Future funding outlook of AnyDistrict Council July 2013
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Contents
Introduction 4 The impact of the 2010 Spending Review
6
How has AnyDistrict managed within reduced resources?
7
The council’s positive impact on growth and jobs
9
The outlook for 2015/16 and beyond
11
How the LGA’s proposed local government reforms help secure services and growth for AnyDistrict residents
14
Conclusion 18
Introduction
The Local Government Association’s (LGA) Spending Round submission made a number of proposals to help councils deliver better public services and promote growth. It detailed some of the savings that had already been made by a typical “AnyCouncil” and their impact on residents, AnyCouncil’s contribution to local growth and how the LGA’s proposals could help it to drive local growth and contribute to national economic recovery. In light of the Spending Round announcements, and the launch of the ‘Future funding outlook’ report, we have updated this analysis to show the most up-todate forecast of pressures that councils face in the foreseeable future. There are, however, important differences between the experiences of the different types of councils, and this paper, along with its sister “AnyCounty Council” and “AnySingleTier Council” papers, outlines the experience to date of councils of various types. This paper focusses on the impact that the implementation of the LGA’s report ‘Rewiring public services: Rejuvenating democracy’ (henceforth ‘the report’) might have on “AnyDistrict”. District councils, on the whole, tend to be smaller organisations and represent smaller populations than counties or single tier councils, but do vary widely in size. Unlike unitary authorities, district councils do not provide the full range of local government
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services, with statutory and discretionary services split between district and county levels. District councils are responsible for services including economic development, social housing, planning and waste collection, universal services such as leisure centres and culture, and the provision of local council tax support and housing benefit. County councils look after services such as waste disposal, adult and children’s social care, education and libraries in an area. There is a strong interrelationship between districts and county councils. For example, the split function of waste management, with districts responsible for collecting waste and counties responsible for disposal, means that close cooperation is necessary. At the same time, districts collect council tax for all precepting authorities – county, town and parish councils, police authorities and, in some areas, the fire authority. However, the strength of the relationship between districts and county councils, and other districts in the county, varies from one area to another. As district councils act as billing authorities for council tax and rents, and are responsible for welfare benefits such as housing benefit, they are particularly affected by government reforms of the welfare system. There is operational uncertainty on the future of the benefit support function, as well as financial risks of non-collection of rent and housing benefit.
Future funding outlook of AnyDistrict Council July 2013
AnyDistrict is a typical district council in three principal aspects: the level of funding reductions1, the extent of local deprivation and the growth in the local economy are all in the mid-range. As is the case with districts across England, AnyDistrict is facing the challenges of: • mediating the impact of substantial reductions in central government grants • providing affordable housing to meet local needs
While our analysis will focus on AnyDistrict, it is important to stress that the experience of individual councils has been, and continues to be, varied. All district councils face different challenges – the level of funding cuts, dependence on government grants and potential for economic growth vary significantly more among districts than any other class of council.
• fostering economic growth • the uncertainty over the impact of welfare reform. Our analysis of AnyDistrict shows:
The LGA would like to acknowledge the assistance of the District Councils’ Network in preparing this paper.
• The financial impact of the 2010 Spending Review on the average district council contrasting the position in 2010/11 with 2014/15. • The steps the council has used to manage the financial impact. • The positive impact of the council on local growth and jobs. • The financial impact on the council of a further 10 per cent real terms reduction in grant funding in 2015/162. • The potential impact of some of the measures proposed in the report on AnyDistrict’s ability to protect local public services and promote growth.
1
Funding reductions have varied according to the level of grant dependency. 2 Due to publication deadlines, further announcements made in relation to “Investing in Britain’s Future” on Thursday 27 June 2013 are not reflected in this paper.
Future funding outlook of AnyDistrict Council July 2013
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The impact of the 2010 Spending Review In 2014/15, AnyDistrict will have total funding of £15.2 million. However, there has been a number of marked changes since 2010/11:
services mean that AnyDistrict will have taken £6 million out of its budgets by the end of 2014/15.
• A real terms reduction of government grants from 2010/11 to 2014/15 of 36 per cent.
• A total of £1.8 million in reserves is being used to mitigate the funding reductions. This breaks down as £0.8 million in 2012/13 and £0.5 million each in 2013/14 and 2014/15. AnyDistrict recognises that using reserves in this way is not sustainable in the long term.
