase of up to £700 for those public sector workers earning between £25,000 to £40,000;

       4. A cash uplift of £500 for public sector workers earning above

          £40,000.

          (all based on 35 hour working week).

   16. Although this policy does not apply directly to local government, which is subject to separate pay negotiation processes, it sets out what pay changes will be applied to a sizeable number of Scottish public sector workers, notably those in the Health sector, but also many other public sector workers.

   17. For 2022/23 a planning assumption of 1.75% had been allowed for, but this has now been increased to 2% to align with the Scottish Government’s public sector pay policy. Officers have modelled the impact of the public sector pay policy and it would equate to approximately a 2% rise across the teaching and non-teaching establishment.

   18. The SJC Trade Unions have now submitted pay claims for Local Government Workers and Chief Officials for 2022/23 with the SJC claim seeking, amongst other things, a flat rate increase of £3,000 per annum (based on a 35 hour working week). The SNCT pay claim for 2022/23 is for 10% to be applied to all grades and pay points. These pay claims represent a significant risk to the financial sustainability of local authorities in 2022/23 and beyond, given that there is no provision in the core funding settlement for these.

        

   19. Living Wage - in November 2021 the Living Wage rate was officially set at

       £9.90 per hour with effect from 1 April 2022, and budget provision has been made for that rate. Council should note that as a Living Wage Employer, the Council should commit to pay this from 1 April following the determination of the revised rate, rather than wait until any national pay bargaining has concluded.

   20. A key priority of the Council is to establish a minimum Living Wage rate of

       £10 per hour. Should proposals come forward to set the Living Wage at the enhanced rate of £10 per hour, provision has already been made for the additional cost as part of the 2022/23 pay award planning assumption within the revenue budget proposals set out in this report, but this should be confirmed or otherwise by resolution.

   21. It should be noted that once the 2022/23 pay award is agreed, it is likely that the new Scottish Local Government Living Wage will exceed £10 per hour. The agreed rate will be paid by Stirling Council at the appropriate time and backdated to take effect from 1 April 2022.

   22. Pay Increments - increments have been provided for those employees who will be due an increase as part of their progression through the pay scales, in line with the changes to terms and conditions agreed with trade unions in December 2013. Given that the Council continues to experience employee turnover of around 15% per annum, some level of incremental growth will need to be provided for as new employees progress through the pay scales.

   23. Employers National Insurance - As reported to Council in December 2021, the UK Government announced in September 2021 that National Insurance contributions will increase by 1.25% from 1 April 2022, in order to create a Health and Social Care Levy. This increase will apply to both employer and employee and therefore has a significant impact on Local Government. Although Councils in England will receive funding to cover this increase, this has not been applied to Councils in Scotland, leaving an additional pressure of c. £70M for Scottish Councils. For Stirling Council this equates to £0.8M for the General Fund, and £0.06M for HRA.

   24. Employer Pension Contributions - for 2022/23 the Fund Actuary has confirmed that the employer contribution rates will remain at the same level as in 2021/22, with the rate remaining at 22.5%, and thereafter increasing to 23% in 2023/24. The overall funding rate for the scheme has gradually been increasing, and the latest valuation shows Stirling’s share of the fund being at a 90% funding level, and the Actuary remains confident that this will rise to the 100% funding level target over a 20 year period, within the parameters of the current strategy.

   25. Non-Pay Inflation - in line with previous years, provision has been made for inflationary uplift in non-pay budgets where there is a contractual obligation to pay an uplift or where an uplift can be reasonably expected, and no allowance is made where budgets can reasonably be contained at the existing price base.

   26. Energy Inflation - the UK has seen very significant recent increases in the cost of energy, both gas and electricity, but the sharpest increases have been in the gas market. The Council’s energy contracts contain prices that are fixed for the contract duration, and not all of them fall due for renewal at the same time. However, officers have estimated that an increase in gas contract prices of 23.8% for gas, and 11.5% for electricity will require additional budgetary provision of £0.3M to be made in 2022/23.

        

        

        

       Budget Mitigations

   27. Loans Charges Budget - The Scottish Government in 2020 introduced legislation which allowed Councils to vary loans fund repayments for lending advances made before 1 April 2016.

   28. At the budget meeting on 11 March 2021, Council approved a revised policy for the repayment of loans fund advances, adoption of which has enabled a smoothing of the loans fund repayments and reprofiling of the revenue requirement, whilst ensuring that the Council makes a prudent provision each year to pay off an element of the accumulated loans fund advances made in previous financial years.

   29. The saving to the General Fund for 2022/23, arising from the change in policy will be £1.8M, and this has been factored into the financial strategy.

   30. Furthermore, due to continuing low interest rates over the past year, a further efficiency saving can be captured to the value of £0.183M.

   31. Consequently these two budget reductions can now be factored into the base position for next financial year.

   32. Demographic Growth Provision - The approval of the budget transfer to the Health & Social Care Partnership (HSCP) as set out in the report (paragraphs

       2.81 to 2.89) will allow a reduction in the draft provision in the financial strategy of £0.947M to be made against the previous assumptions of demographic growth.

       Review of Capital Accounting

   33. As previously outlined to Council, the ongoing review of Capital Accounting is considering the two separate, but linked issues, of statutory mitigations and service concessions. The review has been led by Local Government and a report on this matter has now been shared with stakeholders for consultation until 25 February 2022. The consultation was deemed the best possible way of ensuring a shared understanding of the importance of statutory mitigation in particular.

   34. The potential removal of statutory mitigations that protect Councils’ revenue budgets from significant impacts of asset revaluations and other matters, would be far reaching and extremely significant for local authorities.

   35. The review of service concessions is associated with capital assets constructed and financed under PFI/PPP projects. The current regulatory framework associated with PFI/PPP schemes is inconsistent with current practice regarding other capital projects, and there is strong argument for a change to current regulations to allow debt associated with such schemes to be written down over the life of the asset, consistent with the treatment of non PFI/PPP assets, rather than the contract life on a comparable basis.

   36. Following the consultation, COSLA will be commencing further dialogue with the Scottish Government to seek resolution on these key matters.

       Government Grant Position

   37. The Council has received the Finance Circular for 2022/23 (Local Government Finance Circular 9/2021), setting out the grant from the Scottish Government for 2022/23. The figures within this report reflect the funding position per the issued circular.

        

        

        

   38. As contained in the Draft Scottish Budget and the LGFS, the overall revenue support grant cash movement for Councils from 2021/22 to 2022/23 is an increase of £815.2M, an increase of 7.38%. However, after removing ring- fenced grant and new funding, both of which come with spending commitments, the core grant for Scottish local government has reduced by

       £49.2M or 0.48% from 2021/22.

   39. For Stirling the overall grant represents a cash increase of £13.0M or 6.84%, when compared to the 2021/22 grant. However, after removing ring-fenced grant and new funding, both of which come with spending commitments, the core grant reflects a slight reduction, with the core grant reducing by

       £0.115M. Stirling Council’s share of the core grant reflects a slightly better position than the overall movement in the national figure for core grant due to distributional impacts after the underlying data has been updated from 2021/22 to 2022/23.

   40. Finance Circular 9/2021 sets out details of a number of additional revenue spending commitments totalling £802M that Councils will be expected to meet from the funding envelope confirmed on 20 December as follows:

        

       Commitment	National Quantum £M
       Children and Young People (including additional teachers, music tuition, curricular charges, school clothing grants, increase in Pupil Equity Fund)	180.0
       Health and Social Care (social care pay, carers act, free personal care, winter package, £10.50 per hour delivery)	553.9
       Scottish Child Bridging Payments	68.2
       Total Additional Scottish Government Commitments	802.1

   41. Stirling Council’s confirmed share of these grant elements, or estimated in the case of non-allocated elements, and the corresponding spending commitments, have been reflected in our budget accordingly.

   42. In relation to the funding to Integration Authorities (Health & Social Care Partnerships), Local Authority adult social care budgets for allocation to partnerships across Scotland must be £553.9M greater than 2021/22 recurring budgets. That means that Stirling Council’s year on year increase must be at least the value of its allocation from the £553.9M, which is

       £9.371M. A similar requirement will apply to Clackmannanshire Council for their share of the new resource, and NHS Forth Valley will also receive a similar direction via the Health Directorate.

   43. The letter from the Cabinet Secretary for Finance and the Economy to the COSLA President dated 9 December 2021 contained the following key points with regard to the settlement:

       1. Funding to maintain the pupil teacher ratio nationally and places for all probationers who require one under the induction scheme;

       2. Councils have full flexibility to set council tax at a rate appropriate for the area;

       3. Commitment to reviewing all ring-fenced funding as part of the upcoming Resource Spending Review;

           

       4. The Scottish Government working with local government to develop a combined approach to employability funding which removes ring- fencing and the administrative burden, whilst ensuring those who most require support receive it as soon as possible;

       5. An ongoing commitment to working with COSLA to develop a rules based fiscal framework to support future funding settlements;

       6. Extended flexibility for use of capital receipts to pay for Covid-19 costs and ability for Councils to carry forward their 2021/22 loans fund holiday through their General Fund balances to 2022/23 for Covid-19 purposes; and

       7. An ongoing commitment to working with Directors of Finance and CIPFA on the capital accounting review and service concession flexibility.

   44. In response to the proposed settlement, all 32 Council Leaders signed a letter to the First Minster seeking a meeting, and arising from that, the COSLA Presidential Team and political Group Leaders met with the First Minister on 26 January 2022.

   45. Subsequently, on 27 January 2022 the Cabinet Secretary for Finance and the Economy announced that Local Government would receive an additional

       £120M of non-recurring funding in 2022-23.

   46. The Cabinet Secretary’s letter to the COSLA President confirming this funding outlinedthe following key points:

       1. Commitment to improve partnership working;

       2. Unexpected information has been received from the UK Government indicating the likelihood of further consequentials in 2021/22 and, as a result of this, the Scottish Government is looking to carry forward this additional funding to 2022/23 to provide additional resources of

          £120M to Councils in 2022/23 to allocate as they wish;

       3. The £120M funding is one-off and is not recurring;

       4. Councils continue to have full flexibility in setting council tax but the Cabinet Secretary does not believe there is any requirement for inflation busting increases in 2022/23. CPI inflation is currently 5.4%;

       5. The Resources Spending Review needs to address the long term sustainability of local government and there is a requirement to collectively consider commitments carefully alongside available funding and options for savings and reform;

       6. A letter has been written to CIPFA Local Authority (Scotland) Accounts Advisory Committee Board to seek their view on service concession accounting treatment for a quick resolution.

   47. The distribution of the £120M has now been confirmed with Stirling’s share being £2.084M. There is currently no expectation that this funding will be baselined in the local government grant beyond 2022/23, so decisions on the long-term sustainability of any spending commitments need to be carefully considered.

        

   48. The revenue grant position for Stirling Council for 2022/23, as confirmed from the information published in Finance Circular 9/2021 and the subsequent additional non-recurring funding allocation confirmed on 27 January will be:

        

       	2022/23 £M
       General Revenue Grant (Recurring)	147.528
       General Revenue Grant (Non-Recurring)	2.084
       Non Domestic Rates Income	35.942
       Ring-fenced Grant	12.665
       Total Government Grant Support	198.219

   49. It should be noted that the above figure for General Revenue Grant (Recurring) excludes assumed income of £6.516M arising from various unallocated grant sums notified in Finance Circular 9/2021 that have still to be allocated to local authorities. Once these allocations are made in due course, this will bring our anticipated Total Government Grant support to £204.735M. Once actual grant allocations are known, the relevant spending commitments will be matched with these, so this will have a neutral impact on the budget surplus position set out in this report.

   50. At this point, the Scottish Government has not issued Councils with details of grant support beyond 2022/23. Based on a range of information sources that provide projections and commentary on the outlook for public sector spending in the UK and Scotland, the following assumptions have been made for government grant beyond 2022/23:-

       1. 2023/24 - 1% reduction in grant in cash terms when compared to the previous year.

       2. 2024/25 - 1% reduction in grant in cash terms when compared to the previous year.

       3. 2025/26 onwards - no increase/decrease to grant in cash terms each year (flat cash) when compared to the previous year.

          Scottish Government Cost of Living Award

   51. At the final Parliamentary Stage of the Scottish Budget for 2022-23, Scottish Ministersannounced additional support to low income households to help tackle the cost of living crisis. This Cost of Living Award is for £150 and will be provided to either:

       1. A person who lives in a dwelling in any Council Tax valuation band, is liable for Council Tax and is in receipt of Council Tax Reduction (CTR);

       2. A person who lives in and is liable for council tax for a council tax Band A-D dwelling and does not receive Council Tax Reduction;

       3. Certain categories of person living in a property exempt from Council Tax.

           

           

           

   52. COSLA and Scottish Ministers agreed that local authorities would administer this cost of living award to eligible households. The overriding objective is that the award is made to eligible households before the end of April 2022. Eligibility for the award is to be based on whether the person is liable for Council Tax on 14 February 2022 for a dwelling that they live in. Local authorities have discretion to choose how this support is delivered to eligible persons, i.e. either by a credit to the council tax accounts of eligible persons, or direct payment by cheque, in cash, by BACS or similar.

   53. Where the £150 payment is credited to council tax accounts, the Scottish Government have confirmed that the following principles should apply:

       1. The credit should be applied after the Council Tax Reduction is calculated to ensure that a person receives the benefit of the full

          £150 award. Any credit to a council tax account may also be used against water and sewerage charges;

       2. The credit should be applied in full at the start of the 2022/23 Council Tax year. This could mean that, for example, a person who paid their council tax by 10 or 12 monthly direct debits would see the £150 Cost of Living Award deducted from their first few payments;

       3. The credit should be applied to the 2022/23 Council Tax year liability, and not applied to historic council tax debt unless the householder concerned explicitly agrees to such an arrangement.

          Council Tax Assumptions

   54. As confirmed by the Cabinet Secretary for Finance and the Economy on 9 December 2021, Councils will now have full flexibility to set the Council Tax rate for 2022/23 that is appropriate for their local authority area.

   55. For the purposes of budget planning, it is assumed that Council Tax will be increased by 3% in 2022/23. Each 1% increase in Council Tax equates to an increase in revenues of c. £0.55M.

   56. Although ultimately a Member decision, any Council Tax increase below the base planning assumption of 3% would diminish the Council’s financial sustainability at a time when the longer-term financial impact of Covid-19 remains unclear, when inflationary pressures are increasing and against the backdrop of a challenging financial outlook for Local Government. In contrast, the recommended increase in Council Tax would generate a recurring source of funding to support service provision in 2022/23 and beyond.

       Non-Domestic Rates for 2022/23

   57. The Distributable Amount of Non-Domestic Rates Income for 2022/23 has been provisionally set at £2,766M. This figure uses the latest forecast of net income from non-domestic rates in 2022/23 and also draws on Council estimates of the amounts they will contribute to the Non-Domestic Rating Account (the ‘Pool’) in 2021/22. The figure incorporates the Scottish Fiscal Commission’s estimate of the contributable amount and includes a calculation of gross income; expected losses from appeals; estimated expenditure on mandatory and other reliefs; write-offs and provision of bad debt together; and estimated changes due to prior year adjustments.

        

   58. The 2022/23 Non-Domestic Basic Property Rate (‘poundage’) is provisionally set at 49.8 pence, representing an increase of 0.8 pence from 2021/22. Two additional rates are levied on properties with a rateable value over £51,000 (51.1 pence) and £95,000 (52.4 pence) respectively.

   59. This increase in the rates poundage, will result in an addition to the rates liability for Stirling Council properties for 2022/23 of £0.16M, and this has been factored into the draft budget scenario.

   60. The Scottish Budget 2022/23 statement on 9 December 2021 also introduced the following policies:

       1. 50% Retail, Hospitality and Leisure relief for the first three months of 2022/23, capped at £27,500 per ratepayer;

       2. Business Growth Accelerator relief will be expanded by making increases in rateable value due to the installation of solar panels a qualifying improvement eligible for relief from 1 April 2022; and

       3. Enterprise Areas relief will be extended for one year to 31 March 2023.

   61. The Scottish Budget 2022/23 maintains the following reliefs which are set annually:

       1. Small Business Bonus Scheme relief, which lifts over 111,000 properties out of rates altogether as at 1 June 2021; and

       2. Transitional Relief, which caps annual rates bill increases at 12.5% in real terms for Aberdeen City and Aberdeenshire offices and for all but the very largest hospitality properties across Scotland.

   62. The following reliefs will also be maintained: day nursery relief, disabled rates relief, district heating relief, empty property relief, Fresh Start relief, hardship relief, hydro relief, mobile masts relief, new fibre relief, renewable energy relief, renewable heat networks relief, reverse vending machine relief, rural relief, sports club relief and stud farms relief. Charitable rates relief will also be maintained, however from 1 April 2022 mainstream independent schools will no longer be eligible for this relief, as recommended by the independent Barclay Review of Non-Domestic Rates in 2017.

   63. The Barclay Review also recommended that: “To counter a known avoidance tactic for second homes, owners or occupiers of self-catering properties must prove an intention let for 140 days in the year and evidence of actual letting for 70 days.” This policy will be implemented 1 April 2022, from which point self-catering premises will be required to meet these criteria. Councils will have discretion in the event of exceptional circumstances, which lead to the criteria not being met, to determine that a property can continue to be treated as a self-catering premise.

   64. The Scottish Government will lay legislation to help local authorities tackle a known avoidance tactic on empty non-domestic properties. This policy will provide local authorities with the discretion, in prescribed circumstances, to restrict the awarding of 100% empty property rates relief where the occupier has entered insolvency, compulsorily (by the court) or voluntarily. This will deliver greater fiscal empowerment for Councils in advance of the devolution of empty property relief in April 2023.

   65. Councils may also offer their own local reliefs under the Community Empowerment (Scotland) Act 2015.

        

       COVID-19 Funding, Spending and Income Pressures

   66. As reported to Council previously, the Covid-19 pandemic has brought unprecedented financial pressure on Stirling Council, as we have faced significant additional costs and lost income as a result of the curtailment of social and economic activity due to Scotland’s efforts to contain the spread of the virus.

   67. In order to help Scottish Councils cope with the financial pressures brought about by Covid-19, the UK and Scottish governments have made available significant additional grant support to provide general financial assistance, as well as a large number of funding streams to target particular policy areas. The total funding carried forward into 2021/22 was £16M for general Covid-19 financial pressures plus £3.9M ring-fenced for specific policy areas.

   68. The continuing Covid-19 pressures have been reported through the Finance & Economy Committee, including the deployment of the funding to additional cost and income loss areas. It has been reported that £6.2M of the unrestricted funding will be utilised in 2021/22 to meet the Covid financial impact. Furthermore, £4.6M will be required for Covid recovery expenditure, as reported to the Covid Member/Officer Group.

   69. The ongoing financial impact of Covid will continue into 2022/23 and beyond, and it is imperative that this funding be protected for that purpose. Funding these pressures in this way, as intended, will mean there is no impact on the core budget gap in the immediate term.

       Reserves Strategy

   70. In setting the budget for 2021/22, the Council recognised that sufficient working reserve balances would require to be set aside to meet any future unforeseen expenses over the coming financial years. This continues to be of high importance given:-

       1. The revised outlook for the UK and Scottish public sector spending as a result of the emergency measures central government at UK and Scottish level have had to take to address the Covid-19 situation. Although there has been a significant increase in the Scottish Block Grant for 2022/23, expectations are that the Block Grant will move back to a very low real terms increase for 2023/24 and then a real terms decrease for 2024/25. A continuation of the constraint on local government funding remains a distinct possibility;

       2. The ongoing impact of Covid-19 on the Council’s finances;

       3. The uncertainty over the outlook for local government pay movements given increasing rates of inflation;

       4. Other cost and demand pressures that may arise in future years;

       5. The need to fund transformation investment in response to public expectations of how Council services should be delivered in future and the mounting short, medium and long-term financial pressures on local government budgets.

   71. As agreed at the budget meeting on 11 March 2021, the Council has set a target of 2% to 2.5% of net revenue budget as uncommitted reserves on the General Fund, with the intention of ensuring that the Council can deal with unexpected and unplanned expenditure should the need arise.

        

   72. Reserves have risen in recent years due to the ongoing savings from loans charges that have been experienced in recent years as a result of the low UK interest rates regime. However as interest rates now begin to rise, this position will not continue for future years. The retention of unutilised Covid-19 funding, albeit at a reduced level, has also resulted in a higher level of reserves, and will continue to support the Council’s pandemic recovery actions during 2022/23 and beyond.

   73. In line with the current strategy, officers continue to monitor and examine the level of revenue reserves. The most recent report to the Finance & Economy Committee on 17 February 2022 showed that reserves are currently forecast to be £9.4M, or 4.1% of budget, and therefore above the target range, but on a reducing trajectory, partly due to previous Council decisions to utilise reserves.

   74. The financial uncertainty around future levels of local government funding will make it even more important for Councils to hold a sufficient level of reserves, to help deal with the implementation of the change that will be needed to achieve balanced budgets. In recent years, the Council has pursued a strategy of managing reserves to a level that has allowed the costs of change to be met, and a continuation of this strategy was approved by the full Council in March 2021.

   75. It is recommended that the target level of reserves continue to be maintained at between 2% and 2.5% of budget for the financial years 2022/23 to 2026/27, while continuing to accept that for a period of time they will be at a level higher than target.

   76. The Council’s Transformation Fund was established for the purpose of supporting investment that will help to drive forward service change, making our services more aligned to the expectations of our citizens, and to help meet the financial challenges that the Council will face in the coming years.

   77. The Transformation Fund is currently at the value of £4.0M, however committed spend of £3.8M in line with the ERP Business Case approved by Council in June 2021 will require to be met from the Fund. It is therefore essential this investment fund is protected and supplemented through further contributions to ensure there is capacity to fund future transformational change with the key people resource and financial investment that will be needed. Officers intend to bring a paper to Council following the May 2022 Local Government elections which will provide an update on all of the Council’s transformation programmes, with relevant timelines relating to future investment requirements and benefits realisation.

       Review of Earmarked Reserves

   78. During financial year 2020/21, a review of earmarked reserves was carried out as a means of addressing the severe Covid-19 impact that year. A report was brought to the Council in October 2020 for a decision on redirection of an element of these reserves, with the Council agreeing to repurpose the sum of

       £6.705M to be applied to the Covid-19 financial impact.

   79. Officers have recently carried out a further review of earmarked reserves by considering all existing commitments against reserves to assess whether any can be re-prioritised. Careful consideration has also been given to ensuring that any significant policy impacts have been avoided. Where this has been identified, reserves have not been proposed for repurposing. Also, a number of reserves represent government grant received for specific Covid-19 and/or other purposes, and therefore cannot be redirected.

        

        

   80. The outcome of the review is outlined in Appendix 2 to this report, with officers proposing that a sum of £1.958M can be repurposed towards other priorities.

       Health & Social Care Partnership

   81. From 1 April 2016, Stirling Council, Clackmannanshire Council and NHS Forth Valley entered into a formal partnership agreement to deliver integrated health and adult social care services across the Stirling and Clackmannanshire areas. The formal vehicle for delivering these services is the Clackmannanshire and Stirling Health & Social Care Partnership (HSCP).

   82. The HSCP Strategic Plan sets out how it plans to develop health and social services in the Stirling and Clackmannanshire areas in the coming years. Crucial to that Strategic Plan will be the resources available to the HSCP which will be transferred from the two Councils and NHS Forth Valley.

   83. Strategic finance meetings are held with the Chief Finance Officer of the HSCP, the Director of Finance of NHS Forth Valley and the two Section 95 Officers from Stirling and Clackmannanshire Councils. These meetings provide the basis for open and productive dialogue between the respective senior officers.

   84. The 2022/23 Finance Settlement has confirmed that a further £553.9M is to be transferred from the Health portfolio to Local Authorities for investment in health and social care and mental health services that are delegated to Integration Authorities (Health & Social Care Partnerships) under the Public Bodies (Joint Working) (Scotland) Act 2014. The additional £553.9M for local government including Stirling Council’s allocation comprises the following:

        

       	Scotland	Stirling
       	£M	£000
       Additional investment in Health and Social Care **	200.0	3,400
       Continued delivery of the Real Living Wage and implementation of the Carers Act	194.9	3,145
       Winter Planning Care	124.0	2,083
       Interim Care	20.0	336
       Uprating of Free Personal and Nursing Care payments	15.0	407
       Total HSCP Growth Funding	553.9	9,371

       ** Estimate as actual funding allocation still to be confirmed.

   85. As outlined in paragraph 2.42, Local Authority adult social care budgets for allocation to Integration Authorities must be £553.9M greater than 2021/22 recurring budgets. This means that Stirling’s year on year increase must be at least the value of our allocation from the £553.9M, which is £9.371M as outlined in the table above (subject to confirmation of all funding allocations).

   86. In addition the Scottish Government has provided £3.71M of recurring funding from 2022/23 to support local authorities to provide additional Mental Health Officer capacity in line with Health and Social Care Workforce Plan commitments. This funding is from the Scottish Government’s Mental Health Recovery and Renewal Fund with Stirling’s share being £0.065M.

        

        

   87. It is therefore proposed that the following budget be passed to the HSCP for 2022/23:

        

       Recurring Budget 2021/22 Add: Scottish Government HSCP growth funding Add: Mental Health Recovery & Renewal funding Proposed Budget Transfer 2022/23 % Increase in Proposed Budget from 2021/22	2022/23 £M 39.498 9.371 0.065
       	48.934
       	23.9%

        

   88. The decision required to be made at this meeting of Stirling Council, will affect only one part of the overall budget delegated to the HSCP. The delegations of the other partners will be decided at their respective governance meetings, so the overall funding position of the Integration Joint Board (the Board) cannot be stated with certainty at this stage.

   89. The Board will receive a budget report at its meeting on 23 March 2022 and that will include narrative and recommendations about the sufficiency of the delegations by all partners. In setting the HSCP budget it is expected that the Chief Officer and the Chief Finance Officer for the HSCP will set up their proposals for managing service delivery within the available resources.

       Summary Budget Position

   90. Based on the known spending commitments, confirmed government grant, assumptions on unallocated grant elements, Council Tax (3% increase) and other assumptions as set out in this report, the budget proposals being presented by officers for 2022/23 are summarised in the following table:

        

       REVISED BUDGET POSITION 2022/23
       	£M
       Budget Gap Reported to Council on 9 December 2021	4.483
       Changes
       £120M Additional Non-Recurring Grant Funding	(2.084)
       Savings from Loans Fund Review	(1.800)
       Further Inflation Review	(1.003)
       Social Care Demographic Growth Review	(0.947)
       Loans Fund Annual Growth Deferred	(0.183)
       Unavoidable Growth
       National Insurance Increase (1.25% from 1 April 2022)	0.802
       Pay Inflation (Impact of 2021/22 Pay Award)	0.291
       Revised Budget Surplus	(0.441)

        

        

        

   91. The anticipated budget gaps for 2023/24 to 2026/27, using the financial informationand assumptions also set out in this report, and before the approval of this budget, are outlined in the following table:

        

       All Figures £’000	2023/24	2024/25	2025/26	2026/27
       Pay Inflation	3,400	3,400	3,400	3,400
       Pay Adjustments	1,700	1,700	1,700	1,700
       Non-Pay Inflation	1,900	1,900	1,900	1,900
       Council Tax Income (+3%)	(2,000)	(2,000)	(2,000)	(2,000)
       Rollover Position	5,000	5,000	5,000	5,000
       Government Grant Reduction	1,900	1,900	0	0
       Budget Gap - In Year	6,900	6,900	5,000	5,000
       Budget Gap - Cumulative	6,900	13,800	18,800	23,800

   92. Across the five-year planning period 2022/23 to 2026/27, the overall budget gap, prior to the approval of any additional savings options, is £23.8M. This position assumes that all existing approved savings options are delivered. The summary position for the five-year period of the financial outlook is further set out in Appendix 1 of this report.

   93. Members will be required to decide, via budget resolution, how a budget that is at least balanced should be set for 2022/23, and it is also recommended that provisional budgets for the following four years should also be agreed.

       Prudential Indicators

   94. The Council is required to comply with the requirements of the Prudential Code, and this includes the setting of a number of Prudential Indicators. Any resolution to set the Revenue Budget for 2022/23 will include the proposed set of Prudential Indicators.

       Fees & Charges for 2022/23

   95. Appendix 3 sets out the existing fees and charges structure for the financial year 2021/22, along with the proposed increases for 2022/23. Most charges have been increased according to the standard proposed increase of 2%, with any exceptions to this set out in Appendix 3. The setting of the budget for 2022/23 will require the schedule of charges for next year to be approved by the Council. Any budget resolution proposals will require to include the proposed increase to fees and charges.

        

3. Implications

   Equalities Impact

   1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as the report is a technical report on the overall General Fund revenue account and does not have any implications on current policies or service delivery.

      Fairer Scotland Duty

   2. The contents of this report were considered in terms of the Fairer Scotland Duty and were determined not to be of strategic importance.

       

      Climate Change, Sustainability and Environmental Impact

   3. There is no impact on the Council’s duty relating to climate change, nor is there any direct sustainability or environmental impact as a result of this report.

      Other Policy Implications

   4. Following consideration of the policy implications of this report no relevant issues have been identified.

      Consultations

   5. None.

       

4. Background Papers

   1. Stirling Council, 8 October 2020, Budget Strategy 2020/21 - Addressing the Covid-19 Financial Impact.

   2. Stirling Council, 11 March 2021, General Fund Revenue Budget & Determination of Council Tax 2021/22.

   3. Stirling Council, 9 December 2021, General Fund Budget Strategy Update.

   4. Finance & Economy Committee, 17 February 2022, General Fund Revenue Budget Projected Outturn 2021/22.

   5. EqIA Relevance Check.

       

5. Appendices

   1. Appendix 1 - Summary Budget Scenario 2022/23.

   2. Appendix 1a - Detailed Budget Scenario 2022/23.

   3. Appendix 2 - Review of Earmarked Reserves.

   4. Appendix 3 - Proposed Fees & Charges 2022/23.

 

 

 

Author(s)

 

 

Approved by

 

 

 

 

21‌

Summary Budget Scenario 2022/23 to 2026/27

APPENDIX 1

 

 

 

1. APPENDIX 1A‌

    

    

   Detailed Budget Scenario 2022/23 to 2026/27
   	2022/23	2023/24	2024/25	2025/26	2026/27
   Sub Service	£'000	£'000	£'000	£'000	£'000
   Chief Executive Office	392	403	414	425	436
   Chief Executive Total	392	403	414	425	436
   City Region Deal	350	360	370	380	390
   City Region Deal Total	350	360	370	380	390
   Management & Support	156	160	164	168	172
   Community Development	2,728	2,808	2,888	2,968	3,048
   Economic Growth, Culture, Tourism & Events	1,658	1,708	1,758	1,808	1,858
   Regneration & Inclusive Growth	5,001	5,138	5,275	5,412	5,549
   Economic Development, Culture & Tourism	9,543	9,814	10,085	10,356	10,627
   Strategic Commissioning	1,492	1,536	1,580	1,624	1,668
   Strategic Planning, Data and Performance	844	869	894	919	944
   Transformation	917	944	971	998	1,025
   Digital, IT & Customer	6,374	6,559	6,744	6,929	7,114
   Strategic Commissioning & Customer Development	9,627	9,908	10,189	10,470	10,751
   Management & Support	345	356	367	378	389
   Additional Support Needs Health & Wellbeing	10,288	10,591	10,894	11,197	11,500
   Children's Fieldwork	4,985	5,127	5,269	5,411	5,553
   Children & Families Resources	5,509	5,659	5,809	5,959	6,109
   Criminal Justice	1,242	1,250	1,258	1,266	1,274
   Resource Allocation Group Summary	1,604	1,644	1,684	1,724	1,764
   Children & Families Total	222222     2	222222     2	222222     2	222222     2	26,589
   Management & Support	111	114	117	120	123
   Broad General Education	42,666	43,641	44,616	45,591	46,566
   Early Years and Early Intervention	9,534	9,854	10,174	10,494	10,814
   Attainment	1,393	1,399	1,405	1,411	1,417
   Senior Phase Education & Youth Participation	37,324 38,431 39,538 40,645 41,752
   Schools and Learning Total	91,028 93,439 95,850 98,261 100,672
   Schools and Learning - PFI/PPP	16,952 17,376 17,800 18,224 18,648
   Schools and Learning - PFI/PPP Total	16,952 17,376 17,800 18,224 18,648
   Management & Support	387	398	409	420	431
   Fleet Services	150	155	160	165	170
   Facilities Management	6,912	7,118	7,324	7,530	7,736
   Roads and Land Operations	9,427	9,710	9,993	10,276	10,559
   Waste	8,806	9,055	9,304	9,553	9,802
   Environment & Place Total	222222     2	222222     2	222222     2	222222     2	28,698
   Car Parking	14	19	24	29	34
   Corporate Property Assets	9,411	9,658	9,905	10,152	10,399
   Planning & Building Standards	641	667	693	719	745
   Regulatory Services	2,099	2,165	2,231	2,297	2,363
   Public Transport & Sustainable Development	1,930	1,986	2,042	2,098	2,154
   Infrastructure Total	111111     1	111111     1	111111     1	111111     1	15,695
   Homelessness & Travellers	2,248	2,309	2,370	2,431	2,492
   Housing Property	100	105	110	115	120
   Housing Total	2,348	2,414	2,480	2,546	2,612

2. APPENDIX 1A

    

    

   Detailed Budget Scenario 2022/23 to 2026/27
   	2022/23	2023/24	2024/25	2025/26	2026/27
   Sub Service	£'000	£'000	£'000	£'000	£'000
   Accounting Operations	1,487	1,532	1,577	1,622	1,667
   Revenues & Benefits	1,379	1,419	1,459	1,499	1,539
   Finance Total	2,866	2,951	3,036	3,121	3,206
   Governance	1,006	1,038	1,070	1,102	1,134
   Audit	380	392	404	416	428
   Legal Services	664	685	706	727	748
   Governance Total	2,050	2,115	2,180	2,245	2,310
   HR Business Partnering	1,719	1,772	1,825	1,878	1,931
   Organisational Development and Change	858	883	908	933	958
   Human Resources, Payroll & Organisational Development	2,577	2,655	2,733	2,811	2,889
   Adult Assessment	21,661	22,193	22,725	23,257	23,789
   Internal Provisions	6,815	7,022	7,229	7,436	7,643
   Learning Disability & Mental Health Services	19,623 20,124 20,625 21,126 21,627
   Integrated Joint Board - Health Total	48,099 49,339 50,579 51,819 53,059
   Grand Total	249,582 256,332 263,082 269,832 276,582

3. Appendix 2‌

    

   Stirling Council Earmarked Reserves

    

   Funds Proposed for Repurposing 1,957,955.73

    

    

   Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
   1140 Hours Nursery Provision	(620,927.06)	620,927.06	0.00	0.00	0.00		People	Schools and Learning	Funds have been fully utilised to support 1140 hours capital requirements.	21/22	Grant - Other
   Archives Building Dilapidations	(43,000.00)	0.00	(43,000.00)	43,000.00	0.00		Infrastructure & Environment	Infrastructure	Looking to release this building through rationalisation of property at end of the lease term in 2024. The building will require expenditure (dilaps) to restate the building back to its former state.	24/25 at end of lease	Service
   Armed Forces Day	(5,486.00)	0.00	(5,486.00)	5,486.00	0.00		Communities and Performance	Economic Development & Communities	Balance of Ministry of Defence (MOD) grant to support Armed Forces Day initiatives. If not spent, monies would need to be repaid to MOD.	22/23. This will be used at the Next Armed Forces Day which is scheduled at the moment for June 2022	Grant - Other
   Balfron Pool Attendants Provision	(18,890.00)	0.00	(18,890.00)	0.00	18,890.00		People	Schools and Learning	Provision for support to Balfon PFI School. Expenditure subject to Bellrock billing the Council - they haven't since they took on the contract.	Proposed for repurposing	Service
   Bikeability Bike Training	(19,543.00)	17,743.00	(1,800.00)	1,800.00	0.00		People	Schools and Learning	Funding to support bike training for young people. Planned to be fully spent by 31/3/22.	21/22	Grant - Other
   BioMass Boiler	(160,000.00)	0.00	(160,000.00)	160,000.00	0.00		Infrastructure & Environment	Infrastructure	Funding was set aside from the 20/21 Infrastructure budget to replace the bio mass boiler at Polmaise which is now at end of life. One quote estimates the cost to be £100k excluding fees, eg potential building warrant that still needs clarified. Infrastructure are looking to progress the replacement in 2022/23.	Full scope developed Jan 2022, procurement process Feb 2022 to April 2022 delivery aimed for Summer 2022	Service
   Braehead Confucious Hub	(15,653.12)	286.00	(15,367.12)	15,367.12	0.00		People	Schools and Learning	Funding to support Language projects. Contract awarded - all monies should be spent by 31/03/22.	21/22	Grant - Other
   Brexit Funding	(75,000.00)	0.00	(75,000.00)	0.00	75,000.00		Corporate	Corporate	Scottish Government support to fund Brexit related costs/initiatives across the Council. Monies offered up for repurposing.	Proposed for repurposing	Grant - Other

4. Appendix 2

    

   Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
   British Sign Language	(17,960.00)	0.00	(17,960.00)	17,960.00	0.00		Communities and Performance	Strategic Commissioning & Customer Development	The retention of this money is essential to revive the delivery of the British Sign Language (BSL) Plan. Scottish Government Requirement is that these monies are spent by 2024. Stirling Council’s BSL plan 2018-24 identified two key work packages from the Earmarked Reserve: Work on both work packages will commence in January 2022 and external resource will be commissioned by March 2022, so therefore not currently committed. Clarity still required as to whether funds will need to be returned to Scottish Government if not spent on its intended purpose.	21/22 to 23/24	Grant - Other
   Car Parking Trading Account	(29,498.06)	0.00	(29,498.06)	29,498.06	0.00		Infrastructure & Environment	Infrastructure	Funding is ring-fenced to Roads & Transport activities under Decriminalised Parking Enforcement rules.	Ongoing requirement to retain fund	Service
   Cashback Sports Rally	(2,596.48)	2,596.48	0.00	0.00	0.00		People	Schools and Learning	Funding to support sport initiatives for young people. Service advised monies have been fully spent.	21/22	Service
   Castleview School	(16,125.00)	16,125.00	0.00	0.00	0.00		People	Children & Families	Schools have spending plans in line with School Improvement Plans. Service advises monies have been fully spent.	21/22	Devolved Schools Management
   Centrally Held Primary Expenditure	(193,947.00)	155,157.60	(38,789.40)	38,789.40	0.00		People	Schools and Learning	Schools have spending plans in line with School Improvement Plans. Service advises that remaining balance is committed to be spent by 31/03/22	21/22	Devolved Schools Management
   Centrally Held Secondary Expenditure	(464,166.00)	371,332.80	(92,833.20)	92,833.20	0.00		People	Schools and Learning	Schools have spending plans in line with School Improvement Plans. Service advises that remaining balance is committed to be spent by 31/03/22.	21/22	Devolved Schools Management
   Centrally Held St Modans Autism	(2,962.00)	2,962.00	0.00	0.00	0.00		People	Schools and Learning	Schools have spending plans in line with School Improvement Plans. Service advises monies have been fully spent.	21/22	Devolved Schools Management
   Children & Young People Act - 3+4 year olds	(63,412.32)	63,412.32	0.00	0.00	0.00		People	Schools and Learning	Funding to support learning environments for 3 and 4 year olds. Monies have been fully spent.	21/22	Grant - Other
   Children & Young People Mental Health & Wellbeing	(8,730.77)	8,730.77	0.00	0.00	0.00		People	Children & Families	To support mental health and wellbeing initiatives for young people. Funds have supported Decider Skills training and resources.	21/22	Grant - Other
   Children & Young People Mental Health & Wellbeing	(73,250.00)	45,334.23	(27,915.77)	27,915.77	0.00		People	Children & Families	To support mental health and wellbeing initiatives for young people. Funds are supporting Decider Skills training and resources. Service advises that remaining balance is committed to be spent by 31/03/22.	21/23	Grant - Other

   1. Staff training – engaging an external provider to providing general staff awareness and targeted training for public-facing staff about BSL training

   2. External Communications: improving BSL accessibility of Council information and services by:

   • engaging an external provider to create accessible content on the Council’s website

   • Work with service contacts, engaging with BSL services and third sector organisations to improve information accessibility and engagement approaches.

