Linking Spending and Savings Proposals to the Corporate Strategy

- Key to references in appendix 2a to 2e

A. Corporate strategy outcomes

1 Hampshire safer and more secure for all

1.1 There is a reassuring, visible, uniformed presence.

1.2 The users of Hampshire's roads are safer.

1.3 Children stay safe and feel secure.

1.4 Vulnerable adults and older people are protected.

1.5 Independent living is promoted through community safety initiatives.

1.6 Hampshire County Council is prepared in the event of a major emergency and has adequate contingency arrangements to ensure the continued delivery of vital services.

1.7 Hampshire contributes to the mitigation of and adaptation to climate change.

2 Maximising wellbeing

2.1 Vulnerable adults and older people are treated in a way which maximises wellbeing, independence and inclusion.

2.2 Right care in the right place at the right time for adults and older people.

2.3 All children and young people enjoy learning and achieve to their full potential.

2.4 Children in our care have the best possible chances in life and are supported to achieve their full potential.

2.5 People have fair and equal access to services and information.

2.6 All local people, including children and young people and their families, can influence decision making and the ways in which services are designed and delivered.

2.7 Hampshire is a strong, active and diverse community.

2.8 People in Hampshire are healthy and enjoy wellbeing.

2.9 Disparities in income across Hampshire are reduced and there is general economic prosperity.

3 Enhancing our quality of place

3.1 The majority of waste is diverted from landfill.

3.2 The roads and pavements of Hampshire are in a good condition.

3.3 Traffic impacts are kept to a minimum.

3.4 Hampshire is a sustainable community.

3.5 The County Council owned and managed estate and heritage assets benefit Hampshire's quality of place.

Management Plan

MP1 Council services offer value for money.

MP2 Resources follow priorities.

MP3 Hampshire County Council develops capacity to support its priorities and behaviours to support its organisational values.

B. Financial context to the corporate strategy

FC1 Demographic and legislative pressures:

- aging population and increased number of young people with complex disabilities living into adulthood

- higher waste disposal costs due to national policies linked to landfill and hazardous waste directives

- increased numbers of vulnerable children being identified

FC2 Major change programmes:

- development of Hantsdirect

- pay and benefits programme

FC3 Review programmes to enable spending pressures to be accommodated and to achieve targeted efficiency savings.

C. Financial management policies

FM16 In order to allow services to operate within firm cash limits, allocate provision for inflation to services at the start of the financial year and require excess inflation to be absorbed.

FM17 Services expected to contain spending within the approved cash limit with no supplementary allocations being available other than in exceptional circumstances unless a specific contingency provision made within the budget.

FM18 Services expected to carry forward 100% of any overspending against the overall service cash limit, but are allowed to retain up to 100% of any planned underspending identified prior to the approval of the following year's budget. 50% of any unplanned underspending can automatically be carried forward.

FM21 Encourage chief officers to submit applications for specific grant/partnership funding designed to maximise the resources available to the County Council, by allowing capital and revenue cash limits to be adjusted to reflect changes in grant levels.

FM23 Require services to review the level of fees and charges at least annually and set budget limits on the assumption that the level of charges will be increased in line with assumed inflation on gross expenditure.