• The council froze council tax in 2010/11, 2011/12, 2012/13 and 2013/14. • Funding cuts, a four-year council tax freeze, inflation and rising demand on
There is a growing gap between income and expenditure – projecting forward on current trends and assuming a 10 per cent real terms cut in government grant in 2015/16.
Projected funding gap, 2012-2020 (£m) 16.5 16.0 15.5
Funding gap
15.0 Net expenditure
14.5 14
Funding
13.5
As in many other districts, AnyDistrict is approaching the limit of how much can be saved without impact on frontline services. District councils have considerably smaller budgets in comparison with county and
6
0 /2 20 19
9 /1 20 18
8 /1 20 17
7 /1 20 16
6 /1 20 15
5 /1 20 14
4 /1 20 13
20 12
/1
3
13.0
unitary councils. Overheads and back office costs are much smaller and the potential to absorb reductions in grant has already reduced dramatically.
Future funding outlook of AnyDistrict Council July 2013
How has AnyDistrict managed within reduced resources? AnyDistrict and its district neighbour has brought savings of £0.13 million and achieved 95 per cent customer satisfaction. In addition, there are future commercial benefits flowing from offering services to other district councils and businesses.
AnyDistrict has delivered nearly £4 million of savings from a combination of ‘quick win’ savings and longer-term projects. ‘Quick win’ examples include: • A freeze to councillor allowances in 2012/13, and reductions in councillor refreshment, car allowance and conference budgets, saving about £0.1 million. • A reduction in expenditure on consultancy, conferences, design and advertising, saving approximately £0.1 million in ongoing budgets and neutralising future cost pressures in this area. • Procurement controls delivered by improved procurement processes including joint procurement with neighbouring authorities saving approximately £0.1 million each year for the past two years. Longer-term projects include:
There have been a range of measures to reduce workforce costs: • AnyDistrict now shares back office functions with other district councils in areas such as internal audit, human resources, legal affairs, revenues and benefits. The total saving for partners is estimated at £2.2 million. • Overall, headcount in AnyDistrict has reduced by 10 per cent since 2011/12. This has been achieved through a redundancy programme (which has been largely voluntary2), deletion of vacant posts, recruitment freezes and natural wastage.
• Sharing of frontline services. For instance, a waste collection contract with a neighbouring district council, which allowed partners to save £0.5 million altogether.
• AnyDistrict has also entered into a shared management arrangement with a neighbouring district council. This includes a shared chief executive.
• Commercialising the use of council assets. For instance, the planned subletting of office space within council-owned property as part of a strategy aimed at using assets more effectively, generating net savings from sharing costs of £0.2 million.
• This, together with a pay restraint policy (which included a national pay freeze for the last three years), has saved AnyDistrict nearly £1.25 million.
• Trading activity to generate additional income, including the provision of services to neighbouring authorities. For example, a frontline pest control partnership between
• Other changes to terms and conditions, especially changes to overtime and casual wage policies, reductions to car 2
LGA monitoring in 2011 showed that 58 per cent of councils had announced recent redundancy programmes.
Future funding outlook of AnyDistrict Council July 2013
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allowances and online delivery of staff training courses. This has saved £0.3 million. Local people will have seen changes to services, for example: • increasing charges for plots in cemeteries and allotments on an annual basis • reductions in leisure and cultural services • closure of some public toilets • reductions of maintenance budgets for selected local and regional parks • reduction in budgets allocated to cleanliness initiatives such as community skips
• South Norfolk Council has introduced generic working across the areas of council tax, benefit debt recovery and business rates. Processes have been simplified, and duplication has been taken out. Customers now receive a more streamlined service, with the average time taken to process a benefit down to four days. The council has saved £0.25 million in staff resources. These savings have been achieved at the same time as prioritising local business and private sector job growth.
• reduction in transport subsidy spending, which has resulted in reductions to bus routes. AnyDistrict is also looking into initiatives by other district councils to see whether it could adopt other strategies, for example: • Chesterfield Borough Council has entered into a 10 year outsourcing contract with two private sector partners. Outsourced services include ICT, customer services, human resources, revenues, benefits, payroll, accounts payable, invoice processing, engineering and facilities maintenance and asset management. The partnership is expected to yield £4 million of savings during the life of the contract. • Kettering Borough Council led on establishing of a customer service centre which co-located a range of services such as a phlebotomy clinic, the registrar service and the HMRC Tax Office. Customer centre advisers were also trained to offer free home safety checks on behalf of the Northamptonshire Fire and Rescue Service. This joined-up approach improved customer satisfaction while saving £0.7 million across the partnership at the same time.