5. Appendix 2

    

   Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
   Children In Scotland	(20,000.00)	0.00	(20,000.00)	20,000.00	0.00		People	Schools and Learning	Specific grant funding to support a family cooking programme initiative.	22/23	Grant - Other
   City Music Project	(500.00)	500.00	0.00	0.00	0.00		People	Schools and Learning	Funding to support free music-making workshops for young people. Monies now fully spent.	21/22	Grant - Other
   City Region Deal - Regional Programme Management Office	(188,969.63)	44,416.65	(144,552.98)	144,552.98	0.00		Infrastructure & Environment	City Region Deal	To support the City Region Deal Regional PMO work and the outstanding contribution to the RPMO.	Ongoing requirement to retain fund	Service
   Community Based Programmes	(22,702.00)	21,051.00	(1,651.00)	1,651.00	0.00		Communities and Performance	Economic Development & Communities	Skill Development Scotland provide funds for the Council to either take on apprentices themselves or encourage external employers to employ apprentices. This funding allows Temporary Project Worker posts to deliver outcomes. This is linked to Vocational Programmes & Skillseekers Earmarked Balances. Currently have a temporary project worker in post and these monies will be used to help extend the post until 31/03/23.	21/22 & 22/23	Grant - Other
   Corporate Systems Developments (General Provision)	(372,487.44)	220,834.22	(151,653.22)	151,653.22	0.00		Corporate	Corporate	For investment in digital technologies and development/replacement of Corporate Systems. £50k committed 2021/22 to cover 1st year's cost to procure 5700 licences of the Mimecast cyber-security Platform for Email, Data and Web to cover the corporate estate. This platform will provide comprehensive protection to our email, data and web from malicious cyber-attacks. £58k also committed 2021/22 to cover Egress Data Migration discovery work. Engaging this specialist resource will allow the ERP programme to be successfully delivered and the resultant benefits of this programme delivered. £113k also committed 21/22 to fund the contract extension for the Midland HR system to align with ERP implementation timescales. Future expenditure requirements in relation to the ERP programme and replacement of the Swift system will require to be supported from this fund.	21/22 & 22/23	Service
   Council Tax Second Homes Discount	(317,742.16)	0.00	(317,742.16)	317,742.16	0.00		Communities and Performance	Housing	This fund helps to support and reduce the burden of expenditure on new build within the HRA at a time when calls for rent freezes could reduce the level of new builds and acquisitions in future years. It also helps to subsidise the cost of more expensive projects such as Older Peoples' housing, and accommodation for persons with Learning Difficulties.   Senior Manager continues to support this fund being transferred to the HRA. There has been a steep rise in construction costs meaning any available resources should be utilised in order that the Council can continue to build social rented housing to meet the significant pressures on the Housing List.	22/23	Service
   Covid-19 Active Stirling Recovery	(700,000.00)	700,000.00	0.00	0.00	0.00		Communities and Performance	Economic Development & Communities	Remainder of the £1,850m Covid-19 Support provided to Active Stirling. Draw down facility will need to remain until the end of the financial year as per the commitment made to Active Stirling. Financial projections do not foresee a return to commercial sustainability this financial year. Control of this budget sits with Finance Services. It is released to Active Stirling on approval from Finance colleagues on evidence of cash flow / deficit from Active Stirling. Active Stirling's projections continue to show reliance on the funding until March 2022 to maintain their operation as a going concern. Monies have been fully spent.	21/22	Grant - Covid19

6. Appendix 2

    

   Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
   Covid-19 Additional Education Recovery	(153,000.00)	0.00	(153,000.00)	153,000.00	0.00		Infrastructure & Environment	Infrastructure	Scottish Government funding to support safe school settings, e.g. building alterations/screens/additional ventilation/energy costs. Building alteration works have been completed, however additional energy costs will still be a factor in heating buildings while ensuring proper ventillation. This cost impact will not be fully understood till we progress through through winter.   A £10m support is expected nationally to support ventilation within schools with CO2 monitors requiring to be in place in all teaching spaces, including early years. Aspirationally, the intention will be to manage CO2 levels within every classroom managed by a central control system as funding becomes available. This funding is considered part of the roll out of CO2 installation.   This funding is not yet legally committed.	Expected Contract award March 2022 with roll out May 2022	Grant - Covid19
   Covid-19 Additional Education Recovery	(779,000.00)	430,420.00	(348,580.00)	348,580.00	0.00		People	Schools and Learning	Scottish Government funding to support continuation of Logistics support for Health and Safety initiatives within schools, i.e. PPE, cleaning, janitorial, etc. However, funding will be required to meet costs of the additional school cleaners beyond March '22 as the service has no budget to fund these posts, therefore request any balance of funding not spent in 21/22 is used to fund the additional cleaners beyond March '22 - full year cost of c £415k	21/22 & 22/23	Grant - Covid19
   Covid-19 Additional Schools Learning Assistants Funding	(233,603.30)	37,913.00	(195,690.30)	115,690.30	80,000.00		People	Children & Families	Scottish Government funding to support additional Schools Learning Assistants (SLAs). A number of projects are underway to support equity, where the funds are being used to release SLAs for training and to use SLA time to support specific projects. There have been delays with those so spend lower than initially projected. Funds are also supporting a small number of schools during COVID recovery with SLA cover until end of June 2022. Whilst £80k has been offered as savings, however, with the ASN expansion project there will be a revenue ask for a number of SLAs for 2022-2023 (up to 7) therefore unspent reserves could be used to support the revenue growth required in 2022-2023.	21/22 & 22/23 with balance proposed for repurposing	Grant - Covid19
   Covid-19 Additional Teachers	(430,000.00)	305,000.00	(125,000.00)	125,000.00	0.00		People	Schools and Learning	Funding for additional teaching staff - only allocated by Scottish Government in Feb 2021. Expectations are that the monies will be fully spent in 2021/22 but some element may fall in to 2022/23.	21/22 & 22/23	Grant - Covid19
   Covid-19 Business Support Grant Admin	(30,000.00)	0.00	(30,000.00)	0.00	30,000.00		Corporate	Finance	Funding for Admin Support required for processing Covid 19 Business Support Grants. Support was provided within existing resources therefore these monies can be repurposed for alternative use.	Proposed for repurposing	Grant - Covid19

7. Appendix 2

    

   Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
   Covid-19 Community Justice	(12,000.00)	0.00	(12,000.00)	12,000.00	0.00		Communities and Performance	Economic Development & Communities	Scottish Government additional funding for Community Justice to support collaborative working. The funding is provided to the Community Justice Partnership with the Council receiving the funding as lead. Spend is committed to finalise the Peer led lived experience 'Justice Journey' work which will provide invaluable evidence for the revision of the Community Justice Outcomes Improvement Plan; and for small project work including establishment of a Community Justice Third Sector Forum. Committedfor Justice Journey (peer led lived experience research) and Support to the Third Sector Forum. The Partnership has provided a committment to support the forum’s training and development needs . Planned Expenditure in Phase 2 of Justice Journey (Not yetCornton Vale Hub Food Development. The charity will work with prisoners, their families and the wider community, particularly Cornton, on food growing, meal planning and cooking skills – these monies will be spent by March 2022. The Community Justice Partnership plans to offer workshops/events for community based organisations either to access exhibition at University campus or in a community setting. Exhibition runs until July 2022. Community events will be planned until October 2022. The programme will be delivered for the remainder of 21/22 and 22/23.	21/22 & 22/23	Grant - Covid19
   Covid-19 CYP Mental Health	(219,750.00)	62,934.00	(156,816.00)	156,816.00	0.00		People	Children & Families	Scottish Government grant for Children & Young People Mental Health initiatives. Monies are fully committed to be spent by June 2022 to develop mental health community based supports and services for children. Plans will ensure that we continue to have a project team who lead on the implementation of community MH supports ie a Lead Officer and Educational Psychologist, Youth Development Worker lead. Plans to spend January 2022-June 2023 will include the procurement of a further online mental health service for young people; a CAMHS mental health practitioner (advert going out in January), two community wellbeing workers (interviews are in January), training on self harm to skill up our workforce and training on a CBT approach, which will be for a range of partners working with children.	22/23	Grant - Covid19
   Covid-19 Digital Inclusion	(183,000.00)	183,000.00	0.00	0.00	0.00		People	Schools and Learning	Funding to support digital initiatives within schools - monies were allocated by Scottish Government in Feb 2021 and are now fully spent.	21/22	Grant - Covid19
   Covid-19 Discretionary Fund Grant	(1,613,375.00)	1,613,375.00	0.00	0.00	0.00		Corporate	Corporate	To deliver Discretionary Fund payments to businesses impacted by Covid- 19 (on behalf of the Scottish Government). Monies now fully spent.	21/22	Grant - Covid19
   Covid-19 Environmental Health Officers	(27,000.00)	12,000.00	(15,000.00)	15,000.00	0.00		Infrastructure & Environment	Infrastructure	Funding to support recruitment of additional temporary Environmental Health Officers. 2 posts now recruited for a 1 year term.	21/22	Grant - Covid19
   Covid-19 Food Fund	(40,000.00)	0.00	(40,000.00)	40,000.00	0.00		Communities and Performance	Economic Development & Communities	Scottish Government funding to support Covid impacted food initiatives. This Earmarked Balance was originally allocated against Infrastructure & Environment Service . Economic Development & Communities are supporting the Good For All Food Fund which had a number of projects which they were only able to partially fund. At this moment there is no firm commitment in place for spend, but if the monies were made available then these could be used to meet the continuing demand from the Good Food for All Food Fund projects .	21/22	Grant - Covid19

8. Appendix 2

    

   Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
   Covid-19 Free School Meals for Easter	(48,000.00)	45,016.90	(2,983.10)	0.00	2,983.10		Infrastructure & Environment	Environment & Place	Scottish Government funding to support Free School Meals during the Easter break. Balance of funding can be repurposed.	21/22. Balance of funds proposed for repurposing.	Grant - Covid19
   Covid-19 Home Learning Support	(138,000.00)	138,000.00	0.00	0.00	0.00		People	Schools and Learning	Funding to assist with pupil home learning support - monies allocated by Scottish Government in Feb 2021 and now fully spent.	21/22	Grant - Covid19
   Covid-19 Pandemic Recovery	(8,838,355.00)	0.00	(8,838,355.00)	8,835,355.00	0.00		Corporate	Corporate	Unrestricted Scottish Government grant funding to support the Council through the Covid-19 Recovery Phase. Use of these monies is the subject of discussion and agreement by the Member/Officer Group tasked with the development of a comprehensive COVID-19 recovery plan for the entire Council. £4.6M has currently been assigned for Covid recovery expenditure, as reported to the Covid Member/Officer Group. The ongoing financial impact of Covid will continue into 2022/23, and it is imperative that this funding be protected for that purpose, although it is impossible at this stage to quantify the impact next year.	21/22 & 22/23	Grant - Covid19
   Covid-19 Repurposed Earmarked Balances	(2,677,000.00)	1,427,000.00	(1,250,000.00)	1,250,000.00	0.00		Corporate	Corporate	Remaining balance from 2020 repurposing exercise to support the Council through the Covid-19 Recovery Phase. These monies are supporting the current year's impact of Covid-19 on Service outturns (per latest report to F&E (Nov 2021) and will similarly be required to support the Council through the Covid-19 Recovery Phase in 2022/23.	21/22 & 22/23	Grant - Covid19
   Covid-19 RTTP Winter Plan	(69,000.00)	69,000.00	0.00	0.00	0.00		People	Housing	Additional Scottish Government funding to support Rapid Rehousing Homelessness initiatives. Housing Support Officers are now in place as a result of this funding. These Officers will work with the highest need homeless households via Housing First.	21/22	Grant - Covid19
   Covid-19 Scottish Welfare FundTop-Up	(175,497.00)	175,497.00	0.00	0.00	0.00		Corporate	Finance	Scottish Government funding to provide a Top-Up for Scottish Welfare Fund that supports people in crisis. Monies have been fully spent.	21/22	Grant - Covid19
   Covid-19 Social Protection Children Hearings	(44,000.00)	0.00	(44,000.00)	44,000.00	0.00		People	Children & Families	Scottish Government Funding to Support Covid-19 for Forth Valley multi agency funding. There has been ongoing discussion with the Scottish Children’s Reporter Administration and Police Scotland to agree which agency will host a temporary Social Worker post that the monies will be used to support. The role will assist in managing referrals and reducing the need for statutory measures. Shared aims and goals for the post have been agreed and a job description has been developed in preparation for the post being advertised.	21/22 & 22/23	Grant - Covid19
   Covid-19 Spring Hardship £100 Payments & Admin	(185,500.00)	173,200.00	(12,300.00)	12,300.00	0.00		Infrastructure & Environment	Environment & Place	Scottish Government funding to provide Spring Hardship £100 payment. Service advises monies will be fully spent by 31/3/22.	21/22	Grant - Covid19

9. Appendix 2

    

   Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
   Covid-19 Tackling Financial Insecurity	(335,000.00)	114,668.57	(220,331.43)	220,331.43	0.00		People	Economic Development & Communities	Scottish Government funding for Tackling Financial Insecurity due to Covid- 19. Proposals to spend this money have been agreed by the Senior Manager and allocation is underway. Spend is committed to support 3 fixed term posts which are currently in recruitment; a contribution to a revised Service Level Agreement with Stirlingshire Voluntary Enterprise which has been agreed and payment made; and to a project with Stirling Credit Union which has been approved by the Service Manager and is now with the Senior Manager for consideration.	21/22 & 22/23	Grant - Covid19
   Covid-19 Teacher Grant	(17,656.00)	17,656.00	0.00	0.00	0.00		People	Schools and Learning	Scottish Government funding to support Covid-19 pressures on Teaching requirements. Monies now fully spent.	21/22	Grant - Covid19
   Covid-19 Teachers & Support Staff	(892,585.00)	595,057.00	(297,528.00)	297,528.00	0.00		People	Schools and Learning	Scottish Government funding to support continuation of Covid-19 recovery within schools.	21/22 & 22/23	Grant - Covid19
   Covid-19 Test & Protect	(21,000.00)	21,000.00	0.00	0.00	0.00		Communities and Performance	Economic Development & Communities	Income received from Scottish Government as part of Grant Claim for Food Fund which was not paid out to Facilities Management Services. Monies used to support Start Up Stirling to continue to provide food to those in food insecurity. Monies have been fully spent.	21/22	Grant - Covid19
   Covid-19 Test and Protect - Self Isolation	(13,000.00)	13,000.00	0.00	0.00	0.00		Infrastructure & Environment	Finance	Scottish Government funding for Self Isolation Grants (£500 per person). Monies now fully spent.	21/22	Grant - Covid19
   Covid-19 Winter Protection	(81,500.00)	30,724.91	(50,775.09)	50,775.09	0.00		People	Children & Families	Scottish Government Funding to Support Covid-19. Funds are supporting Agency workers.	21/22	Grant - Covid19
   Creative Curriculum Youth Music Initiatives	(250.00)	250.00	0.00	0.00	0.00		People	Schools and Learning	Committed funding to support Youth Music Initiatives. Monies now fully spent.	21/22	Grant - Other
   Creative Learning	(7,690.43)	7,690.43	0.00	0.00	0.00		People	Schools and Learning	Education Scotland Initiative to support creative processes in helping children reach their full potential in the early years and beyond. Plans were approved by Education Scotland with monies now fully spent.	21/22	Grant - Other
   Creative Scotland	(75,523.86)	42,519.60	(33,004.26)	33,004.26	0.00		Communities and Performance	Economic Development & Communities	Approval given from Creative Scotland to Carry Forward monies from 2020/21 into 21/22 as the Funds were demonstrated to be committed for spend. Programme in place and spend will take place in 21/22. External funding is being spent and drawn down on a monthly basis.	21/22	Grant - Other
   Credit Union	(20,250.00)	10,000.00	(10,250.00)	0.00	10,250.00		Communities and Performance	Economic Development & Communities	Growth Monies provided in 2019/20. £10k will be used in 21/22 to support Stirling Credit Union with a digital marketing project aimed at increasing awareness and membership of the Credit Union, generating income from increased lending and also increasing take-up of Credit Union payroll deduction schemes. Remaining balance has been offered up for repurposing.	21/22. Remainder has been offered for repurposing.	Council Growth Monies

10. Appendix 2

     

    Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
    Criminal Justice Hub	(534,899.59)	0.00	(534,899.59)	534,899.59	0.00		People	Children & Families	To support the creation of a criminal justice hub that improves the way the Council interacts with clients. The Service is still at the stage of identifying suitable premises/site for a Justice Hub. The money supported from Sscottish Government Grant will be required to fund the development of a Hub, which will assist us in meeting our statutory responsibilities in the delivery of community-based sentences that offer real support and effective interventions to some of our most vulnerable adults, and replace prison-based disposals. The Hub will also strengthen prison throughcare arrangements to support those being released from prison by providing interventions that support transition back into the community to help avoid relapse back onto offending behaviour. This provision has been a long-standing gap in our services for Justice Social Work in the Stirling Council area. The development is an action in the Justice Social Work Service Plan. If not spent then monies will need to be returned to Scottish Government.	23/24	Grant - Other
    Customer Hub Kiosks Upgrade	(33,024.00)	0.00	(33,024.00)	18,000.00	15,024.00		Communities and Performance	Strategic Commissioning & Customer Development	Elected Members and Service Areas have advised that there would be a requirement to Purchase one new Customer Hub Kiosk to be placed within Customer First to meet Service Users' needs. The layout of Customer First is being reviewed from a security perspective and an architect is currently involved once findings are reviewed it is hopeful that the new Kiosk can be installed by 31st March 2022. Remaining balance has been offered up for repurposing.	21/22. Remainder has been offered for repurposing.	Service
    Dangerous Buildings	(50,000.00)	0.00	(50,000.00)	0.00	50,000.00		Infrastructure & Environment	Infrastructure	Potentially required for Top of Town wall repairs. Building Standards to sign off the work. A charging order has been lodged as it was recognised at the beginning that some of the owners would have costs equal or more than the value of their flat/house. Until agreement reached on how private landlords will be invoiced, no bills have been issued yet, however there have been a few house sales since work been completed and the property owners share of the costs have been recovered. Funds were being kept for possibility of some bad debts from remaining private property owners.	Proposed for repurposing	Service
    Demand Responsive Transport	(35,857.62)	145.00	(35,712.62)	35,712.62	0.00		Infrastructure & Environment	Infrastructure	Funding from Council Rural Transport Pilot funding. Contract just being awarded now for DRT analytics study £17k. Also committed spend for DRT booking portal software £8.5k plus DRT back office ticket machine to allow drivers to take payments etc £7.5k.	21/22	Grant - Other
    Department for Works and Pensions (DWP)	(26,185.00)	7,029.00	(19,156.00)	19,156.00	0.00		Communities and Performance	Economic Development & Communities	Department of Work & Pension Funding to allow Stirling Council to employ additional staff (Modern Apprentices) to help residents apply for Universal Credits. Recruitment will be progressed this financial year and any balance must be retained to ensure a full 12 month's Modern Apprentice employment. There is no pressure from the external funder to use these monies in full in 2021/22. Currently being used to Fund a Full time Contact Officer - Grade 6 Contact Officer recruited for a 1-year period, started 31/5/21.	21/22 & 22/23	Grant - Other

11. Appendix 2

     

    Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
    Deposit - Earlsburn Windfarm	(317,876.97)	0.00	(317,876.97)	317,876.97	0.00		Infrastructure & Environment	Corporate	Funds deposited by developer to cover future costs arising from the potential decommissioning of the Earlsburn Windfarm. Planning Permission has been granted to 2027. The Scottish Government have recently issued a policy statement to presume in favour of the re- powering of wind farms expected to be decommissioned. It might be then that this is a sum that we hold on to beyond 2027.	27/28	Developer Contribution
    Development Fund	(1,101.33)	0.00	(1,101.33)	0.00	1,101.33		Chief Executive	Chief Executive	Carry forward of unspent element of Chief Executive Office Development Fund from 2020/21. Service advised this can be used for repurposing.	Proposed for repurposing	Service
    Digital Inclusion Growth	(90,030.00)	18,841.00	(71,189.00)	71,189.00	0.00		Communities and Performance	Economic Development & Communities	Growth Monies provided in 2020-21. In order to meet demand the Service is using this Earmarked Balance to fund a fixed term Digital Inclusion Officer. A grade 8 Digital Inclusion Worker post has been recruited to on a 2 year period. Post was filled 05/05/21 and contract runs until 03/05/23. This will use all the Funds.	Over the period 2021-2024	Council Growth Monies
    Drymen Library Dilapidations	(17,000.00)	0.00	(17,000.00)	17,000.00	0.00		Infrastructure & Environment	Infrastructure	The lease for Drymen Library expires in 2022. The building will require expenditure (dilaps) to restate the building back to its former state when the library moves to the school.	22/23 at end of lease	Service
    Early Years Central	(51,560.00)	41,248.00	(10,312.00)	10,312.00	0.00		People	Schools and Learning	Schools have spending plans in line with School Improvement Plans. Service advises that remaining balance is committed to be spent by 31/03/22.	21/22	Devolved Schools Management
    Early Years Change Fund	(7,318.63)	0.00	(7,318.63)	7,318.63	0.00		People	Schools and Learning	Funds are fully committed towards staffing; NHS Early Years Speech & Language contract.	21/22	Grant - Other
    Education Psychologists	(9,000.00)	9,000.00	0.00	0.00	0.00		People	Children & Families	Scottish Government funding to support a trainee psychologist post. Monies now fully spent.	21/22	Grant - Other
    Empowerment Initiative	(4,790.00)	25.00	(4,765.00)	4,765.00	0.00		People	Children & Families	This is one of the tranches of the Life Changes Trust to support activities/outings for young people & IT connectivity within a dedicated Home & Belonging Hub.	21/22 & 22/23	Grant - Other
    English for Speakers of Other Languages (ESOL) Partnership	(21,502.77)	0.00	(21,502.77)	21,502.77	0.00		Communities and Performance	Economic Development & Communities	Funding from Forth Valley College for the Council to run English classes to help foreign residents. Budget was fully committed for ESOL Partnership activity until June 21 (Academic Year). However cost of delivery has been reduced due to pandemic restrictions. Any unspent monies would need to be returned to the Scottish Funding Council. Preference would be for the money to be retained for use during 2022/23. The Service will liaise with Scottish Government on this.	22/23	Grant - Other
    ESF Employer Recruitment Incentive	(3,522.00)	0.00	(3,522.00)	3,522.00	0.00		Communities and Performance	Economic Development & Communities	Youth Employment Scotland Fund for Employer Incentive Grant to employ apprentices. This is fully committed. Payment to employers was delayed due to the economic restriction of the pandemic but original employers remain committed and will receive their incentive when they are in a position to reinstate their staff - this is expected this financial year - incentive is for a full 12 months.	21/22	Grant - Other

12. Appendix 2

     

    Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
    Feasibility and Consultation	(122,454.00)	0.00	(122,454.00)	60,000.00	62,454.00		Infrastructure & Environment	Infrastructure & Environment	Funding was set aside in 2020/21 to mitigate expenditure posted to capital that cannot be capitalised either due to the project not progressing or the works deemed feasibility. At the moment there is a commitment with Turner Townsend in relation to outstanding compensation events with the main contractor over the C3 bridge. A consultant was appointed to compile a report on the validity of outstanding compensation events with the main contractor. £20k is anticipated to be the payment due to the consultant. Infrastructure also required to do Energy Efficiency & Decarbonisation audits which cant be capitalised - contract just been awarded starting 1/10/21 for 6 months - cost £90k. Service will fund £50k from revenue with £40k from this reserve balance.	Estimated £20k on C3 Bridge consultancy 21/22. £40k for Energy Efficiency & Decarbonisation audit will be 21/22. Remaining balance is not committed and therefore would be open to re- purposing.	Service
    Foreign Language Learning	(84,451.34)	50,537.00	(33,914.34)	33,914.34	0.00		People	Schools and Learning	Scottish Government funding to support foreign language learning in schools. Staffing commitments are in place.	23/24	Grant - Other
    Gaelic Language	(3,397.26)	0.00	(3,397.26)	1,397.26	2,000.00		Communities and Performance	Economic Development & Communities	External Funding - Adult Learning for Gaelic Lessons/Courses. Supports community based Gaelic provision meeting the outcomes of the Gaelic Language Plan and supports Gaelic provision for parents of children at Riverside Primary Gaelic Unit. Provision has been reduced due to COVID restrictions and budget is available so some of this resource can be repurposed. Remaining Balance of £1,397.26 is expected to be spent in 21- 22	Balance of funding proposed for repurposing	Grant - Other
    Getting It Right For Every Child (GIRFEC)	(10,456.28)	7,949.81	(2,506.47)	0.00	2,506.47		People	Children & Families	The GIRFEC project is intended to improve outcomes and support the wellbeing of our children and young people. Funding commitments are towards supporting staff expenditure. Balance can be offered up for repurposing.	Balance proposed for repurposing	Grant - Other
    Getting It Right For Every Child (GIRFEC)	(8,652.00)	0.00	(8,652.00)	0.00	8,652.00		People	Children & Families	No further committed expenditure. Can be used for repurposing	Proposed for repurposing	Grant - Other
    GP Outreach	(25,680.92)	0.00	(25,680.92)	25,680.92	0.00		Communities and Performance	Economic Development & Communities	NHS Forth Valley and Money Advice Scotland pilot to offer financial advice in GP Practices. This project was not able to be delivered due to the pandemic. However agreement was reached with the external funding provider to carry forward monies into 2022/23 as the outreach work cannot be delivered due to Covid Restrictions within GP Practices. If monies are not spent on this project they will need to be returned.	22/23	Grant - Other
    Holiday Fun Clubs	(100,478.51)	100,478.51	0.00	0.00	0.00		Communities and Performance	Economic Development & Communities	Recurring budget allocated in 19/20 - Brought forward earmarked balance represented carry forward of underspends. Fun Clubs did not run in 2020 although additional payments were made to families. Monies were also used to Fund Easter Pupil Clubs. Monies have now been fully spent.	21/22	Council Growth Monies

13. Appendix 2

     

    Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
    Homeless Prevention	(682,061.59)	79,542.00	(602,519.59)	602,519.59	0.00		Communities and Performance	Housing	This is a Scottish Government grant fund supporting homelessness initiatives and is linked to the Rapid Rehousing Transition Plan, including the cost of additional staff resources and funding expenditure for the use of Rapid Access Accommodation.   Expenditure expected to be incurred as follows:- - Additional B&B costs 21/22 £215k; 22/23 £200k. £125k	21/22 & 22/23	Grant - Other
    Income for Admin Post	(5,645.00)	0.00	(5,645.00)	5,645.00	0.00		Communities and Performance	Economic Development & Communities	This Earmarked balance has been combined with the Investment In Advice Earmarked balance and is being used to fund a G5 Admin Officer recruited on the 22/03/21 for a 1 Year Period. Budget fully committed for staffing commitments within the Advice and Welfare Reform team to retain current capacity.	21/22	Service
    Investment In Advice	(8,287.00)	7,574.00	(713.00)	713.00	0.00		Communities and Performance	Economic Development & Communities	This Earmarked balance has been combined with the Income for Admin Post Earmarked balance and is being used to fund a G5 Admin Officer recruited on the 22/03/21 for a 1 Year Period. Budget fully committed for staffing commitments within the Advice and Welfare Reform team to retain current capacity.	21/22	Service
    Land Maintenance Bonds (Developer Contribs) - bonds placed by developers to maintain community grass areas.	(56,848.83)	0.00	(56,848.83)	56,848.83	0.00		Infrastructure & Environment	Environment & Place	Bonds placed by developers to maintain private developments - usually draw down over 10 years.	Ongoing requirement to retain funds in line with individual Bonds' timelines	Developer Contribution
    Learning Environments for 2 year olds	(103,672.09)	103,672.09	0.00	0.00	0.00		People	Schools and Learning	Required to support 1140 hours capital pressures. Monies now fully spent.	21/22	Grant - Other
    Life Changes Trust Funding - Champions Board	(7,138.00)	0.00	(7,138.00)	7,138.00	0.00		People	Children & Families	To support the Life Changes Trust initiative. Match funding conditions apply with funding due to end 2021. The monies are being used to support the development of The Promise Plan and the involvement of young people. Spend will be incurred during 21/22 and 22/23.	21/22 & 22/23	Grant - Other
    Life Changes Trust Funding - Home and Belonging	(55,166.50)	40,832.40	(14,334.10)	14,334.10	0.00		People	Children & Families	This is one of the tranches of the Life Changes Trust with funding fully committed to support young people's involvement in the development of The Promise plan. Spend will be incurred during 21/22 & 22/23.	21/22 & 22/23	Grant - Other
    Managed Investment Properties Income	(636,785.55)	0.00	(636,785.55)	0.00	636,785.55		Infrastructure & Environment	Corporate	Rental income received from former SDA Investment Properties. £700k was offered up to support Covid-19 impact in 2020/21. The remaining balance can be repurposed.	Proposed for repurposing	Service
    Marketing Officer	(11,534.00)	11,534.00	0.00	0.00	0.00		Communities and Performance	Economic Development & Communities	Money used to support Economic Project Officer (Inward Investment). Post filled 01/05/2021.	21/22	Grant - Other
    Modern Languages Teaching (1+2 Languages)	(17,000.00)	0.00	(17,000.00)	0.00	17,000.00		People	Schools and Learning	No further spend commitments. Funding available for repurposing	21/22	Grant - Other

    • Homeless Prevention Officers 21/22 £6k (part year); 22/23 £80k

    • RRTP 4 posts + refurbishment costs to allow for 10 placements 22/23

    • RRTP Recovery Worker (incl activities) 22/23 £50k

14. Appendix 2

     

    Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
    NHS Parent & Family Support	(1,400.00)	1,400.00	0.00	0.00	0.00		People	Schools and Learning	Funding from NHS to support parent and family initiatives. Monies have been fully spent.	21/22	Grant - Other
    No-one Left Behind	(135,377.36)	38,300.00	(97,077.36)	97,077.36	0.00		Communities and Performance	Economic Development & Communities	These monies fund Activity Agreements in Schools, Learning and Education, together with a Fair Work Incentive to external employers. Delivery of both was significantly impacted by the pandemic. Guidance is awaited on whether balance can be retained to add capacity for the same work to build recovery. If not, balance would need to returned to Scottish Government.	21/22 & 22/23	Grant - Other
    Ochil House	(11,000.00)	3,753.05	(7,246.95)	7,246.95	0.00		People	Children & Families	Schools have spending plans in line with School Improvement Plans. Service advises that remaining balance is committed to be spent by 31/03/22.	21/22	Devolved Schools Management
    Parental Employability Support Fund (1)	(145,302.90)	60,576.60	(84,726.30)	84,726.30	0.00		Communities and Performance	Economic Development & Communities	Funding is being used to employ 3 Employability Key Workers. Posts filled between March 21 and May 21 on 2 year contracts. Post 1 commenced 01/03/21 with an end date of 30/12/22. Post 2 commenced 29/03/21 with an end date of 30/12/22. Post 3 commenced 30/08/21 with an end date of 30/12/22. These posts are also funded from European Social Fund (ESF) monies. If monies not spent then they will need to be returned.	21/22, 22/23 & possibly 23/24 if ESF Extension is given to June 2023	Grant - Other
    Parental Employability Support Fund (2)	(88,000.00)	0.00	(88,000.00)	88,000.00	0.00		Communities and Performance	Economic Development & Communities	Scottish Government funding to provide targeted support to identify and address barriers faced by unemployed disabled parents in entering and sustaining employment. Monies have been committed to meet the costs of staffing, this is match funding to ESF for staff that are in place. Money will need to be returned to Scottish Government if not fully spent.	21/22, 22/23 & possibly 23/24 if ESF Extension is given to June 2023	Grant - Other
    Participatory Budgeting Aberfoyle Toilets	(40,000.00)	0.00	(40,000.00)	40,000.00	0.00		Infrastructure & Environment	Infrastructure	Funding required to meet a shortfall in this Participatory Budget funded project so cannot be repurposed. Building warrant submitted. Expect contract award March 2022 to legally commit this fund.	Work expected to begin early 2022/23	Service
    Participatory Budgeting Pilot Year Funding (Revenue)	(175,000.00)	56,657.28	(118,342.72)	85,342.72	33,000.00		Corporate	Corporate	To meet the costs of committed Participatory Budgeting Pilot Year initiatives. Initial project costs have been funded against capital, the balance of funding will be largely fully incurred via Capital Financed from Current Revenue (CFCR) this year.   Outstanding projects to be funded from this reserve: Accessible Toilets , Aberfoyle - EMB sum £25k Netting around Braehead Football Park EMB £25k (to be installed by March 2022) Arnprior Playpark Pavillion £25k, not proceeding (request to close this one down which would make funds available for repurposing). Upgrade Sports Pavillion, Fallin - EMB £10k (expect completion Feb '22)   Proposed for Repurposing: D'blane - BofA create safe walking route - design £20k - (project completed 20/21) Improve Lovers Walk, Riverside - EMB £10k (project completed 20/21) Contingency can be repurposed £3k	21/22 & 22/23. Balance of funds proposed for repurposing.	Council Growth Monies

15. Appendix 2

     

    Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
    Peer Education - Youth Participation Initiatives	(4,000.00)	2,757.00	(1,243.00)	1,243.00	0.00		People	Schools and Learning	Income received from Scottish Government as part of Grant Claim for Food Fund which was not paid out to Facilities Management Services. Balance will be used to support Start Up Stirling to continue to provide food to those in food insecurity.	21/22	Grant - Other
    Period Poverty	(108,511.45)	0.00	(108,511.45)	0.00	108,511.45		People	Schools and Learning	Scottish Government initiative to eradicate period poverty. This reserve has built up over previous years as the spend has not matched the budget and can now be given up for repurposing.	Proposed for repurposing	Grant - Other
    Place Partnership Money	(40,168.00)	40,168.00	0.00	0.00	0.00		Communities and Performance	Economic Development & Communities	Monies from Creative Stirling for Place Partnership initiatives. Monies are now fully spent.	21/22	Grant - Other
    Pupil Equity Fund - Looked After Children Monies	(57,280.14)	57,280.14	0.00	0.00	0.00		People	Children & Families	To support disadvantaged pupils in achieving higher attainment levels. Funding has been used to support our care experienced children and young people in relation to attainment, attendance, exclusions and post school destinations.	21/22	Grant - Other
    Pupil Equity Fund/Attainment Fund	(389,428.20)	259,618.00	(129,810.20)	129,810.20	0.00		People	Schools and Learning	Funding to provide targeted support for children and young people affected by poverty to achieve their full potential. Updates from all schools currently being collated to inform commitments. We would expect that it would be at least as much as last session, and early indications from discussions with schools are that it will be higher, as they target resources to intensify support for vulnerable learners most affected by the current situation. On that basis we would expect a minimum of 93% commitment against staff costs, between now and end of the academic year. The non staff spend is used to support counselling, music therapy, and support for the most vulnerable children.	21/22 & possibly 22/23	Grant - Other
    Rapid Rehousing Transition Plan - Homelessness	(107,812.60)	100,061.56	(7,751.04)	7,751.04	0.00		Communities and Performance	Housing	To support Rapid Rehousing Homelessness initiatives. Housing Support Officers are employed as a result of this funding from Scottish Government. These Officers work with the highest need homeless households via Housing First. The Housing First programme can only operate if appropriate staff in post. Slight lag in spending due to delay in appointing staff.	21/22	Grant - Other
    Raploch Attainment	(2,066.94)	2,066.94	0.00	0.00	0.00		People	Schools and Learning	Schools Attainment challenge monies to support pupil attainment within Raploch schools. Monies now fully spent.	21/22	Grant - Other
    Regional Improvement Collaborative monies	(31,594.36)	10,058.00	(21,536.36)	21,536.36	0.00		People	Schools and Learning	Scottish Government Regional Improvement Collaborative monies being used to support a Development Officer post.	22/23	Grant - Other
    Reimbursement for Flood Support Grants	(34,000.00)	34,000.00	0.00	0.00	0.00		Infrastructure & Environment	Environment & Place	Funding has been used on asset and condition surveys around Council structures to highlight problems with damaged culverts that can lead to flooding.	21/22	Grant - Other

16. Appendix 2

     

    Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
    Riverside Out of School Care	(92,729.74)	0.00	(92,729.74)	92,729.74	0.00		People	Schools and Learning	Legal contract with Riverside Out of School Care, as a result of them occupying space within Riverside Primary School since 2010. The Earmarked Reserve that exists for ROSC is to support their associated property and Facilities Management costs over a period of 23 years. If for any reason Education Service need the space back within that period, then we will be liable to repay them the remaining funds in the Lifecycle Fund.	Ongoing requirement to retain fund	Service
    Rural Transport Initiative	(35,050.00)	4,180.00	(30,870.00)	28,500.00	2,370.00		Infrastructure & Environment	Infrastructure	Funding came from Council to support Rural Transport pilots - this is the balance left to spend. A contract has been awarded for eBike lockers £16.5k subject to meeting security lock standards, once security standards met this will effectively commit the £2.5k for locker ground works plus the purchase of the ebikes £6.5k, plus marketing £3k.   The total cost of the e bikes is partly being funded by Energy savings Trust grant.   Expenditure to date is for a pilot Sunday bus service Stirling to Balfron.	21/22. Balance of funds proposed for repurposing.	Council Growth Monies
    Sanitary Provision	(107,633.57)	1,986.37	(105,647.20)	105,647.20	0.00		Communities and Performance	Economic Development & Communities	Provision of free sanitary products will be a legislative requirement this year with significant demands on resources. Concerns have already been expressed within COSLA that budget provided may be insufficient to deliver the statutory provision. Demand is also expected to increase due to rising poverty. Therefore this Earmarked Balance should be retained. Products are being made available via community organisations as public buildings remain on restricted opening. Most spend is not likely to happen until 22/23 once closures due to pandemic return to normal.	21/22 & 22/23	Grant - Other
    School Counselling Fund (1)	(56,048.35)	56,048.35	0.00		0.00		People	Children & Families	Scottish Government funding to support Mental Health counselling in schools. Monies now fully spent on supporting our wider work on developing mental health supports and services.	21/22	Grant - Other
    School Counselling Fund (2)	(344,000.00)	235,728.65	(108,271.35)	108,271.35	0.00		People	Children & Families	Scottish Government funding to support Mental Health counselling in schools. Fully committed as part of our wider work on developing mental health supports and services. - Initial funds provided to the council were not initially spent due to a delay in the need to recruit counsellors and procure counsellors. Counsellors are now in place. Plans are in place to spend this fund Jan 2022 until June 2023 by extending counselling support to all primary schools up to June 2023. We have identified a need to provide ongoing support in this area. Spend will also be on the provision of support to our children with additional support needs – initial consideration of Artlink.	21/22 & 22/23	Grant - Other
    Schools ICT Infrastructure	(47,316.24)	0.00	(47,316.24)	0.00	47,316.24		People	Corporate	£234k costs were incurred in 2020/21 to support storage, provisioning, warranty over next 4 years in relation to pupil's chromebooks and teachers' laptops. Remaining balance can be repurposed.	Proposed for repurposing	Service

17. Appendix 2

     

    Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
    Scottish Local Government Digital Office	(4,422.00)	0.00	(4,422.00)	4,422.00	0.00		Communities and Performance	Strategic Commissioning & Customer Development	These monies will be allocated to help support the move to implementing Stirling Council’s new Geographic Information System (GIS) solution. If funding is not spent on these initiatives, then monies will need to be returned.	21/22 & 22/23	Grant - Other
    Skillseekers	(108,882.40)	38,000.00	(70,882.40)	22,000.00	48,882.40		Communities and Performance	Economic Development & Communities	This is Skills Development Scotland Management Fee income intended for re-use within the Service. Anticipate further spend by March 2022 as programmes are gradually returning - possibly small carry forward request into 2022/23. Unused balance can be repurposed.	21/22 & 22/23 with balance proposed for repurposing.	Grant - Other
    Social, Emotional and Behavioural Needs (SEBN) Pupil Equity Fund	(5,980.00)	5,980.00	0.00	0.00	0.00		People	Children & Families	Funding to provide targeted support for children and young people affected by poverty to achieve their full potential. Monies now fully spent.	21/22	Grant - Other
    Sport Scotland	(19,987.00)	0.00	(19,987.00)	0.00	19,987.00		Communities and Performance	Economic Development & Communities	This Earmarked Balance is the remainder of funds provided by Sports Scotland for an employee who is now employed directly by Active Stirling. Sports Scotland will not request the balance to be returned, therefore funds can be used for repurposing.	Proposed for repurposing	Grant - Other
    Steadfast Repairs Fund	(67,010.34)	0.00	(67,010.34)	67,010.34	0.00		Communities and Performance	Housing	This fund is required for any significant repairs and maintenance to mid- market rented property which would otherwise require funding from the General Fund. Work planned (but not yet committed) to bring King St properties back to former state which includes replacement windows, etc - they are owned by a Third Party, not the Council.   The fund will be used to carry out minor repairs, both to communal and individual flats, that Stirling Council are required to carry out under the terms of the Facility Agreement.	Over the next 5 years	Service
    Stirling Business Investment Fund	(222,575.06)	(1,951.58)	(224,526.64)	70,000.00	154,526.64		Corporate	Corporate	Up until 2014, Stirling Enterprise and Economic Development Company Ltd (SEEDCO) was a wholly owned subsidiary of Stirling Council. The company’s principal activity was to provide local funding for companies based in Stirling district through loans or equity investment. The company was officially wound up during 2014, with the residual funds from the winding up of the company being repurposed to create a new Stirling Business Investment Fund with similar objectives to SEEDCO, i.e. providing funding in the form of loans to small companies based in the Stirling Council area. With the help of Stirling Enterprise Ltd (STEP) to market the availability of the funding and to vet loan applicants, the Council eventually approved loans of £25,000 each to 4 small companies. The 4 loans were issued between August 2015 and July 2016, repayable over a 5 year period at an interest rate of 7%. £70k of the balance has been committed to fund a Graduate Post for 2 Years. Remaining balance can be repurposed.	21/22 & 22/23 with balance proposed for repurposing	Service
    Stirling Confucious Hub	(10,645.49)	4,017.00	(6,628.49)	6,628.49	0.00		People	Schools and Learning	Scottish Government ring fenced funding to support the delivery of academic conferences.	21/22 & 22/23	Grant - Other
    Stirling Elections	(228,000.00)	0.00	(228,000.00)	228,000.00	0.00		Corporate	Governance	Funding set aside for future Council election costs as there is no budget provision for this.	Ongoing requirement to retain fund	Service

18. Appendix 2

     

    Description	Opening Reserve Balance at 1 Apr 2021	Funds Used as at Feb 2022	Residual Reserve Balance Feb 2022	Committed to Meet Future Service Exp	Funds Proposed for Repurposing		SLT Area	Senior Manager Area	Service Comments	Timescale for Spend	Source of Funds
    Stirling Employment Incentive	(8,250.00)	2,400.00	(5,850.00)	5,850.00	0.00		Communities and Performance	Economic Development & Communities	Growth monies committed to support employment of Modern Apprentices. Recruitment activities have recommenced following a pause during the pandemic restrictions.	21/22 & 22/23	Council Growth Monies
    Strategic Housing Account	(752,325.28)	0.00	(752,325.28)	752,325.28	0.00		Communities and Performance	Housing	Funding has accumulated over many years from Council house sales as well as Section75 payments. The Council will receive significant additional funds from the Scottish Government to grant fund additional acquisitions and the Mid Market Rental (MMR) Project. There are several requirements for these funds going forward:	Over the next 5 years	Service
    Thrive Programme	(16,320.65)	12,931.00	(3,389.65)	3,389.65	0.00		Communities and Performance	Economic Development & Communities	Monies will be used to sustain the employment of the Thrive Co-ordinator for a longer period, enabling it to be matched to ESF resources to leverage more money into the programme. This has been agreed by the funding provider. Repurposing is not permitted within the terms of the grant agreement. Funding is being used to employ 1 Thrive Co-Ordinator. Post Start Date 20/05/19 - End Date 31/03/23. Cost of Post in 2021/22 is £22,298, also funded from ESF which will continue into 2022/23.	21/22	Grant - Other
    Transformation Fund	(3,000,000.00)	1,800,000.00	(1,200,000.00)	1,200,000.00	0.00		Corporate	Corporate	To meet costs of Service transformation. Since March 2021, a further £1m has been added to this fund (now £4m) per the June 2021 Finance & Economy meeting with £2.8m currently earmarked to support the ERP programme. The Council’s transformation programme will require significant investment in technology and other assets as well as in our workforce. It will be important to protect and supplement this investment fund in order that it will be available in the coming years to fund the key investments that will be needed.	Ongoing requirement to retain fund	Council Growth Monies
    Treasury Management Reserve	(1,913,664.23)	0.00	(1,913,664.23)	1,413,664.23	500,000.00		Corporate	Corporate	£500k of balance can be repurposed. Remaining balance is required as future opportunities for debt restructuring will require to be funded. This would include refinancing premiums.	On going requirement to retain fund but £500k proposed for repurposing	Service
    Tunstall Telephony System	(12,500.00)	5,125.00	(7,375.00)	7,375.00	0.00		Communities and Performance	Strategic Commissioning & Customer Development	This budget is required and will be utilised when the next part of the upgrade is completed. 40% of the contract has now been paid = £5,125 for work already completed, remaining £7,375 will not be paid until 2022/23 when work is fully completed.	21/22 & 22/23	Service
    Upskilling	(514.00)	0.00	(514.00)	0.00	514.00		Communities and Performance	Economic Development & Communities	Small balance remaining due to retraction of the Upskilling Modern Apprentice programme in 2020 and early 2021. Remaining balance can be used for repurposing.	Proposed for repurposing	Service

    1. We expect we need funds to subsidise the cost of building an increased number of MMR units managed by Steadfast Homes – this will be part of a future target for number of affordable homes during 2022-27.