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Future funding outlook of AnyDistrict Council July 2013
The council’s positive impact on growth and jobs Delivering and promoting growth in the local economy is a top priority for councils. District councils are using their role as the strategic planning authority, as well as land and property owner, to help businesses and housing to grow through supporting new developments, inward investment schemes, support to small businesses and employment support schemes. Districts have also been important partners in developing and delivering first and second wave City Deal proposals across England. However, the reduction in AnyDistrict’s budget and employment will have had a negative impact on the local economy and that of neighbouring councils into which its economic activity spreads. During the four year 2010 Spending Review period, AnyDistrict has taken a range of measures including: • Improvements in performance of the planning function. As a result, AnyDistrict increased the speed with which applications are processed significantly, and cleared an existing backlog. A re-design of the planning section of the council website has created a more user-friendly experience for customers. • A review of its land assets, such as garage sites, with a view to release them to bring forward new affordable housing, often in partnership. This is supplemented by an investment plan to make best use of its housing borrowing
allowance to invest in new and existing housing stock. • Discussions with strategic partners which led to an agreement to establish a specialist green business cluster. A refurbishment programme of existing retail and business parks to increase occupancy and attract new businesses was also implemented. • Provision of an incubator facility for startup businesses and those businesses wishing to move into their first commercial premises. The facility offers flexible leases and provides onsite advice and assistance to businesses. The aim is to assist these businesses to grow and develop to a stage where they are ready to move into private commercial properties within three years. • Exploring ways to give more opportunities to local business in council procurement. AnyDistrict uses an electronic procurement system with an internal electronic catalogue for many of the products purchased. The process is very swift, allowing for the vast majority of commercial invoices to be settled within 14 days of receipt. AnyDistrict is also exploring strategies adopted by other district councils, for example: • Norwich City Council has conducted an eco-retrofit of 1,175 council homes and
Future funding outlook of AnyDistrict Council July 2013
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has completed a housing development on the site of former city council-owned garages and car parks through a £10.8 million partnership with Orwell Housing Association, building company ISG and the Homes and Communities Agency. • South Lakeland District Council has developed a strong approach, including marketing, to attract inward investment. Success stories include Furmanite, a global organisation specialising in line plant and pipe maintenance, setting up a branch in the district, and GlaxoSmithKline (GSK) investing £350 million in a Biopharm Facility – the first GSK facility to be built in the UK for 40 years. • Basingstoke and Deane Borough Council has started a major regeneration scheme of the Basing View business park. The council has entered into a £200m partnership agreement to redevelop the parcels of land of which the council is the freeholder. The scheme is expected to create 5,000 new jobs in the business park. The picture so far is one of far-reaching efficiency measures to protect services alongside investment in the local economy. Is this sustainable with further reductions in 2015/16?
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Future funding outlook of AnyDistrict Council July 2013
The outlook for 2015/16 and beyond A 10 per cent real terms reduction in grant funding for 2015/16 reduces the funding available to AnyDistrict by £0.5 million, partly offset by a forecast £0.38 million increase in New Homes Bonus funding. This represents a funding gap of 4.5 per cent by 2015/16, the difference between projected income and expenditure. This gap grows to 12.1 per cent by 2019/20. AnyDistrict sees itself as having a role in promoting the health and wellbeing of its local community, but will not directly benefit from additional NHS funding for social care, announced in the Spending Round, because it does not have a statutory responsibility to provide social care services.
the same time giving the council meaningful control over more than 60 per cent of its total funding. The chart also shows that retained business rates are projected to constitute 17 per cent of the total funding of AnyDistrict by 2019/20. The relatively small effect of business rates growth on total funding means that the incentive for AnyDistrict to encourage economic growth is diluted.