    2. We need to undertake regeneration activity in some areas which are in poor condition and require investment or demolition and rebuilding – this is a key priority for the housing service.

    3. Likely to require funds to support a new Fuel Poverty Advisor Post that the Service needs to establish.

    4. Other Registered Social Landlords may require funds (Forth Housing Association is due to be paid funds from this account to support Raploch Regeneration).

19. Appendix 2

 

 

43‌

PROPOSED FEES & CHARGES 2022/23

 

Appendix 3

 

Departures from Standard 2% Inflationary Increase

The following table provides detail of those proposed Service fees & charges which depart from the standard 2% inflationary increase. All of the current (2021/22) and proposed (2022/23) fees & charges are outlined within this appendix.

 

1. Appendix 3

    

   Description of Service	Charging Type	Current Charge 2021/22	Proposed Charge 2022/23
   Animal Control
   Rats & Mice	Domestic	£74.00	£75.00
   	Commercial	£94.00	£96.00
   	Concession	£0.00	£0.00
   	Investigation	£41.00	£42.00
   Ants	Domestic	£49.00	£50.00
   	Commercial	£93.00	£95.00
   	Concession	£0.00	£0.00
   Bees & Wasps	Domestic	£59.00	£60.00
   	Commercial	£93.00	£95.00
   	Concession	£0.00	£0.00
   Flies, Bluebottles,Beetles, Spiders & Earwigs	Domestic	£107.00	£109.00
   	Commercial	£107.00	£109.00
   	Concession	£0.00	£0.00
   Bedbugs, Fleas & Cockroaches	Domestic	£0.00	£0.00
   	Commercial	£0.00	£0.00
   Reporting - Rodents/Insects	per unit	£0.00	£0.00
   Licensing
   Copy Of Civic Lists	per unit	£39.00	£40.00
   Duplicate Of Licenses Issued	per unit	£39.00	£40.00
   Indoor Sports Entertainments (Grant/Renewal)	1 Year	£125.00	£128.00
   	3 Years	£226.00	£231.00
   Knife Dealer’s (Grant/Renewal)	3 Years	£503.00	£513.00
   Late Hours Catering (Grant/Renewal)	1 Year	£125.00	£128.00
   	3 Years	£290.00	£296.00
   Market Operator (Grant/Renewal)	1 Year	£125.00	£128.00
   	3 Years	£290.00	£296.00
   Metal Dealer	1 Year	£125.00	£128.00
   	3 Years	£290.00	£296.00
   Private Hire Car Licence (Grant/Renewal)	1 Year	£147.00	£150.00
   Private Hire Car Licence (Substitute Vehicle)	per unit	£147.00	£150.00
   Private Hire Car Driver's Licence (Grant/Renewal)	1 Year	£133.00	£136.00
   Public Entertainment - Hall	1 Year	£125.00	£128.00
   	3 Years	£226.00	£231.00
   Public Entertainment - Funfair/Circus/Fireworks	per event	£196.00	£200.00
   Public Entertainment - Local Community Events/Gala Days/Fun days	per event	£125.00	£128.00
   Public Entertainment - Highland Games/Agricultural Shows	per event	£196.00	£200.00
   Public Entertainment - Sporting/Music Event/Large Commercial Events	Capacity of up to 3000	£391.00	£399.00
   	Capacity 3001 – 5000	£588.00	£600.00
   	Capacity 5001 – 10000	£1,181.00	£1,205.00
   	Capacity 10001 – 15000	£7,431.00	£7,580.00
   	Capacity greater than 15001	£10,232.00	£10,437.00
   Second Hand Dealers (Grant/Renewal)	1 Year	£125.00	£128.00
   	3 Years	£290.00	£296.00
   Sex Shops	1 Year	£192.00	£196.00
   	3 Years	£581.00	£593.00
   Street Traders (All forms of licence renewal)	per unit	£133.00	£136.00
   Skin Piercing And Tattooing Licence (Grant/Renewal)	1 Year	£287.00	£293.00
   Taxi Booking Office (Grant/Renewal)	1 Year	£125.00	£128.00
   	3 Years	£216.00	£220.00
   Taxi Vehicle (Grant/Renewal)	1 year	£219.00	£223.00
   Taxi Vehicle (Substitute Of Vehicle)	per unit	£147.00	£150.00
   Taxi Vehicle Exemption	per unit	£133.00	£136.00
   Taxi Driver's (Grant/Renewal)	1 year	£133.00	£136.00
   Window Cleaner's (Grant/Renewal)	1 Year	£133.00	£136.00
   	3 Years	£290.00	£296.00
   Cinemas (Per Screen)	per unit	£125.00	£128.00
   Cinemas (For Multi-Screen)	per unit	£792.00	£808.00
   Venison Dealer	3 Years	£125.00	£128.00
   Replacement Plates, Badges etc.	full set	£31.40	£32.00
   	individual	£7.00	£7.10
   Alcohol Premises Licence - N/A	per Application Fee	£200.00	£200.00
   Alcohol Premises Licence - £1-11.5k	per Application Fee	£800.00	£800.00
   Alcohol Premises Licence - £11-£35k	per Application Fee	£1,100.00	£1,100.00
   Alcohol Premises Licence - £35-£70k	per Application Fee	£1,300.00	£1,300.00
   Alcohol Premises Licence - £70-£140k	per Application Fee	£1,700.00	£1,700.00
   Alcohol Premises Licence - Over £140k	per Application Fee	£2,000.00	£2,000.00
   Alcohol Premises Licence - N/A	per Annual Fee	£180.00	£180.00
   Alcohol Premises Licence - £1-11.5k	per Annual Fee	£220.00	£220.00
   Alcohol Premises Licence - £11-£35k	per Annual Fee	£280.00	£280.00
   Alcohol Premises Licence - £35-£70k	per Annual Fee	£500.00	£500.00
   Alcohol Premises Licence - £70-£140k	per Annual Fee	£700.00	£700.00
   Alcohol Premises Licence - Over £140k	per Annual Fee	£900.00	£900.00
   Alcohol Extended Hours	per Unit	£10.00	£10.00
   Alcohol Occassional	per Unit	£10.00	£10.00
   Alcohol Personal	per Unit	£50.00	£50.00
   Alcohol Duplicate Personal	per Unit	£20.00	£20.00
   Alcohol Change of Details	per Unit	£20.00	£20.00
   Alcohol Duplicate Premises	per Unit	£50.00	£50.00
   Alcohol Temporary Premises	per Unit	£200.00	£200.00

2. Appendix 3

    

   Description of Service	Charging Type	Current Charge 2021/22	Proposed Charge 2022/23
   Alcohol Minor Variation (Except Case 2)	per Unit	£20.00	£20.00
   Alcohol Variation (Immediate Effect)	per Unit	£31.00	£31.00
   Alcohol Non Minor Variation	per Unit	£200.00	£200.00
   Alcohol S33 Transfer w/o Variation	per Unit	£120.00	£120.00
   Alcohol S33 Transfer w Minor Variation	per Unit	£151.00	£151.00
   Alcohol S33 Transfer w Major Variation	per Unit	£250.00	£250.00
   Alcohol S34 Transfer w/o Variation	per Unit	£120.00	£120.00
   Alcohol S34 Transfer w Minor Variation	per Unit	£151.00	£151.00
   Alcohol S34 Transfer w Major Variation	per Unit	£250.00	£250.00
   Health & Safety
   Extracts from Register/Letter/Reports.	per unit	£101.00	£103.00
   Health & Safety Factual Statement.	per unit	£104.30	£106.40
   Health & Safety Courses.	per unit	£81.50	£83.10
   Food Safety
   Food Hygiene Courses.	Standard	£79.20	£80.80
   	Charities	£58.40	£59.60
   Provision of certificate for Unsound Food.	per unit	£121.30	£123.70
   Provision of Certificate for Export Food (initial certficate for new product).	per unit	£121.30	£123.70
   Provision of Certificate for Export Food (subsequent certificates for same product).	per unit	£29.20	£29.80
   Analysis for Export Food.	per unit (variable)	FCR	FCR
   Bandeath Kennels
   Stray Dogs - Kennelling	Day 1 (+ capture/collection)	£47.00	£48.00
   	Day 2	£68.00	£69.00
   	Day 3	£87.00	£89.00
   	Day 4	£108.00	£110.00
   	Day 5	£129.00	£132.00
   	Day 6	£148.00	£151.00
   	Day 7	£169.00	£172.00
   Stray Dogs - Sale to New owner	per dog	£163.00	£166.00
   Licensed Animal Premises	per unit	£219.90	£224.30
   License Premises - Home Boarders	per unit	£110.10	£112.30
   Contaminated Land
   Contaminated Land Site Reports.	per unit	£1,331.30	£1,357.90
   Trading Standards
   Special Weighing & Measuring Equipment.	per hour	£134.40	£137.10
   Weights - weights exceeding 5kg or not exceeding 500mg, 2cm.	per unit	£16.40	£16.70
   Weights - other weights.	per unit	£16.40	£16.70
   Measures - linear measures not exceeding 3 metres for each scale.	per unit	£16.40	£16.70
   Measures - capacity measures without divisions not exceeding 1 litre.	per unit	£16.40	£16.70
   Liquid capacity measures for making up/checking average quantity packages.	per unit	£49.00	£50.00
   Templets - (a) per scale first item.	per unit	£81.80	£83.40
   Templets - (b) second and subsequent items.	per unit	£32.60	£33.30
   Weighing Instruments - calibrated to weigh only in metric or imperial units, non EC not exceeding 1 tonne.	per unit	£101.00	£103.00
   Weighing Instruments - calibrated to weigh only in metric or imperial units, non EC - exceeding 1 tonne up to 10 tonnes.	per unit	£168.00	£171.40
   Weighing Instruments - calibrated to weigh only in metric or imperial units, non EC - exceeding 10 tonnes.	per unit	£335.90	£342.60
   Measuring Instruments for Intoxicating Liquor - not exceeding 150ml.	per unit	£32.60	£33.30
   Measuring Instruments for Intoxicating Liquor - other.	per unit	£40.70	£41.50
   Measuring Instruments for Liquid Fuel and Lubricants - container type (un-subdivided).	per unit	£125.80	£128.30
   Measuring Instruments for Liquid Fuel and Lubricants - single/multi outlet (nozzles) - first nozzle tested per site..	per unit	£184.30	£188.00
   Measuring Instruments for Liquid Fuel and Lubricants - each additional nozzle tested.	per unit	£133.60	£136.30
   Measuring Instruments for Liquid Fuel and Lubricants - additional costs involved in testing ancillary equipment which requires additional testing on-site, such as credit card acceptors.	per hour	£134.40	£137.10
   Measuring Instruments for Liquid Fuel and Lubricants - testing of peripheral electronic equipment on a separate visit (per site).	per hour	£134.40	£137.10
   Measuring Instruments for credit card acceptor (per unit, regardless of the number of slots/nozzles/pumps).	per hour	£134.40	£137.10
   Road Tanker Fuel Measuiring Instrument (above 100 litres) - Meter measuring systems - (a) wet hose with 2 testing liquids.	per unit	£386.30	£394.00
   Road Tanker Fuel Measuring Instrument (above 100 litres) - Dipstick measuring system - (a) up to 7,600 litres (for calibration of each compartment and production of chart).	per unit	£269.10	£274.50
   Road Tanker Fuel Measuring Instrument (above 100 litres) - Dipstick measuring system - (a) for any compartment over 7,600 litres - basic fee plus additional costs	per hour	£134.40	£137.10
   Road Tanker Fuel Measuring Instrument (above 100 litres) - Dipstick measuring system - (b) initial dipstick.	per unit	£40.70	£41.50
   Road Tanker Fuel Measuring Instrument (above 100 litres) - Dipstick measuring system - (c) spare dipstick.	per unit	£40.70	£41.50
   Road Tanker Fuel Measuring Instrument (above 100 litres) - Dipstick measuring system - (d) replacement of dipstick (including examination of compartment).	per unit	£81.80	£83.40
   Road Tanker Fuel Measuring Instrument (above 100 litres) - Certificate of Errors - for supplying a certificate containing the results of errors found on testing.	per unit	£65.20	£66.50
   Poisons Act - Registration.	per unit	£44.20	£45.10
   Poisons Act - Change in details of registration.	per unit	£24.50	£25.00
   Weighing & Measuring - Specialist Testing Services - non-trade equipment.	per hour	£157.00	£160.10
   Weighing & Measuring - Specialist Testing Services - Special attendance charges (out-with normal hours).	per hour	£157.80	£161.00

3. Appendix 3

    

   Description of Service	Charging Type	Current Charge 2021/22	Proposed Charge 2022/23
   Miscellaneous Animal Licences
   Riding Establishment Licences (excluding Vet's fees).	per year	£66.00	£67.00
   Dangerous Wild Animals (excluding Vet's fees).	per year	£66.00	£67.00
   Performing Animals Registration Fee (excluding Vet's fees).	per year	£66.00	£67.00
   Zoo Licences.	per year	FCR	FCR
   Building Standards & Environmental Health
   Section 50 Certificates	per unit	£154.00	£157.00
   Section 89 Certificates	per unit	£222.00	£226.00
   Letters of Comfort	no site inspection	£149.00	£152.00
   	site inspection	£391.00	£399.00
   Duplicate decision notices/certificates	no reference	£112.00	£114.00
   	with reference	£40.00	£41.00
   Pre Warrant Discussion Fee	per unit	£46.00	£47.00
   Copy Certificate	per certicificate	£30.00	£31.00
   Copy Drawings - paper	per drawing	£3.00	£3.00
   Copy Drawings - digital	per drawing	£2.00	£2.00
   Confirmation Letter Fee	per unit	£149.00	£152.00
   Network Management
   Scaffolding Road Occupation Permit (S58)	up to 3 days	£70.00	£71.50
   	up to 1 week	£120.00	£122.50
   	up to 1 month	£200.00	£204.00
   	subsequent month	£95.00	£97.00
   Minor Roadworks Consent - Road Opening Permit (S56)	per permit	£120.00	£122.50
   New Roads & Street Works Act (S109) - per utility, per street, per application		£1,500.00	£1,530.00
   	Annual Maintenance Chage	£70.00	£71.50
   Copies of Development Control Guidelines & Specifications	per copy	£17.00	£17.50
   Skip Permit	per week	£30.00	£31.00
   Street café	1st year	£249.00	£254.00
   	annual renewal	£83.00	£85.00
   Road Reports (Property Enquiry)	per enquiry	£75.00	£76.50
   materials occupying parking bays	per day	£9.50	£10.00
   A-Boards	per year	£60.50	£62.00
   Traffic signals	per unit	£75.00	£76.50
   	Subsequent extension	£45.00	£46.00
   Tourist Signposting Applications.	per unit	£138.50	£141.50
   Permanent traffic signals requested to be switched off	per unit	£250.00	£255.00
   Road Closure	normal	£788.00	£804.00
   	emergency	£350.00	£357.00
   	urgent	£788.00	£804.00
   	extension	£540.00	£551.00
   Access Protection Markers	normal	£157.50	£161.00
   	re-marking	£79.00	£81.00
   Transport Development
   Road Construction Consent - Inspection	per consent	£40.00	£41.00
   Road Construction Consent - Review and Approval	per hour	£37.00-£59.00	£38.00-£60.00
   Traffic Survey Data	route flows	£81.50	£83.00
   	simple junctions	£163.00	£166.00
   	large junctions	£326.50	£333.00
   Waste Collection
   Commercial (Uplift and Disposal of Mixed Waste per Bin. Includes element of Landfill Tax @ £98.60/tonne).	120 Litre	£4.40	£4.50
   	240 Litre	£6.30	£6.40
   	360 Litre	£7.50	£7.70
   	1,000 Litre	£24.40	£24.90
   Commercial (Uplift and Disposal of Mixed-Waste Commercial/Trade Blue Sacks. Includes element of Landfill Tax @ £98.60/tonne).	per sack	£3.10	£3.20
   Commercial (Delivery of Commercial/Trade Blue Sacks. Includes element of Landfill Tax @ £98.60/tonne).	per delivery	£11.10	£11.30
   Domestic (Uplift and Disposal of Additional Domestic Purple Sacks over normal allocation - only for City Centre households where bins cannot be accommodated).	per sack	£3.40	£3.50
   Domestic (Special Uplift and Disposal of Domestic Items - subsidised to 50% of actual cost).	per uplift	£45.60	£46.50
   	concession	£0.00	£0.00
   Removal of Contaminated Bin	120 Litre	£14.40	£14.70
   	240 Litre	£16.30	£16.60
   	360 Litre	£17.50	£17.90
   	1,000 Litre	£34.40	£35.10
   Garden Waste Collection Permit	per bin	£35.00	£35.70
   	Concession	£0.00	£0.00
   Waste Disposal
   Mixed Waste (For Commercial Customers using Waste Transfer Station. Excludes Landfill Tax @ £98.60/tonne - added to disposal charge).	per tonne	£46.80	£47.70
   Mixed Waste (Blue Voucher System for Small Volume Commercial Customers using Waste Transfer Station. Excludes Landfill Tax @ £98.60/tonne - added to disposal charge).	per half tonne	£23.40	£23.90
   Green Waste for Composting (By Commercial Customers using Composting Plant).	per tonne	£53.60	£54.70
   Green Waste for Composting (Voucher System for Small Volume Commercial Customers at Composting Plant).	per half tonne	£26.80	£27.30
   Gate Fee for Treatment and Handling of Sweeper & Gully Waste	per tonne	£63.40	£64.70
   Commercial Recycling: Plastics/Cans/Cartons	per tonne	£39.70	£40.50
   Commercial Recycling: Paper/Cardboard	per tonne	£38.80	£39.60
   Commercial Recycling: Wood/Timber	per tonne	£30.60	£31.20
   Commercial Recycling: Inert Waste (Rubble/Soil)	per tonne	£43.30	£44.20
   Commercial Recycling: Glass bottles/jars	per tonne	£5.70	£5.80

4. Appendix 3

    

   Description of Service	Charging Type	Current Charge 2021/22	Proposed Charge 2022/23
   Cemeteries
   Standard Interment	Standard (18 years +)	£1,160.00	£1,183.20
   	Public Holiday	£0.00	£1,183.20
   	Sat (0900-1159hrs)	£0.00	£1,183.20
   	Sat (after 1200hrs)	£0.00	£1,183.20
   	Standard (<18 years)	£0.00	£0.00
   Cremated Remains Interment	Standard	£314.00	£320.30
   	Public Holiday	£0.00	£320.30
   	Sat (0900-1159hrs)	£0.00	£320.30
   	Sat (after 1200hrs)	£0.00	£320.30
   	Standard (<18 years)	£0.00	£0.00
   Columbarium Cremated Remains Internments	10 years - 1 compartment	£333.00	£339.70
   	20 years - 1 compartment	£475.00	£484.50
   	10 years - 2 compartments	£662.00	£675.20
   	20 years - 2 compartments	£950.00	£969.00
   Lair Charge	Standard burial	£525.00	£535.50
   	Cremated remains	£450.00	£459.00
   	Woodland burial	£700.00	£714.00
   Lair Certificate Fee	per unit	£48.00	£49.00
   Memorial Registration	Registration	£53.00	£54.10
   	Issue of Permit	£16.00	£16.30
   Installation of a Memorial Foundation.	per unit	£320.00	£326.40
   Genealogy Search	per half hour	£16.00	£16.30
   Exhumation Order	per unit	Actual cost	Actual cost
   Allotments
   Allotment Plots	full - standard	£124.00	£126.50
   	half - standard	£62.00	£63.20
   	full - concession 60+	£62.00	£63.20
   	half - concession 60+	£31.00	£31.60
   Fisheries
   Season Permits	Adult - age 22+	£200.00	£204.00
   	Youth - age 12-21	£15.00	£15.30
   	Concession	£150.00	£153.00
   Day Permits (1 Feb - 31 Aug)	Adult - age 22+	£30.00	£30.60
   	Youth - age 12-21	£5.00	£5.10
   Day Permits (1 Sep - 31 Oct)	Adult - age 22+	£45.00	£45.90
   	Youth - age 12-21	£5.00	£5.10
   3 Month Permits	Feb - April	£100.00	£102.00
   	May - July	£100.00	£102.00
   	August - October	£100.00	£102.00
   Corporate Rods	Concession - resident	£296.00	£301.90
   Planning Development & Policy
   Planning Development Management - public interest application adverts.	per unit	£212.70	£217.00
   Planning Development Management - pre application discussion fee (major development)	per unit	£579.90	£591.50
   Planning Development Management - No properties on neighbouring land advert	per unit	£144.70	£147.60
   Planning Development Management - property enquiries (3 day turnaround).	per unit	£117.50	£119.90
   Planning Development Management - property enquiries (24 hour turnaround).	per unit	£200.00	£204.00
   Planning Development Management - High Hedges	per Application Fee	£301.00	£307.00
   Planning Policy - Stirling Council Local Plan.	per unit	£27.00	£27.50
   Photocopying	per sheet </= A3	£0.78	£0.80
   	per sheet > A3	£3.84	£3.90
   Planning - Section 50 Certificates
   Planning: Section 50 Certificates	per unit	£154.00	£157.00
   Street Naming and Numbering
   Naming of a new street	per street	£0.00	£0.00
   Allocation of new name, or numbering of properties	1 property	£90.00	£92.00
   	2-5 properties	£132.00	£135.00
   	6-10 properties	£180.00	£184.00
   	11-25 properties	£358.00	£365.00
   	26-50 properties	£598.00	£610.00
   	51-100 properties	£897.00	£915.00
   	>100 properties	£1,194.00	£1,218.00
   Renumbering of scheme (or part thereof)	As above	As above	As above
   Specialist Archaelogical Advice
   Archaelogical Fees - Advice to Other Local Authorities (per hour)	Site Visit Per Hour	£43.10	£44.00
   	Office Work Per Hour	£54.40	£55.50
   Extraction of Archaelogical Data - External Customers (per hour)	Per Hour	£135.00	£138.00
   Community Halls & Centres
   Commercial Rate (Mon-Fri core hours 9am-10pm)	Band A	£61.10	£62.30
   	Band B	£36.80	£37.50
   	Band C	£23.80	£24.30
   	Band D	£18.90	£19.30
   Commercial Rate (Sat-Sun & non-core hours)	Band A	£81.10	£82.70
   	Band B	£56.70	£57.80
   	Band C	£43.70	£44.60
   	Band D	£38.90	£39.70
   Standard Rate (Mon-Fri core hours 9am-10pm)	Band A	£30.60	£31.20
   	Band B	£18.40	£18.80
   	Band C	£11.80	£12.00
   	Band D	£9.50	£9.70

5. Appendix 3

    

   Description of Service	Charging Type	Current Charge 2021/22	Proposed Charge 2022/23
   Standard Rate (Sat-Sun & non-core hours)	Band A	£50.50	£51.50
   	Band B	£38.40	£39.20
   	Band C	£31.80	£32.40
   	Band D	£29.40	£30.00
   Concessionary Rate (Mon-Fri core hours 9am-10pm)	Band A	£15.30	£15.60
   	Band B	£9.30	£9.50
   	Band C	£6.00	£6.10
   	Band D	£4.70	£4.80
   Concessionary Rate (Sat-Sun & non-core hours)	Band A	£35.30	£36.00
   	Band B	£29.20	£29.80
   	Band C	£25.90	£26.40
   	Band D	£24.70	£25.20
   2G/3G Pitches
   Standard Rate Adult Including Floodlights (1st September to 30th April) 10% discount if affiliated to ClubSport Stirling 25% discount if Charter Club	Full Pitch Per Hour	£65.00	£66.30
   	Half Pitch Per Hour	£49.60	£50.60
   	Third Pitch Per Hour	£38.50	£39.30
   	Quarter Pitch Per Hour	£34.70	£35.40
   Standard Rate Junior Including Floodlights (1st September to 30th April) 10% discount if affiliated to ClubSport Stirling 25% discount if Charter Club	Full Pitch Per Hour	£32.50	£33.20
   	Half Pitch Per Hour	£24.80	£25.30
   	Third Pitch Per Hour	£19.20	£19.60
   	Quarter Pitch Per Hour	£17.30	£17.60
   Standard Rate Adult Without Floodlights (1st September to 30th April) 10% discount if affiliated to ClubSport Stirling 25% discount if Charter Club	Full Pitch Per Hour	£59.70	£60.90
   	Half Pitch Per Hour	£45.90	£46.80
   	Third Pitch Per Hour	£35.70	£36.40
   	Quarter Pitch Per Hour	£31.90	£32.50
   Standard Rate Junior Without Floodlights (1st September to 30th April) 10% discount if affiliated to ClubSport Stirling 25% discount if Charter Club	Full Pitch Per Hour	£29.90	£30.50
   	Half Pitch Per Hour	£23.10	£23.60
   	Third Pitch Per Hour	£17.90	£18.30
   	Quarter Pitch Per Hour	£16.00	£16.30
   Summer Rate Adult (1st May to 31st August)	Full Pitch Per Hour	£42.30	£43.10
   	Half Pitch Per Hour	£31.90	£32.50
   	Third Pitch Per Hour	£22.60	£23.10
   	Quarter Pitch Per Hour	£21.20	£21.60
   Summer Rate Junior (1st May to 31st August)	Full Pitch Per Hour	£19.00	£19.40
   	Half Pitch Per Hour	£12.20	£12.40
   	Third Pitch Per Hour	£7.00	£7.10
   	Quarter Pitch Per Hour	£6.50	£6.60
   Grass Pitches
   Adult Including Changing Facilities	Per 2 Hours	£48.20	£49.20
   Adult Without Changing Facilities	Per 2 Hours	£37.40	£38.10
   Junior Including Changing Facilities	Per 2 Hours	£31.30	£31.90
   Junior Without Changing Facilities	Per 2 Hours	£26.50	£27.00
   Housing - HMO (based on 2 year license regime)
   Houses in Multiple Occupation Licence (New &and Renewal ) - up to 5 occupants	per unit	£697.00	£711.00
   Houses in Multiple Occupation Licence (New &and Renewal ) - up to 10 occupants	per unit	£812.00	£828.00
   Houses in Multiple Occupation Licence (New &and Renewal ) - up to 20 occupants	per unit	£929.00	£948.00
   Houses in Multiple Occupation Licence (New &and Renewal ) - up to 50 occupants	per unit	£1,046.00	£1,067.00
   Houses in Multiple Occupation Licence (New &and Renewal ) - up to 100 occupants	per unit	£1,278.00	£1,304.00
   Houses in Multiple Occupation Licence (New &and Renewal ) - over 100 occupants	per unit	£1,856.00	£1,893.00
   HMO Block Discount (for each additional property owned by the same landlord with an identical footprint) - 70%	per unit	65%	65%
   Late Application Fee	per unit	£355.00	£362.00
   HMO Refund Policy:- Where an applicant has submitted an HMO application along with the appropriate fee and then wishes to cancel their application prior to the application being determined, the applicant will be entitled to a refund of 30% of the fee paid. If the licenceholder voluntarily revokes their HMO licence after it has been granted, the applicant will be entitled to a refund of 10% of the orignal fee paid for every full year that the licence has still to run.	per unit	n/a	n/a
   Other Roads & Transport Services
   Springkerse Park & Ride - Single	Adult	£0.80	£0.80
   	Child	£0.40	£0.40
   Springkerse Park & Ride - Return	Adult	£1.20	£1.20
   	Child	£0.60	£0.60
   Castleview Park & Ride - Single	Adult	£0.80	£0.80
   	Child	£0.40	£0.40
   Castleview Park & Ride - Return	Adult	£1.20	£1.20
   	Child	£0.60	£0.60
   Park & Ride - Family Ticket. 2 Adults and up to 2 Children, or 1 Adult and up to 3 Children.	per unit	£1.80	£1.80
   Park & Ride - Period Tickets	Adult Weekly	£4.90	£5.00
   	Adult 4 Weekly	£17.90	£18.30
   	Adult 12 Weekly	£49.00	£50.00
   	Child Weekly	£2.40	£2.40
   	Child 4 Weekly	£8.90	£9.10
   	Child 12 Weekly	£24.50	£25.00
   Car Parking
   Car Parking (Zone A) Baker Street (no's. 1 to 52), Barnton Street, Cameronian Street, Kings Park Road, Upper	30 minutes	£0.90	£0.90
   Car Parking (Zone B) Albert Place (No's 1 to 4), Allan Park, Barnton Street (No's 1 to 61), Corn Exchance Road, Dumbarton Road, Goosecroft Road, Maxwell Place, Seaforth place.	30 minutes	£0.90	£0.90
   	1 hour	£1.70	£1.70
   	2 hours	£2.20	£2.20
   Car Parking (Zone B) Dalgleish Court	30mins	£0.90	£0.90
   	1 hour	£1.70	£1.70
   	2 hours	£2.20	£2.20

6. Appendix 3

    

   Description of Service	Charging Type	Current Charge 2021/22	Proposed Charge 2022/23
   Car Parking (Zone C) St John St, Mar Pl, Broad St, St Mary's Wynd, Pitt Tce, Melville Tce, Windsor Pl, Dmbtn Rd, Glebe Ave, Glebe Cr, Albert Pl, Spittal St, Baker St, Clarendon Pl, Abercromby Pl, Princes St, Viewfield Pl, Albert Pl, Clarendon Pl, Upper Castlehill.	1 hour	£1.70	£1.70
   	2 hours	£2.00	£2.00
   	4 hours	£2.90	£3.00
   Car Parking (Zone C) Wellgreen car park.	1 hour	£1.70	£1.70
   	2 hours	£2.00	£2.00
   	4 hours	£2.90	£3.00
   Car Parking (Zone D) Gladstone Pl, Southfield Cr, Park Tce, Drummond Pl, Melville Tce, Nelson Pl, Irvine Pl, Queen St, Wallace St, Clarendon Pl, Park Ave, Victoria Square, Victoria Pl, Balmoral Pl, Royal Gdns, Greenwood Ave, Victoria Rd, Upper Bridge St,	1 hour	£1.20	£1.20
   	2 hours	£1.80	£1.80
   	4 hours	£2.30	£2.30
   	All day	£3.20	£3.30
   Livilands Gate	3 hours	£1.10	£1.10
   Car Parking (Zone D) Season Ticket	Weekly	£13.20	£13.50
   	4 Weekly	£50.80	£51.80
   	12 weekly	£138.60	£141.40
   	Annual	£462.00	£471.20
   Car Parking (Zone E) Queens Road, Victoria Place (No's 18 to 67).	2 hours	£0.80	£0.80
   	4 hours	£1.40	£1.40
   	All day	£3.20	£3.30
   Car Parking (Zone E) Season Ticket	Weekly	£13.20	£13.50
   	4 Weekly	£50.80	£51.80
   	12 weekly	£138.60	£141.40
   	Annual	£462.00	£471.20
   Car Parking (Zone F) Linden Avenue, Forthside.	All day	£2.00	£2.00
   Car Parking (Zone F) Season Ticket	Weekly	£8.00	£8.20
   	4 Weekly	£30.00	£30.60
   	12 weekly	£85.00	£86.70
   	Annual	£310.00	£316.20
   Car Parking (City Centre) Barn Rd, Bayne St, Burnside St, Cecil St, Colquhoun St, Cowane St, Douglas St, Linden Ave, Lower Castlehill, Park Pl, Park Terr (Drummond Pl to Snowdon Place Lane), Snowden Pl, Kings Park Rd (Next to Park), Dumbarton rd (Kings Knot), Viewforth.	30 mins	£0.90	£0.90
   	1 hour	£1.70	£1.70
   	2 hours	£2.20	£2.20
   	4 hours	£2.90	£3.00
   Dunblane On Street Parking - Stirling Road, Station Road, Millrow	2 hours	£0.70	£0.70
   	4 hours	£1.20	£1.20
   Dunblane Off Street Parking	2 hours	£0.70	£0.70
   	4 hours	£1.20	£1.20
   	All day	£2.60	£2.70
   Dunblane Off Street Parking - Haining and Millrow	7am - 8.30am (Mon-Fri)	£2.00	£2.00
   Car Parking Callander: Riverside, Station Road, Riverside (Meadows).	2 hours	£2.10	£2.10
   	4 hours	£2.60	£2.70
   	All day	£3.20	£3.30
   Castleview Park & Ride Car Park	All day	£1.40	£1.40
   Wellgreen Multi-Storey	All day	£2.20	£2.20
   Excess Charges (Parking Fines) - Overstaying time.	per unit	£30.00	£30.60
   Excess Charges (Parking Fines) - fine not paid within 21 days.	per unit	£60.00	£61.20
   Residents Parking Permits.	per unit	£83.00	£84.70
   Disabled Parking Spaces.	per unit	£0.00	£0.00
   Pedal Cycle Lockers.	per year	£27.00	£27.50
   Albert Halls
   Main Hall (Monday-Friday 9am-8pm)	Commercial	£127.00	£129.50
   	Public Sector	£81.30	£82.90
   	Non Commercial	£35.70	£36.40
   Main Hall (Saturdays and Monday-Friday after 8pm)	Commercial	£141.60	£144.40
   	Public Sector	£97.30	£99.20
   	Non Commercial	£52.90	£54.00
   Main Hall (Sundays)	Commercial	£155.80	£158.90
   	Public Sector	£109.00	£111.20
   	Non Commercial	£62.20	£63.40
   Main Hall (Public Holidays)	Commercial	£208.00	£212.20
   	Public Sector	£145.50	£148.40
   	Non Commercial	£83.00	£84.70
   Lesser Hall (Monday-Friday 9am-8pm)	Commercial	£62.70	£64.00
   	Public Sector	£39.50	£40.30
   	Non Commercial	£20.10	£20.50
   Lesser Hall (Saturdays and Monday-Friday after 8pm)	Commercial	£70.20	£71.60
   	Public Sector	£47.60	£48.60
   	Non Commercial	£29.60	£30.20
   Lesser Hall (Sundays)	Commercial	£76.90	£78.40
   	Public Sector	£56.20	£57.30
   	Non Commercial	£41.10	£41.90
   Lesser Hall (Public Holidays)	Commercial	£102.50	£104.60
   	Public Sector	£78.80	£80.40
   	Non Commercial	£54.90	£56.00
   Meeting Room (Monday-Friday 9am-8pm)	Commercial	£33.20	£33.90
   	Public Sector	£21.80	£22.20
   	Non Commercial	£10.60	£10.80
   Meeting Room (Saturdays and Monday-Friday after 8pm)	Commercial	£38.50	£39.30
   	Public Sector	£27.10	£27.60
   	Non Commercial	£15.90	£16.20
   Meeting Room (Sundays)	Commercial	£47.60	£48.60
   	Public Sector	£35.80	£36.50
   	Non Commercial	£21.00	£21.40
   Meeting Room (Public Holidays)	Commercial	£63.80	£65.10
   	Public Sector	£45.90	£46.80
   	Non Commercial	£28.10	£28.70

7. Appendix 3

    

   Description of Service	Charging Type	Current Charge 2021/22	Proposed Charge 2022/23
   PA System (Main Hall)	per item	£46.90	£47.80
   PA System (Lesser Hall)	per item	£23.00	£23.50
   Stage Lighting	per item	£35.20	£35.90
   Overhead Projector / TV / Video	per item	£18.10	£18.50
   Screen (6ft)	per item	£18.10	£18.50
   Screen (12ft)	per item	£23.90	£24.40
   Flipchart	per item	£12.10	£12.30
   Data Projector or Laptop	per item	£21.50	£21.90
   Grand Piano tuning	per item	£92.10	£93.90
   Grand Piano hire	per item	£48.80	£49.80
   Lesser Kitchen	per item	£21.50	£21.90
   Mirror Ball	per item	£30.60	£31.20
   Radio Mics	per item	£10.80	£11.00
   Wedding Ceremony Fee	per item	£97.40	£99.30
   Follow Spot	per item	£18.40	£18.80
   Wedding Package (10am - 1pm)	per package	£1,254.20	£1,279.30
   Wedding Package (additional hours)	per hour	£125.60	£128.10
   Rostra set up and dismantle	per item	£107.00	£109.10
   Dance floor set up and dismantle	per item	£107.00	£109.10
   Stage Performances - pre show preparation and technical input	per item	£107.00	£109.10
   Large scale band set up	per item	£214.00	£218.30
   De-rig/ Re-rig full stage curtains	per item	£435.00	£443.70
   De-rig/ Re-rig lighting ( with own lighting rig)	per item	£265.00	£270.30
   De-rig/ re-rig PA	per item	£107.00	£109.10
   Tolbooth Theatre
   Tolbooth - Exclusive use (Full Day)	standard	£1,254.20	£1,279.30
   	discount	£877.80	£895.40
   Tolbooth - Exclusive use (Half Day)	standard	£752.60	£767.70
   	discount	£501.60	£511.60
   Tolbooth - Exclusive use (Extra Hours - add to half day)	standard	£150.60	£153.60
   	discount	£112.70	£115.00
   Main Auditorium (Full Day)	standard	£814.60	£830.90
   	discount	£508.10	£518.30
   Main Auditorium (Half Day)	standard	£464.20	£473.50
   	discount	£288.60	£294.40
   Main Auditorium (Extra Hours - add to half day)	standard	£100.40	£102.40
   	discount	£62.70	£64.00
   Main Auditorium - Performance Package (Mon-Wed only)	per day	£438.90	£447.70
   Attic (Full Day)	standard	£407.50	£415.70
   	discount	£263.30	£268.60
   Attic (Half Day)	standard	£231.90	£236.50
   	discount	£150.60	£153.60
   Attic (Extra Hours - add to half day)	standard	£50.30	£51.30
   	discount	£31.30	£31.90
   Meeting Rooms (Full Day)	standard	£238.30	£243.10
   	discount	£194.50	£198.40
   Meeting Rooms (Half Day)	standard	£137.90	£140.70
   	discount	£112.70	£115.00
   Meeting Rooms (Extra Hours - add to half day)	standard	£31.30	£31.90
   	discount	£25.00	£25.50
   Meeting Rooms (Hourly)	standard	£35.10	£35.80
   	discount	£30.10	£30.70
   Catering Packages (per person)	Platinum	£27.60	£28.20
   	Gold	£22.50	£23.00
   	Silver	£15.10	£15.40
   Performance Marketing Charge (optional)		£69.00	£70.40
   Recording Studio	per hour	£25.00	£25.50
   Data Projector / Laptop	per item	£18.80	£19.20
   Slide Projector	per item	£31.30	£31.90
   Screen (3.7m)	per item	£37.70	£38.50
   Screen (1.8m)	per item	£25.00	£25.50
   Flipchart	per item	£12.40	£12.60
   TV/DVD/Video/Digital Camera	per item	£25.00	£25.50
   Mirror Ball	per item	£37.70	£38.50
   Radio Mics / Overhead Projector	per item	£25.00	£25.50
   Wedding Ceremony Fee	per day	£97.40	£99.30
   Photocopying Black & White A4 sheet.	per sheet	£0.63	£0.64
   Photocopying Black & White A3 sheet.	per sheet	£1.01	£1.03
   Photocopying Colour A4 sheet.	per sheet	£1.24	£1.26
   Photocopying Colour A3 sheet.	per sheet	£1.51	£1.54
   Cowane Centre
   Theatre - Commercial Rate - Mon-Fri 9am-8pm	per hour	£55.80	£56.90
   Theatre - Commercial Rate - Saturdays and Monday-Friday after 8pm	per hour	£92.90	£94.80
   Theatre - Commercial Rate - Sundays	per hour	£123.30	£125.80
   Theatre - Commercial Rate - Public Holidays	per hour	£164.50	£167.80
   Theatre - Non-Commercial Rate - Mon-Fri 9am-8pm - Office Hours and keyholding only.	per hour	£20.60	£21.00
   Theatre - Non-Commercial Rate - Saturdays and Monday-Friday after 8pm - keyholding only.	per hour	£25.40	£25.90
   Theatre - Non-Commercial Rate - Sundays - keyholding only.	per hour	£29.20	£29.80
   Theatre - Non-Commercial Rate - Public Holidays - keyholding only.	per hour	£40.80	£41.60
   Theatre - Concession Rate - Mon-Fri 9am-8pm - Office Hours and keyholding only.	per hour	£10.50	£10.70
   Theatre - Concession Rate - Saturdays and Monday-Friday after 8pm - keyholding only.	per hour	£12.90	£13.20
   Theatre - Concession Rate - Sundays - keyholding only.	per hour	£14.60	£14.90
   Theatre - Concession Rate - Public Holidays - keyholding only.	per hour	£20.60	£21.00
   Art Rooms - Commercial Rate - Mon-Fri 9am-8pm	per hour	£27.70	£28.30
   Art Rooms - Commercial Rate - Saturdays and Monday-Friday after 8pm	per hour	£36.80	£37.50