The chart overleaf shows that since 2010/11, AnyDistrict’s council tax revenue as a portion of total income has been increasing steadily due to the dramatic reductions in grant. This trend, combined with modest increases in council tax from 2015/16, is set to continue up to 2019/20. AnyDistrict has been very efficient at collecting council tax, with a collection rate of 98.2 per cent. In comparison, the collection rate for all UK government taxes (such as income tax, corporation tax, VAT and fuel duty, among others) is 93.3 per cent. AnyDistrict would like to be able to vary council tax and discounts flexibly. This would improve the democratic legitimacy of the council with its local community while at
3
HMRC tax gap estimates for 2010/11: http://www.hmrc.gov.uk/ statistics/tax-gaps/mtg-2012.pdf
Future funding outlook of AnyDistrict Council July 2013
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Council tax as a portion of funding, 2010-2020 100%
4%
90%
22%
17%
16%
80% 70%
4%
11%
49%
60%
15%
16%
16%
Retained business rates
40%
60%
56% 47%
Council tax
10% 2010/11
2014/15
2017/18
The financial pressures AnyDistrict faces are amplified by its changing environment in the following ways: • AnyDistrict is not clear what its role in housing benefit support will be in the future. Currently, 4 per cent of all expenditure by AnyDistrict is related to housing benefit administration and support functions alone. Because Universal Credit will replace housing benefit, the council is facing uncertainty over the future of this service, and there are significant risks related to continuity of support to local residents. • With government grant reductions, AnyDistrict has been forced to cut its financing of the planning service, which directly affects growth prospects in its area. The district cannot mitigate this issue without impacting on other services, as the planning fees are set nationally and cannot be flexed to reflect the true cost of the planning function. Local residents and businesses are also affected – some applicants pay more than necessary, while
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New Homes Bonus
52%
20%
0%
Grant funding
10%
50%
30%
Investment income
2019/20
the fees of others are subsidised by the local tax payer. • AnyDistrict is facing increasing cost pressures on homelessness services and temporary accommodation as more families struggle with paying rent due to the housing benefit cap. The council already faces homelessness costs of £0.3 million4, and the number of households in temporary accommodation has increased by 45 per cent since 2010/11. There are also financial risks associated with an increase in rental arrears, which in turn would impact on the ability to invest in housing. • AnyDistrict is tied into a long-term waste collection contract with an external provider. AnyDistrict has so far been successful in controlling contract costs through negotiation. However, further incremental renegotiations are becoming increasingly expensive, and value for money may be less as services are reduced. 4 This can be as high as £1-2 million in individual district councils.
Future funding outlook of AnyDistrict Council July 2013
• A large area of AnyDistrict is located on green belt land, which limits the scope for further growth in housing and business properties. AnyDistrict is increasingly reliant on sustained new homes bonus receipts (as per the chart on page 12). As a result, a reduction in the supply of new homes is a significant financial risk. Similarly, AnyDistrict cannot rely on sustainable economic growth to bring in extra retained business rates in the long term. • As the billing authority in its area, AnyDistrict is managing a major financial risk as a result of localisation of council tax support. The county council withdrawing funding and services also impacts on local communities and districts. As a result of these risks, AnyDistrict is under pressure to hold higher reserves to manage unexpected shocks. So there are significant risks to finance, services and growth in 2015/16 and beyond – what’s the solution?
Future funding outlook of AnyDistrict Council July 2013
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How the LGA’s proposed local government reforms help secure services and growth for AnyDistrict residents Economic growth, housing and welfare reform AnyDistrict is part of an ambitious local economic partnership, which has been granted a City Deal. It actively supports and contributes to the work of the partnership to deliver an improved skills system to support learners into sustainable employment, while at the same time ensuring that business can benefit from a pool of work ready, skilled employees. An important part of the work programme of the local employment and skills board, actively shaped by AnyDistrict, is the establishment of apprenticeship schemes. The focus on local priority sectors is expected to move more local people into employment and foster economic growth. However, AnyDistrict and its partners would like to be able to do even more. Firstly, creating a local treasury, responsible for spending and taxation as well as economic development in the area, would provide incentives for joined-up, streamlined projects aimed at fuelling growth. The local treasury would be accountable to and led by choices made by local people and businesses, and not by different institutions of government. Secondly, AnyDistrict has been disappointed by the size of the Local Growth Fund. The
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£2bn fund announced in the Spending Round is significantly smaller than the sum proposed in the Lord Heseltine’s report.5 In addition, most of the pot is made up of repurposed local authority funding, such as new homes bonus, on which many district councils are reliant. AnyDistrict is particularly concerned that this will result in resources being redistributed away from its area. The Heseltine single pot should be made more ambitious and provide real devolution of central government funding. Moreover, AnyDistrict would be able to reduce the red tape faced by local businesses through changes in the licensing regime. A locally designed package of inspection and oversight measures would make sure that the licensing framework reflects local concerns and priorities, while cutting down on unnecessary administration costs and box-ticking inspection. Councils would no longer have to provide complex advice and could use flexible licensing fees to ensure that it recoups the cost of providing the service, strengthening its accountability to businesses while also reducing the pressure on council tax payers this way. Furthermore, there is an appetite to build more homes to improve access to 5
Lord Heseltine’s review ’No stone unturned: in pursuit of growth’, 2012.