8. Appendix 3

    

   Description of Service	Charging Type	Current Charge 2021/22	Proposed Charge 2022/23
   Art Rooms - Commercial Rate - Sundays	per hour	£55.40	£56.50
   Art Rooms - Commercial Rate - Public Holidays	per hour	£83.00	£84.70
   Art Rooms - Non-Commercial Rate - Mon-Fri 9am-8pm - Office Hours and keyholding only.	per hour	£9.30	£9.50
   Art Rooms - Non-Commercial Rate - Saturdays and Monday-Friday after 8pm - keyholding only.	per hour	£12.40	£12.60
   Art Rooms - Non-Commercial Rate - Sundays - keyholding only.	per hour	£13.80	£14.10
   Art Rooms - Non-Commercial Rate - Public Holidays - keyholding only.	per hour	£18.40	£18.80
   Art Rooms - Concession Rate - Mon-Fri 9am-8pm - Office Hours and keyholding only.	per hour	£4.60	£4.70
   Art Rooms - Concession Rate - Saturdays and Monday-Friday after 8pm - keyholding only.	per hour	£6.30	£6.40
   Art Rooms - Concession Rate - Sundays - keyholding only.	per hour	£6.80	£6.90
   Art Rooms - Concession Rate - Public Holidays - keyholding only.	per hour	£9.20	£9.40
   Culture Staff
   Staffing (Mon-Fri 7am-8pm)	caretaker	£20.30	£21.70
   	sound technician	£27.30	£28.40
   	spot operator	£18.40	£19.40
   	steward	£18.40	£19.40
   	receptionist	£18.80	£19.20
   Staffing (Mon-Fri before 7am, after 8pm & Saturdays)	caretaker	£27.10	£28.90
   	sound technician	£36.30	£37.80
   	spot operator	£24.60	£25.90
   	steward	£24.60	£25.90
   	receptionist	£25.10	£25.60
   Staffing (Sundays)	caretaker	£30.40	£32.40
   	sound technician	£41.00	£42.60
   	spot operator	£27.60	£29.10
   	steward	£27.60	£29.10
   	receptionist	£28.30	£28.90
   Public Holidays charged at triple time.		As above *3	As above *3
   Public Transport
   Bus Station Departures	Outside Stances	£1.05	£1.07
   	Inside Stances	£1.37	£1.40
   	Express Services	£3.60	£3.70
   Blue Badges - issue of badges.	per unit	£20.00	£20.00
   Libraries
   DVD lending	new releases (per week)	£2.00	£0.00
   	old - category 1 (per week)	£1.00	£0.00
   	old - category 2 (per week)	£0.00	£0.00
   Adult fines	per day	£0.00	£0.00
   	maximum	£0.00	£0.00
   Children's fines	per day	£0.00	£0.00
   	maximum	£0.00	£0.00
   Overdue letter - recovering costs of 2nd class postage and cost of letter.	per item	Actual cost	Actual cost
   Lost/Damaged Items	per item	Actual cost	Actual cost
   Inter-Library Loans (books borrowed from other Authorities)	Standard	£16.00	£16.30
   	Concession >60	£8.00	£8.20
   Photocopying & Printing - A4 sheet.	Black & White	£0.20	£0.20
   	Colour	£0.30	£0.30
   Photocopying & Printing - A3 sheet.	Black & White	£0.40	£0.40
   	Colour	£0.60	£0.60
   Fax - A4 sheet.	UK	£1.20	£1.20
   	International	£3.10	£3.20
   Laminating	A4 sheet	£2.00	£2.00
   	A3 sheet	£3.10	£3.20
   Replacement Library Card	Adult	£1.60	£1.60
   	Children	£0.80	£0.80
   Badge Machine Hire	per week	£11.50	£11.70
   	per badge	£0.20	£0.20
   Archives
   Photocopying - A4 sheet.	Black & White	£0.60	£0.60
   	Colour	£1.00	£1.00
   Photocopying - A3 sheet.	Black & White	£1.00	£1.00
   	Colour	£1.20	£1.20
   Microfilm & Internet printouts.	per item	per libraries
   Digital images provided by Archives staff.	per item	£2.00	£2.00
   Digital images (self-service flat fee).	flat fee	£5.80	£5.90
   Reproduction (book, magazine, video, multimedia).	per item	£61.50	£62.70
   Staff searches (local/family history).	per hour	£31.40	£32.00
   Staff searches (commercial/professional purposes).	per hour	£112.90	£115.20
   Tenancy enquiries.	per item	£40.20	£41.00
   Building Standards Warrant Searches	per item	£41.20	£42.00
   	per item	£115.60	£117.90
   Registration Services
   Accommodation Fee	>6 people	£65.00	£66.00
   	Council Chambers	£250.00	£255.00
   Ceremony in Office	Sat	£210.00	£214.00
   	Public Hols	£270.00	£275.00
   Private Citizenship Ceremony	Sat	£80.00	£80.00
   	Public Hols	£160.00	£160.00
   Ceremony at Outwith Venue	Mon - Fri	£175.00	£178.00
   	Sat	£250.00	£255.00
   	Sun & Public Hols	£320.00	£326.00
   Provisional Ceremony Booking Fee		£30.00	£31.00
   Naming Ceremony	Mon - Fri	£100.00	£100.00
   	Sat	£150.00	£150.00
   	Sun & Public Hols	£200.00	£200.00

9. Appendix 3

 

53‌

 

Stirling Council Agenda Item No. 4

Stirling Council Date of

Meeting: 3 March 2022

Not Exempt

Proposed General Services Capital Programme 2022/23

 

 

 

Purpose & Summary

The purpose of this report is to provide Council with details of the proposed 2022/23 General Services Capital Programme, setting out the proposed projects and assumed resource availability.

It also includes provisional estimates for 2023/24 and some limited estimates for 2024/25. Appendix 1 sets out the proposed capital programme for 2022/23.

Appendix 1a sets out the breakdown of the proposed programme, with details of the adjustment for advancement of expenditure to 2021/22 and anticipated slippage. Appendix 1b provides a detailed breakdown of the resource assumptions.

Appendix 2 provides additional narratives to support the proposals in Appendix 1. Appendix 3 provides the proposed Roads Improvements Projects for 2022/23.

Appendix 4 provides the Capital Strategy Framework.

 

Recommendations

Council is asked to:

1. consider the officer recommended General Services Capital Programme for 2022/23 as contained within Appendix 1, noting that there is a surplus of £0.030M of expected resources over expenditure;

2. request that proposals be brought forward by resolution to reflect any amendments to the capital programme and maintain its affordability;

3. note that the Transformation Board has approved the draft Final Business Case for the Peak Integrated Energy System, and that the Final Business Case will be presented back to the Board prior to contract award. Committee will require to approve the procurement exercise. Details, and figures included in the 22/23 Capital Programme are detailed in paragraphs 2.16-2.18;

4. note that assumptions for 2023/24 and beyond are at present indicative only and that officers intend to develop a draft, minimum five-year capital programme during 2022/23 which will set a medium to longer term outlook on the capital investment requirements. This will support the Council’s strategic priorities, service transformation and infrastructure requirements, whilst also taking account of Covid-19 recovery requirements and the Capital Strategy Framework; and

    

5. note that whilst indicative figures are provided for 2023/24 and 2024/25, for 2024/25 specifically, these are for limited projects only, the main ones being Education projects which span multiple financial years. As the decision in this paper is to approve 2022/23 programme only, there is an issue as Council budget approval is required to allow these projects to progress, but full information / impact on future year budgets is uncertain. It is therefore proposed that the full implications of these projects are brought back to Council in 2022/23, preferably in June, for full consideration and decision making.

 

Resource Implications

This report sets out the capital resource availability for the financial year 2022/23.

The content of this report is also based on assumptions presented in the officer proposed General Services Revenue report which is the subject of a separate item on the Council agenda. Should Council make decisions following considerations of that report which affect the prudential borrowing assumptions contained within both officer papers, this may alter the proposed capital programme being proposed by officers. In this situation, the capital programme will require to be agreed by way of a Motion being brought forward for consideration by Council.

 

Legal & Risk Implications

The Council will be required to set a balanced capital programme for 2022/23, or a programme that will be deliverable and affordable within resource availability. The programme proposed by officers and set out in Appendix 1 to this report currently shows a total proposed expenditure of £37.190M, and potential resources of £37.220M, representing a £0.030M surplus compared to resource availability. At this point, this proposed programme is therefore considered affordable within available resources, and further measures will require to be brought forward by resolution to include any additional expenditure programme, and/or to identify additional resources.

The management of specific project delivery risks will be managed at an individual project level within the relevant services. The Capital Delivery Group will monitor risks at a programme level, reporting any issues to the Corporate Management Team and Finance & Economy Committee as appropriate

 

1. Background

   1. The report sets out the proposed capital investment programme showing the resource availability for the financial year 2022/23.

   2. Appendix 1 sets out the proposed capital programming scenario based on expenditure proposals, known capital resource levels and prudential borrowing options.

   3. The Local Government Finance Settlement announcement in December 2021 confirmed the level of capital grant support from the Scottish Government for 2022/23. The proposed programme for 2022/23 has been built around this grant allocation and other resource assumptions which require to be approved by Council.

       

   4. The Council is asked to consider the officer recommended capital programme for 2022/23 as set out in Appendix 1, as well as any resolution to be brought forward for amending the capital expenditure plans.

       

2. Considerations

   Scottish Government Capital Funding

   1. The Finance Circular for 2022/23 (Local Government Finance Circular 9/2021) confirmed a general capital grant for Stirling in 2022/23 of £10.801M. This includes an amount of £2.481M for specific flood schemes projects in Bridge of Allan, Callander and Stirling and an amount of £0.563M from the Bridge Maintenance Fund. The general capital grant, excluding these two elements, is therefore £7.757M and represents a reduction of £0.034M compared to general capital grant in 2021/22.

   2. The ring-fenced capital grant payable to the Council for 2022/23 for Cycling Walking & Safer Streets will be £0.412M. This represents a reduction of

      £0.001M from the previous year but no receipts had been anticipated for 2022/23in previous provisional programmes, so this represents an increase in resource over assumptions.

   3. Stirling Council was awarded a capital grant of £7M to deliver the Scottish Government’s Early Learning & Childcare 1140 hrs expansion by August 2021. There was no further allocation for 2021/22 or 2022/23 although unspent grant from 2020/21 will be carried forward to support remaining projects. The cost of the works to expand the facilities to support this increase in service provision will exceed the £7M provided. The balance of resources required in 2021/22 will be funded from capital funded from revenue (CFCR) from the revenue provided from Scottish Government for the Early Learning & Childcare expansion. Any remaining pressures will require to be funded from Prudential Borrowing. A sum of £1.300M Prudential Borrowing is being carried forward from 2021/22 into 2022/23.

   4. The distribution of Free School Meals Infrastructure funding, expected as part of the General Capital Grant, has not yet been confirmed. It is expected that this will be reported to Finance & Economy Committee at the earliest opportunity in 2022/23, once the Council’s allocation is confirmed.

   5. Accordingly, total level of capital grant from Scottish Government for Stirling Council during 2022/23 will be:

       

      	2022/23 (£M)
      General Capital Grant	£7.757M
      General Capital Grant Priority Flooding Schemes	£2.481M
      General Capital Grant Bridge Maintenance Fund	£0.563M
      Ring-fenced capital grant – Cycling, Walking & Safer Streets	£0.412M
      Total Government Capital Grant	£11.213M

       

       

       

   6. The capital grant allocations for the years beyond 2022/23 will not be confirmed until after the next Scottish Government Spending Review due to take place in May 2022, so any assumptions can only be based on best estimates at this stage.

      City Region Deal Funding

   7. The Heads of Terms for the Stirling and Clackmannanshire City Region Deal were signed in May 2018, with the full deal signed by all partners on

      26 February 2020. The delivery of the projects funded from the UK Government and Scottish Government are ongoing, being delivered over a period of 10 years in line with the funding profile agreed by both Governments.

   8. The Council has already delegated responsibility for the delivery of the City Region Deal to the City Region Deal Joint Committee that has been established between Stirling Council, Clackmannanshire Council and the University of Stirling. This committee will provide the scrutiny, oversight and decision making on behalf of the Council. However, the capital allocations which will be delivered by Stirling Council have been included in Appendix 1 of this report for visibility and transparency as part of the capital programme.

   9. A grant letter has now been requested from the Scottish Government for Year 3 of the deal (2022/23), and Stirling Council has a number of projects that will progress to Outline Business Case stage during that financial year.

      Capital Receipts

   10. Although the Council has disposed of a number of assets in recent years, there are still opportunities to augment investment funding through further disposals, informed through the Corporate Asset Management Strategy and property rationalisation programmes.

   11. The programme for 2022/23 includes an assumption of £1.500M of new receipts, and a sum of £1.500M unrealised receipts carried forward from 2021/22.

       Slippage and Resource Re-profiling from 2021/22

   12. In addition to the proposed 2022/23 capital programme, there are a number of projects which were already approved and underway in the 2021/22 financial year, which will now continue into Quarter 1 & 2 of 2022/23 as presented at the Finance & Economy Meeting on 17 February 2022. The funding resources and expenditure requirements for these projects have been included in the proposed programme as set out in this report.

   13. Furthermore, the proposals in this report also take account of the £1.444M advancement of project expenditure to 2021/22 approved by Finance & Economy Committee on 25 November 2021 and Stirling Council on 9 December 2021.

        

        

        

   14. The capital programme expenditure proposals contained in Appendix 1 therefore comprises:

        

       	2022/23 (£M)
       Proposed Capital Programme	£27.726M
       Less: Advancement of Expenditure to 2021/22	(£1.444M)
       Add: Slippage from 2021/22	£10.908M
       Total Proposed Capital Programme Expenditure	£37.190M

        

   15. The final position of the 2021/22 capital budget will be reported to Finance & Economy in June 2022, and the final carry forward position agreed by Council as part of the financial year out-turn reporting to Council in June 2022. Any variations between final outturn and the carry forward figures approved as part of this paper will be fully reconciled and adjusted for in 2022/23 as required.

       The Peak, Integrated Energy System (formerly referred to as Solar Canopies at The Peak)

   16. The 21/22 General Services Capital Programme Motion approved by Council on 11 March 2021 included a provision of £1.923M for this project based on an expectation of £0.943M Grant and £0.980M Prudential Borrowing. This was on the expectation that the final borrowing allocation would be subject to approval of the final project business case, with the borrowing funded from the income stream created or revenue savings realised.

   17. The Transformation Board, on 25 January 2022, considered a report on The Peak Innovative Energy System Project. The board noted and approved the draft final Business Case to the Peak Integrated Energy System project; noted that there was a requirement to ensure that the Council budget paper made clear that the identified prudential borrowing requirement of £0.980M was to be included in the draft 22/23 Capital Programme to allow a tender process to progress, subject to Committee approval and to present the Final Business Case to the Transformation Board with actual contract costs, prior to award of contract.

   18. The 22/23 General Services Capital Programme therefore includes an expenditure budget of £1.921M, with expected grant funding of £0.943M from the Low Carbon Infrastructure Transition Programme (LCITP) and prudential borrowing of £0.978M. The difference of £0.002M is due to costs incurred in 21/22 in respect of a planning application fee.

       Prudential Borrowing

   19. The prudential borrowing planning assumptions to support the capital programme are set out in Appendix 1.

   20. Prudential borrowing resource has been included in the programme for specific individual investment projects. The final borrowing allocations within these projects will be subject to approval of the final project business cases for the individual projects as required, with the borrowing funded from the income streams created or revenue savings realised.

        

   21. The Council is also able to approve further general prudential borrowing in the programme resources to supplement the core capital grant to fund capital investment. Servicing of the debt to support this prudential borrowing would need to be funded from the General Fund Revenue Budget, and would be subject to approval of the Council’s General Service Revenue Budget under the previous item at this Council Meeting.

       Other External Grants and Funding

   22. Beyond the core grants from Scottish Government, the Council has also been successful in securing external funding from a number of sources to fund or contribute to key infrastructure investments during 2022/23. These are set out in Appendix 1. In some cases this funding has been secured over a number of financial years

       Capital Funded from Current Revenue (CFCR)

   23. Council may also wish to consider making an allocation from the General Fund reserves to create a capital receipt to underpin the capital programme, but this would need to be considered within the overall consideration of the reserves strategy.

       Over-Programming / Contingencies

   24. The Council will be required to set a balanced capital programme for 2022/23, or a programme that will be deliverable and affordable within resource availability.

   25. The allocations for some projects within the proposed programme are budget estimates at this stage and will be subject to final review once design and tendering processes have been concluded. There are also contingency assumptions built within these estimates. As the delivery of the programme progresses, some projects will require less funding than indicated in the programme, and delivery stages of some projects may be subject to change.

       Expenditure Proposals

   26. Appendix 1 sets out the capital programme proposed by officers for 2022/23. A supporting note is included in Appendix 2 on the proposed individual project allocations for 2022/23, to provide Council with further detail on the projects being delivered where necessary.

   27. Council is asked to approve the capital programme as set out in this paper as contained within Appendix 1 along with any resolution proposals that will come forward to revise the proposed programme. In some cases, officers will be required to present options to the appropriate Committees for approval of specific projects prior to implementation. If Members wish alternative projects to be included in the programme, these should be brought forward by way of budget motion.

   28. The delivery of the programme will be monitored and scrutinised by the Finance & Economy Committee with detailed reports provided at each committee meeting, with any specific decisions required on the agreed scope of projects to be agreed by the relevant committee as appropriate. In addition, Senior Managers will meet with the Convener, Vice Convener and Opposition Spokesperson for Finance & Economy Committee during March, April and May to provide increased scrutiny of the delivery arrangements for the capital programme at an early stage.

        

        

        

       Learning Estate Investment Programme – Callander Primary School

   29. In September 2019, Scottish Government and COSLA published the new Learning Estate Strategy, alongside the first phase of the £2bn Learning Estate Investment Programme (LEIP). The LEIP has several strategic objectives and outcomes that it aims to achieve: the funding model is outcome based.

   30. Effectively, it is made up of £1bn of Scottish Government Funding, matched with £1bn of local government funding. Local authorities will fund upfront the delivery of new (or refurbished) assets and Scottish Government revenue funding will be provided to local authorities through an annual payment over 25 years to recognise the outcomes achieved. Scottish Government funding is revenue funding, to cover the on-going revenue costs of running the schools: indications are that this revenue funding cannot be in the form of supported borrowing (i.e. there cannot be a direct link between the revenue funding and any repayment of loans through Prudential Borrowing).

   31. Callander Primary School is one of the approved projects within the programme. The Council anticipates receiving a total revenue funding contribution of £8.429M which will be smoothed over a 25-year period commencing in financial year 2024/25 and will be available on achievement of the agreed outcomes.

   32. The Council will be required to fund the costs of the project, and accordingly, an estimated cost of £16.308M has been factored into and profiled across the proposed capital programme for 2022/23, and provisional programmes for 2023/24 and 2024/25, in order to meet the expected completion dates and outcomes.

       Provisional Programme for 2023/24 onwards

   33. The Council is only being asked to approve the programme for 2022/23 at this stage. Further work is required to review the provisional programme for the years beyond 2022/23 to ensure a funded programme can be proposed within the context of resource availability. It is clear that a re-profiling of the delivery of some of the proposed projects will be required to achieve this.

   34. During 2022/23, officers will develop a medium to longer term capital investment strategy and programme, with a minimum 5-year term to align with the medium term revenue strategy. This review will be undertaken with reference to the Capital Strategy Framework, which may itself be updated as part of this review.

   35. It is anticipated that the resultant capital programme proposals which sets out the Council’s investments needs to support infrastructure investment and the transformation of Council services will be presented to the Council later in 2022/23 for consideration. Once approved, the capital strategy would then be adopted as part of the Council budget setting process from 2023/24 onwards.

       Climate Change, Sustainability and Environmental Impact

   36. Following its approval of the Climate and Nature Emergency Plan, the Council continues to invest in significant projects relating to the climate emergency.

        

   37. The innovative district heating development in Forthside demonstrates the Council’s partnership approach with Scottish Water Horizons in developing low-carbon heating solutions. The Council is currently in dialogue with Scottish Government in considering the feasibilities of expanding this network to further enable more connections and proved more low-carbon heating solutions to prospective businesses. The Council’s housing stock also hold one the most comprehensive PV solar power systems in the country.

   38. Recognising the essential move to decarbonising the transport network the Council has continued to invest in electric vehicle (EV) infrastructure, optimally demonstrated by the opening of the £1.5m Castleview solar energy transport hub. This leading infrastructure further adds to Stirling’s most comprehensive EV charging infrastructure, making it one of the most inclusive areas in the UK for EV charging systems. The Council is also looking to duplicate the Castleview project by developing a similar system at the Peak Leisure centre in the coming year. The Council has also invested comprehensively in electric vehicles across its fleet, with in excess of 25% of its fleet now powered purely by electricity.

   39. This demonstrates a modest number of the many actions the council is investing in to drive forward the net-zero agenda, and it will continue to expand low-carbon projects and invest in modernising our infrastructure to help enable a more resilient future.

        

3. Implications

   Equalities Impact

   1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as this is a technical report providing a proposed capital programme for 2022/23. However, it is expected that an EqIA will be undertaken for each project where required as part of the delivery of that project.

      Fairer Scotland Duty

   2. The contents of this report were considered in terms of the Fairer Scotland Duty and were determined not to be of strategic importance. The terms of the Fairer Scotland Duty will be given due regard in the EqIA Relevance Check/Equality Impact Assessment of individual projects as required.

      Climate Change, Sustainability and Environmental Impact

   3. The proposed programme includes a number of projects which will support the council in meeting its climate change duties, as well as reducing the Council’s carbon footprint. These projects will support the emerging Climate Emergency Action Plan and Sustainable Growth Agreement, and will be monitored through the Environment & Housing Committee.

      Other Policy Implications

   4. The proposed Capital Programme will help the Council to continue to meet is statutory obligations in relation to the delivery of services, at a time when financial resources are much constrained. The programme will continue to be reviewed on an annual basis, and in respect of individual projects, to ensure it continues to meet the Council’s policy aims and objectives

       

      Consultations

   5. Consultation has been carried out with the Council Management Team and all Services in developed the proposed capital programme.

       

4. Background Papers

   1. EqIA Relevance Check.

   2. Proposed General Services Capital Programme 2021/22, Stirling Council, 11 March 2021.

   3. General Services Capital Programme Progress Report 2021/22, Finance & Economy Committee, 25 November 2021.

   4. General Services Capital Programme 2021/22, Stirling Council, 9 December 2021.

   5. General Services Capital Programme 2021/22 Progress Report, Finance & Economy Committee, 17 February 2022.

   6. General Fund Revenue Budget & Determination of Council Tax 2022/23, Stirling Council, 3 March 2022.

       

5. Appendices

   1. Appendix 1 - Draft General Services Capital Programme 2022/23.

   2. Appendix 1a - Draft General Services Capital Programme Expenditure breakdown.

   3. Appendix 1b - Draft General Services Capital Programme Resources – detailed assumptions.

   4. Appendix 2 - General Services Capital Programme 2022/23 – Notes.

   5. Appendix 3 - Proposed Roads Improvement Projects 2022/23.

   6. Appendix 4 - Capital Strategy Framework.

 

Author(s)

 

 

Approved by

 

 

 

 

 

 

65‌

PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

OFFICER PAPER

 

 

Note Investment Theme

CORE PROGRAMME

1. Communities Investment in Community Facilities

2. Communities Cemeteries Infrastructure Improvements

3. Communities Library Infrastructure Improvements

4. Communities Plean Community Hub

5. Communities Bandeath Dog Shelter Refurbishment

6. Communities Dementia Friendly Infrastructure

7. Education Investment in Education Estate (lifecycle investment)

8. Education Education Estate - Major Investment Priorities - Callander PS

9. Education Education Estate - Major Investment Priorities -Allan's & Chartershall

10. Education Secondary School specialist provision (complex needs & ASD)

11. Education ASN Primary School Adaptations (Bannockburn PS only)

12. Education Bannockburn High School Suitability Investment

13. Education Free School Meal expansion (SC share of £30M undistributed)

14. Education (LDP) Borestone Primary School (including LDP growth)

15. Education (LDP) LDP Growth Mitigation - Durieshill

16. Education (LDP) LDP Growth Mitigation - South Stirling Gateway Primary School

17. Education (LDP) LDP Growth Mitigation Cambusbarron PS LDP

18. Education (LDP) LDP Growth Mitigation Drymen

19. IT & Digital Transformation General ICT

20. IT & Digital Transformation Monitor / Hardware Refresh

21. IT & Digital Transformation Replace Existing Air Conditioning Units in Municipal Data Centre / Teith House Data Centr

22. IT & Digital Transformation Annual Laptop Replacement Programme

23. IT & Digital Transformation Digital Investment in Education - Wireless Infrastructure

24. IT & Digital Transformation Chromebook Replacement in Schools

25. IT & Digital Transformation Digital Investment in Education - Interactive Whiteboards

26. IT & Digital Transformation Digital Investment in Intranet & Council Website

     

    PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

    Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
    £	£	£
    29,464	0	0
    4,246,000	4,646,000	0
    0	500,000	0
    105,742	200,000	0
    100,000	0	0
    189,189	200,000	0
    200,000	200,000	0
    326,376	350,000	0
    773,000	0	0
    217,000	0	0
    35,000	0	0
    247,000	0	0
    216,500	0	0
    0	250,000	0
    0	50,000	0
    779,460	450,000	0
    100,040	75,000	0
    18,000	15,000	0
    150,000	150,000	0
    0	460,000	230,000
    50,000	0	0
    156,000	0	0
    0	0	0
    50,000	0	0
    1,500	0	0
    60,000	0	0
    100,000	200,000	0

     

    OFFICER PAPER

     

    Note Investment Theme

27. IT & Digital Transformation Municipal & Teith House Data Centres

28. Roads & Infrastructure Road Infrastructure Improvement Fund (road surfacing & footway works)

29. Roads & Infrastructure Major Flood Alleviation Schemes (Bridge of Allan, Callander & Stirling)

30. Roads & Infrastructure Community Flood Management Projects

31. Roads & Infrastructure Street Lighting Investment Programme

32. Roads & Infrastructure Road Safety Plan - Implementation of Accident Sites Remedial Programme

33. Roads & Infrastructure Play Areas, Parks & Open Spaces

34. Roads & Infrastructure Bridges Capital - Major Projects

35. Roads & Infrastructure Bridges Capital - Major Projects - Catterburn

36. Roads & Infrastructure Bridges Capital - Major Projects - Branshogle

37. Roads & Infrastructure Bridges Capital - Lunchikin

38. Roads & Infrastructure Bridges Capital - Cardross

39. Roads & Infrastructure Transfer Station - Cat 3 Bay New Build

40. Roads & Infrastructure Railway Station Bridge Underpass

41. Roads & Infrastructure Bus Shelter Improvement Programme

42. Social Care Private Sector Housing Grant - Major Disabled Adaption Grants

43. Social Care Private Sector Housing Grant - Care & Repair Scheme

44. Social Care Private Sector Housing Grant - Lead Pipe Replacement Grants

45. Social Care Telecare (equipment)

46. Social Care Telecare (equipment) analogue to digital switch

47. Stirling Economy Rural Broadband

48. Stirling Economy City Centre Investments - Street Lighting

49. Stirling Economy City Centre Investments - Public Realm

50. Stirling Economy Albert Halls

51. Stirling Economy Digital District - Muncipal Buildings

52. Council Estate Digitisation of alarm systems across estate - (all Council assets)

53. Council Estate Sustainability in Council estate

     

    PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

    Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
    £	£	£
    545,000	0	0
    (15,000)	0	0
    (130,000)	0	0
    (100,000)	0	0
    (80,000)	0	0
    (50,000)	0	0
    (150,000)	0	0
    (20,000)	0	0
    15,220,550	26,704,000	18,410,000

     

    OFFICER PAPER

     

    Note Investment Theme

54. Communities & Education Investment in Community Facilities / Education Estate - Advanced Projects to 21/22

55. Communities & Education Aberfoyle Bike Shelter

56. Communities & Education Cowie Local Office Minor Refurbishment and Upgrades

57. Communities & Education Community and Education Estate - Electrical Upgrades

58. Communities & Education Community and Education Estate - Upgrade Fire and Intruder Alarm systems

59. Communities & Education Community and Eduation Estate - CCTV Upgrades

60. Communities & Education Public Space CCTV Network Upgrade

61. Communities & Education Doune Accessible Toilets Phase 2

    Total Core Programme

     

    976	0	0
    40,652	0	0
    8,347	0	0
    29,896	0	0
    2,896	0	0
    82,767	0	0
    1,921,184	0	0
    1,300,000	0	0
    3,221,184	0	0

     

    PARTICIPATORY BUDGETING - CAPITAL ALLOCATION

62. Participatory Budgets DBA1 Dunblane Accessible Toilets

63. Participatory Budgets FE1 Playpark Pavilion Arnprior

64. Participatory Budgets SW16 Kings Park Toilets Upgrade

65. Participatory Budgets TT2 Cycle Network Stirling To Aberfoyle

66. Participatory Budgets TT17 Accessible Public Toilets Aberfoyle

    Total Participatory Budgeting - Capital Allocation

     

    PRUDENTIAL BORROWING SPECIFIC PROJECTS

67. Existing PBB Options The Peak, Integrated Energy System (includes Grant Funding also)

68. Education Early Learning & Childcare 1140 Expansion

    Total Projects to be funded by specific Prudential Borrowing

     

    PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

    OFFICER PAPER

     

    Note Investment Theme

     

    Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
    £	£	£
    2,947,100	0	0
    413,595	0	0
    348,000	0	0
    11,000	0	0
    833,040	0	0
    100,000	210,000	105,000
    132,895	101,000	61,000
    119,000	0	0
    6,000	0	0
    57,000	0	0
    231,000	231,000	231,000
    80,323	0	0
    60,838	0	0
    412,000	412,000	412,000
    TBC	0	0
    69,141	0	0
    330,000	0	0
    80,000	0	0
    50,000	0	0
    24,202	0	0
    (50,000)	0	0
    50,000	0	0
    286,821
    188,300

     

    PROJECTS SUPPORTED BY EXTERNAL GRANTS & CONTRIBUTIONS

    Stirling Council & External Funding

69. Education Early Learning and Childcare 1140 Expansion

70. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Switched on Towns & Cities)

71. Roads & Infrastructure LTS - Towns, Villages, Rural Area Transport Plan (Balfron)

72. Stirling Economy Conservation Area Regeneration Scheme

73. Stirling Economy Conservation Area Regeneration Scheme - Alhambra Theatre & Stirling Arcade

74. Stirling Economy Conservation Area Regeneration Scheme - John Cowane's House

75. Stirling Economy Conservation Area Regeneration Scheme - Public Realm Works

     

    Full External Funding

76. Education CO2 Monitors

77. Education CO2 Monitors (Private & Third Sector)

78. Roads & Infrastructure Nature Restoration Fund

79. Roads & Infrastructure Renewal of Play Parks in Scotland

80. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Switched on Fleet)

81. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Local Authority Installation Programme)

82. Roads & Infrastructure Traffic Management & Community Road Safety (CWSS)

83. Roads & Infrastructure LTS - Active Travel & Placemaking - Manor Powis

84. Roads & Infrastructure LTS - Active Travel & Placemaking - City Centre South

85. Stirling Economy South Callander Infrastructure & Development

86. Stirling Economy Place Based Investment Programme City Commissions

87. Stirling Economy Place Based Investment Programme Building Improvement Grants

88. Stirling Economy Place Based Investment Programme - 3rd Party Grant Scheme

89. Stirling Economy Place Based Investment Programme - Albert Hall Development

90. Stirling Economy Place Based Investment Programme - Visitor Management Wayfinder & Interpretation Trai

91. Stirling Economy Rural Tourism Infrastructure Fund - Green Shed Travel Hubs

92. Stirling Economy Rural Tourism Infrastructure Fund - Todholes Car Park

     

    PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

    OFFICER PAPER

     

    Note Investment Theme

93. Insurance Funded St Kessogs

     

    Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
    £	£	£
    95,741
    6,875,996	954,000	809,000
    526,097	0	0
    1,400,000	2,200,000	0
    0	3,000,000	3,500,000
    4,263,208	3,829,130	0
    0	622,622	2,236,059
    100,000	500,000	1,400,000
    500,000	4,930,000	4,570,000
    5,000,000	0	0
    11,789,305	15,081,752	11,706,059
    37,189,802	42,739,752	30,925,059

     

    Total Projects Supported by External Grants & Contributions

     

    CITY REGION DEAL

94. City Region Deal Regional Digital Hubs (Cowie Regeneration)

95. City Region Deal Regional Hubs Cowie & Callander

96. City Region Deal Development of Culture, Heritage & Tourism Assets

97. City Region Deal Active Travel Routes (including Walk Cycle Live Stirling)

98. City Region Deal Active Travel (This is total project, SC element TBC)

99. City Region Deal Digital District phase 2 - Stirling Digital Hub

100. City Region Deal National Tartan Centre

101. City Region Deal MOD Land

      

     Total City Region Deal

      

     TOTAL GENERAL SERVICES CAPITAL PROGRAMME EXPENDITURE

      

     PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

     OFFICER PAPER

      

     Note Investment Theme

      

     Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
     £	£	£
     (10,801,000)	(7,757,000)	(7,757,000)
     (13,552,828)	(15,934,747)	(12,424,084)
     (1,589,360)	0	0
     (2,850,155)	0	0
     (2,498,179)	0	0
     (650,251)	0	0
     (2,277,960)	0	0
     (3,000,000)	0	0
     (37,219,733)	(23,691,747)	(20,181,084)

      

     CAPITAL RESOURCES

     General Capital Grant

     Capital Grants & Contributions (new) Capital Grants & Contributions (prior year) Capital Grants & Contributions (c/fwd) CFCR

     Prudential Borrowing - General Prudential Borrowing - Specific Capital Receipts

     TOTAL CAPITAL PROGRAMME RESOURCES

      

     (29,931)

     19,048,005

     10,743,975

      

     SHORTFALL / (SURPLUS) OF RESOURCES

     71‌

     PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1A

     OFFICER PAPER

      

     Proposed Programme 2022/23		Adjustment Advanced to 2021/22	Expected Carry Forward / Slippage
     £		£	£
     	64,000	(59,000)	95,711
     	100,000
     	110,000	(70,000)	214,065
     			50,000
     	422,000		278,982
     	30,000		20,000
     	460,000		40,000
     	233,023		246,977
     	50,000
     	679,348		320,652
     	300,000
     	200,000
     TBC
     	69,526		843,995
     	30,000		20,000
     	130,000		70,000
     	200,000
     	150,000
     	200,000
     	300,000
     	130,000
     	325,000
     	50,000
     	650,000
     	50,000
     			66,000

      

     Note Investment Theme

     CORE PROGRAMME

     1. Communities Investment in Community Facilities

     2. Communities Cemeteries Infrastructure Improvements

     3. Communities Library Infrastructure Improvements

     4. Communities Plean Community Hub

     5. Communities Bandeath Dog Shelter Refurbishment

     6. Communities Dementia Friendly Infrastructure

     7. Education Investment in Education Estate (lifecycle investment)

     8. Education Education Estate - Major Investment Priorities - Callander PS

     9. Education Education Estate - Major Investment Priorities -Allan's & Chartershall

     10. Education Secondary School specialist provision (complex needs & ASD)

     11. Education ASN Primary School Adaptations (Bannockburn PS only)

     12. Education Bannockburn High School Suitability Investment

     13. Education Free School Meal expansion (SC share of £30M undistributed)

     14. Education (LDP) Borestone Primary School (including LDP growth)

     15. Education (LDP) LDP Growth Mitigation - Durieshill

     16. Education (LDP) LDP Growth Mitigation - South Stirling Gateway Primary School

     17. Education (LDP) LDP Growth Mitigation Cambusbarron PS LDP

     18. Education (LDP) LDP Growth Mitigation Drymen

     19. IT & Digital Transformation General ICT

     20. IT & Digital Transformation Monitor / Hardware Refresh

     21. IT & Digital Transformation Replace Existing Air Conditioning Units in Municipal Data Centre / Teith House Data C

     22. IT & Digital Transformation Annual Laptop Replacement Programme

     23. IT & Digital Transformation Digital Investment in Education - Wireless Infrastructure

     24. IT & Digital Transformation Chromebook Replacement in Schools

     25. IT & Digital Transformation Digital Investment in Education - Interactive Whiteboards

     26. IT & Digital Transformation Digital Investment in Intranet & Council Website

          

         PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1A

         Proposed Programme 2022/23	Adjustment Advanced to 2021/22	Expected Carry Forward / Slippage
         £	£	£
         		29,464
         4,646,000	(400,000)	0
         0		0
         0		105,742
         344,482	(150,000)	(94,482)
         200,000	(100,000)	89,189
         193,000		7,000
         0		326,376
         761,000		12,000
         217,000
         25,000		10,000
         247,000
         133,000		83,500
         0		0
         75,000	(75,000)
         450,000		329,460
         75,000		25,040
         15,000		3,000
         150,000		0
         0
         50,000
         55,000	(25,000)	126,000
         20,000	(20,000)	0
         50,000
         		1,500
         60,000
         100,000

          

         OFFICER PAPER

          

         Note Investment Theme

     27. IT & Digital Transformation Municipal & Teith House Data Centres

     28. Roads & Infrastructure Road Infrastructure Improvement Fund (road surfacing & footway works)

     29. Roads & Infrastructure Major Flood Alleviation Schemes (Bridge of Allan, Callander & Stirling)

     30. Roads & Infrastructure Community Flood Management Projects

     31. Roads & Infrastructure Street Lighting Investment Programme

     32. Roads & Infrastructure Road Safety Plan - Implementation of Accident Sites Remedial Programme

     33. Roads & Infrastructure Play Areas, Parks & Open Spaces

     34. Roads & Infrastructure Bridges Capital - Major Projects

     35. Roads & Infrastructure Bridges Capital - Major Projects - Catterburn

     36. Roads & Infrastructure Bridges Capital - Major Projects - Branshogle

     37. Roads & Infrastructure Bridges Capital - Lunchikin

     38. Roads & Infrastructure Bridges Capital - Cardross

     39. Roads & Infrastructure Transfer Station - Cat 3 Bay New Build

     40. Roads & Infrastructure Railway Station Bridge Underpass

     41. Roads & Infrastructure Bus Shelter Improvement Programme

     42. Social Care Private Sector Housing Grant - Major Disabled Adaption Grants

     43. Social Care Private Sector Housing Grant - Care & Repair Scheme

     44. Social Care Private Sector Housing Grant - Lead Pipe Replacement Grants

     45. Social Care Telecare (equipment)

     46. Social Care Telecare (equipment) analogue to digital switch

     47. Stirling Economy Rural Broadband

     48. Stirling Economy City Centre Investments - Street Lighting

     49. Stirling Economy City Centre Investments - Public Realm

     50. Stirling Economy Albert Halls

     51. Stirling Economy Digital District - Muncipal Buildings

     52. Council Estate Digitisation of alarm systems across estate - (all Council assets)

     53. Council Estate Sustainability in Council estate

          

         PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1A

         Proposed Programme 2022/23	Adjustment Advanced to 2021/22	Expected Carry Forward / Slippage
         £	£	£
         545,000	(15,000) (130,000) (100,000) (80,000) (50,000) (150,000) (20,000)
         13,344,379	(1,444,000)	3,320,171
         		976 40,652 8,347 29,896 2,896
         0	0	82,767
         		1,921,184 1,300,000
         0	0	3,221,184

          

         OFFICER PAPER

          

         Note Investment Theme

     54. Communities & Education Investment in Community Facilities / Education Estate - Advanced Projects to 21/22

     55. Communities & Education Aberfoyle Bike Shelter

     56. Communities & Education Cowie Local Office Minor Refurbishment and Upgrades

     57. Communities & Education Community and Education Estate - Electrical Upgrades

     58. Communities & Education Community and Education Estate - Upgrade Fire and Intruder Alarm systems

     59. Communities & Education Community and Eduation Estate - CCTV Upgrades

     60. Communities & Education Public Space CCTV Network Upgrade

     61. Communities & Education Doune Accessible Toilets Phase 2

         Total Core Programme

          

         PARTICIPATORY BUDGETING - CAPITAL ALLOCATION

     62. Participatory Budgets DBA1 Dunblane Accessible Toilets

     63. Participatory Budgets FE1 Playpark Pavilion Arnprior

     64. Participatory Budgets SW16 Kings Park Toilets Upgrade

     65. Participatory Budgets TT2 Cycle Network Stirling To Aberfoyle

     66. Participatory Budgets TT17 Accessible Public Toilets Aberfoyle

         Total Participatory Budgeting - Capital Allocation

          

         PRUDENTIAL BORROWING SPECIFIC PROJECTS

     67. Existing PBB Options The Peak, Integrated Energy System (includes Grant Funding also)

     68. Education Early Learning & Childcare 1140 Expansion

         Total Projects to be funded by specific Prudential Borrowing

          

         PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1A

         OFFICER PAPER

          

         Note Investment Theme

          

         Proposed Programme 2022/23		Adjustment Advanced to 2021/22	Expected Carry Forward / Slippage
         £		£	£
         	880,324		2,066,776
         			413,595
         			348,000
         	0		11,000
         	833,040		0
         	100,000		0
         	132,895		0
         			119,000
         			6,000
         			57,000
         	231,000
         			80,323
         	43,527		17,311
         	412,000
         TBC
         	10,000		59,141
         			330,000
         			80,000
         			50,000
         			24,202
         			(50,000)
         Trail			50,000
         	286,821
         	188,300

          

         PROJECTS SUPPORTED BY EXTERNAL GRANTS & CONTRIBUTIONS

         Stirling Council & External Funding

     69. Education Early Learning and Childcare 1140 Expansion

     70. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Switched on Towns & Cities)

     71. Roads & Infrastructure LTS - Towns, Villages, Rural Area Transport Plan (Balfron)

     72. Stirling Economy Conservation Area Regeneration Scheme

     73. Stirling Economy Conservation Area Regeneration Scheme - Alhambra Theatre & Stirling Arcade

     74. Stirling Economy Conservation Area Regeneration Scheme - John Cowane's House

     75. Stirling Economy Conservation Area Regeneration Scheme - Public Realm Works

          

         Full External Funding

     76. Education CO2 Monitors

     77. Education CO2 Monitors (Private & Third Sector)

     78. Roads & Infrastructure Nature Restoration Fund

     79. Roads & Infrastructure Renewal of Play Parks in Scotland

     80. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Switched on Fleet)

     81. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Local Authority Installation Programme)

     82. Roads & Infrastructure Traffic Management & Community Road Safety (CWSS)

     83. Roads & Infrastructure LTS - Active Travel & Placemaking - Manor Powis

     84. Roads & Infrastructure LTS - Active Travel & Placemaking - City Centre South

     85. Stirling Economy South Callander Infrastructure & Development

     86. Stirling Economy Place Based Investment Programme City Commissions

     87. Stirling Economy Place Based Investment Programme Building Improvement Grants

     88. Stirling Economy Place Based Investment Programme - 3rd Party Grant Scheme

     89. Stirling Economy Place Based Investment Programme - Albert Hall Development

     90. Stirling Economy Place Based Investment Programme - Visitor Management Wayfinder & Interpretation

     91. Stirling Economy Rural Tourism Infrastructure Fund - Green Shed Travel Hubs

     92. Stirling Economy Rural Tourism Infrastructure Fund - Todholes Car Park

          

         PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1A

         OFFICER PAPER

          

         Note Investment Theme

     93. Insurance Funded St Kessogs

          

         Proposed Programme 2022/23	Adjustment Advanced to 2021/22	Expected Carry Forward / Slippage
         £	£	£
         		95,741
         3,117,907	0	3,758,089
         		526,097
         1,400,000
         0
         4,263,208
         0
         100,000
         500,000
         5,000,000
         11,263,208	0	526,097
         27,725,494	(1,444,000)	10,908,308

          

         Total Projects Supported by External Grants & Contributions

          

         CITY REGION DEAL

     94. City Region Deal Regional Digital Hubs (Cowie Regeneration)

     95. City Region Deal Regional Hubs Cowie & Callander

     96. City Region Deal Development of Culture, Heritage & Tourism Assets

     97. City Region Deal Active Travel Routes (including Walk Cycle Live Stirling)

     98. City Region Deal Active Travel (This is total project, SC element TBC)

     99. City Region Deal Digital District phase 2 - Stirling Digital Hub

     100. City Region Deal National Tartan Centre

     101. City Region Deal MOD Land

 

Total City Region Deal

 

TOTAL GENERAL SERVICES CAPITAL PROGRAMME EXPENDITURE

 

PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1A

OFFICER PAPER

 

Note Investment Theme

 

 

CAPITAL RESOURCES

General Capital Grant

Capital Grants & Contributions (new) Capital Grants & Contributions (prior year) Capital Grants & Contributions (c/fwd) CFCR

Prudential Borrowing - General Prudential Borrowing - Specific Capital Receipts

TOTAL CAPITAL PROGRAMME RESOURCES

 

 

SHORTFALL / (SURPLUS) OF RESOURCES

77‌

PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1B

 

OFFICER PAPER

 

Note Investment Theme

 

CAPITAL PROGRAMME RESOURCES (DETAILED)

General Capital Grant (Scot Govt) General Capital Grant - excluding specific flooding schemes & bridges allocations

13 General Capital Grant (Scot Govt) General Capital Grant - Free School Meal expansion (SC share of £30M undistributed)

29 General Capital Grant (Scot Govt) General Capital Grant - Specific Flooding Schemes

35 General Capital Grant (Scot Govt) General Capital Grant - Bridges Capital - Major Projects - Catterburn

35 CFCR - Specific (from reserves) Bridges Capital - Major Projects - Caterrburn (CFCR)

1. CFCR - Specific (from reserves) (21/22 GCBridges Capital - Major Projects - Caterrburn (CFCR)

2. CFCR - Specific (from reserves) Bridges Capital - Major Projects - Branshogle (CFCR)

3. General Capital Grant (Scot Govt) General Capital Grant - Bridges Capital - Lunchikin

1. Prudential Borrowing (in lieu of 21/22 GCG Bridges Capital - Lunchikin (PB)

2. General Capital Grant (Scot Govt) General Capital Grant - Bridges Capital - Cardross

14 Developer Contributions (new) Borestone Primary School (including LDP growth) (Developer - new)

14 Developer Contributions (prior year) (CGRI Borestone Primary School (including LDP growth) (Developer - prior)

1. Developer Contributions (prior year) (CGRI LDP Growth Mitigation Cambusbarron PS LDP (Developer - prior)

2. Developer Contributions (prior year) (CGRI LDP Growth Mitigation Drymen (Developer - prior)

25 CFCR - Specific Digital Investment in Education - Interactive Whiteboards (CFCR)

62 CFCR - Specific Participatory Budgeting (CFCR)

69 Grant - Specific (Scot Govt) (B/Sheet C/Fw Early Learning & Childcare 1140 Expansion (CGUA)

69 CFCR - Specific Early Learning & Childcare 1140 Expansion (CFCR)

68 Prudential Borrowing - Specific Early Learning & Childcare 1140 Expansion (PB)

70 Grant - Specific (Scot Govt) Electric Vehicles & Charging Infrastructure (Switched on Towns & Cities) (Grant)

1. Grant - Specific (Scot Govt) Electric Vehicles & Charging Infrastructure (Switched on Fleet) (Grant)

2. Grant - Specific (Scot Govt) Electric Vehicles & Charging Infrastructure (Local Authority Installation Programme) (Grant

76 Prudential Borrowing (in lieu of 21/22 GCG CO2 Monitors

72-75 Grants & Other Contributions Conservation Area Regeneration Scheme HES

72-75 Grants & Other Contributions Conservation Area Regeneration Scheme - Other contributions

82 Grant - Specific (Scot Govt) Cycling, Walking & Safer Streets (SG Grant)

71 Grant - Specific (SUSTRANS) LTS - Towns, Villages, Rural Area Transport Plan (Balfron) (SUSTRAN)

 

PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1B

 

OFFICER PAPER

 

Note Investment Theme

1. Grant - Specific (SUSTRANS) LTS - Active Travel & Placemaking - Manor Powis (SUSTRAN)

2. Grant - Specific (SUSTRANS) LTS - Active Travel & Placemaking - City Centre South (SUSTRAN)

1. Prudential Borrowing (in lieu of 21/22 GCG Nature Restoration Fund

   86-90 Grant - Specific (Scot Govt) (B/Sheet C/Fw Place Based Investment Programme (C/Fwd Grant)

2. Grant - Specific (Scot Govt) Renewal of Play Parks in Scotland

85 Grant - Specific (Scot Govt) South Callander Infrastructure & Development (SG Grant)

93 Insurance Funded (B/Sheet) (CGUA) St Kessogs (CGUA)

67 Grant - Specific (Scot Govt) The Peak, Integrated Energy System (SG Grant)

67 Prudential Borrowing - Specific The Peak, Integrated Energy System (PB)

94 Grant - Specific (Scot Govt) Cowie Regeneration Hub Project (City Region Deal) (Scot Govt Grant)

1. Grant - Specific (Scot Govt) (B/Sheet C/Fw Cowie Regeneration Hub Project (CGUA)

2. Grant - Specific (Scot Govt) Regional Hubs Cowie & Callander (City Region Deal) (Scot Govt)

1. Grants & Other Contributions Regional Hubs Cowie & Callander (City Region Deal) (Other)

2. Grant - Specific (Scot Govt) Development of Culture, Heritage & Tourism Assets (City Region Deal) (Scot Govt Grant)

3. Grant - Specific (Scot Govt) Walk Cycle Live Stirling (City Region Deal) (Scot Govt)

97 Grant - Specific (SUSTRANS) Walk Cycle Live Stirling (City Region Deal) (SUSTRANS)

1. Developer Contributions (new) Walk Cycle Live Stirling (City Region Deal) (Developer - new)

2. Grant - Specific (Scot Govt) Active Travel (City Region Deal) (Scot Govt)

1. Grant - Specific (SUSTRANS) Active Travel (City Region Deal) (SUSTRANS)

2. Grant - Specific (Scot Govt) Digital District Phase 2 - Stirling Digital Hub (City Region Deal) (Scot Govt)

3. Grant - Specific (UK Govt) National Tartan Centre (City Region) (UK Govt)

4. Grant - Specific (UK Govt) MOD Land (City Region) (UK Govt) 91-92 Grants & Other Contributions Rural Transport Infrastructure Fund

   Capital Receipts - new Capital Receipts - Land & Buildings - 21/22 unrealised

   Capital Receipts - new Capital Receipts - Land & Buildings

   Prudential Borrowing - General Prudential Borrowing General - 20/21 Slippage Balance Prudential Borrowing - General Prudential Borrowing General - 22/23

   TOTAL CAPITAL PROGRAMME RESOURCES

   79‌

    

   APPENDIX 2

    

   DRAFT PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

    

    

   Note Ref

   Programme

   Theme

   Project

   Supporting Notes

    

   CORE PROGRAMME
   1	Core Programme	Communities	Investment in Community Facilities	Key condition priority projects are Allan Centre Roof and Aberfoyle Changing Places. Both projects have been designed and are being tendered with a view to making legal commitments by the end of current financial year
   2	Core Programme	Communities	Cemeteries Infrastructure Improvements	Infrastructure improvements within active cemeteries. For 22/23 projects are: Strathblane – continuation of pathworks, Aberfoyle – new roadway, Callander – continuation of pathworks, St Thomas – roadway resurfacing, Gates & pillars – various.
   3	Core Programme	Communities	Library Infrastructure Improvements	This investment is to create a new library for Cornton through repurposing a former retail unit. Project is designed and being tendered in February/March 2022 with a view to legally committing by end of the current financial year (2021/22) in addition RIBA stage 4 design for Drymen Library
   4	Core Programme	Communities	Plean Community Hub	Investment to develop community hub facility in Plean - design costs only.
   5	Core Programme	Communities	Bandeath Dog Shelter Refurbishment	Investment to complete improvement works for Bandeath Dog Shelter.
   6	Core Programme	Communities	Dementia Friendly Infrastructure	This investment will deliver building and public realm improvements as per the recommendations of the Making Stirling a Dementia Friendly City report.

    

   7	Core Programme	Education	Investment in Education Estate (lifecycle investment)	Investment on prioritised list: Bannockburn High School internal upgrade works; Deanston Primary School internal upgrade- final phase; Fallin Primary School - external fabric works; St Ninian's Primary School - external cladding upgrades.
   8	Core Programme	Education	Education Estate - Major Investment - Callander PS	Continued design development of the new primary school for Callander, creating a new education campus at McLaren High School.
   9	Core Programme	Education	Education Estate - Major Investment - Allans PS and Chartershall	Development of future investment plan at Allan's Primary School and Chartershall School.
   10	Core Programme	Education	Secondary School specialist provision (complex needs & ASD)	Investment to meet demand of additional students with ASD and complex needs, through provision of rural hubs and city centre location; and mitigation proposals for short term needs within the city centre.
   11	Core Programme	Education	ASN Primary School Adaptations (Bannockburn PS only)	Provide expanded provision at Bannockburn Primary School for students with ASD needs.
   12	Core Programme	Education	Bannockburn High School Suitability Investment	Investment to improve suitability at specific locations in Bannockburn High School.
   13	Core Programme	Education	Free School Meal expansion (SC share of £30M undistributed)	£30M undistributed funding. Council allocation not yet confirmed.

    

   14	Core Programme	Education (LDP)	Borestone Primary School (including LDP growth)	Investment for extension to Borestone Primary School to support local development plan growth.
   15	Core Programme	Education (LDP)	LDP Growth Mitigation - Durieshill	Investment to develop new school facility to support local development plan growth.
   16	Core Programme	Education (LDP)	LDP Growth Mitigation - South Stirling Gateway Primary School	Investment to develop new school facilities to support local development plan growth.
   17	Core Programme	Education (LDP)	LDP Growth Mitigation Cambusbarron PS LDP	Investment for extension to Cambusbarron Primary School to support local development plan growth.
   18	Core Programme	Education (LDP)	LDP Growth Mitigation Drymen	Investment for extension to Drymen Primary School to support local development plan growth.

    

   19	Core Programme	IT & Digital Transformation	General ICT	Previously there was a sum allocated annually for ICT to invest in opportunities, carry out PoCs, and replace failed equipment. This needs reinstated
   20	Core Programme	IT & Digital Transformation	Monitor / Hardware Refresh	500 monitors will need replaced as they are passed their 5 year lifespan by a further 10 years, they are now technically no longer energy compliant and don’t fit with the laptop estate we have meaning they are not compatible with our operating infrastructure this will still only be 1/3 of the estate based on a 30% occupancy during Covid and hot-desking (replacing with Philips monitors 34" will mitigate all future use of docking stations and different brands and a commitment from Philips means we will get a 5 year warranty instead of a 3 year.)
   21	Core Programme	IT & Digital Transformation	Replace Existing Air Conditioning Units in Municipal Data Centre / Teith House Data Centre	These are no longer fit for purpose and present huge risk as Municipal is a 'Single Point of Failure'.
   22	Core Programme	IT & Digital Transformation	Annual Laptop Replacement Programme	Based on replacing 500 units. Major issue will present in 25/26 as an additional 1200 units (Teachers Laptops) will need replaced. Based on £650 a unit the ask would be £1,105,000.

    

    

   APPENDIX 2

    

   DRAFT PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

    

    

   Note Ref	Programme	Theme	Project	Supporting Notes
   23	Core Programme	IT & Digital Transformation	Digital Investment in Education - Wireless Infrastructure	Additional Wireless Access Point to meet increased demand in schools. With growing digital demand in Secondary and Primary schools we envision that numerous additional access points will be required to meet the growing demand in our estate. Particularly in Secondary there is a need for high density devices to handle the hundreds of roaming devices located across the buildings. In addition, once rural schools receive sufficient broadband services delivered to them we expect the demand for additional Wi-Fi coverage in these locations to become an issue (many are not currently using digital devices due to bandwidth limitations). This purchase would enable Technology to stay ahead of the demand by having stock on-hand for these sites.
   24	Core Programme	IT & Digital Transformation	Chromebook Replacement in Schools	This figure includes the number of chrome books that will become unmanaged (2311) and out of support and protection and therefore present a significant cyber security risk to the council. NOTE: School devices have always been from school budgets. As it stands we have not corporately managed the device estate in schools other than providing advice on number of units to replace.
   25	Core Programme	IT & Digital Transformation	Digital Investment in Education - Interactive Whiteboards	To be funded by Education via CFCR
   26	Core Programme Other C/Fwds	IT & Digital Transformation	Digital Investment in Intranet & Council Website	c/fwd from last year
   27	Core Programme Other C/Fwds	IT & Digital Transformation	Municipal & Teith House Data Centres	c/fwd from last year

    

    

   APPENDIX 2

    

   DRAFT PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

    

    

   Note Ref

   Programme

   Theme

   Project

   Supporting Notes

    

   28	Core Programme	Roads & Infrastructure	Road Infrastructure Improvement Fund (road surfacing & footway works)	Works planned for this includes road surfacing works (moderate inlay, moderate overlay and structural overlay) and surface patching. In association with the road surfacing works, associated drainage works and footpath surfacing schemes will also be undertaken. See Appendix 3 for details.
   29	Core Programme	Roads & Infrastructure	Major Flood Alleviation Schemes (Bridge of Allan, Callander & Stirling)	Scottish Government are reviewing the national flood programme and have asked that uncommitted expenditure be suspended for the time being. Clarification being sought over future years funding.
   30	Core Programme	Roads & Infrastructure	Community Flood Management Projects	As part of the Flood Risk Management Plan, works would progress on a number of Surface Water Management projects - priority locations are Bridge of Allan, Callander and Dunblane.
   31	Core Programme	Roads & Infrastructure	Street Lighting Investment Programme	The Street Lighting Investment programme will continue to replace the Council’s oldest lighting columns, electrical wiring connections and lanterns and replace with new steel or aluminium columns and associated wiring and new LED lanterns.
   32	Core Programme	Roads & Infrastructure	Road Safety Plan - Implementation of Accident Sites Remedial Programme	Works include the installation of high friction surfacing, road safety interventions, village gateway schemes and road markings and the installation of Vehicle Activated Signs (VAS). List of project being prepared.
   33	Core Programme	Roads & Infrastructure	Play Areas, Parks & Open Spaces	For 22/23: The Council is required to contribute £75k capital investment for Mugdock country Park. £7K is committed to complete improving Braehead football pitch. The remainder of the fund is required to replace equipment in our parks and open spaces based on a prioritised list from safety inspections. This may include funding a project post to support programme delivery. Programme would be delivered in conjunction with SG Grant for "Renewal of Play Parks in Scotland".
   34	Core Programme	Roads & Infrastructure	Bridges Capital - Major Projects	Projects delayed from 2021/22 due to Catterburn and Branshogle. Funding carried forward from 21/22 in order to progress with structural improvements to Telford Bridge, Rosburn culvert and Blanewater retaining wall.
   35	Core Programme	Roads & Infrastructure	Bridges Capital - Major Projects - Catterburn	The Consultant Engineers are currently undertaking all necessary inspections, including environmental, topographical and ground investigations in order to produce detailed designs for repair which will progress during 2022.
   36	Core Programme	Roads & Infrastructure	Bridges Capital - Major Projects - Branshogle	The contractor for the structural improvements commenced works on site on 29 November 2021. The works are anticipated to take 18 weeks.
   37	Core Programme	Roads & Infrastructure	Bridges Capital - Lunchikin	Design work for the repair and upgrade to be progressed in 2022/23. - part funded by Scottish Government Bridge Maintenance Grant
   38	Core Programme	Roads & Infrastructure	Bridges Capital - Cardross	The Consultant Engineers are undertaking all necessary inspections, including environmental, topographical and ground investigations in order to produce detailed designs for repair - by Scottish Government Bridge Maintenance Grant
   39	Core Programme	Roads & Infrastructure	Transfer Station - Cat 3 Bay New Build	Improvements to transfer station and CAT3 (Food) bay to comply with APHA licence Phase 1 works have been completed. The Phase 2 works were tendered but were considerably over budget due to a range of supply chain issues. Therefore, the scope of the project is being reviewed and retendered additional budget required from 22/23.
   40	Core Programme	Roads & Infrastructure	Railway Station Bridge Underpass	As reported through the General Services Capital Programme 2021/22 Progress Report at Finance Economy Committee on 23 September 2021, due to Network Rail carrying out work on the Railway Station it has not been possible to gain full access to the station forecourt to allow the waterproofing works to proceed. The waterproofing works are now being carried out in conjunction with Scot Rail forecourt works, with the Council's financial contribution anticipated to be required in 2023/24.
   41	Core Programme	Roads & Infrastructure	Bus Shelter Improvement Programme	To upgrade existing shelters and install at new locations across the Council area. This will install a total of approximately 13 shelters per annum

    

   42	Core Programme	Social Care	Private Sector Housing Grant - Major Disabled Adaption Grants	Grant assistance to cover the cost of essential adaptions to their homes where the cost of the adaptation exceeds £1,000 and the proposed adaptation is supported by a Stirling Council Occupation Therapist Assessment. Adaptations include wet floor showers, curved stair lifts, permanent ramps, door widening, through the floor lifts etc.
   43	Core Programme	Social Care	Private Sector Housing Grant - Care & Repair Scheme	The Care & Repair scheme delivers minor adaptations including grab rails, handrails, additional balustrades, door entry systems etc. Applicants can be referred by Occupations Therapists from either Social Care or Forth Valley NHS
   44	Core Programme	Social Care	Private Sector Housing Grant - Lead Pipe Replacement Grants	Grants to support costs of replacement of lead pipes.
   45	Core Programme	Social Care	Telecare (equipment)	Upgrade and replacement of Telecare infrastructure (by 2025 analogue telephone services will be switched off as the UK's telephone infrastructure is upgraded to digital connectivity).
   46	Core Programme	Social Care	Telecare (equipment) analogue to digital switch

    

    

   APPENDIX 2

    

   DRAFT PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

    

    

   Note Ref	Programme	Theme	Project	Supporting Notes
   47	Core Programme	Stirling Economy	Rural Broadband	Continued investment in broadband projects across Stirling to ensure that communities outwith the national broadband programmes can enjoy digital connectivity
   48	Core Programme	Stirling Economy	City Centre Investments - Street Lighting	Ambient lighting projects to key buildings and public realm which support increased footfall, dwell time and safety, informed by the City Centre Action Plan.
   49	Core Programme	Stirling Economy	City Centre Investments - Public Realm	Public realm improvement projects which support increased footfall, dwell time and safety, informed by the City Centre Action Plan.
   50	Core Programme	Stirling Economy	Albert Halls	Investment will deliver a Masterplan for future development of the Albert Halls.
   51	Other C/Fwds	Stirling Economy	Digital District - Municipal Buildings

    

    

   APPENDIX 2

    

   DRAFT PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

    

    

   Note Ref

   Programme

   Theme

   Project

   Supporting Notes

    

   52	Core Programme	Council Estate	Digitisation of alarm systems across estate - (all Council assets)	Investment to upgrade existing analogue alarm systems to digital.
   53	Core Programme	Council Estate	Sustainability in Council estate	Delivery of energy efficiency projects within property assets.

    

   54	Advanced Projects	Communities	Various see lines 55-62	Projects advanced to 21/22 to utilise underspends
   55	Advanced Projects	Communities	Aberfoyle Bike Shelter	Projects advanced to 21/22 to utilise underspends
   56	Advanced Projects	Communities	Cowie Local Office Minor Refurbishment and Upgrades	Projects advanced to 21/22 to utilise underspends
   57	Advanced Projects	Council Estate	Community and Education Estate - Electrical Upgrades	Projects advanced to 21/22 to utilise underspends
   58	Advanced Projects	Council Estate	Community and Education Estate - Upgrade Fire & Intruder Alarm systems	Projects advanced to 21/22 to utilise underspends
   59	Advanced Projects	Council Estate	Community and Education Estate - CCTV Upgrades	Projects advanced to 21/22 to utilise underspends
   60	Advanced Projects	Communities	Public Space CCTV Network Upgrade	Projects advanced to 21/22 to utilise underspends
   61	Advanced Projects	Communities	Doune Accessible Toilets Phase 2	Projects advanced to 21/22 to utilise underspends

    

   PARTICIPATORY BUDGETING - CAPITAL ALLOCATION
   62	Participatory Budgets	Participatory Budgets	DBA1 Dunblane Accessible Toilets	Improving the accessibility of Dunblane LO and Library . Note - This project should be completed March 22, subject to material delivery .
   63	Participatory Budgets	Participatory Budgets	FE1 Playpark Pavilion Arnprior	This project is not being progressed as per F&E report.
   64	Participatory Budgets	Participatory Budgets	SW16 Kings Park Toilets Upgrade	This project is complete, but underspent is expected to be carried forward to support other Participatory Budgeting projects.
   65	Participatory Budgets	Participatory Budgets	TT2 Cycle Network Stirling To Aberfoyle
   66	Participatory Budgets	Participatory Budgets	TT17 Accessible Public Toilets Aberfoyle	Out to tender - see Community Facilities description, this fund allocation should be spent by March 2022

    

   PRUDENTIAL BORROWING SPECIFIC PROJECTS
   67	Prudential Borrowing - Specific	Existing PBB Options	Solar Canopies at the Peak	Delivery of a Solar Canopy and Electric Vehicle Charging facility, integrated within, and supporting The Peak energy demands.
   68	Prudential Borrowing - Specific	Education	Early Learning & Childcare 1140 Expansion	Final phase of the 1140 years expansion programme, including Braehead, Strathblane , Drymen and Fintry Nurseries.

    

    

   APPENDIX 2

    

   DRAFT PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

    

    

   Note Ref

   Programme

   Theme

   Project

   Supporting Notes

    

   PROJECTS SUPPORTED BY EXTERNAL GRANTS & CONTRIBUTIONS
   69	External Grants & Contributions	Education	Early Learning and Childcare 1140 Expansion	Final phase of the 1140 years expansion programme, including Braehead, Strathblane , Drymen and Fintry Nurseries.
   70	External Grants & Contributions	Roads & Infrastructure	Electrical Vehicles & Charging Infrastructure (Switched on Towns & Cities)	Specific Transport Scotland Grant approved for slippage to 2022/23. Completion of the electrical charging infrastructure and fleet EV replacement programme.
   71	External Grants & Contributions	Roads & Infrastructure	LTS - Towns, Villages, Rural Area Transport Plan (Balfron)	Phase 2 of the Balfron Street works place making programme. Delayed due to Catterburn Bridge collapse.
   72	External Grants & Contributions	Stirling Economy	Conservation Area Regeneration Scheme	This core capital funding will support the regeneration of public realm in the City Centre and acts as match-funding to secure £1.38m of investment from Historic Environment Scotland as well as other public and private investment. This particular project will renovate the Baker Street Vennels and King Stables Lane. See also External Grants & Contribution section.
   73	External Grants & Contributions	Stirling Economy	Conservation Area Regeneration Scheme - Alhambra Theatre & Stirling Arcade	This funding, which is made up of contributions from Historic Environment Scotland and the building owner, will support the regeneration of historic buildings in the City Centre. This particular project will involve the renovation of the Alhambra Theatre and Stirling Arcade circulation space.
   74	External Grants & Contributions	Stirling Economy	Conservation Area Regeneration Scheme - John Cowane's House	This funding, which is made of contributions from Historic Environment Scotland and the building owner, will support the regeneration of historic buildings in the City Centre. This particular project will see the renovation of John Cowane's House.
   75	External Grants & Contributions	Stirling Economy	Conservation Area Regeneration Scheme - Public Realm Works	This funding, which is made up of core Council capital, and external funding from Historic Environment Scotland, will support the regeneration of public realm in the City Centre. This particular project will renovate the Baker Street Vennels and King Stables Lane.
   76	External Grants & Contributions	Education	CO2 Monitors	C/Fwd from 21/22
   77	External Grants & Contributions	Education	CO2 Monitors (Private & Third Sector)	C/Fwd from 21/22
   78	External Grants & Contributions	Roads & Infrastructure	Nature Restoration Fund	This funding was offered to Councils to help fund nature restoration projects such as tree planting and biodiversity related projects.
   79	External Grants & Contributions	Roads & Infrastructure	Renewal of Play Parks in Scotland	For 22/23 replacement of older play equipment nearing end of service is planned.
   80	External Grants & Contributions	Roads & Infrastructure	Electric Vehicles & Charging Infrastructure (Switched on Fleet)
   81	External Grants & Contributions	Roads & Infrastructure	Electric Vehicles & Charging Infrastructure (Local Authority Installation Programme)	Annual Transport Scotland Grant approved for slippage to 2022/23. Completion of the electrical charging infrastructure
   82	External Grants & Contributions	Roads & Infrastructure	Traffic Management & Community Road Safety (CWSS)	Ring-fenced SG Grant - The proposed projects contain a range of road safety improvements, including implementation of 20 mph speed limits, Safer Routes to School projects and a range of design works for School Streets projects. School Streets projects set out to tackle congestion and road safety concerns that many schools experience.
   83	External Grants & Contributions	Roads & Infrastructure	LTS - Active Travel & Placemaking - Manor Powis	Development of the planning phases of the Manor Powis link, including route alignment designs and land purchase agreements.
   84	External Grants & Contributions	Roads & Infrastructure	LTS - Active Travel & Placemaking - City Centre South	Community consultation and design development works for the city centre south corridor, with a focus on community connectivity and active travel.
   85	External Grants & Contributions	Stirling Economy	South Callander Infrastructure & Development
   86	External Grants & Contributions	Stirling Economy	Place Based Investment Programme City Commissions	This investment will deliver public realm improvements, through local artist-designed schemes, in the city centre which meet identified challenges and coincide with the proposed Stirling 2022 celebrations

    

    

   APPENDIX 2

    

   DRAFT PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

    

    

   Note Ref	Programme	Theme	Project	Supporting Notes
   87	External Grants & Contributions	Stirling Economy	Place Based Investment Programme Building Improvement grants	Work with external agencies (Go Forth Stirling and Stirling City Heritage Trust) to uplift existing shop-front improvement schemes and traditional building grants to support major improvements to the city centre built heritage
   88	External Grants & Contributions	Stirling Economy	Place Based Investment Programme - 3rd Party Grant Scheme	Grant Scheme for investment in local organisations to deliver place-based solutions.
   89	External Grants & Contributions	Stirling Economy	Place Based Investment Programme - Albert Hall Development	Investment will deliver a Masterplan for future development of the Albert Halls.
   90	External Grants & Contributions	Stirling Economy	Place Based Investment Programme - Visitor Management Wayfinder & Interpretation	Development of digital technology to create a visitor tourist trail in Stirling City centre and National Wallace Monument.

    

    

   APPENDIX 2

    

   DRAFT PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

    

    

   Note Ref	Programme	Theme	Project	Supporting Notes
   91	External Grants & Contributions	Stirling Economy	Rural Tourism Infrastructure Fund - Green Shed Travel Hubs	This project, funded via a grant from VisitScotland’s Rural Tourism Infrastructure Fund, will deliver new travel infrastructure, on the former Green Shed depot site, to support increased capacity for visitors to Doune through car, mini-bus/motorhome and motorcycle parking spaces with associated electrical vehicle charging points and cycle racks, paths and signage linking the proposed Travel Hub with other key attractions in the village.
   92	External Grants & Contributions	Stirling Economy	Rural Tourism Infrastructure Fund - Todholes Car Park	This project, funded via a grant from VisitScotland’s Rural Tourism Infrastructure Fund, will support the development of enhanced visitor car-parking to meet demand at Todholes - an area within Carron Valley forest that offers access to Meikle Bin, the highest point within the Campsie Fells. This is not a Council asset but will be treated as Third Party Capital Expenditure in line with accounting requirements, as grant is being paid to the Council to facilitiate this project.
   93	External Grants & Contributions	Insurance Funded	St Kessogs	The development of a community hub in Callander, including the inclusion of Community, Library and Business space

    

   CITY REGION DEAL
   94	City Region Deal	City Region Deal Other	Regional Digital Hubs (Cowie Regeneration) (Re-generation Fund)	Delivery of a Cowie Innovation Hub, to delivery physical, social and physical regeneration for Cowie
   95	City Region Deal	City Region Deal	Regional Digital Hubs (Cowie Regeneration)	Delivery of a Cowie Innovation Hub, to delivery physical, social and physical regeneration for Cowie
   96	City Region Deal	City Region Deal	Development of Culture, Heritage & Tourism Assets	This investment will enhance the culture, tourism and heritage offering in Stirling through development of local key assets.
   97	City Region Deal	City Region Deal	Active Travel Routes (including Walk Cycle Live Stirling)	This project will provide a high standard active travel corridor across Stirling city, linking the key further edition establishments with the city centre. It will be delivered with high standard place-making opportunities.
   98	City Region Deal	City Region Deal	Active Travel	This programme of active travel projects across the region will see the development of key active travel links, linking key populations and providing essential sustainable travel options throughout Stirling and Clackmannanshire.
   99	City Region Deal	City Region Deal	Digital District phase 2 - Stirling Digital Hub	This project will deliver Phase 2 of the City Centre Digital District and provide additional space to support digital learning and business start-ups.
   100	City Region Deal	City Region Deal	National Tartan Centre
   101	City Region Deal	City Region Deal	MOD Land

   87 Appendix 3‌

   Proposed Roads Infrastructure Improvement Programme 2022/23 (line 26 on the capital programme)

    

   	Location	Description		Estimate	Total
   Area 1	C40 Chalmerston Road	Surface Dressing		£109,550
   	A827 Lix Toll to Village	Surface Dressing		£83,886
   	A81 Hammersmith Junc - Port of Menteith	Carriageway Surfacing		£189,506
   	A81 Breaval Farm	Carriageway Surfacing		£112,868
   	A820 Doune Castle Junc. - Hill o Row Junc.	Carriageway Surfacing		£65,760
   	A821 to Potnellan Cottage	Carriageway Surfacing		£115,016
   	B829 Lochard Rd Aberfoyle Primary school	Carriageway Surfacing		60,280
   	B829 Blairuskinmore - Kinlochard	Carriageway Surfacing		£28,911
   	B8031Craighead House - Ashentree Farm	Carriageway Surfacing		57,696
   	B8031 South Mid Frew - Earland Farm	Carriageway Surfacing		78,940
   	B822 Thornhill - A873 Junc.	Carriageway Surfacing		46,032
   	C57 Gartmore Bus Turning Route	Carriageway Surfacing		£37,710
   	Molendhu Road Callander	Carriageway Surfacing		£16,341
   	Larch Crescent Doune	Carriageway Surfacing		£57,540
   	School Road Lochearnhead	Carriageway Surfacing		£17,849
   	School Road Lochearnhead	Carriageway Surfacing		£24,660
   	B829 Lochard Rd Aberfoyle Primary school	Carriageway Surfacing		£20,000
   	Teith Rd. Deanston	Carriageway Surfacing		£17,810
   	A820 Doune Castle to Hill O Row	Footway Works		£45,000
   	Deanston Teith Rd Phase III	Footway Works		£15,000
   	Deanston Teith Rd Phase IV	Footway Works		£15,000
   	Old Doune Rd Braemar to Cromlix	Footway Works		£70,000
   				Area 1	£1,285,355
   Area 2	A81 Milndavie Road to Council Boundary	Surface Dressing		£93,587
   	A811 West of Kippen Station Roundabout	Carriageway Surfacing		£144,781
   	A875 near Greenend Road, Killearn	Carriageway Surfacing		£15,892
   	A875 Kirkhouse Road to Drumbeg Loan, Killearn	Carriageway Surfacing		£69,048
   	A81 @ Killearn Business Park	Carriageway Surfacing		£24,660
   	B822 Kippen Muir to Bloodymires Quarry	Carriageway Surfacing		£106,860
   	B818 From Fintry To A875, Fintry @ Easter Glenboig	Carriageway Surfacing		£103,572
   	B822 from Bencruech to Campsie Glen Holiday Park	Carriageway Surfacing		£82,474
   	C23 from B818 to Balfron	Carriageway Surfacing		£116,650
   	C21 Station Road, Balfron @ Cemetery	Carriageway Surfacing		£70,392
   	C21 from Ballochruin Road to A81	Carriageway Surfacing		£123,186
   	C24 Dunmore Street, Balfron	Carriageway Surfacing		£52,882
   	Polmaise Road to Carron Reservior	Carriageway Surfacing		£100,560
   	Glinns Road	Carriageway Surfacing		£50,280
   	Culbowie Road, Buchlyvie	Carriageway Surfacing		£21,369
   	Murray Place, Cambusbarron	Carriageway Surfacing		£23,290
   	Kirkburn Drive, Strathblane	Carriageway Surfacing		£21,920
   	Cuilt Place, strathblane	Carriageway Surfacing		£16,440
   	Underwood Cottages, Cambusbarron	Footway Works		£40,000
   	Dunmore Street, Balfron	Footway Works		£50,000
   	Wellpark Crescent, Torbrex (Phase 2)	Footway Works		£45,000
   	Kirkburn Drive, Strathblane	Footway Works		£20,000
   				Area 2	£1,392,843
   Area 3	A84 Back O Hill Road	Surface Dressing		£43,820
   	A91 Muirton Roundabout	Carriageway Surfacing		£102,750
   	A9 Causewayhead Road	Carriageway Patching		£54,615
   	A9 Burghmuir Road	Carriageway Patching		£55,000
   	A872 Bannockburn Pirhall to Interchange	Carriageway Patching		£72,820
   	A91 Greencornhiil R/A & Approaches	Carriageway Patching		£65,760
   	B9124 Bus Depot to Rail Bridge.	Surface Dressing		£43,820
   	B9124 Gallamuir Road	Surface Dressing		£37,560
   	C3 Moss Road Cowie to Airth	Surface Dressing		£12,520
   	C121 Albert Road City Centre	Carriageway Surfacing		£21,509
   	C67 Northfield Road Stirling to Denny	Carriageway Patching		£76,461
   	C77 Cornexchage City Centre	Carriageway Patching		£10,923
   	Ferniebank Brae Bridge of Allan	Carriageway Surfacing		£25,006
   	Davidson Street, Bannockburn	Carrriageway Surfacing		£82,200
   	North Street, Cambuskenneth	Carrriageway Surfacing		£28,770
   	Westerlea Court, Bridge of Allan	Carrriageway Surfacing		£9,864
   	Buchanan Drive, Causewayhead	Carrriageway Surfacing		£73,980
   	Livilands Gate	Carrriageway Surfacing		£80,008
   	Park Drive/Cres Bannockburn.	Carrriageway Surfacing		£39,090
   	Viewfield Street/ Place City Centre	Carrriageway Surfacing		£54,800
   	Mayfield St/Drumpark Drive Stninians	Carriageway Patching		£52,066
   	Sunnylaw Road , Bridge of Allan	Carrriageway Surfacing		£79,460
   	Craighall Street, Raploch	Footway Works		£20,000
   	Lomond Drive Bannockburn	Footway Works		£40,000
   	Livilands Road Stirling	Footway Works		£30,000
   	Craigs underpassage foot way City Centre	Footway Works		£10,000
   	East Murrayfield Bannockburn	Footway Works		£10,000
   	Spittal Street.City Centre	Footway Works		£15,000
   	Barton Street City centre	Footway Works		£20,000
   				Area 3	£1,267,802

   Strategic Timber Transport Schemes (Joint funded project with SG, figures are Stirling Council's 50% contribution)

   Location	Description		Estimate
   C6 East Loch Lomondside II & C33 Balquhidder III	STTS			£300,000

    

   TOTAL £4,246,000

    

    

   2022-23 Capital Programme - Roads Imrpovement Projects.xlsx

    

   89‌

    

   CAPITAL STRATEGY FRAMEWORK

    

   APPENDIX 4

    

   Purpose & Summary

    

   The Capital Strategy is intended to give a high level overview of how capital expenditure, capital financing and treasury management activity contribute to the provision of services along with an overview of how associated risk is managed the implications for future financial sustainability.

    

   The Capital Strategy is intended to set the long-term context in which capital expenditure and investment decisions are made.

    

   Background

    

   The Chartered Institute of Public Finance & Accountancy (CIPFA) Prudential Code for Capital Finance in Local Authorities requires Local Authorities, from 2019/20, to determine a Capital Strategy in order to:

    

   • Demonstrate that the authority takes capital expenditure and investment decisions in line with service objectives and properly takes account of stewardship, value for money, prudence, sustainability and affordability and;

      

   • Set out the long-term context in which capital expenditure and investment decisions are made, gives due consideration to both risk and reward and impact on the achievement on priority outcomes.

    

   The Capital Strategy is intended to give a high-level overview of how capital expenditure, capital financing and treasury management activity contribute to the provision of services along with an overview of how associated risk is managed and the implications for future financial sustainability.

    

   The aim of the Capital Strategy Report is to engage with full Council to ensure that the overall strategy, governance procedures and risk appetite are fully understood by all elected members.

    

   The Capital Strategy should be tailored to the Council’s individual circumstances and will include capital expenditure, investments and liabilities and treasury management in sufficient detail to allow all members to understand how stewardship, value for money, prudence, sustainability and affordability will be secured.

    

   The framework established by the Prudential Code supports local strategic planning, local asset management planning and proper option appraisal. The objectives are to ensure, within a clear framework, that the capital expenditure plans of local authorities are affordable, prudent and sustainable and that treasury management decisions are taken in accordance with good professional practice and in full understanding of the risks involved and how these risks will be managed to levels that are acceptable by the organisation.

    

   The Prudential Code requires local authorities to look at capital expenditure and investment plans in light of the overall organisational strategy and resources and ensure that decisions are being made with sufficient regard to the long run financing implications and potential risks to the authority.

    

   APPENDIX 4

    

   Considerations

   Council Vision and Strategic Outcomes

    

   Stirling Council is committed to ensuring the best possible outcomes for everyone who lives in the Stirling area, and we will work alongside our partners in achieving this goal.

    

   As a Council, our vision for Stirling is a place where everyone can thrive, and together with our partners and communities, we are driving forward an ambitious programme of change to achieve this.

    

   In December 2020, Stirling Council approved a new ten year strategy ‘Thriving Stirling’, which delivers a blueprint for innovation and change to address the rapidly evolving landscape within which the Council delivers services. The strategy sets out the prospects we see for our communities, organisation and workforce, to be clear about our strategic priorities and explain how we will be adaptive.

    

   Our Thriving Stirling strategy supports the four key Stirling Plan outcomes (Prosperous, Healthy, Achieving and Resilient).

    

   Our Community Planning Partnership (CPP), has a Local Outcomes Improvement Plan (LOIP) know as The Stirling Plan, which sets out a clear and ambitious vision for the Stirling area. It identifies how we will work through locality plans to support communities who are experiencing the poorest of outcomes.

    

   The Stirling Plan has identified four key outcomes (Prosperous, Healthy, Achieving and Resilient) which form the common strategic guidance for the Council and its partners, to allow common plans and measures to be developed and to tackle areas of greatest inequality.

    

   Prosperous People are part of a prosperous economy that promotes inclusive growth opportunities across our communities.

    

   Healthy People are healthy and live full and positive lives, within supportive communities.

    

   Achieving People are skilled and supported to make a positive contribution to communities.

    

   

   Resilient People are part of safe and caring communities, within an attractive, safe and sustainable environment.

    

   APPENDIX 4

    

   

    

   

   The Thriving Stirling strategy identifies 4 strategic goals: Thriving Communities,as outlined below:

    

   APPENDIX 4

    

   To support the 4 strategic goals, our Smart Use of Space approach will guide how we use our buildings and assets, with Smart Digital Solutions helping to deliver services in more efficient and effective ways.

   The strategy has a strong outcomes focus and establishes 4 strategic outcomes which will be achieved:

   • Financial Sustainability

     Ensuring that the organisation continues to operate within its financial allocation, addressing the medium term budget gap, redesigning its services, developing outcome based/zero based budgeting and participatory budgeting approaches, and creating a 10 year Capital Programme which will align with the 10 Year Strategy.

   • Social & Economic Equality

     Improving the lives and prospects of everyone in Stirling by improving equality with regards to social, economic, educational and health outcomes across all communities.

   • Strong Economy

     Developing Stirling’s economy in key sectors by making Stirling a hospitable environment for business to thrive and developing talent to work in those key sectors.

   • Carbon Net Zero

     Reducing the Council’s carbon footprint through changes in the way we currently live, work and travel, and doing so in a way that improves social and economic outcomes through the creation of green jobs and upskilling/re‐skilling of local workers.

     As we deliver on our Strategic Goals and Outcomes in the coming years, ‘how’ we do this will be as important as ‘what’ we achieve. We are committed to developing our Council and our

      

     APPENDIX 4

      

     Communities in a way that is solution focused and puts people at the heart of everything we do. Our Principles sets out our collaborative approach to service design and decision making, whilst our Think How? framework encourages us to be solution focused when dealing our colleagues, citizens and partners.

      

     

     The Council is also currently developing a Target Operating Model (TOM) which will help to ensure the strategic goals and outcomes are achieved by bridging the gap between the strategy and the Service transformation programme and service plans, with the approach having been approved by Council in December 2020.

     A successful target Operating Model sets out the current operation, or the ‘as is’ scenario, and sets out in detail the future desired operation. Stirling Council’s TOM will follow key themes and will detail how this will operate across every service of the Council. The TOM themes are:

   • Citizen Experience

     This theme will review the current approach to customer service, mapping out the customer journey from end to end with a view to resolving issues via a single point of contact and using digital solutions to make processes easier and more accessible.

   • Data and Intelligence

     This theme will set out how the Council will move to a new integrated, streamlined and easy to use data and system architecture, reducing waste and duplication and allowing effective data‐ led decision making.

   • Service Design

     This will involve a full redesign of all council services, with staff and citizens at the heart of this using a collaborative co‐design approach.

   • People and Culture

     This will set out a longer term approach to workforce planning with the intention of enabling transformation and service redesign through the development of the workforce and leaders and through building a positive culture.

   • Keeping It Local

     Building community wealth through a localization approach to commissioning and procurement and through community wealth building.

      

     APPENDIX 4

      

     

     Whilst the Thriving Stirling strategy sets out a clear direction and vision for the Council over the coming ten years, the Target Operating Model will provide a detailed roadmap of how the Council will achieve its stated goals and outcomes. This will then thread through Service Plans and the Councils Transformation programme and be monitored via normal governance and performance management mechanisms.

      

     Context

     The Capital Strategy is an integral part of achieving the strategic outcomes and priorities identified above and is influenced by interdependences between a number of external and internal priorities:

      

     External Influences

     • Scotland’s Economic Strategy https://www.gov.scot/publications/scotlands-economic-strategy/

        

       APPENDIX 4

        

     • City Region Deal for Stirling and Clackmannanshire https://www.gov.uk/government/publications/stirling-clackmannanshire-city- region-deal-heads-of-terms-agreement

     • Partner Plans and Strategies

        

       Internal Influences

     • Local Outcome Improvement Plan (“The Stirling Plan”) https://stirling.gov.uk/community-leisure/community-planning/the-stirling- plan-loip/

     • Stirling Council 10 Year Strategy: Thriving Stirling https://stirling.gov.uk/council-democracy/council-departments/10-year- strategy-thriving-stirling/

     • 5-Year Rolling Strategic Workforce Plan 2021-2026 https://stirling.gov.uk/jobs-business-investment/jobs/hr-performance- reporting/

     • Local Development Plan 2018 https://www.stirling.gov.uk/planning-building-the-

       environment/planning/development-planning/local-development-plan-2018/

     • Stirling City Deal Masterplan

     • Local Housing Strategy

     • Strategic Housing Investment Plan

     • Regional Transport Strategy

     • Revenue Budget

     • General Services Capital Programme

     • Housing Capital Investment Programme

     • Treasury Management Financial Strategy

     • Reserves Strategy

        

       The Capital Strategy sits centrally with the Council’s future planning activities and in doing so has to reflect the demands of each to ensure positive outcomes are achieved at the right time for the maximum benefit to Stirling.

        

       Governance Arrangements

       Expenditure must comply with the statutory definition of capital as defined by the relevant Accounting Standards and legislation.

        

       The Council’s Financial Regulations govern capital programme budgeting the setting, control and monitoring of the capital programme and provides detailed provisions for budget virements.

        

       The Council Management Team are responsible for developing and reviewing capital budgets. The Council has overall responsibility for approving the Council’s capital programme.

        

       Within this policy framework, the Council will be responsible for determining the resource framework for the future development of Council policies and programmes in consultation with the Council Management Team. The Council Management Team will provide such guidance as may be considered appropriate on the priorities to be followed in the preparation of capital plan generally.

        

       APPENDIX 4

        

       The inclusion of items in approved capital budgets gives the appropriate Senior Manager authority to incur expenditure provided that the Finance & Economy Committee or the Council has not placed a reservation on any such item or items. All Decision-making Committees have the authority to increase the costs of individual projects in the capital programme subject to these costs not exceeding 10% of the total project cost or £100,000, (whichever is the lesser), to cover an overspend, but only if this cannot be offset elsewhere in the approved capital programme. Expenditure on any other reserved matters may only be incurred once any such reservation has been fulfilled or removed either in whole or in part.

        

       It is the duty of the Council, the Finance & Economy Committee, the Chief Officer - Finance and each Senior Manager to monitor and control expenditure within the financial allocation provided in the Capital Budget.

        

       The Finance & Economy Committee will receive regular reports from Senior Managers on budget monitoring. This will be consistent with the service planning framework and corporate priorities as advised by the Finance & Economy Committee and agreed by the Council.

        

       Monthly capital budget monitoring will be presented to the Capital Delivery Group, Operational Governance Board and to Council Management Team.

        

       Capital Programme risks are documented on Project Risk Registers managed by Officers at individual project/programme level on an on-going basis. Issues and risks are escalated to Capital Delivery Group, Operational Governance Board and Committees as appropriate.

        

       The progress of the General Services Capital Programme is reported through the system of Green, Amber and Red Status Updates. The overall programme status is reported through covalent using the criteria below. Individual projects are assessed on a project delivery basis, as detailed below, with a narrative update required for those assessed as Amber or Red.

        

       	Overall programme	Individual Projects
       Green	Less than 10% variance from profile	Progressing well, on track
       Amber	10% variance from profile	Time or cost variances / issues which could impact delivery
       Red	Variance of 20% of profile	Issues which cause progress to stop or stall.

        

       Capital Funding

       The Council’s Capital Programme is financed from a variety of different sources:

        

     • Scottish Government General Capital Grant

        

       APPENDIX 4

        

     • Scottish Government Specific Capital Grants

     • Other External Capital Grants & Contributions

     • Revenue Contributions (Capital Funded from Current Revenue)

     • Developer Contributions

     • Capital Receipts from Asset Disposals

     • Prudential Borrowing

   Resource availability is a critical and limiting factor when setting the Council’s Capital Programme. In addition to the requirements to resource the actual capital expenditure, consideration also needs to be given to the on-going support required in terms of running costs, maintenance, borrowing costs.

    

   Although the Council has disposed of assets and generated significant receipts in recent years, there is still opportunities to augment investment funding through further disposals, informed through the Asset Management Strategy.

    

   The City Region Deal will be a key element of the Council’s capital programme going forward. Business cases and funding models are being developed.

    

   It is expected that there will be a greater emphasis on collaborative and partnership working, and the Council will continue to look for innovative ways to help deliver projects to meets its’ priorities and outcomes.

    

   99‌

    

   Stirling Council Agenda Item No. 5

   Stirling Council Date of

   Meeting: 3 March 2022

   Not Exempt

   Treasury Management Strategy Statement 2022/23

    

    

    

   Purpose & Summary

   This report outlines a Treasury Management Strategy for 2022/23, prepared in accordance with:

   1. The revised Chartered Institute of Public Finance & Accountancy (CIPFA) Treasury Management in the Public Services Code (2017 edition);

   2. The Chartered Institute of Public Finance & Accountancy (CIPFA) Prudential Code for Capital Finance in Local Authorities (2017 edition);

   3. The Local Authority (Capital Financing and Accounting)(Scotland) Regulations 2016;

   4. The Local Government Investment Regulations (Scotland) 2010, (and accompanying Finance Circular 5/2010); and

   5. The Local Government in Scotland Act 2003.

    

   Recommendations

   Council is asked to:

   1. approve the Treasury Management Strategy Statement for 2022/23 as detailed in this report; and

   2. approve the Prudential Indicators for 2022/23 to 2024/25 prepared with regard to the Housing Capital Investment Programme presented to Stirling Council on 17 February 2022 and the General Services Capital Programme 2022/23 presented to Stirling Council on 3 March 2022.

   3. Approve the continued authority of the Interim Chief Officer - Finance to temporarily increase counterparty limits under exceptional circumstances as outlined in paragraphs 3.58-3.60 below, noting that only authorised counterparties would be used (namely, the Debt Management Office Account Deposit Facility (DMADF) and The Royal Bank of Scotland (as a part-nationalised bank) and that the Interim Chief Officer - Finance would update the Convenor and Vice-Convenor appropriately along with a subsequent report to the Finance & Economy Committee.

    

   Resource Implications

   In accordance with the approved strategy, treasury management activity continues to maintain the Council’s loan portfolio on a strong, low-risk, long-term basis with due consideration of budget requirements to minimise the cost of debt.

    

    

    

   The impact of forecast interest rates for investments and new borrowing has been given full consideration when determining the budgetary requirements for loans charge for 2022/23 and subsequent years.

    

   Legal & Risk Implications

   Following consideration of the legal implications of this report, no further issues have been identified over and above those set out in the purpose and summary of the report.

   The Treasury Management Strategy Statement for 2022/23 identifies any associated risks inherent within the Council’s treasury management activities and the management of such risks.

    

   1. Background

      1. The Council is required to operate a balanced budget, which broadly means that cash raised during the year will meet cash expenditure. Part of the treasury management function is to ensure that this cash flow is adequately planned, with cash being available when it is required.

      2. The second aspect of the treasury management function is the funding of the Council’s capital plans. These plans provide a guide to the borrowing need of the Council, essentially the longer-term cash flow planning to ensure that the Council can meet its capital spending obligations. This management of longer-term cash may involve arranging long or short-term loans, or the restructure of existing debt.

      3. The contribution of the treasury management function is critical, as the balance of debt and investment operations ensures liquidity and the ability to meet spending commitments as they fall due, either on day-to-day revenue or on capital projects. The interest cost of debt and the investment income arising from cash deposits will affect the available budget. As cash balances generally arise from reserves and balances, the security of sums invested is a priority as any loss of principal would result in a loss to the General Fund balance.

      4. Stirling Council therefore defines its treasury management activities as “The management of the Council’s borrowing, investments and cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities; and the pursuit of optimum performance consistent with those risks.

      5. The CIPFA Treasury Management Code (2017 edition) recommends that Members receive reports on the Council’s Treasury Management policies, practices and activities, including as a minimum, an annual strategy report, a mid-year update and an annual performance report.

         CIPFA Code Update

      6. CIPFA published revised Treasury Management and Prudential Codes on 20 December 2021 and whilst it does take immediate effect, CIPFA has stated that formal adoption is not required until 2023/24 financial year.

         101

          

          

         1.7. Given the January 2002 release of the Guidance Notes for Practitioners and the significant work required to update the Treasury Management Practices and implement the changes from the revised Codes, there was insufficient time to include any changes within this Treasury Management Strategy Statement. Officers will work though the new requirements during 2022/23 and will present to the relevant Committee(s) at the earliest opportunity to ensure compliance for 2023/24.

          

   2. Considerations

      Treasury Management Strategy for 2022/23

      1. The Treasury Management Strategy for 2022/23 covers two elements:

         1. Treasury Management considerations: prospects for interest rates; the current treasury portfolio position; the borrowing strategy; policy on borrowing in advance of need; debt rescheduling; the investment strategy; creditworthiness strategy; the policy on the use of external service providers; treasury indicators which limit the treasury risk and activities of the Council and any other relevant treasury management issues.

         2. Capital Considerations: the capital expenditure plans and the associated prudential indictors and the loans fund repayment policy.

            Treasury Management Considerations Prospects for interest rates

      2. Interest rate forecasts formulated by Link Group, the Council’s treasury management advisors, are summarised below:

          

          

         	Bank Rate (%)	Public Works Loan Board (%)
         		5 year	10 year	25 year	50 year
         now	0.50	2.12	2.27	2.38	2.08
         Mar-22	0.75	2.20	2.30	2.40	2.20
         Jun-22	1.00	2.30	2.40	2.50	2.30
         Sep-22	1.00	2.30	2.40	2.50	2.30
         Dec-22	1.25	2.30	2.40	2.60	2.40
         Mar-23	1.25	2.30	2.40	2.60	2.40
         Forecast as at 08/02/22

          

         Bank of England Base Rate

      3. The Bank of England Bank Rate (the Base Rate) is set by the Monetary Policy Committee (MPC) as part of their monetary policy to keep inflation low and stable (2% inflation target) and in a way that helps sustain growth and employment.

    

    

    

   1. In response to the extraordinary circumstances arising from the impact of COVID-19 and to support business and households through the associated economic disruption, the Bank of England’s Monetary Policy Committee voted unanimously to reduce the Base Rate to 0.25% on 11 March 2020 and then to 0.10% on 19 March 2020. It remained unchanged until 15 December 2021, when it was increased to 0.25%.

   2. At its meeting on 2 February 2022, the MPC voted by a majority of 5-4 to increase the rate to 0.50%. Those members in the minority preferred to increase the rate to 0.75%.

   3. The MPC Report for February 2022 comments that whilst the UK economy continues to recover, inflation has risen above the 2% target. This increase to the bank rate is to support inflation to return to 2% but the rate may need to be raised further. The MPC role is to ensure that inflation returns to target in a sustainable way.

      Public Works Loan Board

   4. Gilt yields, and therefore Public Works Loan Board (PWLB) rates, can be subject to exceptional levels of volatility which are highly correlated to geo- political, emerging market and sovereign debt developments and sharp changes in investor sentiment. In the shorter term, this makes economic and interest rate forecasting, with any degree of confidence and reliability, difficult and unpredictable.

   5. The above forecasts expect little upward movement in PWLB rates over the next few years as it will take economies, including the UK, a prolonged period to recover from the coronavirus lockdown periods. The forecast is a steady, but slow, rise in both Bank Rate and gilt yields during the forecast period, but there will doubtless be a lot of unpredictable volatility during this period also.

   6. On 25 November 2020, HM Treasury announced its response to its consultation, ‘Public Works Loan Board; future lending terms” and published revised lending terms effective from 26 November 2020. The current margins over gilt yields are:

    

   	Current Rate
   Standard Rate	gilt plus 100 basis points
   Certainty Rate	gilt plus 80 basis points

    

    

    

   Current Portfolio Position: actual external debt

   1. The Council’s existing long-term borrowing portfolio, assuming no further new long- term borrowing during 2021/22 is expected to be:

       

      Long-Term Borrowing	31/03/21	Average	31/03/22	Average
      PWLB Maturity	£128.297m	5.08%	£125.352m	5.00%
      L1 Renewables Financing	£9.816m	3.61%	£9.756m	3.61%
      SALIX Interest Free Loans	£0.076m	0.00%	£0.006m	0.00%
      Total Long-Term Borrowing	£138.189m	4.98%	£135.114m	4.90%

       

       

   2. The Council has been supplementing its cash flows with temporary borrowing, the level of which has reduced in recent financial years. At 31 January 2022, temporary borrowing loans totalled £2.00M with an average rate of 0.028%.

   3. In line with the approved treasury management strategy and on-going cash flowrequirements, officers will continue to monitor this position, and interest rates to maintain an appropriate level of temporary borrowing.

   4. The Council’s actual external (gross) debt position is represented by the total of external borrowing and other long-term liabilities i.e. finance lease liabilities under PFI/PPP schemes. Such liabilities are not treated as the borrowing of money but are recognised as an outstanding liability of the Balance Sheet and are considered a debt associated with capital financing.

      Borrowing Strategy

   5. The Council is currently maintaining an under-borrowed position. This means that the capital borrowing need (the capital financing requirement) has not been fully funded with loan debt. Cash supporting the Council’s reserves, balances and cash flow is being used as a temporary measure and is currently being supplemented by temporary borrowing that has been readily available within the market and at comparatively lower rates than PWLB new loan rates.

   6. This strategy of effectively delaying new long-term borrowing by running down cash balances and undertaking temporary borrowing has served the Council well over recent years, and delivered savings, but it is only a short-term measure, with the advantage of realising in-year savings.

   7. This strategy needs to be carefully reviewed and monitored to ensure no opportunities are missed for taking new loans at long-term rates which might be higher in future years, as borrowing rates are expected to increase. However, any new long-term borrowing undertaken would incur a significant cost of carrying due to the differential between temporary borrowing and long- term borrowing interest rates, and the currently low investment rates that would be obtained if the Council were required to lend out any cash borrowed in advance of expenditure being incurred.

    

    

    

   1. In view of the above interest rate forecast and inherent economic risks, the Council’s borrowing strategy for 2022/23 will give consideration to any potential new borrowing in the following order of priority:

      1. The cheapest borrowing will be internal borrowing: utilising cash balances and foregoing interest earned at relatively low interest rates. However, cash balances are significantly lower than in previous years and the Council has been undertaking temporary borrowing. Therefore, in view of the overall forecast for long-term borrowing rates to increase in forthcoming years, consideration will be given to weighing the short-term advantage of internal borrowing against potential long-term costs if the opportunity is missed for taking loans at long-term rates which will be higher in future years.

      2. Temporary borrowing from the money markets or other local authorities is a useful means of managing cash flows, particularly when rates are comparatively lower than PWLB interest rates. However, as with the use of internal borrowing, consideration will also be given to weighing the short-term advantage of temporary borrowing against potential long-term costs if the opportunity is missed for taking loans at long-term rates which will be higher in future years.

      3. As part of the option appraisal for new PWLB loans, the Council will consider loans of a short to medium duration, subject to interest rates and forecasts, to help spread debt maturities away from a concentration in long dated debt and help maintain the balance of the debt portfolio. The Council is eligible to borrow at the PWLB Certainty Rate and will continue to complete and return the relevant information to ensure this rate is accessible for any borrowing that may be undertaken.

      4. Consideration will also be given to borrowing fixed rate market loans, where rates are significantly below PWLB rates for an equivalent maturity period, as this would help maintain a balance between PWLB and market debt in the debt portfolio.

   2. The Council, in conjunction with its treasury management advisors, will continually monitor prevailing interest rates and risks within the economic forecasts to ensure that any funds required are secured at the most advantageous rates and terms and will adopt a pragmatic approach to a change in sentiment:

      1. If it were felt that there was a significant risk of a sharp fall in borrowing rates (e.g. due to a marked increase of risks around relapse into recession or of risks of deflation) then long term borrowing will be postponed and potential rescheduling from fixed rate funding into short term borrowing will be considered.

      2. If it were felt that there was a significant risk of a much sharper rise in borrowing rates than that currently forecast (e.g. an acceleration in the rate of increase in central rates in the UK and USA, a greater than expected increase in world economic activity or a sudden increase in inflation risk) then the portfolio will be re-appraised, with the likely action being to undertake fixed rate borrowing whilst interest rates remain low.

    

    

    

   1. Any decision to undertake new borrowing will be reported to Finance & Economy Committee at the earliest opportunity, as part of the cycle of reports for Treasury Management. As current and forecast long-term loan rates are considerablylower than the rates on maturing loans, any new loans undertaken will contribute to lowering the average interest rate of the Council’s external borrowing portfolio.

      Policy on borrowing in advance of need

   2. The Council will not borrow more than or in advance of its need purely in order to profit from the investment of extra sums borrowed. Any decision to borrow in advance will be within forward approved Capital Financing Requirement estimates, and will be considered carefully to ensure value for money can be demonstrated and that the Council can ensure the security of such funds.

      Debt Rescheduling

   3. Opportunities for debt restructuring through PWLB loans are now much less attractive and much more expensive due to the large difference between premature redemption rates and new borrowing rates.

   4. Due to the historic, high interest rates of the current borrowing portfolio, premature repayment of PWLB loans is likely to generate significant premiums which are unaffordable and unlikely to be justifiable on a value for money grounds. Opportunities for debt rescheduling will continue to be monitored and evaluated to determine whether there are any beneficial options.

   5. As short-term borrowing rates are expected to be marginally cheaper than longer-termrates, there may be opportunities to generate savings by switching from long-term debt to short-term debt. However, these savings will need to be considered in terms of their short-term nature and the re-financing risk upon maturity. Any such rescheduling and repayment of debt is likely to cause a flattening of the Council’s maturity profile, as historically there has been a skew towards longer dated PWLB loans.

   6. The basis for any rescheduling to take place will include: the generation of cash savings and / or discounted cash flow savings; helping to fulfil the borrowing strategy outlined above; enhance the balance of the portfolio (i.e. amend the maturity portfolio / address the balance of volatility).

   7. Any rescheduling undertaken will be reported to Finance & Economy Committee at the earliest opportunity following its action.

      Annual Investment Strategy

   8. The Council’s investment policy has regard to the Local Government Investment (Scotland) Regulations 2010 (and accompanying Finance Circular 5/2010 The Investment of Money by Scottish Local Authorities) and the 2017 revised CIPFA Treasury Management in Public Services Code of Practice and Cross Sectoral Guidance Notes.

   9. The Council will have as its investment priorities; the security of capital; the liquidity of its investments; and the minimisation of risk.

    

    

    

   1. The Council will aim to achieve the optimum return on its investments commensurate with proper levels of security and liquidity and will adopt a low risk attitude to give priority to the security of its investments. In the current economic climate, it is considered appropriate to keep investments short to medium term: investments will be made with reference to the core operational balance and cash flow requirements and the outlook for short- term interest rates.

   2. The Council, in its creditworthiness policy (detailed below) stipulates minimum acceptable credit criteria in order to generate a list of highly creditworthy counterparties which also enables diversification and the avoidance of concentration of risk.

   3. The borrowing of monies purely to invest or on-lend is unlawful and the Council will not engage in such activity.

   4. The Local Government Investment (Scotland) Regulations 2010 require approval of all types of investment to be used and the setting of appropriate limits for the amount that can be held in each investment type. These are referred to as ‘Permitted Investments’ and any investments used, but not approved as a permitted investment, would be considered ultra vires.

   5. The Council has reviewed its anticipated investments (and levels of investment) and a summary of Permitted Investments is included in Appendix 1, with full details of objectives, risks and controls provided in Appendix 2.

   6. Details of outstanding investments, in respect of treasury management, will continue to be reported to Members through the Information Bulletin. At the end of the financial year, the Council will report on its investment activity as part of its Annual Treasury Report

      Investments that are not part of Treasury Management Activity

   7. Treasury management investment activity covers those investments that arise from the Council’s cash flows and debt management activity, and effectively represent balances that need to be invested until cash is required for use in the course of business.

   8. The 2017 revised Code recognises that Councils may make investments for policy reasons outside of normal treasury management activity: investments in other financial assets and property primarily for financial benefit

   9. These non-financial or non-treasury investments require more careful financial risk assessment. Where such investments do not give priority for security and liquidity over yield, whether because of the nature of the assets themselves or for valid service reasons, it is recommended that such a decision should be explicit, the additional risks set out clearly and the impact on financial sustainability identified and reported

   10. It is critical that due diligence processes and procedures reflect the additional risk the Council is taking on. Due diligence procedures should ensure effective scrutiny of proposed investments, identification or risk to both capital and returns, any external underwriting of those risks and the potential impact on the financial sustainability of the organisation if those risks come to pass. Independent, professional, specialist advice should be sought where necessary.

    

    

    

   1. The Council should maintain a schedule setting out a summary of existing material investments, subsidiaries, joint ventures and liabilities including financial guarantees and the Council’s risk exposure. Such details are disclosed in the Council’s abstract of accounts, are reviewed each year and a schedule from the audited accounts as at 31 March 2021 is included at Appendix 3.

   2. Details of non-treasury permitted investments are also included in Appendices 1 and 2.

   3. It is expected that many of the principles underlying the Council’s treasury management practices would also apply to non-treasury investments. However, the Council’s policy will be that all non-treasury investments will require to be separately reported to Council to demonstrate full due diligence, appraisal and evaluation.

      International Financial Reporting Standard (IFRS) 9: Financial Instruments

   4. As a result of the change in accounting standards for 2018/19 under IFRS 9 Financial Instruments, the Council will consider the implications of investment instruments which could result in an adverse movement in the value of the amount invested and resulted charges at the end of the year to the General Fund.

   5. IFRS 9 is primarily a re-classification exercise and details are provided in Appendix 4. The key change relates to the Expected Credit Loss Model. In the previous model, an event would happen and then provision made against the likely loss. Under the new model the event need not have happened, it is the expectation of loss.

   6. These changes are expected to have a greater impact on non-treasury investments, particularly those driven by policy rather than financial need.

      Creditworthiness Policy

   7. The Council has stipulated minimum acceptable credit criteria as Short Term F1 (or equivalent) and Long Term A- (or equivalent) in order to generate a list of highly creditworthy counterparties. This minimises risk to its investments by enabling diversification and the avoidance of concentration of risk. Appendix 5 provides full details of rating definitions and equivalencies across the three main agencies (Fitch, Moody’s and Standard and Poor).

   8. In previous years, the Council’s credit rating criteria considered Short Term, Long Term, Individual and Support Ratings. However, in response to an evolving regulatory regime, which attempted to break the link between sovereign support and financial institutions and new methodologies taking into account additional factors, such as regulatory capital levels, the Individual and Support Ratings are now of lesser importance in the assessment process and have effectively become redundant/withdrawn. These rating agency changes do not reflect any changes in the underlying status or credit quality of an institution. They are merely reflective of a reassessment or rating agency methodologies in light of enacted and future expected changes to the regulatory environment in which financial institutions operate.

   9. Since 2019, the largest UK banks have been required by UK law to separate core retail banking services from their investment and international banking activities, a regulatory initiative known as “ring-fencing”, created in response to the global financial crisis.

    

    

    

   1. Ring-fencing mandates the separation of retail and small/medium sized enterprise deposits from investment banking, in order to improve the resilience and resolvability of banks by changing their structure. Activities offered from within a ring-fenced bank will be focused on lower risk, day-to- day core transactions. More complex and “riskier” activities are required to be housed in a separate entity, a non-ring-fenced bank. This is to ensure that an entity’s core activities are not adversely affected by the acts or omissions of other members of its group.

   2. While the structure of banks included within this process may have changed, the fundamentals of credit assessment have not. The Council will continue to assess the new-formed entities in the same way it does other institutions.

   3. The Council considers that credit ratings should not be the sole determinant of the quality of an institution. The assessment should also take account of information that reflects the opinion of the markets: it remains important to continually assess and monitor the financial sector on both a micro and macro basis and in relation to the economic and political environments within which institutions operate. The Council will therefore adopt a weighted average modelling approach to determining its creditworthiness policy.

   4. The Council will apply the creditworthiness service provided by their treasury management advisor in order to enhance the basic approach of setting minimum credit criteria. A sophisticated modelling approach is employed to utilise credit ratings from the three main credit agencies as the core element and supplements this with various overlays: credit watches and credit outlooks from credit rating agencies; credit default swap spreads to give early warnings of likely changes in credit ratings; sovereign ratings to select counterparties from only the most creditworthy countries.

   5. This modelling approach combines credit ratings, credit watches and credit outlooks in a weighted scoring system which is then combined with an overlay of capital default swaps spreads, the end product of which is a series of colour coded bands which indicate the relative creditworthiness of counterparties. These colour codes are then used to determine the suggested (maximum) durational limits for investments.

       

      no colour	not to be used
      Green	100 days
      Red	6 months
      Orange	1 year
      Blue	1 year (UK nationalised)
      Purple	2 years

   6. This approach does utilise all three rating agencies (where ratings provided) but by using a risk weighted scoring system and a wider array of information and not just primary ratings, it does not give undue weight to just one agency’s ratings. The Council is satisfied that this service gives a much- improved level of security for its investments and could not be replicated using in-house resources.

    

    

    

   1. There may be occasions when a counterparty is rated by only one agency or is rated by several agencies but ratings from one particular agency are marginally lower than the Council’s prescribed minimum. In such instances, a counterparty may still be used. Consideration will be given to the whole range of ratings available (hence the usefulness of a weighted average approach) and other topical market information to support their use. Such counterparties will only be used when no suitable alternative counterparties are available.

   2. All credit ratings will be monitored on a weekly basis and the Council will be alerted to changes to the ratings of all three agencies through the creditworthiness service provided by its treasury management advisors.

      1. If a downgrade results in the counterparty no longer meeting the Council’s minimum criteria, its further use as a new investment will be withdrawn immediately.

      2. In addition to the use of credit ratings, the Council will be advised on information in movements in credit default swaps and extreme market movements may result in the downgrade of an institution or removal from the Council’s lending list.

   3. Sole reliance will not be placed on the use of this external service. The Council will also use market data and information in order to establish the most robust scrutiny process of investment counterparties.

   4. Whilst this approach offers a consistent and robust framework for investment activities, the ability of counterparties to fall within these criteria is increasingly tight in the current anomalous banking and wider economic environment and in response to this economic instability, specific provisions are made to the counterparty policy to ensure the Council retains control, flexibility and diversification of its investment activities:

      1. Country Limits: Whilst the evolving regulatory environment and new methodologies used by the ratings agencies mean that sovereign ratings are now of lesser importance in the assessment process, the creditworthiness service provided by the treasury management advisors continues to incorporate sovereign ratings in order to select counterparties from only the most creditworthy countries. The Council has determined that until there is greater stability in the world economy, investments will continue to be restricted to UK financial institutions. The impact of Brexit and the COVID pandemic on the UK sovereign rating remains a concern.

      2. Part-Nationalised UK Banks: The Council will continue to lend to those banks which are part-nationalised or have a significant UK government support. This currently applies to The Royal Bank of Scotland Group plc.

      3. Debt Management Office: The Council will continue to make use of the Debt Management Account Deposit Facility, recognising that whilst this offers relatively lower returns, this facility offers comparatively greater security for investments.

      4. Other Local Authorities: Whilst not credit rated in their own right, other local authorities are considered to be of a high credit standing and are active participants in the money markets in respect of temporary lending and investment and the Council will continue to use such.

          

      5. Direct Dealing with institutions: The Council will continue to deal directly with financial institutions which meet the Council’s credit criteria (and/or are part-nationalised) and offer products that are beneficial to the Council’s cash flow management and investment activities (e.g. instant access deposit accounts, short-term notice accounts.

   5. The Council’s list of permitted investments detailed in Appendices 1 & 2 allow for the use of money market funds with a maximum investment of £5M. The Council has not yet made use of this form of investment facility. In order to ensure the continued flexibility and diversification of options for depositing surplus funds, officers will further explore the options for the use of Money Market Funds during 2022/23, ensuring these are fully assessed against the counterparty criteria.

   6. The Finance & Economy Committee, on 19 November 2020, approved authority for the Chief Officer - Finance to temporarily increase counterparty limits under exceptional circumstances, noting that only authorised counterparties would be used and that the Chief Officer - Finance would update the Convener and Vice Convener appropriately along with a subsequent report to the Finance & Economy Committee.

   7. With regards to the treasury strategy investment priorities of the security of capital, liquidity of investments and minimisation of risk, and the specific provisions regarding the prioritisation of institutions with significant government support, this authority extended to investments with the Royal Bank of Scotland and the Debt Management Office Account Deposit Facility (DMADF).

   8. Whilst surplus cash balances have returned to a more normal level, it is proposed that this endorsement is continued for 2022/23, to help manage any exceptional circumstances that may arise.

   9. A counterparty review was undertaken during 2021/22, when surplus cash balances remained high, to identify and appraise additional Counterparties to extend the options for placing surplus funds and these will be followed up in 2022/23, in line with the Counterparty policy set out above.

   10. A summary of the Council’s counterparty policy is detailed below:

    

   Counterparty Type	Limit	(Maximum) Duration
   UK Banks & Building Societies	£3 million	Suggested durations as per
   		creditworthiness service
   UK Nationalised Institutions	£5 million	provided by treasury management advisors
   Debt Management Office Account Deposit Facility	£10 million	6 months per facility operational limits
   Other Local Authorities	£3 million	Maximum 364 days
   Money Market Funds	£5 million	Maximum 364 days

    

    

    

   Training

   1. The CIPFA Code of Practice requires the responsible officer to ensure that Members with responsibility for treasury management receive adequate training in treasury management. This especially applies to Members responsible for scrutiny.

   2. The training needs of treasury management officers are periodically reviewed and officers regularly attend seminars and training courses. Senior Management Team and Member Training is also organised as required.

   3. A Treasury Management Training Session was delivered to Elected Members by Link Group on 26 January 2022. Further training sessions will be arranged following the Local Government elections in May 2022.

      Policy on the use of external service providers

   4. The Council recognises that there is value in employing external providers of treasury management services in order to acquire access to specialist skills and resources. The Council will ensure that the terms of appointment and methods by which their value will be assessed are properly agreed and documented and subject to regular review.

   5. The Council recognises that responsibility for treasury management decisions remains with the Council at all times and will ensure that undue reliance is not placed upon such external service providers.

   6. Link Group are the Council’s current treasury management advisors and Officers regularly communicate with Link Group through email, (virtual) site- based Strategy Meetings and regional seminars.

   7. The Council will continue to use brokers to facilitate short-term investments and meet temporary borrowing requirements via money markets.

      Banking Services

   8. The Royal Bank of Scotland plc is the Council’s current banking services provider. Officers continue to liaise and communicate with the bank on any operational issues that may arise, to ensure value for money is achieved and ensure the Council makes best use of any services and developments in banking services and technology.

   9. The contract for banking services with The Royal Bank of Scotland plc is currently in its final extension year which is due to expire on 31 May 2022. The contract went out to tender during 2021/22 and evaluation of tender responses is currently underway.

      Treasury Management Policies & Practices

   10. The Treasury Management Policies and Practices will continue to be reviewed, revised, streamlined and updated to ensure they reflect all current operational practices and the requirements of the Treasury Management Code of Practice.

       The Markets in Financial Instruments Directive (MiFID II)

   11. These regulations govern the relationship that financial institutions conducting lending and borrowing transactions have with local authorities. Under MiFID II, local authorities are classed as retail clients but have the option to “opt up” to an elective professional client status if the authority meets certain qualitative and quantitative criteria.

    

    

    

   1. The Council has opted up to elective professional client status in order to maintain the status quo in terms of any investment products currently in place and to maintain existing relationships with financial institutions. The process for electing to opt up to professional status with financial institutions is a continuous process and the Council will continue to review any new requirements to opt up to ensure it can access all investment products it may wish to use as part of its Treasury Management Strategy.

      Scheme of Delegation and Role of the Section 95 Officer

   2. The Council’s Chief Finance Officer undertakes the role of the Section 95 Officer, details of which, along with duties under the treasury management scheme of delegation, are included in Appendix 6.

   3. The specific responsibilities of this officer have remained unchanged however, changes in the 2017 editions of Treasury Management and Prudential Code in terms of the introduction of a new Capital Strategy have effectively extended the responsibilities of this role.

      Capital Considerations Capital Strategy Report

   4. The Prudential Code for Capital Finance in Local Authorities (2017 edition) requires to Council to prepare a Capital Strategy Report to demonstrate that capital expenditure and investment decisions are taken in line with service objectives and properly take account of stewardship, value for money, prudence, sustainability and affordability.

   5. The Capital Strategy is intended to give a high-level, long-term overview of how capital expenditure, capital financing and treasury management activity contribute to the provision of services along with an overview of how associated risk is managed and the implications for future financial sustainability.

   6. The aim of the Capital Strategy report is to engage with full Council to ensure that the overall strategy, governance procedures and risk appetite are fully understood by all elected members.

   7. The Capital Strategy should be tailored to the Council’s individual circumstances and will include capital expenditure, investments and liabilities and treasury management in sufficient detail to allow all elected members to understand how stewardship, value for money, prudence, sustainability and affordability will be secured.

   8. The Capital Strategy Framework is included within the Proposed General Services Capital Programme 2022/23 paper presented to this same Stirling Council meeting on 3 March 2022.

      The Prudential and Treasury Indicators 2022/23 to 2024/25

   9. The Council’s capital expenditure plans are the key driver of treasury management activity. Prudential and Treasury Indicators are relevant for the purposes of setting an integrated treasury management strategy. The objectives being to ensure, within a clear framework, that the capital expenditure plans are affordable, prudent and sustainable, and that treasury management decisions are taken in accordance with good professional practice and in full understanding of the risks involved and how these risks will be managed to levels that are acceptable by the Council.

    

    

    

   Prudential Indicators – Indicators of Prudence

   1. The Council’s Prudential Indicators for 2022/23 to 2024/25 have been prepared with regard to the Housing Capital Investment Programme presented to Stirling Council on 17 February 2022 and the General Services Capital Programme 2022/23 presented to Stirling Council on 4 March 2022.

   2. The Capital Expenditure indicator is a summary of the Council’s capital expenditure plans, both those agreed previously and those proposed for forthcoming financial years. The extent to which such expenditure is to be financed will influence the Council’s capital financing requirement.

       

      Estimates of Capital Expenditure Indicator 1
      	2022/23 £000	2023/24 £000	2024/25 £000
      General Services	£37.190M	£42.740M	£30.925M
      Housing Revenue Account	£18.326M	TBC	TBC
      Total Capital Expenditure	£55.041M	TBC	TBC

   3. The capital financing requirement is the total historic outstanding capital expenditurewhich has not yet been paid for from either revenue or capital resources: it is essentially a measure of the Council’s underlying need to borrow.

   4. The term ‘financing’ does not refer to the payment of cash but the resources (capital grants, receipts and contributions or direct charges to revenue) that are applied to ensure that any underlying amount arising from capital expenditure is dealt with absolutely, whether at the point of spend, or over the longer term. The Council’s capital financing requirement will therefore increase whenever capital expenditure is incurred but not resourced immediately and may reduce over time by future applications of capital grant, receipts and contributions, or future charges to revenue (including scheduled debt amortisation i.e. loans charges repayments).