Future funding outlook of AnyDistrict Council July 2013
affordable housing, which would help reduce pressures related to reductions in housing benefit and increases in homelessness. AnyDistrict has brought 40 homes back into use and collaborated with housing associations to build another 40 in 2012/13. Further growth in housing stock would also increase funding receipts in the medium term through the New Homes Bonus. This could be achieved through a relaxation of borrowing rules. In addition to the above, a significant part of AnyDistrict’s budget is spent on providing administration and frontline support for housing benefit – about 6 per cent of its annual budget is spent on this alone. As a result, the district would benefit from clarity around the impact of welfare reform on its services. Some of the Universal Credit support services constitute a new burden that needs to be fairly, transparently and appropriately defined and funded. AnyDistrict has looked into joining up with the local Jobcentre Plus (JCP) in order to provide comprehensive support to those in receipt of Universal Credit, for example through helping them access and use the online system, and to plan and control their spending. However, this has proven to be difficult. The JCP was reserved about the idea because it felt there were insufficient incentives to cooperate, as well as a difference in objectives. AnyDistrict was unable to resolve these cultural and communication issues on its own initiative. The Treasury’s commitment to place-based public service budgets might help deal with such issues. However, it is essential that other government departments are open-minded, enthusiastic and ready to cooperate in order to improve and transform services while achieving ambitious savings targets. The report calls for a breakdown of inertia and adversity to place-based public service budgeting within government departments.
Adult Social Care, health transformation and children’s services The Community Budget pilots, looking at new ways of funding, organising and delivering services in four areas, have shown that there is potential to make savings across the public sector in the medium term while improving outcomes at the same time. Although a direct comparison is not possible, the Whole Essex Community Budget pilot is based on an existing close partnership between Essex County Council and 12 district councils, among other partners. The pilot has seen district councils becoming ambitious partners in areas such as community safety, public health and joint health and social care commissioning. For the 12 district councils, the expected savings by 2019/20 amount to £6.5 million in total. AnyDistrict is keen to work with local partners in the area, for example, through setting up and leading a shadow health and wellbeing board to contribute to the work being done at the county level. Place-based public service budgets are a strong first step in reengineering care services, as local commissioners would be able to direct resources where they would have the greatest impact on the health and wellbeing of communities. The experience of the Essex pilot shows that while the integration of preventative district services is securing savings for other public sector agencies, such as health, districts would not necessarily benefit from those savings in the short term. Other local partners, such as central government departments, the NHS and the police, need to be prepared to share the immediate savings.
Future funding outlook of AnyDistrict Council July 2013
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However, it is important that integration of adult social care and health services and key district services such as housing and environmental health goes beyond the basic place-based public service budgets approach. For example, health and wellbeing boards should be strengthened to extend their leadership across local services. Involving the full range of health services, from community to acute trusts, would help extend joint commissioning and streamlined planning across core social care and health budgets. In the Essex pilot, Tendring District Council has led the development of work on early intervention in troubled families and domestic abuse in its area. The joint effort of districts in Essex is set to improve outcomes in areas such as child protection and safeguarding, and save £51 million across the partnership by 2019/20 – with £4.5 million split among district councils. AnyDistrict feels there is scope to develop even stronger partnerships in its local area, co-invest in targeted early intervention strategies and strengthen its role in children’s safeguarding, if place-based public service budgets became the norm. This could be achieved through the end of ringfencing of schools’ budgets, which would allow them to work closely with local partners.