   5. Following accounting requirements under International Financial Reporting Standards, the capital financing requirement includes any other long term liabilities (e.g. PFI schemes, finance leases) brought onto the Balance Sheet. Whilst this increases the Council’s borrowing requirements, these types of scheme include a borrowing facility and the Council is not therefore required to separately borrow for such.

    

    

    

   1. The capital financing requirement is therefore reduced by the outstanding PFI liability to represent the Council’s underlying borrowing requirement.

       

      Estimates of Capital Financing Indicator 2 Requirement
      	2022/23 £000	2023/24 £000	2024/25 £000
      General Services	£201.405M	£219.494M	£237.301M
      Housing Revenue Account	£74.533M	£78.673M	£82.715M
      Capital Financing Requirement	£275.938M	£28.167M	£320.016M
      PFI/PPP Liability	(£47.172M)	(£44.439M)	(£41.603M)
      Underlying Borrowing Requirement	£228.766M	£253.728M	£278.413M

   2. The over-arching objective is to ensure that external debt (i.e. the sum of external borrowing and other long-term liabilities relating to the financing of capital expenditure) is kept within sustainable, prudent limits. In order to ensure that borrowing is only undertaken for capital purposes the Council should ensure that external debt does not, except in the short-term, exceed the total of the capital financing requirement in the preceding year plus the estimates of any additional capital financing requirement for the current and next two financial years. This allows some flexibility for limited early borrowing for future years, but ensures that borrowing is not undertaken for revenue purposes.

   3. If the level of gross debt is below the Council’s capital financing requirement, compliance with this indicator is demonstrated.

    

   Gross Debt and the Capital Financing Indicator 3 Requirement
   	2022/23 £000	2023/24 £000	2024/25 £000
   CFR Comparator	£320.016M	£341.493M	£362.557M
   Gross Debt	£270.462M	£289.527M	£282.489M
   Does Gross Debt exceed the Capital Financing Requirement for the current year and following 2 years?	No	No	No

    

    

    

   1. The Authorised Limit for external debt is a statutory limit determined under Regulation 6(1) of the Local Authority (Capital Finance and Accounting) (Scotland) Regulations 2016.

       

      Authorised Limit and Operational Boundary for External Debt
      	2022/23	2023/24	2024/25
      Authorised Limit	£311.973M	£327.204M	£349.053M
      Operational Boundary	£284.874M	£304.298M	£326.147M

   2. The Authorised Limit represents a control of the maximum level of borrowing; a legal limit beyond which external debt is prohibited and needs to be set or revised by full Council. It reflects a level of external debt that, whilst not desired, could be affordable in the short-term but which is not sustainable in the longer-term. In effect, it is the outer boundary of the Council’s debt, a limit beyond which external debt is prohibited. It should not be treated as an upper limit for capital purposes alone as it must also encompass borrowing for temporary purposes. The calculation of the Council’s limit is linked to the estimated Capital Financing Requirement, with some capacity for variations (e.g. if capital expenditure plans were exceed by 10%, if capital receipts did not materialise as expected, timing of receipt of capital grants).

   3. The Operational Boundary is an estimate of the most likely i.e. prudent, but not worse case scenario. This is the limit beyond which external debt is not normally expected to exceed. In most cases, this would be a similar figure to the capital financing requirement, but may be lower or higher depending on levels of actual debt and the ability to fund under-borrowing by other cash resources.

   4. The CIPFA LASAAC Local Authority Accounting Code Board agreed to defer the implementation of the leasing accounting standard (IFRS 16) until the 2022/23 financial year. The standard will require leases that were previously off-Balance Sheet to be brought onto the Balance Sheet as at 1 April 2022. At present, the precise value of such adjustments is unknown but officers will be undertaking a detailed review of all leases during 2022/23 to quantify the values and ensure the new accounting requirements are met. Amendments required to the Prudential Indicators as a result of this will be reported in due course.

      Prudential Indicators – Indicators of affordability

   5. Indicators of affordability address the revenue implications of the Council’s financial strategy since, as a fundamental principle, all the borrowing of an authority are secured on its future revenue income. The fundamental objective in consideration of the affordability is to ensure that the level of investment in capital assets remains within sustainable limits.

   6. The ratio of financing costs to net revenue stream is an affordability measure of the proportion of the budget that is allocated to the financing of capital expenditure. The higher the ratio, the higher the proportion of resources tied up to service capital costs.

   7. For the General Fund, it is the ratio of financing costs of borrowing against net expenditure financed by government grants and local taxpayers. For the Housing Revenue Account (HRA) it is the ratio of financing costs to housing rental income.

    

    

   Estimates of financing costs to net revenue Indicator 4 stream
   	2022/23	2023/24	2024/25
   General Services	6%	6%	6%
   Housing Revenue Account	20%	20%	20%

   Treasury Indicators

   1. The treasury management function ensures that the Council’s cash is organised in accordance with the relevant professional codes so that sufficient cash is available to meet the Council’s service activity and capital expenditure plans.

   2. The calculation of upper and lower limits in respect of the maturity structure of borrowings is designed to manage the risk of having to refinance at a time when interest rates may be volatile or uncertain and avoid large concentrations of fixed rate debt within the same maturity structure.

       

      Maturity structure of borrowing Indicator 5
      	Fixed		Variable
      	Lower Limit	Upper Limit	Lower Limit	Upper Limit
      Under 12 months	0%	30%	0%	100%
      12 months and within 24 months	0%	30%	0%	50%
      24 months and within 5 years	0%	30%	0%	40%
      5 years and within 10 years	0%	40%	0%	30%
      10 years and within 20 years	0%	45%	0%	20%
      20 years and within 30 years	0%	45%	0%	20%
      30 years and within 40 years	0%	50%	0%	20%
      40 years and over	0%	100%	0%	20%

   3. Although Scottish Local Authorities are now permitted to invest for periods over 365 days, the Council has chosen not to include this type of treasury investment in its Treasury Management Strategy at this point due to the current economic environment.

   4. The Council must have consideration to its exposure to interest rate movements and seeks to manage this risk, and reduce the impact of any adverse movements in interest rates, through the various provisions of the Treasury Management Strategy. Interest rates and forecasts are kept under continual review. In terms of the Borrowing Strategy outlined above, the Council will continue to weigh the short-term advantage of internal and temporary borrowing against the potential long-term costs if opportunities are missed for taking loans at long-term rates which will be higher in future. Investments, which are not considered to be at a significant level at present, will be kept short in terms of both counterparty risk and expectations that interest rates will rise in the future.

    

    

    

   Statutory Repayment of Loans Fund Advances

   1. The Local Authority (Capital Finance and Accounting) (Scotland) Regulations 2016 (“the 2016 Regulations) came into force on 1 April 2016. These Regulations replaced the statutory provisions for the local authority borrowing, lending and loans fund as set out in Schedule 2 of the Local Authority (Scotland) Act 1965 and Finance Circular 29/1975

   2. The 2016 Regulations require the Council to maintain a statutory loans fund which is to be administered in accordance with the 2016 Regulations, proper accounting practices and prudent financial management. The statutory loans fund reflects the Council’s underlying need to finance, by borrowing money, the expenditure incurred in any financial year on those purposes set out in the 2016 Regulations: the balance at 31 March each year will represent the amount of past expenditure financed by borrowing money that the Council has a liability to meet from future revenue budgets.

   3. The Scottish Government issued statutory guidance on the 2016 regulations in July 2016 (Finance Circular 7/2016). This guidance, amongst other interpretations, considered “prudent financial management” as the prudent repayment of a loans fund advance, and identifies that the broad aim of such is to ensure that the repayment of a loans fund advance, in relation to repayment period and amount of repayment each year, is reasonably commensurate with the period and pattern of the benefits provided to the community from capital expenditure.

   4. The statutory guidance identifies 4 options that are considered prudent: (1) Statutory Method (available only until 31 March 2021); (2) Depreciation Method; (3) Asset Life Method and (4) Funding/Income Profile Method. What represents prudent repayment will be a decision for each local authority: an authority need not select a single option and can apply different options for different capital schemes / projects, but should be consistent in applying options.

   5. The Regulations also allow a local authority to vary the period of any advance, or the repayment amount, or both, where it considers it prudent to do so. This provision enables an authority to make additional voluntary repayments of loans fund advances.

   6. These new Regulations provided various options for the statutory repayment of debt, and therefore present an opportunity to review loans fund policy, and change various aspects of how assets are financed, should this be considered appropriate in terms of “prudent provision”.

   7. The repayment period is a key concept of prudent repayments. To profile over too short a period is imprudent as could be viewed as requiring the taxpayer to repay capital investment before receiving the full benefit from the asset. Conversely, profiling over too long a period could mean that the taxpayer not repaying the full capital investment before the asset’s life has ended.

   8. In line with current practice, loans fund advances would typically only be made for those longer term periods as General Capital Grant would be applied in the first instance to those shorter-term assets, and any residual receipts would then be matched to the longer-term assets.

    

    

    

   1. The Council is required to set out its policy for the statutory repayment of loans fund advances prior to the start of the financial year. It should also be reviewed on a regular basis to ensure it is still appropriate to circumstances within the concept of prudent financial management.

   2. The loans fund policy on the repayment of loans fund advances is a follows:

      1. For loans fund advances made prior to 1 April 2020, the policy will be to use the Asset Life annuity method, with all loans being repaid over an average 40 year period.

      2. For loans fund advances made after 1 April 2020, the repayment of the loan will use the Asset Life annuity method, with all loans being repaid over an average 40 year period.

      3. For assets under construction, the repayment of the first loan fund repayment will be deferred until the financial year following the one in which the asset is first available for use or operational.

      4. For all other assets, the repayment of the first loan fund advance will be deferred until the financial year following the one in which the asset is first available for use or operational.

      5. Consideration will also be given to specific assets where funding structures may be more suited to a funding/income profile method rather than an asset annuity method, if it is more prudent to do so.

   3. The statutory duty to administer the loans fund in accordance with prudent financial management extends to the interest rate use for the annuity calculation. Historically, an annuity rate of 8.5% was used until 2014-15 when the loans fund pooled rate for each year was applied. The weighted average rate over the period 2007/08 to 2021/21 was 4.85%. It is therefore considered reasonable to use a simplified rate of 5%.

   4. Any changes to the policy, method to be adopted and annuity rate to be used, will be taken in consideration of the totality of the Council’s capital plans, the use of its’ assets and the requirement to provide for a prudent repayment of loans fund advances, in the context of prudent financial management.

   5. The Regulations require the Council to meet specific reporting requirements in relation to the loans fund account, namely:

      1. Balance as at 1 April;

      2. Advances for the financial year;

      3. Repayments made for the financial year; and

      4. Balance as at 31 March.

   6. This disclosure must also identify the liability to make future repayments of loans fund advances and is to provide a breakdown of the balance at 31 March into 5-year periods, with HRA balances being reported separately from the General Fund. This estimated loans fund account balance and repayments as at 31 March 2022 are detailed in Appendix 7.

    

    

   1. Implications

      Equalities Impact

      1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as this is a technical report to set out the Council’s Treasury Management Strategy Statement for 2022/23 and meet the technical, professional and legislative requirements of such.

         Fairer Scotland Duty

      2. The contents of this report were considered in terms of the Fairer Scotland Duty and were determined not to be of strategic importance.

         Climate Change, Sustainability and Environmental Impact

      3. There is no direct climate change, sustainability or environmental impact as a result of this report.

      4. The revised CIPFA Treasury Management and Prudential Codes (December 21) will require consideration of Environmental, Social & Governance and will be reviewed in due course.

         Other Policy Implications

      5. Following consideration of the policy implications of this report no relevant issues have been identified. The strategy itself sets out the impact and ascertains the Council’s Treasury Management Strategy and any associated risks.

         Consultations

      6. The Council undertakes regular consultations with its Treasury Management Advisors, currently Link Group.

          

   2. Background Papers

      1. EqIA Relevance Check.

      2. Housing Capital Investment Programme 2022/23, Stirling Council, 17 February 2022.

      3. Revenue Budget 2022/23, Stirling Council, 3 March 2022.

      4. Proposed General Services Capital Programme 2022/23, Stirling Council, 3 March 2022.

      5. Treasury Management Financial Strategy Update (2020/21) and Performance (2019/20), Finance & Economy Committee, 19 November 2020.

          

   3. Appendices

      1. Appendix 1- Summary of Permitted Investments.

      2. Appendix 2 – Details of Permitted Investments.

      3. Appendix 3 – Non Treasury Management Investments (material investments, subsidiaries, joint ventures and liabilities).

    

    

    

   1. Appendix 4 – IFRS 9 Financial Instruments – Expected Credit Loss Model.

   2. Appendix 5 – Credit Rating Equivalencies and Definitions.

   3. Appendix 6 – Scheme of Delegation and Role of Section 95 Officer.

   4. Appendix 7 – Estimated Loans Fund Account Balance and Repayments as at 31 March 2023.

    

    

   Author(s)

    

   Name	Designation	Telephone Number/E-mail
   Linda Devine	Finance Team Leader	01786 233344 devinel@stirling.gov.uk
   George Murphy	Interim Chief Finance Officer	01786 233356 murphyg@stirling.gov.uk

    

   Approved by

    

   Name	Designation	Date
   George Murphy	Interim Chief Finance Officer	21 February 2022

    

   Details of Convener(s), Vice Convener(s), Portfolio Holder and Depute Portfolio Holders (as appropriate) consulted on this report:

   Councillor Brisley Councillor Laurie

    

   Wards affected:	All Wards, Key Priorities & Outcomes. Treasury Management underpins all Council activities.
   Key Priorities:	D - We will deliver inclusive economic growth and promote prosperity. We will deliver a City Region Deal and pursue policies and solutions that encourage high quality, high paying jobs into all of Stirling's communities.
   Key Priority Considerations:
   Stirling Plan Priority Outcomes: (Local Outcomes Improvement Plan)	Prosperous - People are part of a prosperous economy that promotes inclusive growth opportunities across our communities

    

   123‌

   APPENDIX 1

    

   Permitted Investments	Credit Risk / Minimum Credit Rating	Liquidity Risk	Market Risk	Maximum Investment	Maximum Maturity Period
   Treasury Investments
   Debt Management Office – Account Deposit Facility.	Considered Low (UK Sovereign Rating)	Term	No	£10 million per approved Counterparty Limit	6 months as per DMO Facility Operational Limits
   Other Local Authorities or Public Bodies	Considered Low Risk (UK Sovereign Rating)	Term or Instant Access	No	Maximum £3 million per local authority/body	364 days
   Term Deposits – UK Institutions with high creditworthiness	Credit Risk addressed through minimum counterparty criteria and supplementary information.	Term	No	Maximum £3 million per institution.	364 days Maximum Suggested Durations determined by Creditworthiness Service (Link Asset Services)
   Call (Instant Access) Deposits – Institutions with high creditworthiness		Instant Access	No	Maximum £3 million per institution.
   Deposits with UK Full / Part Nationalised Institutions	Considered Low (UK Government backed)	Instant Access and/or Term	No	Maximum £5 million per institution	364 days Maximum Suggested Durations determined by Creditworthiness Service (Link Asset Services)
   Deposits with institutions specified as being eligible for UK Government support	Considered Low (UK Government backed)	Instant Access and/or Term	No	Maximum £5 million per institution.	364 days Maximum Suggested Durations determined by Creditworthiness Service (Link Asset Services)

    

    

   Permitted Investments	Credit Risk / Minimum Credit Rating	Liquidity Risk	Market Risk	Maximum Investment	Maximum Maturity Period
   Money Market Funds (subject to detailed assessment of types of MMFs)	Considered Low (AAA rated)	Instant	No	£5 million	364 days
   Certificates of Deposit with financial institutions	Considered Low (if UK financial institution)	Low – short-term deposits that can be sold if access to cash required. Risk to capital value if sold ahead of maturity.	No. Only risk to capital value if sold ahead of maturity.	£5 million maximum per approved Counterparty Limit	364 days

    

   APPENDIX 1

    

   Permitted Investments	Credit Risk / Minimum Credit Rating	Liquidity Risk	Market Risk	Maximum Investment	Maximum Maturity Period
   Non-Treasury Investments
   Investment Properties	Not applicable	Yes (highly illiquid asset)	Yes Property Value / Rental Voids	Unlimited. To be fully appraised and evaluated on an individual property basis.
   National Housing Trust (original model)	Not applicable	Yes	Yes but	£1,569,035	10 years
   Stirling Waterfront NHT 2011 LLP		(illiquid)	Scottish	(Scottish	(From 2011/12 to
   Loan			Government	Government	2021/22).
   			Guarantee (capital	Consent to Borrow)	Stirling Council
   			and interest)		24/06/21 agreed to the
   					transfer of properties
   					to Steadfast Homes
   					LLP and thereafter to
   					wind-up Stirling
   					Waterfront.
   					Expectation is that
   					loan will be repaid by
   					31/03/22 to meet
   					requirements of
   					original and new
   					consent to borrow and
   					Scottish Government
   					grants. This will
   					remain a permitted
   					investment only until
   					such time all matters
   					are concluded.
   National Housing Trust (original model) Stirling Waterfront NHT 2011 LLP Purchase of Avant Interest & provision of	Not applicable	Not applicable	No	£430,000	Mid-Market Rent – Stirling Waterfront NHT 2011 LLP, Stirling Council, 3 May 2018

    

    

   					(Exempt Paper) provides full details.   This equity stake is expected to be repaid in full as part of the wind-up of Stirling Waterfront LLP and the requirements of the new consent to borrow. This will remain a permitted investment only until such time all matters are concluded.
   National Housing Trust (variant model) Steadfast Homes LLP Loan	Not applicable	Not applicable	Yes Scottish Government Guarantee (revenue only)	£15,000,000 maximum consent.   £9.631M actual loans provided. £1.334M actual HRA equity.	10 years   As part of the wind up of Stirling Waterfront LLP and consent to borrow in respect of the re-purposed Steadfast Homes LLP, the original loan and equity is expected to be repaid by 31/03/22 to meet the requirements of the original and new consent to borrow and Scottish Government grants. This will remain a permitted investment only until such time all matters are concluded.
   National Housing Trust Steadfast Homes LLP re-purposed	LLP will not have a credit rating but Council will retain significant ownership of LLP (99.9%),	Yes Risk is that if rents not received / empty properties, LLP will be unable	Yes Rents will be set under Mid-Market Rental requirements but risk will be if there	£15,241,737 (Scottish Government maximum consent to borrow as per requirements of 3	Maximum 60 years as specified in the consent to borrow.

    

    

   		to repay loan terms.   There is no Scottish Government guarantee under this model.	are empty properties that do not generate rent. There is no current expectation that the properties will be sold under the re-purposed LLP so risk of any market valuations fluctuations is not considered to be a risk factor at this present time, but is one that still remains.	individual consents to borrow):   £0.430M Strategic Housing Account Equity Investment.	No maximum period set for this at present.
   Active Stirling Financial Underwriting Guarantee	Not applicable	Not applicable	No	Subject to specific Council approval	Subject to specific Council approval
   Home Loans	Not applicable	Not applicable	No	£0.453m. Balance of outstanding loans at 31st March 2021.	Outstanding Loans – remainder of term only. No new loans issued.
   Loans issued to third parties	Possible	Possible	Yes	Subject to specific Council approval	Subject to specific Council approval
   Companies established by the Council to further its policy aims	Possible	Possible	Yes	Subject to specific Council approval	Subject to specific Council approval
   Loans to Credit Unions	Not applicable	Not applicable	No	Subject to specific Council approval	Subject to specific Council approval

    

   APPENDIX 1

    

   Common Good Investments	Credit Risk / Minimum Credit Rating	Liquidity Risk	Market Risk	Maximum Investment (Expected Common Good Investment for financial year)	Maximum Maturity Period
   Term Deposits – Institutions with high creditworthiness	Credit Risk addressed through minimum counterparty criteria and supplementary information.	Term	No	£1,300,000	364 days
   Call (Instant Access) Deposits – Institutions with high creditworthiness	Credit Risk addressed through minimum counterparty criteria and supplementary information.	Instant Access	No	£1,300,000	364 days
   Deposits with UK Fully / Part Nationalised Institutions	Considered Low (UK Government backed)	Instant Access and/or Term	No	£1,300,000	364 days
   Deposits with institutions specified as being eligible for UK Government support	Considered Low (UK Government backed)	Instant Access and/or Term	No	£1,300,000	364 days
   Investment Properties	Not applicable	Not applicable	Yes	Unlimited   Subject to specific Common Good approval.	Unlimited   Subject to specific Common Good approval.

   129‌

   APPENDIX 2

    

   1. Background

       

      The Local Government Investments (Scotland) Regulations 2010 introduced a new regulatory framework which provides greater autonomy for local authorities in their investment activities. Finance Circular 5/2010 ‘The Investment of Money By Scottish Local Authorities’ provides the consent of Scottish Ministers for local authorities to invest and requires local authorities to consider the totality of their investment activity.

       

      The Regulations and Consent require the production of an Annual Investment Strategy and it is recommended that local authorities produce a single strategy covering capital, treasury management, the setting of prudential indicators and the requirements of these Investment Regulations and Consent.

       

      Local Authorities are required to set out in their strategy, the types of investments they will permit in the financial year. These will be known as ‘permitted investments’ and can be sub-categorised as Treasury Investments and Non-Treasury Investments.

       

      Local authorities should set a limit to the amounts that may be held in such investments at any time in the year (they may leave some types as ‘unlimited’ but the reasons for such should be identified in the strategy and be consistent with the risk assessment undertaken). The strategy should also identify the different types of treasury risk that the permitted investments are exposed to; credit risk, liquidity risk and market risk, and describe the controls in place for limiting those risks. The strategy should also set out procedures for reviewing the holding of longer-term investments, particularly those held in properties or shareholdings in companies or joint ventures.

       

      In the event that a local authority makes an investment which is not listed as a permitted investment, it will be considered to be ultra vires.

       

   2. Definition of Investments

       

      The definition of investment has its normal meaning. This will include those items, and underlying transactions, which appear under the heading of investments, whether long or short term, on the Council’s Balance Sheet.

       

      Regulation 9 adds to the normal definition of investments, the following categories:

       

      • All share holding, unit holding and bond holding, including those in a local authority company is considered an investment.

      • Loans to a local authority company or other entity formed by a local authority to deliver services are considered as investments.

      • Loans made to third parties are classes as an investment. Such loans are neither capital nor revenue, but are often made for service reasons and for which specific statutory provision exists.

      • Investment properties, held solely to earn rentals and/or capital appreciation, and not used by the Council for service delivery or administrative purposes, are considered investments.

 

The provisions of the regulations, by virtue of Section 40 of the 2003 Act, also apply to the investment of money forming part of the Common Good, except where the Common Good property and assets are held by a charity. Common Good Funds were inherited from the former Burgh Councils at local government reorganisation in 1975. The Council has a statutory duty to have regards to the interests of the inhabitants of the area to which the Common Good formerly related and manages the fund on that basis. The Council administers Common Good Funds for Stirling, Bridge of Allan and Callander, all of which have charitable status. Common Good Funds are derived from rental income and interest generated on investments but do not represent assets of the Council and are not included in the Council’s Balance Sheet. Although the Common Good Funds have charitable status, it is felt that it is still appropriate to include these in the investment strategy.

 

 

 

3. Treasury Risks and Control of Risks

 

 

 

 

 

1. Objectives of each type of permitted investment instrument

    

   The Regulations require an explanation of the objectives of every type of investment which the Council approves as being ‘permitted’. In this regard, the objective of the Council in utilising any permitted investment is to protect the capital invested whilst optimising the return of investment with a minimum possible risk.

    

   Permitted Investments – Treasury Investments

    

   The following forms of investments are more accurately described as deposits as cash is deposited into an account until an agreed maturity date or is held on call.

    

   1. Debt Management Office Account Deposit Facility - This is effectively an investment placed with the Government: it is operated by the Debt Management Office, part of the HM Treasury and is therefore supported by the UK Government’s Sovereign Rating. Accordingly, investments are considered very low risk: counterparty and liquidity risk is low and there is no risk to the value of investments and little mitigating controls are required. As it is low risk, it earns low rates of interest (compared to market rates for similar deposits) but it is a useful facility for authorities who wish to avoid risk, are cautious of other forms of investment and are prepared to bear a reduced level of investment interest. The maximum deposit term is 6 months.

       

   2. Deposits with other Local Authorities or Public Bodies – Local authorities and other public bodies are not credit rated in their own right and are generally considered as being synonymous with the UK Government. Accordingly, counterparty risk is considered low and there is no risk to value. There is an element of liquidity risk if term deposits are placed but this is also considered low as term deposits should only be placed following adequate cashflow forecasting and the Council should maintain a balanced portfolio with suitable contingency arrangements.

 

 

 

1. Term deposits – Banks and Building Societies considered to have high creditworthiness – In the context of the definition of “high creditworthiness”, these deposits are relatively low risk and remain a widely used form of investing by local authorities. They typically offer a higher rate of return that the Debt Management Office and now that measures are in place to avoid over reliance on credit ratings, the residual risks associated with using such banks and building societies are considered low, reasonable and acceptable. Being a term deposit, the main restriction and liquidity risk, is that once a longer-term investment is made, the cash is locked in until the maturity date. Such deposits offer an opportunity to increase investment returns by locking in high rates ahead of an unexpected fall in the level of interest rates, or offer good value when the markets incorrectly assess the speed and timing of interest rate increases. The Council will address any associated risks by ensuring diversification of its portfolio of deposits, in terms of limiting the value that can be placed with any one institution or group and ensuring an appropriate balance between term and instance access deposits. The Council’s current preference is to invest only with UK institutions, with priority being given to those institutions with a significant government backing.

    

2. Call (Instant Access) Accounts – Banks and Building Societies considered to have high creditworthiness – The objectives are consistent with those for term deposits, but there is a relatively lower liquidity risk as there is instant access to recalling any cash deposited. This liquidity generally means accepting a lower rate of interest than that which could be earned from the same institution by making a term deposit however, there are a number of call accounts presently offering competitive rates. Some utilisation of call accounts is highly desirable to ensure the Council maintains a balanced and diversified portfolio so that there is ready access to cash when it is required. The Council’s current preference is to invest only with UK institutions, with priority being given to those institutions with a significant government backing.

    

3. Deposits with UK Fully Nationalised or Part Nationalised Institutions - The objectives are as per term and instant access deposits outlined above but Government ownership (full or partial) implies that the Government stands behind the bank and will be deeply committed to providing whatever support that may be required to ensure the continuity of the bank. It is therefore considered that this indicates a low and acceptable level of residual risk.

    

4. Deposits with institutions which are specified as being eligible for support by the UK Government - The objectives are the same as above but eligibility for UK Government support implies that the Government stands behind eligible banks and building societies and will be deeply committed to providing whatever support that may be required to ensure the continuity of such institutions. This is considered a low and acceptable level of residual risk.

    

5. Money Market Funds (MMFs) – By definition, money market funds are AAA rated and are widely diversified, using many forms of money market securities including types which the Council does not currently have the expertise or risk appetite to hold directly. MMFs offer a combination of high security, instant access to funds, high diversification and good rates of return compared to equivalent instance access facilities and also help an authority to diversify its own portfolio compared to investments placed directly with institutions.

    

   The Money Market Fund Regulation came into force on 21st July 2018. New funds will have to be compliant from this date, whilst existing funds will have to be complaint no later than 21st January 2019. The new rules strengthen requirements for portfolio diversification and transparency for all MMFs, providing for weekly disclosure of portfolio information and formalised reporting to regulators.

    

   The Regulation provides investors with an option for investing their short-term cash in two types of Money Market Funds:

   • Short-term MMFs – funds that maintain the existing conservative investment restrictions provided under the European Securities and Market Authorities (ESMA) Short-Term Money Market Fund definition, including a maximum Weighted Average Maturity (WAM) of 60 days (inclusive of Floating Rate Note

      

      

      

     interest rate reset days) and maximum Weighted Average Life (WAL) of 120 days (inclusive of Floating Rate Note maturity dates);

     • Standard MMFs – funds that reflect the existing ESMA Money Market Fund definition – maximum WAM of 6 months and maximum WAL of one year.

        

       In addition, there are three structural options:

     • Public Debt Constant Net Asset Value (CNAV) MMFs – must invest 99.50% of their assets into government debt instruments, reverse repos collateralised with government debt, cash and are permitted to maintain a constant dealing NAV.

     • Low Volatility NAV (LVNAV) MMFs – permitted to maintain a constant dealing NAV provided that certain criteria are met, including that the market NAV of the fund does not deviate from the dealing NAV by more than 20 basis points (bps). This is a more stringent approach, as currently on a CNAV fund they have a 50bps collar.

     • Variable NAV (VNAV) MMFs – funds which price their assets using market pricing and therefore offer a fluctuating dealing NAV. No change to the current approach.

      

     The Regulation requires that MMF managers perform a rigorous internal credit quality assessment of money market instruments, as well as implementing a prudent stress testing regime. Moreover, such credit analysis is to be undertaken by individuals separate from the team responsible for the day-to-day management of the MMF portfolio.

      

6. Certificates of Deposit – These are short dated marketable securities issued by UK and International deposit taking institutions (mainly banks) on a daily basis, with fixed interest rates and rank pari passu with cash deposits. Liquidity risk is considered low as there is no obligation to hold these deposits to maturity. Secondary market access means that these can be sold if there is a need to access cash at any point in time but this results in a risk to the capital value from selling ahead of maturity, especially if combined with an adverse movement in interest rates. The liquidity factor comes at a price so the yield will likely be less than if a deposit was placed with the same bank as the issuing bank. Counterparty risk is considered low as lending is restricted to only those meeting the approved credit criteria. The use of Certificates of Deposit as an alternative investment option does however offer opportunities to lend to counterparties that may not ordinarily accept cash deposits and may therefore assist with the use and diversification of counterparties. The use of Certificates of Deposits requires an electronic custody and settlement account arrangement, which are available through specialised third party investment companies who will charge an agreed fee, usually based on a percentage of the transaction value.

 

Permitted Investments – Non-Treasury Investments

 

1. Investment Properties- A property held by the Council, not for the achievement of service objectives but which generate rental income and/or capital gains (non-service property). These are highly illiquid assets with high risk to value due to the potential for property prices to fall or rental voids. These properties are revalued annually according to market conditions. The value of the Council’s investment properties at 31st March 2021 was

   £1.177m. Opportunities to increase or reduce the investment property portfolio will be fully appraised and evaluated on an individual basis.

    

2. National Housing Trust: Stirling Waterfront NHT 2011 LLP – In 2011/12, the Council having been awarded consent to borrow from the Scottish Government as part of the original National Housing Trust Initiative, advanced a loan of £1,569,035 to Stirling Waterfront NHT LLP which saw the delivery of 16 new homes delivered in partnership with Bett Homes Ltd. The original Stirling Waterfront NHT was a limited liability partnership comprising Scottish Future Trust, Stirling Council and Bett Homes Ltd (later Avant Homes (Scotland) Limited. Under the original NHT model, the Scottish Government provided a guarantee to participating council that it would cover capital and interest payments due to the PWLB if the LLP is unable to pay what it owes to the Council. This loan was classed as an investment under the “loans issued to third parties (local authority company) category and having received Council approval was included in the Investment strategy in

 

 

 

its own right. The “Stirling Waterfront and Steadfast Homes” paper presented to Stirling Council on 24 June 2021, agreed to the transfer of the 16 properties owned by Stirling Waterfront LLP to Steadfast Homes LLP and thereafter the winding up of Stirling Waterfront LLP. The expectation is that loan will be repaid by 31st March 2022 to meet requirements of original and new consent to borrow and Scottish Government Grant funding. This will remain a permitted investment only until such time all matters are concluded.

 

1. National Housing Trust: Stirling Waterfront NHT 2011 LLP – Acquisition of Avant interest & shareholder funding. In May 2018, the Council agreed to purchase the interest held by Avant Homes (Scotland) Limited and to provide shareholder funding to Stirling Waterfront NHT 2011 LLP to repay the outstanding liabilities of Avant Homes which were held by the LLP. (See Exempt Paper “Mid-Market Rent – Stirling Waterfront NHT 2011 LLP”, Stirling Council 03 May 2018). The transactions to purchase the interest and provide shareholder funding completed in June 2019.

    

   The LLP effectively became a partnership between Stirling Council and Scottish Futures Trust with Stirling Council being the controlling shareholder. This gave the Council full control over the vehicle, and enabled the Council to ensure it was directed towards meeting the Council’s Key Priorities in respect of housing. It was considered the risks were suitably low and sufficiently mitigated.

    

   This equity shareholding is required to be repaid under the Scottish Government consent to borrow in respect of the wind-up of Stirling Waterfront LLP and Steadfast Homes LLP and so this will remain a permitted investment only until such time all matters are concluded.

    

2. National Housing Trust: Steadfast Homes LLP - Despite the significant demand for new homes as part of the original NHT model, there was no developer interest in the second round. Officers from Scottish Futures Trust and the Council worked closely to develop a variation to the scheme, which would allow investment of up to £15m in property acquisition and development. Steadfast Homes LLP, a Limited Liability Partnership with only 2 bodes being represented, the Scottish Future Trust and The Council, was been established. The Scottish Government granted consent to borrow to provide all the monies through the on-lending of funds borrowed from the Public Works Loan Board and provided a revenue (i.e. interest payments) guarantee. Loans to Steadfast Homes LLP totalled £9.631m. Future developments would be appraised as required.

    

   The “Stirling Waterfront and Steadfast Homes” paper presented to Stirling Council on 24 June 2021, agreed to refinance the current portfolio of Mid-Market Rent (MMR) properties currently owned by Steadfast Homes LLP and Stirling Waterfront LLP that will attract Scottish Government grant funding and will secure the long term provision of the properties and provide security of tenure for all current Mid-Market Rent tenants. The proposal requires Stirling Council to adopt a new Member Agreement for Steadfast Homes LLP and set up a new LLP that will act as the “second member” of the re-purposed Steadfast Homes. The re-purposed Steadfast Homes LLP will provide a mechanism to expand the portfolio of Mid-Market Rent properties as and when opportunities arise and there remains a demand for this affordable housing tenure in the future.

    

   To enable the repurposed Steadfast Homes LLP to continue to provide affordable housing a new borrowing consent was therefore required. The Scottish Ministers have provided their consent for Stirling Council to borrow to on-lend to Steadfast Homes LLP is a total of

   £15,241,737, consisting of three separate consents:

    

   • For the purchase of 16 housing units from Stirling waterfront LLP: a maximum of

     £1,535,035. This comprises the original loan outstanding (£1.569M) and the Members equity (£0.430M) reduced by Scottish Government Grant (£0.464M). The borrowing consent is reduced if any tenant exercises their right to purchase a unit.

   • Purchase of the 102 properties by a repurposed Steadfast Homes LLP: a maximum of £8,006,702. This comprises the original loans advanced (£9.631M) and the HRA equity stake (£1.334M) reduced by Scottish Government Grant (£2.958M).

      

      

      

     • For capital lifecycle costs (capital expenditure on core components) incurred by Steadfast Homes LLP: a maximum of £5,700,000. This comprises £0.400M in Year 15 (repayable over 10 years), £3.100M in Year 25 (repayable over 25 years) and £2.200M in Year 35 (repayable over 10 year).

     Unused consents for each purpose may not be transferred and used for another purpose The Council paper on 24/06/21 agreed to the Strategic Housing Account retaining a

     £0.430M stake in the re-purposed Steadfast Homes LLP.

      

3. Active Stirling Ltd – The Council may provide a financial underwriting guarantee to Active Stirling Ltd, the amount and terms of which will be subject to specific Council approval.

    

4. Home Loans – The Council previously considered loan applications in terms of the Housing (Scotland) Act 1989 to enable applicants who were unable to obtain a mortgage to purchase their Council house or to enable applicants who could not obtain a mortgage due to the structure of the property to purchase their ex Council house. As the Right to Buy has now ceased, no further new house loans are expected to be issued.

    

5. Loans issued to third parties – Such loans are neither capital nor revenue, but are often made for service reasons for which statutory provision exists. For service reasons these loans may be offered at an interest rate below the market rate. Such loans may exhibit market credit and market risk and may be highly illiquid but each loan will be appraised on an individual basis taking account of all relevant factors and risks and subject to Council approval. All loans to third parties are classified as investments for these purposes.

    

6. Companies established by the Council to further its policy aims – The establishment of, and investment in such companies, by means of loans or equity shareholdings, will be subject to specific Council approval. Each loan or equity undertaking will be appraised on an individual basis, taking account of all relevant factors and risks. The Council is currently undertaking a review and rationalisation of its companies with a view to winding these up. Any further investments in existing companies, or new companies being established, will be appraised in their own right and be subject to Council approval.

    

7. Loans to Credit Unions - Following the approval of the Legislative Reform (Industrial and Provident Societies and Credit Unions) Order 2011 which removed a number of burdens previously applied to credit unions, the Council, as a corporate body, is now able to become a member of Credit Unions and therefore includes specific provision for this in it’s investment strategy. Any amounts would be subject to specific Council approval.

    

8. Common Good Funds – Common Good Funds are derived from rental income and interest generated on investments, but the funds do not represent assets of the Council and are not included in the Council’s Balance Sheet. The Council has a statutory duty to administer these funds and it is therefore appropriate to ensure there is an investment strategy in place.

 

5. Unlimited Investments

 

The Council should set a limit to the amounts that may be held in investments at any time in the year, expressing this limit as a sum of money or a percentage of total investments, or both. Some types of investments may be classed as ‘unlimited’ but the reason for doing so must be set out in the strategy and should be consistent with the risk assessment undertaken.

 

The Council has given the following types of investments an unlimited category:

 

1. Home Loans – The Council previously considered loan applications in terms of the Housing (Scotland) Act 1989 to enable applicants who were unable to obtain a mortgage to purchase their Council house or to enable applicants who could not obtain a mortgage due to the structure of the property to purchase their ex Council house. These loans were self-financingthrough the Housing Revenue Account and therefore it would have been impractical to place a m aximum limit on these. As Right to Buy has now ceased, no further new house loans are expected to be issued and the limit has been revised to reflect the value of outstanding loans as at 31st March 2021.

 

1. Investment Properties – The values of the properties held by the Council are driven by external market forces and therefore are subject to fluctuations in value upwards or downwards. It is considered that setting an upper limit would not therefore be practical operationally and these have therefore have been classed as an unlimited investments.

    

2. Loans issued to third parties – Such loans will be appraised on an individual basis taking account of all relevant factors and risks and subject to specific Council approval so it is considered impractical to set an upper limit on these at present.

    

3. Companies established by the Council to further its policy aims – The establishment of, and investment in such companies, by means of loans or equity shareholdings, will be subject to specific Council approval. Each loan or equity undertaking will be appraised on an individual basis, taking account of all relevant factors and risks. The Council is currently undertaking a review and rationalisation of its companies with a view to winding these up and does not therefore envisage any significant investments in such companies. However, any further investments in existing companies, or new companies being established, will be appraised in their own right and be subject to Council approval and it is therefore considered impractical to place a limit on such.

137‌

 

Non-Treasury Management Investments

 

APPENDIX 3

 

The Council will maintain a schedule setting out a summary of existing material investments, subsidiaries, joint ventures and liabilities including financial guarantees and the organisation’s risk exposure.

 

The Council's accounts provides details those entities consolidated within the Council's accounts,or otherwise.

 

 

139‌

 

APPENDIX 4

 

IFRS 9 Financial Instruments

 

IFRS 9 is primarily a re‐classification exercise, not a revaluation exercise.

 

 

These categories do not map across perfectly. The re‐classification depends on two criteria:

• Is it Solely Principal and Interest (SPPI)

• Is it part of the Business Model

   

  Consideration needs to be given to the reason as to why an activity is being undertaken:

• Is it directly for a service or policy objective (e.g. raise Council Tax, NNDR) or

• Is the activity firstly to raise monies/profit and secondly, to use that money to then support the execution of the normal services/functions.

   

  

   

  In effect, there are two sets of investments:

• Treasury Investments

• Non‐Treasury Investments, which will have 2 sub‐sets

  • Policy driven (not solely for profit)

  • Commercial investment (primarily for profit)

 

The key change in IFRS is the Expected Credit Loss Model. Under the new model the event need not have happened, it is the expectation of loss. In the previous model, an event would happen and then provision made against the likely loss.

 

 

Impact

 

The key implications will arise from Instruments contained within:

• Long‐Term Debtors (e.g. loans to third parties)

• Long‐Term Investments (equity or direct investment)

• Short‐Term Investments

• Cash and Cash Equivalents

• External Loan Modifications

  Items held in Investment Properties on the Balance Sheet would not be impacted by IFRS 9. The fundamental consideration of any investment is appropriate and due diligence:

• Do you know and understand what you are investing in?

• Do you appreciate the risks and rewards?

• Is the worst case scenario acceptable? Proportionality will be an important aspect.

• Have you considered the appropriate legal requirements?

• Have you modelled and stress tested the investment?

• Is the investment affordable, prudent and sustainable?

 

For treasury investments, the Expected Credit Loss should be relatively straightforward. Due diligence is exercised though the compilation of the Investment Strategy in the Treasury Management Financial Strategy, required under the Local Government Investment Regulations (Scotland) 2010, which maintains the Security, Liquidity and Yield approach. The Council sets its investment priorities as the security of capital, the liquidity of its investments and the minimisation of risk.

 

The impact on non‐treasury investments will be more significant due to their more diverse nature. Due diligence at the onset of activity should reduce the likelihood of future projects and full appraisal should be undertaken. However, considerations might be more subjective if the original purpose of an investment is more policy driven, than financially driven. The concept of proportionality (gearing) will be an important consideration, although is much harder for local authorities than the commercial world.

 

In Scotland, the impact of IFRS 9 and the extent of reporting changes should be much reduced because of the nature of the activity undertaken and the existence of the Local Government Investment Regulations (Scotland) 2010. Many of the changes in the CIPFA Codes of Practice are primarily to highlight, quantify and report the risk and rewards of non‐treasury activity arising in English Authorities due to the Commercialism Agenda flowing from the Localism Act and the scope of the activity being undertaken.

141‌

 

APPENDIX 5

 

RATING SCALE EQUIVALENCIES

 

Investment Grade Ratings

 

 

 

Speculative Grade Ratings

 

 

 

 

This comparison highlights the differences and similarities in the use of the ratings between agencies and indicates normal (but not absolute) relationships between the rating scales at each agency.

 

 

 

CREDIT RATING DEFINITIONS

 

Fitch Ratings

 

Long-Term

 

AAA highest credit quality lowest expectation of default risk

AA very high credit quality expectations of very low default risk

1. high credit quality expectation of low default risk

   BBB good credit quality expectation of default risk currently low

   BB speculative elevated vulnerability to default risk

2. highly speculative material default risk present

CCC substantial credit risk default is a real possibility

CC very high levels of credit risk default of some kind appears probable C exceptionally high levels of credit risk default is imminent or inevitable

RD restricted default uncured default, not otherwise ceased operations

D default ceased operations

 

Short-Term

 

F1 highest short-term credit quality # strongest intrinsic capacity for timely payment F2 good short-term credit quality good intrinsic capacity for timely payment

F3 fair short-term credit quality adequate intrinsic capacity for timely payment B speculative short-term credit quality minimal capacity

C high short-term default risk default is a real possibility

RD restricted default default has occurred in some instances D default

 

# F1 may have an added “+” to denote any exceptionally strong credit criteria

 

Moody’s

 

Long-Term

 

 

# Moody’s appends numerical modifiers 1, 2 and 3 to each generic rating classification from Aa to Caa.

 

Modifier 1 indicates a ranking in the higher end of that generic rating category; Modifier 2 indicates a mid-ranking;

Modifier 3 indicates a ranking in the lower end of that generic rating category

 

Short-Term

 

P-1 superior ability to repay short-term obligations P-2 strong ability to repay short-term obligations

P-3 acceptable ability to repay short-term obligations NP not a prime rated institution

 

 

 

Standard & Poor

 

Long-Term

 

AAA extremely strong capacity to meet obligations AA very strong capacity to meet obligations

1. strong capacity to meet obligations

    

   BBB adequate protection parameters; economic changes more likely to lead to a weakened capacity BB

2. significant speculative characteristics

CCC BB – least degree of speculation

CC C - highest degree of speculation C

D in default or breach

NR no rating

 

Short-Term

 

1. strong capacity to meet obligations. “+” indicates extremely strong

2. satisfactory obligation to meet obligations; more susceptible to change in economic conditions A-3 adequate protection parameters: economic changes more likely to lead to a weakened capacity B vulnerable, significant speculative characteristics; faces ongoing uncertainty which could lead to

inadequate capacity

C vulnerable; dependent on favourable business, financial and economic conditions D in default or breach

 

145‌

 

APPENDIX 6

 

Financial Regulation 29: Treasury Management

 

The Council is responsible for the implementation and monitoring of its treasury management policies and practices (TMPs). The Council delegates responsibility for the execution and administration of treasury management decisions to the Chief Officer - Finance and/or designated staff, who will act in accordance with the Council’s policy statement and TMPs, and, if officers are CIPFA members, CIPFA’s Standard of Professional Practice on Treasury Management. [para 29.9]

 

The Council delegates responsibility for the implementation and monitoring of its treasury management policies and practices to the Finance & Economy Committee, and for the execution and administration of treasury management decisions to the Chief Officer – Finance and/or designated staff, who will act in accordance with the Council’s policy statement and TMPs and, if officers are CIPFA members, CIPFA’s Standard of Professional Practice on Treasury Management. [para 29.15]

 

The Council will receive reports on its treasury management policies, practices and activities, including, as a minimum, an annual strategy and plan in advance of the year, a mid-year report and an annual report after its close, in the form prescribed in its TMPs. These reports will be received by the Finance & Economy Committee. [para 29.20]

 

Treasury Management Scheme of Delegation

 

 

Finance and Economy Committee

 

• Receiving and reviewing reports on treasury management policies, practices and activities

• Approval of annual strategy

   

• Approval of / amendments to the organisation’s adopted clauses, treasury management policy statement and treasury management practices

• Budget consideration and approval

• Approval of the division of responsibilities

• Receiving and reviewing regular monitoring reports and acting on recommendations

• Approving the selection of external service providers and agreeing terms of appointment

   

  Audit Committee (responsibility for scrutiny)

   

• Reviewing the treasury management policy and procedures and making recommendations to the responsible body

 

 

APPENDIX 6

 

 

The Treasury Management Role of the Section 95 Officer

 

The section 95 responsible officer (the Chief Finance Officer):

 

• Recommending clauses, treasury management policy/practices for approval, reviewing the same regularly, and monitoring compliance

• Submitting regular treasury management policy reports

• Submitting budgets and budget variations

• Receiving and reviewing management information reports

• Reviewing the performance of the treasury management function

• Ensuring the adequacy of treasury management resources and skills, and the effective division of responsibilities within the treasury management function

• Ensuring the adequacy of internal audit, and liaising with external audit

• Recommending the appointment of external service providers Implicit extension of role with regards the Capital Strategy requirements:

• Preparation of a capital strategy to include capital expenditure, capital financing, non-financial investments and treasury management, with a long-term timeframe

• Ensuring that the capital strategy is prudent, sustainable, affordable and prudent in the long- term and provides value for money

• Ensuring that due diligence has been carried out on all treasury and non-financial investments and is in accordance with the risk appetite of the authority

• Ensure that the authority has appropriate legal powers to undertake expenditure on non- financial assets and their financing

• Ensuring the proportionality of all investments so that the authority does not undertake a level of investing which exposes the authority to an excessive level of risk compared to its financial resources

• Ensuring that an adequate governance process is in place for the approval, monitoring and ongoing risk management of all non-financial investments and long-term liabilities

• Provision to members of a schedule of all non-treasury investments including material investments in subsidiaries, joint venture, loans and financial guarantees ensuring that members are adequately informed and understand the risk exposures taken on by an authority

• Ensuring that the authority has adequate expertise, either in-house or externally provided, to carry out the above

• Creation of Treasury Management Practices which specifically deal with how non-treasury investments will be carried out and managed, to include the following:

  • Risk management, including investment and risk management criteria for any material non-treasury investment portfolios;

  • Performance measurement and management, including methodology and criteria for assessing the performance and success of non-treasury investments;

  • Decision making, governance and organisation, including a statement of the governance requirements for decision making in relation to non-treasury investments; and arrangements to ensure that appropriate professional due diligence is carried out to support decision making.

  • Reporting and management information, including where and how often monitoring reports are taken;

  • Training and Qualifications, including how the relevant knowledge and skills in relation to non-treasury investments will be arranged.

147‌

APPENDIX 7

ESTIMATED LOANS FUND ACCOUNT BALANCE AND REPAYMENTS AS AT 31 MARCH 2023

 

 

 

 

Future Repayments of Loans Fund Advances at 31 March 2023

 

 

 

STIRLING COUNCIL‌

 

THURSDAY 3 MARCH 2022

 

THIS RELATES TO ITEM 3

ON THE AGENDA

 

MOTION

 

GENERAL FUND REVENUE BUDGET & DETERMINATION OF COUNCIL TAX 2022/23

1

Stirling Council Meeting on 3 March 2022

General Fund Revenue Budget & Determination of Council Tax 2022/23

 

Motion

 

Moved by Councillor Margaret Brisley                                              

 

Seconded by Councillor Alison Laurie                                              

 

That the Council agrees:

 

1. to note the budget surplus of £0.441M as set out in the officer budget report after taking account of government grant, unavoidable cost pressures, inflation provisions, previously agreed savings options, fees & charges income and the Valuation Joint Board requisition;

    

2. to agree that a revised Living Wage rate of £10.00 per hour should be paid for 2022/23, and that this should be applied from 1 April 2022 and paid to employees as soon as practicable, and not wait until the conclusion of pay negotiations;

    

3. to agree the allocation of the budget surplus of £0.441M as set out in Appendix 2 of this motion:

    

   • to provide additional spending commitments of £0.398M; and

   • to provide additional revenue funding of £0.043M to support increased capital investment of £0.670M through Prudential Borrowing;

      

4. to agree the allocation of £1.958M from repurposed earmarked reserves as set out in Appendix 3 of this motion;

    

5. to agree that the target level of reserves be maintained at between 2% and 2.5% of budget for 2022/23, while accepting that for a period of time they will be at a level higher than target in order to fund, for example, the costs of transformation in the coming financial years;

    

6. to agree the transfer of resources to the Clackmannanshire and Stirling Health and Social Care Partnership (Integration Joint Board) as set out in the officer report, at a level of £48.934M for 2022/23, which includes the full pass through of funding allocated to the Council by the Scottish Government in the Local Government Finance Settlement in December 2021;

    

7. to agree the fees and charges for Council Services for 2022/23 as set out in Appendix 3 of the officer report;

    

8. to agree that the Total Budgeted Expenditure to be Funded in 2022/23 be set at

   £246.569M as detailed in Appendix 1 of this Motion;

    

    

9. to agree that a Band D Council Tax of £1,384.58 be set for 2022/23 as detailed in Appendix 1 of this Motion, which represents a 3% increase on 2021/22 levels;

    

10. to agree that a Council Tax be paid in respect of chargeable dwellings in each of the other valuation bands in accordance with Section 74(1) of the Local Government Finance Act, 1992;

     

11. to note that the 2022/23 Non-Domestic Rate Standard poundage rate has been set by the Scottish Government at 49.8p in the pound, with the Large Business Supplement poundage rates being set at 51.1p for properties with a rateable value of between £51,000 and £95,000, and 52.4p for properties with a rateable value over £95,000;

     

12. to note the Prudential Indicators for 2022/23 as detailed in Appendix 5 of this Motion;

     

13. to agree that the Chief Executive and the Chief Finance Officer will correspond with the Board of Active Stirling, to give assurances that the Council will continue to provide such financial support necessary to underpin the loss of income suffered by the organisation as a result of the pandemic. Such support will be met, where possible, from COVID income support funding provided to the Council by the Scottish Government; and

     

14. to note that the Council will be facing a likely estimated cumulative revenue budget funding gap of c.£23.8M over the five years 2022/23 to 2026/27 based on current business plan assumptions, as set out in Appendix 4 to this motion. In line with the Ten Year Strategy (Thriving Stirling), work will continue on the long-term planning process in order to set balanced budgets for the following years.

 

Stirling Council Partnership Administration Budget Proposal

2022/23

Appendix 1 – Council Tax Level

 

 

 

Stirling Council Partnership Administration Budget Proposal

2022/23

Appendix 2 – New Recurring Policy Growth

 

Relevant Committee

 

 

 

 

Stirling Council Partnership Administration Budget Proposal

2022/23

Appendix 3 – New One-Off Policy Growth

 

 

 

 

 

 

Stirling Council Partnership Administration Budget Proposal

2022/23

Appendix 4 – Draft Five Year Budget Position

 

 

 

 

 

 

Ratio of Financing Costs to Net Revenue Stream

 

Authorised Limit and Operational Boundary for External Debt

 

 

 

40 years and over 0% 100% 20%

 

STIRLING COUNCIL‌

 

THURSDAY 3 MARCH 2022

 

THIS RELATES TO ITEM 4

ON THE AGENDA

 

MOTION

 

PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

 

 

Stirling Council Meeting on 3 March 2022

 

Motion

General Services Capital Programme 2022/23

 

Proposed by Councillor Margaret Brisley                                                    

 

Seconded by Councillor Alison Laurie                                                    

 

That Council agrees:

1. to note the draft General Services Capital Programme for 22/23 as set out in Appendix 1 and 2 of the officer report on this agenda including a surplus of resources of 0.030M

    

2. to agree the following amendments to the draft capital programme in the officer report:

    

   Additional Resource Approvals within 22/23:
   Additional prudential borrowing in 22/23 to fund capital programme priorities:
   Rural Community Fibre Network	£0.200M
   Road Infrastructure Improvement Fund (road surfacing & footway works)	£0.400M
   Bannockburn to Cowie Cycle Route	£0.100M
   Total	£0.700M
   Surplus of resources noted in officer report	(£0.030M)
   Additional Prudential Borrowing	£0.670M

    

3. to note that the above programme amendments will allow a General Services Capital Programme to be set for 22/23 within the resources available.

    

4. to agree a revised capital spending programme for 22/23 totalling £37.890M, as set out in Appendix 1 to this motion.

    

5. to agree that officers will carry out a comprehensive review, and bring back to a future meeting of the Council the draft 10‐year capital programme which will set a longer term outlook on the council funding requirements taking account of the needs for capital investment to support the Council’s strategic priorities.

 

 

PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

MOTION

 

 

Note Investment Theme

CORE PROGRAMME

1. Communities Investment in Community Facilities

2. Communities Cemeteries Infrastructure Improvements

3. Communities Library Infrastructure Improvements

4. Communities Plean Community Hub

5. Communities Bandeath Dog Shelter Refurbishment

6. Communities Dementia Friendly Infrastructure

7. Education Investment in Education Estate (lifecycle investment)

8. Education Education Estate - Major Investment Priorities - Callander PS

9. Education Education Estate - Major Investment Priorities -Allan's & Chartershall

10. Education Secondary School specialist provision (complex needs & ASD)

11. Education ASN Primary School Adaptations (Bannockburn PS only)

12. Education Bannockburn High School Suitability Investment

13. Education Free School Meal expansion (SC share of £30M undistributed)

14. Education (LDP) Borestone Primary School (including LDP growth)

15. Education (LDP) LDP Growth Mitigation - Durieshill

16. Education (LDP) LDP Growth Mitigation - South Stirling Gateway Primary School

17. Education (LDP) LDP Growth Mitigation Cambusbarron PS LDP

18. Education (LDP) LDP Growth Mitigation Drymen

19. IT & Digital Transformation General ICT

20. IT & Digital Transformation Monitor / Hardware Refresh

21. IT & Digital Transformation Replace Existing Air Conditioning Units in Municipal Data Centre / Teith House Data Centre

22. IT & Digital Transformation Annual Laptop Replacement Programme

23. IT & Digital Transformation Digital Investment in Education - Wireless Infrastructure

24. IT & Digital Transformation Chromebook Replacement in Schools

     

     

     

    PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

    Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
    £	£	£
    50,000	0	0
    66,000	0	0
    29,464	0	0
    200,000	0	0
    4,246,000	4,646,000	0
    400,000	0	0
    0	500,000	0
    105,742	200,000	0
    100,000	0	0
    189,189	200,000	0
    200,000	200,000	0
    326,376	350,000	0
    773,000	0	0
    217,000	0	0
    35,000	0	0
    247,000	0	0
    216,500	0	0
    0	250,000	0
    0	50,000	0
    100,000	250,000	0
    779,460	450,000	0
    100,040	75,000	0
    18,000	15,000	0
    150,000	150,000	0
    0	460,000	230,000

     

    MOTION

     

    Note Investment Theme

25. IT & Digital Transformation Digital Investment in Education - Interactive Whiteboards

26. IT & Digital Transformation Digital Investment in Intranet & Council Website

27. IT & Digital Transformation Municipal & Teith House Data Centres

    M IT & Digital Transformation Rural Community Fibre Network

28. Roads & Infrastructure Road Infrastructure Improvement Fund (road surfacing & footway works)

    M Roads & Infrastructure Road Infrastructure Improvement Fund (road surfacing & footway works)

29. Roads & Infrastructure Major Flood Alleviation Schemes (Bridge of Allan, Callander & Stirling)

30. Roads & Infrastructure Community Flood Management Projects

31. Roads & Infrastructure Street Lighting Investment Programme

32. Roads & Infrastructure Road Safety Plan - Implementation of Accident Sites Remedial Programme

33. Roads & Infrastructure Play Areas, Parks & Open Spaces

34. Roads & Infrastructure Bridges Capital - Major Projects

35. Roads & Infrastructure Bridges Capital - Major Projects - Catterburn

36. Roads & Infrastructure Bridges Capital - Major Projects - Branshogle

37. Roads & Infrastructure Bridges Capital - Lunchikin

38. Roads & Infrastructure Bridges Capital - Cardross

39. Roads & Infrastructure Transfer Station - Cat 3 Bay New Build

40. Roads & Infrastructure Railway Station Bridge Underpass

41. Roads & Infrastructure Bus Shelter Improvement Programme

    M Roads & Infrastructure Bannockburn to Cowie Cycle Route

42. Social Care Private Sector Housing Grant - Major Disabled Adaption Grants

43. Social Care Private Sector Housing Grant - Care & Repair Scheme

44. Social Care Private Sector Housing Grant - Lead Pipe Replacement Grants

45. Social Care Telecare (equipment)

46. Social Care Telecare (equipment) analogue to digital switch

     

    PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

    Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
    £	£	£
    50,000	0	0
    156,000	0	0
    0	0	0
    50,000	0	0
    1,500	0	0
    60,000	0	0
    100,000	200,000	0
    545,000	0	0
    (15,000)	0	0
    (130,000)	0	0
    (100,000)	0	0
    (80,000)	0	0
    (50,000)	0	0
    (150,000)	0	0
    (20,000)	0	0
    15,920,550	26,954,000	18,410,000

     

    MOTION

     

    Note Investment Theme

47. Stirling Economy Rural Broadband

48. Stirling Economy City Centre Investments - Street Lighting

49. Stirling Economy City Centre Investments - Public Realm

50. Stirling Economy Albert Halls

51. Stirling Economy Digital District - Muncipal Buildings

52. Council Estate Digitisation of alarm systems across estate - (all Council assets)

53. Council Estate Sustainability in Council estate

54. Communities & Education Investment in Community Facilities / Education Estate - Advanced Projects to 21/22

55. Communities & Education Aberfoyle Bike Shelter

56. Communities & Education Cowie Local Office Minor Refurbishment and Upgrades

57. Communities & Education Community and Education Estate - Electrical Upgrades

58. Communities & Education Community and Education Estate - Upgrade Fire and Intruder Alarm systems

59. Communities & Education Community and Eduation Estate - CCTV Upgrades

60. Communities & Education Public Space CCTV Network Upgrade

61. Communities & Education Doune Accessible Toilets Phase 2

    Total Core Programme

     

    PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

    Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
    £	£	£
    976	0	0
    40,652	0	0
    8,347	0	0
    29,896	0	0
    2,896	0	0
    82,767	0	0
    1,921,184	0	0
    1,300,000	0	0
    3,221,184	0	0

     

    MOTION

     

    Note Investment Theme

     

    PARTICIPATORY BUDGETING - CAPITAL ALLOCATION

62. Participatory Budgets DBA1 Dunblane Accessible Toilets

63. Participatory Budgets FE1 Playpark Pavilion Arnprior

64. Participatory Budgets SW16 Kings Park Toilets Upgrade

65. Participatory Budgets TT2 Cycle Network Stirling To Aberfoyle

66. Participatory Budgets TT17 Accessible Public Toilets Aberfoyle

    Total Participatory Budgeting - Capital Allocation

     

    PRUDENTIAL BORROWING SPECIFIC PROJECTS

67. Existing PBB Options The Peak, Integrated Energy System (includes Grant Funding also)

68. Education Early Learning & Childcare 1140 Expansion

    Total Projects to be funded by specific Prudential Borrowing

     

     

    PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

    Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
    £	£	£
    2,947,100	0	0
    413,595	0	0
    348,000	0	0
    11,000	0	0
    833,040	0	0
    100,000	210,000	105,000
    132,895	101,000	61,000
    119,000	0	0
    6,000	0	0
    57,000	0	0
    231,000	231,000	231,000
    80,323	0	0
    60,838	0	0
    412,000	412,000	412,000
    TBC	0	0
    69,141	0	0
    330,000	0	0
    80,000	0	0
    50,000	0	0
    24,202	0	0

     

    MOTION

     

    Note Investment Theme

     

    PROJECTS SUPPORTED BY EXTERNAL GRANTS & CONTRIBUTIONS

    S tirling Council & External Funding

69. Education Early Learning and Childcare 1140 Expansion

70. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Switched on Towns & Cities)

71. Roads & Infrastructure LTS - Towns, Villages, Rural Area Transport Plan (Balfron)

72. Stirling Economy Conservation Area Regeneration Scheme

73. Stirling Economy Conservation Area Regeneration Scheme - Alhambra Theatre & Stirling Arcade

74. Stirling Economy Conservation Area Regeneration Scheme - John Cowane's House

75. Stirling Economy Conservation Area Regeneration Scheme - Public Realm Works

     

    Full External Funding

76. Education CO2 Monitors

77. Education CO2 Monitors (Private & Third Sector)

78. Roads & Infrastructure Nature Restoration Fund

79. Roads & Infrastructure Renewal of Play Parks in Scotland

80. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Switched on Fleet)

81. Roads & Infrastructure Electric Vehicles & Charging Infrastructure (Local Authority Installation Programme)

82. Roads & Infrastructure Traffic Management & Community Road Safety (CWSS)

83. Roads & Infrastructure LTS - Active Travel & Placemaking - Manor Powis

84. Roads & Infrastructure LTS - Active Travel & Placemaking - City Centre South

85. Stirling Economy South Callander Infrastructure & Development

86. Stirling Economy Place Based Investment Programme City Commissions

87. Stirling Economy Place Based Investment Programme Building Improvement Grants

88. Stirling Economy Place Based Investment Programme - 3rd Party Grant Scheme

     

    PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

    Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
    £	£	£
    (50,000)	0	0
    50,000	0	0
    286,821	0	0
    188,300	0	0
    95,741
    6,875,996	954,000	809,000
    526,097	0	0
    1,400,000	2,200,000	0
    0	3,000,000	3,500,000
    4,263,208	3,829,130	0
    0	622,622	2,236,059
    100,000	500,000	1,400,000
    500,000	4,930,000	4,570,000
    5,000,000	0	0
    11,789,305	15,081,752	11,706,059
    37,889,802	42,989,752	30,925,059

     

    MOTION

     

    Note Investment Theme

89. Stirling Economy Place Based Investment Programme - Albert Hall Development

90. Stirling Economy Place Based Investment Programme - Visitor Management Wayfinder & Interpretation Trail

91. Stirling Economy Rural Tourism Infrastructure Fund - Green Shed Travel Hubs

92. Stirling Economy Rural Tourism Infrastructure Fund - Todholes Car Park

93. Insurance Funded St Kessogs

    Total Projects Supported by External Grants & Contributions

     

    C ITY REGION DEAL

94. City Region Deal Regional Digital Hubs (Cowie Regeneration)

95. City Region Deal Regional Hubs Cowie & Callander

96. City Region Deal Development of Culture, Heritage & Tourism Assets

97. City Region Deal Active Travel Routes (including Walk Cycle Live Stirling)

98. City Region Deal Active Travel (This is total project, SC element TBC)

99. City Region Deal Digital District phase 2 - Stirling Digital Hub

100. City Region Deal National Tartan Centre

101. City Region Deal MOD Land

     Total City Region Deal

      

     TOTAL GENERAL SERVICES CAPITAL PROGRAMME EXPENDITURE

      

      

     PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23 APPENDIX 1

     MOTION

      

     Note Investment Theme

      

     CAPITAL RESOURCES

     General Capital Grant

     Capital Grants & Contributions (new) Capital Grants & Contributions (prior year) Capital Grants & Contributions (c/fwd) CFCR

     Prudential Borrowing - General Prudential Borrowing - Specific Capital Receipts

      

     Proposed Programme 2022/23	Provisional Programme 2023/24	Provisional Programme 2024/25
     £	£	£
     (10,801,000)	(7,757,000)	(7,757,000)
     (13,552,828)	(15,934,747)	(12,424,084)
     (1,589,360)	0	0
     (2,850,155)	0	0
     (2,498,179)	0	0
     (1,320,320)	0	0
     (2,277,960)	0	0
     (3,000,000)	0	0
     (37,889,802)	(23,691,747)	(20,181,084)

      

     TOTAL CAPITAL PROGRAMME RESOURCES

      

     (0)

     19,298,005

     10,743,975

      

     SHORTFALL / (SURPLUS) OF RESOURCES

      

     Council Budget Meeting 3 MARCH 2022 Receipt of Motions and Amendments

     Item		Budget Proposals and Amendments
     General Fund Revenue Budget & Determination of Council Tax 2022/23	Budget Proposal	Date & Time Received: Friday 25 February 2022 at 9.51am Moved by: Councillor Margaret Brisley Seconded by: Councillor Alison Laurie
     	Amendment	Date & Time Received: Moved by: Councillor Seconded by: Councillor
     Proposed General Services Capital Programme 2022/23	Budget Proposal	Date & Time Received: Friday 25 February 2022 at 9.46am Moved by: Councillor Margaret Brisley Seconded by: Councillor Alison Laurie
     	Amendment	Date & Time Received: Moved by: Councillor Seconded by: Councillor

      

     STIRLING COUNCIL‌

      

     THURSDAY 3 MARCH 2022 THIS RELATES TO

     ITEM 3

     ON THE AGENDA

      

     AMENDMENT

      

     GENERAL FUND REVENUE BUDGET & DETERMINATION OF COUNCIL TAX 2022/23

      

     Stirling Council Meeting on 3rd March 2022

     General Fund Revenue Budget & Determination of Council Tax 2022/23

      

     Proposal 22/23:

      

     Proposed by Councillor Robert Davies:                                                          

      

     Seconded by Councillor Alastair Majury:                                                          

      

     That Council agrees:

      

     1. To note the budget surplus of £0.441M as set out in the officer budget report after taking account of government grant, unavoidable cost pressures, inflation provisions, previously agreed savings options, fees & charges income, and the Valuation Joint Board requisition;

     2. To agree that a revised Living Wage rate of £10.00 per hour should be paid for 2022/23, and that this should be applied from 1st April 2022, and paid to employees as soon as practicable, and not wait until the conclusion of pay negotiations;

     3. To agree that a Band D Council Tax of £1,391.33 be set for 2022/23 as detailed in Appendix 1 of this Motion, which represents a 3.5% increase on 2021/22 levels;

     4. To note that this provides a revised budget surplus of £0.986M in addition to proposed savings in Appendix 6;

     5. To agree the allocation of the budget surplus of £0.986M as set out in Appendix 2 of this amendment:

         

        • To provide additional spending commitments of £0.853M; and

        • To provide additional revenue funding of £0.133M to support increased capital investment of £2M through Prudential Borrowing;

           

     6. To agree that the target level of reserves be maintained at between 2% and 2.5% of budget of 2022/23, while accepting that for a period of time they will be at a level high than target in order to fund for example, the costs of transformation in the coming financial years;

     7. To agree the fees and charges for Council Services for 2022/23 as set out in Appendix 3 of the officer report, with the exception of Garden Waste Permit Charge, which will be set at £0.

     8. To agree the transfer of resources to the Clackmannanshire and Stirling Health and Social Care Partnership (Integration Joint Board) as set out in the officer report, at a level of £48.934M for 2022/23, which includes the full pass through of funding allocated to the Council by the Scottish Government in the Local Government Finance Settlement in December 2021;

         

         

     9. To agree that the Total Budgeted Expenditure to be Funded in 2022/23 be set at

        £246.569M as detailed in Appendix 1 of this Amendment;

     10. To agree that a Council Tax be paid in respect of chargeable dwellings in each of the other valuation bands in accordance with Section 74(1) of the Local Government Finance Act, 1992;

     11. To note that the 2022/23 Non‐Domestic Rate Standard poundage rate has been set by the Scottish Government at 49.8p in the pound, with the Large Business Supplement poundage rates being set at 51.1p for properties with a rateable value between £51,000 and £95,000, and 52.4p for properties with a rateable value over £95,000;

     12. To note the Prudential indicators for 2022/23 as detailed in Appendix 5 of this Motion;

     13. To approve the list of further budget savings of £0.270M as set out in Appendix 6;

     14. Council resolves to mandate the Council Leader to write to the Cabinet Secretary for Finance to highlight the gap in funding between what Local Government has received, and Scottish Government Revenue as identified in Audit Scotland reports, and what the Cabinet Secretary will do to address this, and work through the Convention of Scottish Local Authorities (CoSLA) to make the case for adequate funding of local authority services;

     15. To note that officers recommend that £1.958M of Earmarked Reserves could be repurposed;

     16. To approve that £0.357M of the £8.835M Covid‐19 Pandemic Recovery (Unrestricted Scottish Government Grant funding) also be repurposed, leaving £8.478M, and that this gives £2.315M for one‐off policy growth items as set out in Appendix 3;

     17. To note that leaves £19.420M as Earmarked Reserves;

     18. To agree that the Chief Executive and Chief Finance Officer will correspond with the Board of Active Stirling, to give assurances that the council will continue to provide financial support necessary to underpin the loss of income suffered by the organisation as a result of the pandemic. Such support will be met, where possible, from COVID income support funding provided to the Council by the Scottish Government; and

     19. To note that the Council will be facing a likely estimated cumulative revenue budget funding gap of c£23.8M over the five years 2022/23 to 2026/27 based on current business plan assumptions, as set out in Appendix 4 to this motion. In line with the Ten‐ Year Strategy (Thriving Stirling), work will continue on the long‐term planning process in order to set balanced budgets for the following years.

 

 

Appendix 1 – Council Tax Level

 

 

 

Appendix 2 – New Recurring Policy Growth

 

 

 

Appendix 3 – New One‐Off Policy Growth

 

 

 

 

 

Appendix 4 – Draft Five Year Budget Position

 

 

Appendix 5 Prudential Indicators

 

 

Authorised Limit and Operational Boundary for External Debt

 

 

Maturity Structure of Borrowings

 

 

 

Appendix 6 – Additional Savings

 

Reprofiling of Council Priorities £250K

 

Stirling Council currently has too many priorities and these can be reprofiled to ensure the taxpayers money is being spent more effectively. A review of the Council’s priorities will take place and the commensurate drop in the requirement for Senior Managers and Project Managers will potentially make a significant saving. This will look at all areas of the Council’s operation. Time can be saved, and staff redeployed. Savings can be achieved from natural wastage or targeted voluntary redundancies for posts that are no longer considered necessary.

 

Targeted Reduction in Mileage Allowance and Staff Travel £20K

 

The Council is projected to pay out £332,620 in mileage allowance (Car Allowance £46,780, Pool Car Recharge £285,840) for 22/23. Given that the Council has invested significantly in technology this budgeted reduction is to target managers and staff to reduce the amount of travel that they do in both private cars and pool cars. This will encourage the use of MS Teams and other mediums to facilitate communication. Not only will this save money but will aid in making the Council more environmentally friendly. If adopted this would reduce the projection to pay out £312,620.

 

 

STIRLING COUNCIL

 

THURSDAY 3 MARCH 2022 THIS RELATES TO‌

ITEM 3

ON THE AGENDA

 

AMENDMENT

 

GENERAL FUND REVENUE BUDGET & DETERMINATION OF COUNCIL TAX 2022/23

 

 

Stirling Council 3rd March 2021

General Fund Revenue Budget & Determination of Council Tax 2022/23 Scottish Conservative & Unionist Group Amendment

 

Moved by Cllr Neil Benny Seconded by Cllr Martin Earl

 

That the Council agrees:

1. To note the budget surplus of £0.441m as set out in the officer budget report after taking account of government grant, unavoidable cost pressures, inflation provisions, previously agreed savings options, fees & charges income and the Valuation Joint Board requisition.

2. To agree that a revised Living Wage rate of £10 per hour should be paid for 2022/23, and that this should be applied from 1st April 2022 and paid to employees as soon as practicable, and not wait until the conclusion of pay negotiations.

3. To agree the following further savings from the revenue budget:

   1. £50,000 in mileage allowance savings.

      The Council continues to budget £150,000 in mileage allowance. Given that the council has invested significantly in technology this budgeted reduction is to reduce the overall use of personal vehicles in pursuit of council business. The ongoing use of MS teams, the investment in hybrid working and the change in how people work will facilitate this targeted budget saving. Not only will this save money, but it will reduce the Council’s carbon footprint.

   2. £75,000 from Reprofiling of Council Priorities

      The Council continues to have too many political priorities and these can be reprofiled and reduced to ensure taxpayers money is being spent more effectively. A review of the Council’s priorities will take place and limits placed on the use of consultancy, contractors and temporary contracts to fulfil these priorities.

4. To set the Garden Waste charge at £0 for the forthcoming year. This will require an offset saving of £474,750 in revenue that will not be gathered from residents.

5. To provide additional revenue funding of £90,000 to support increased capital investment of

   £1.417m. This additional capital sum will be used to increase investment in pavements to encourage walking and in an additional major cycleway investment to encourage cycling.

6. To agree that the target level of reserves be maintained at between 2% and 2.5% of budget for 2022/23.

7. To create a Stirling Investment Fund to allow the utilization of reserves in a managed and worked out way the operating principles of which will be set out at appendix 2

8. To reduce the general fund reserve by £3.5m to be transferred to the Stirling Investment Fund and to reduce earmarked reserve by the amounts indicated in the officer recommendation by £1.958m to be transferred to a Stirling Investment fund, noting that this will retain reserves at above the target level based on the latest projections reported to the Finance & Economy committee.

9. To agree the transfer of resources to the Clackmannanshire and Stirling Health and Social care Partnership (Integration joint board) as set out in the officer report, at a level of £48.934m for 2022/23, which includes the full pass through of funding allocated to the Council by the Scottish Government in the Local Government Finance Settlement in December 2021

10. To agree the fees and charges for Council services for 2022/23 as set out in Appendix 3 of the officer report, with the exception of the Garden Waste charge which will be set at £0.

11. To agree that the total budgeted expenditure to funded in 2022/23 be set at £246.569m as detailed in Appendix 1 of this motion

12. To agree that a band D Council tax of £1,384.58 be set for 2022/23 as detailed in appendix 1 of this motion, which represents a 3% increase on 2021/22 levels

13. To agree that a Council Tax be paid in respect of chargeable dwellings in each of the other valuation band in accordance with Section 74(1) of the Local Government Finance Act, 1992

14. To note that the 2022/23 Non‐Domestic Rate Standard Poundage rate has been set by the Scottish Government at 49.8p in the pound with the Large Business Supplement poundage rates being set at 51.1p for properties with a rateable value of between £51,000 and

    £95,000, and 52.4p for properties with a rateable value over £95,000;

15. To note the prudential indicators for 2022/23 as detailed in Appendix 4 of this motion

16. To agree that the Chief Executive and the Chief Finance Officer will correspond with the Board of Active Stirling, to give assurances that the Council will continue to provide such financial support necessary to underpin the loss of income suffered by the organization as a result of the pandemic. Such support will be met, where possible, from COVID income support funding provided to the Council by the Scottish Government

17. To note that the Council will be facing a likely estimated cumulative revenue budget funding gap of £24.7m over the five years 2022/23 to 2026/27 based on current business plan assumptions, as set out in appendix 3 to this motion. In line with the 10 year strategy, work will continue on the long term planning process in order to set balanced budgets for the following years.

18. To note that no savings are accumulated in the officer assumptions for changes to the waste collection service in Stirling and that Council can consider reversing these changes in the future without an in‐year budgetary impact. The full savings that are to be realized from the savings amount of £0.36m amounts to less than 0.1% of the overall council spend and Council believes other savings can be identified through the 10 year strategy. This is reflected in appendix 3.

 

 

Appendix 1 – Council Tax

 

 

 

Appendix 2 – Operation of the Stirling Investment Fund

 

The council’s unusually high levels of general fund reserve and identified reductions in the earmarked reserves gives the council the opportunity to invest significantly in Stirling. The Stirling Investment Fund is a long term fund to invest in agreed priorities with careful scrutiny of investment plans and monitoring of outcomes.

 

Objectives for the fund 2022/23:

1. To help alleviate the cost of living crisis

2. To address issues within the scope of the climate and nature emergency plan

3. To invest in council services to make them more effective and efficient including the overall transformation project

Ideas are welcomed to the fund for ideas that will help meet these broad objectives. Ideas can come from Councillors, Communities, Citizens or Officers.

Ideas will be assessed by the Finance & Economy committee who may ask officers to undertake more work on the ideas that are coming forward. This should allow the development of ideas into full proposals which will then be scrutinized by the Finance and Economy committee.

The first tranche of ideas should be taken from the administration motion which can be expedited through a special meeting of the finance & economy committee.

All allocations will have set objectives and outcomes and will be assessed against the outcomes they set out to achieve.

An annual report on the Stirling Investment Fund will be presented to Council. Objectives will be set by Council annually.

Sums within the general reserve at the end of the financial year above the 2.5% upper reserve target will be funneled in to the Stirling Investment Fund. This will allow for future year investment and the utilization of general fund reserves in a structured way that represents value for money for the taxpayer and allows innovative projects to be funded.

 

 

Appendix 3 – Long term indicative planning

 

 

 

Appendix 4 – Treasury Indicators

 

 

Ratio of Financing Costs to Net Revenue Stream

 

 

Authorised Limit and Operational Boundary for External Debt

 

STIRLING COUNCIL

 

THURSDAY 3 MARCH 2022‌

 

THIS RELATES TO ITEM 4

ON THE AGENDA

 

AMENDMENT

 

PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

 

 

Stirling Council Meeting on 3rd March 2022

General Services Capital Programme 2022/23 Proposal 22/23

Proposed by Councillor Robert Davies:                                                          

 

Seconded by Councillor Alastair Majury:                                                          

 

That Council agrees:

 

1. To note the draft General Services Capital Programme for 22/23 as set out in Appendix 1 and 2 of the officer report on this agenda including a surplus of resources of 0.030M

2. To agree the following amendments to the draft capital programme in the officer report:

    

   Additional Resource Approvals within 22/23:

   Additional prudential borrowing in 22/23 to fund capital programme priorities:

   1. Rural Community Fibre Network £0.200M

   2. Road Infrastructure Improvement Fund (Road surfacing & Footway works) £0.740M

      Subject to a paper with suggested requirements to come to the Environment & Housing Committee in due course

   3. Purchase of a Mobiloo Mobile Changing Places Facility £0.090M

      A paper will come outlining the process for purchasing an asset to deal with this issue and how the asset will be operated to the CP&R Committee

   4. Investment in Infrastructure and Public Space in Dunblane and Bridge of Allan ward

      £0.500M

      Subject to a paper with suggested requirements to come to the Environment & Housing Committee in due course

   5. Investment in Infrastructure and Public Space in the Forth & Endrick ward £0.500M

      Subject to a paper with suggested requirements to come to the Environment & Housing Committee in due course

      Total £2.030M

      Surplus of resources noted in officer report (£0.030M)

      Additional Prudential Borrowing £2.000M

       

       

3. To note that the programme amendments in point 2 will allow a General Services Capital Programme to be set for 22/23 within the resources available;

4. To agree a revised capital spending programme for 22/23 totalling £39.190M as set out in Appendix 1 to this report;

5. To agree that no funding from the Capital programme will be spent on the Viewforth Link Road project and any funding as applicable to be used to maintain the existing road, active travel, and footway infrastructure; and

6. To agree that officers will carry out a comprehensive review, and bring back to a future meeting of the Council the draft 10‐year capital programme which will be set a longer‐term outlook on the council funding requirements taking account of the needs for capital investment to support the Council’s reprofiled strategic priorities.

 

 

 

Appendix 1

 

(No change to the Administration motion, other than the differences in our respective point 2s)

 

 

STIRLING COUNCIL‌

 

THURSDAY 3 MARCH 2022

 

THIS RELATES TO ITEM 4

ON THE AGENDA

 

AMENDMENT

 

PROPOSED GENERAL SERVICES CAPITAL PROGRAMME 2022/23

 

 

Stirling Council 3rd March 2021

Proposed General Services Capital Programme 2022/23

 

Scottish Conservative & Unionist Group Amendment

 

Proposed: Cllr Neil Benny Seconded: Cllr Martin Earl

 

That The Council agrees

1. To note the draft General Services Capital Programme for 22/23 as set out in Appendix 1 and 2 of the officer report on this agenda including a surplus of resources of £0.30m

2. To agree the following amendments to the draft capital programme in the officer report:

    

   Additional resource Approvals within 22/23

    

   Additional prudential borrowing 22/23 to fund capital programme priorities:

   Rural Community Fibre Network £0.200m Road Infrastructure improvement Fund General Increase £0.547m Road Infrastructure Improvement Fund Pavements & Walkways funding £0.500m Bannockburn to Cowie Cycle Route £0.100m

   Additional Cycle Route Development £0.100m

    

   Total £1.447m

    

3. To agree that the additional sum for Pavements & Walkways be delegated to officers to seek spending opportunities that ensure the funding is used on additional pavement and walkways to improve neighbourhoods and to encourage walking.

4. To note that the above programme amendments will allow a General Services Capital Programme to be set for 22/23 within the resources available

5. To note that this change will increase the overall council spend to £38.667m

6. To agree that officers will carry out a comprehensive review, and bring back to a future meeting of the council the draft 10‐year capital programme that will set a longer term outlook on the council funding requirements taking account of the needs for capital investment to support the Council’s strategic priorities.

 

Council Budget Meeting 3 MARCH 2022 Receipt of Motions and Amendments