Financial sustainability Alongside measures to promote growth and reform public services, AnyDistrict would like to be financially independent of government. The council already consults on its budget – but local people do not see any link between the local taxes they pay and the way money is spent locally on health, policing, employment support and other public services. Firstly, the report calls for a full devolution of control over existing and potential new local taxes to councils. Local taxation and charging
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could become become an even more important policy tool, which would strengthen the local democratic mandate in the AnyDistrict area. AnyDistrict would be able to increase, reduce and shift the tax burden on local people and businesses according to the wishes of local people. For instance, linking council tax to the retail price index in 2015/16 could be expected to raise around £0.25 million in that year, and every subsequent year, for AnyDistrict. The single person discount represents a significant subsidy, the cost of which is borne by AnyDistrict’s full tax-paying homes. The difference between a 20 per cent and a 25 per cent discount for non-pensioner households is £0.1 million a year. If it were free to change the discount AnyDistrict would in the first instance do so for non-pensioner single households in the most expensive properties (Bands G and H). Being able to flexibly set planning fees would allow AnyDistrict ensure that it recoups its costs, no one pays more for the applications than is necessary and no fee is subsidised by the council tax payer as well. Secondly, settlements agreed for the life of the Parliament in advance would give both local government and other parts of the public sector the ability to commit to long-term joint investment in services. In recent years, the council encountered great difficulty in planning for the financial year ahead, with the draft local government finance settlements being announced late in December, and allocations confirmed as late as February - past its budget setting date. Long-term firm settlements would allow AnyDistrict to improve its already robust medium-term financial planning, which has so far allowed it to achieve ambitious savings targets while prioritising frontline delivery of
Future funding outlook of AnyDistrict Council July 2013
services and initiatives to spark economic growth.
The financial impact We estimated the effects of some of the measures on AnyDistrict (see table 1). Their precise impact (and that of the other measures in the report) would need further, more detailed analysis to determine their effect in a real council area. The financial impact and the timing of the impact of these measures will vary from council to council. The benefits of public service integration will also be spread across the public sector.
Future funding outlook of AnyDistrict Council July 2013
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Table 1: The potential financial impact of our proposals.
Measure
Potential financial impact on AnyDistrict £000s
Range of potential impact among district councils
Timing (financial year)
£000s
Place-based public service budgets – projected savings based on Essex pilot: integrated commissioning, health, and skills/growth
520
177-1,081
By 2019/20 (assuming integration starts in 2015/16, and taking into account potential issues with achieving savings in the short term)
RPI increase to council tax
245
66-513
2015/16
Reduction of single person discount to non-pensioner households from 25% to 20%
103
25-220
2015/16 2016/17 (assumes single local growth fund set out by Lord Heseltine has an immediate additional impact on local growth following implementation in 2015/16)
Growth – 1% above trend – uplift in the local share of business rates6
22
9-60
Total impact in 2015/16
348
91-733
Total impact in 2016/17
370
100-793
Total impact in 2019/20
890
277-1874
6 The figure for AnyDistrict is based on a 1 per cent increase in locally retained business rates which are £2.2 million in 2013/14.
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Future funding outlook of AnyDistrict Council July 2013
Conclusion
Councils are required to produce a balanced budget each year, upon which they set the level of council tax. They have made a significant contribution to deficit reduction, alongside keeping council tax costs down to help householders. However, councils are now facing increasingly tough choices about service reductions and withdrawal. The measures proposed in ‘Rewiring public services: Rejuvenating democracy’ would help enable AnyDistrict to: • become part of a re-energised English democracy, offering its community a meaningful local vote and giving people back real reasons to participate in civic life and their communities
• improve the performance of the local economy, and in particular reduce youth unemployment and equip young people with the skills they need to compete in both the local and global economy. • allow local people more control over local taxes and the way in which those taxes are spent to deliver services and promote jobs growth. Taken together the measures in the report help AnyDistrict reform and protect local services, maximise efficiencies across the public sector, and promote growth in the local economy.
• drive public sector reform, integration and efficiency with local partners to reduce costs and improve outcomes (as demonstrated by the place-based Community Budget pilots) • contribute to accelerating integration in health and social care, reducing the number of emergency admissions to hospital and care through place-based public service budgets • contribute to improving the wellbeing of young children (and their future wellbeing and educational performance) through early intervention programmes and partnership working with other local partners
Future funding outlook of AnyDistrict Council July 2013
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For more information please contact: Alan Finch Interim Head of Programmes – Local Government Finance Local Government Association Local Government House Smith Square London SW1P 3HZ Email: lgfinance@local.gov.uk Telephone: 020 7664 3085
Local Government Association Local Government House Smith Square London SW1P 3HZ Telephone 020 7664 3000 Fax 020 7664 3030 Email info@local.gov.uk www.local.gov.uk Š Local Government Association, July 2013
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