ELMBRIDGE BOROUGH COUNCIL Capital Strategy

Transcription

1 Appendix A ELMBRIDGE BOROUGH COUNCIL Capital Strategy September /1 -

2 1. Introduction The contents of this paper should be read as falling within the continuing development of the capital planning process. The strategy and associated monitoring arrangements will continue to be developed and refined as a part of the corporate planning and budget setting process for each financial year. This strategy has been prepared by the Strategic Director Resources in consultation with the Directors Management Board and the Corporate Property Officer and approved by the Council. The strategy is informed by the Asset Management Plan which is prepared by the Corporate Property Officer supported by a Corporate Property Group of senior officers. Elmbridge has a Citizens Panel (currently comprising 1,285 residents) which is consulted on issues relating to the overall direction of the Council and quality of service. The Council also has a Business Panel facilitating discussion and consultation with local businesses, and has drawn consultation activities together into a corporate Consultation Plan. The Elmbridge Community Strategy informs the Capital Strategy and decisions taken on capital investment. Additionally, there are well-established links with key partners which assist in determining priorities for capital investment and further develop the community planning process. The successful completion of the large scale voluntary transfer (LSVT) of the Council s housing stock in March 2000 provided the opportunity for a general Capital Programme provision of 600,000 to be made in each financial year from 2000/01. Having reviewed the level of general capital expenditure requirements identified and approved in recent years, and in recognition of the average annual level of capital receipts estimated to be obtained from future (post LSVT) right to buy sales, the general capital programme provision has been increased to 750,000 per annum. It is clear that in some years there will be an increased requirement for capital investment, and the Council s capital planning process retains the required degree of flexibility and resource levels to cope with peaks (and troughs) of demand. 2. Corporate Objectives The Council has an established process for the identification of key corporate priorities and targets, developed through the publication of an annual Corporate Plan and Corporate Performance Plan. The Capital Strategy is developed within a cyclical annual process, which includes the determination of the Council s vision, key developments and corporate plan targets. The Council s vision and key developments for 2006/07 are attached at Annexe 1. These key developments include, as appropriate, the consideration of priorities for capital investment in facilities and services. It is considered that, with the exception of KD1, KD5 and KD9 which will have been completed during 2006/07, the vision and key developments as currently detailed will continue to apply in 2007/08 although some may be slightly re-focused, however, the Capital Strategy has the flexibility to respond to the capital requirements of any additional corporate objectives. At the time of considering proposals for capital projects, each proposal is set in the context of the current Capital Strategy and how it would support the achievement of specific elements of the Council s vision and key developments. This information is considered in turn by the relevant Overview and Scrutiny Committee and corporately by both the Cabinet and full Council. With the adoption of the Elmbridge Community Strategy, the Capital Strategy has been further developed in support of the key theme action plans set out in that Community Strategy. 3. Key Partners The Council led the process of developing the Local Strategic Partnership for Elmbridge, which brought together a wide range of public sector organisations, businesses and voluntary groups that operate within the Borough. The Local Strategic Partnership for Elmbridge identified the key priorities that need to be tackled to enable the quality of life of local people to be improved. The -94/2 -

3 deliberations of this group continue to inform the process of delivering the Elmbridge Community Strategy, and amendments and additions to the key themes contained therein will influence the Council s future capital expenditure plans. A list of the organisations with representatives on the Local Strategic Partnership Board, together with a list of other key partners, is shown at Annex 2 to this strategy. 4. Aims The Council aims to secure the provision of high quality front line services in pursuit of its strategic policies and objectives. Local communities and potential partners are involved in this process. The scope for locally determined capital spending is limited, and the Council seeks to secure cost effective utilisation of resources. These aims are pursued through: Providing improved and, where appropriate, new facilities (wherever possible in partnership with other agencies) Achieving the most cost effective method of service delivery Initiating and responding to positive investment opportunities Delivering pre-determined service outcomes within specified resources. 5. Priorities The Council sets priorities and considers capital project proposals for inclusion within an approved Capital Programme at a defined time in the corporate cycle. Prior to their consideration by the Council, all bids for capital projects, are considered by the relevant Overview and Scrutiny Committee and the Cabinet. Decisions to approve capital project proposals, and the allocation of Capital Programme resources, are therefore taken by the Council, based on the Cabinets recommendations; which in addition have also been subject to appropriate consideration by all Heads of Service, Directors and the appropriate Overview and Scrutiny Committee. The information in respect of each project includes: An assessment as to how the project supports progress in achieving specific elements of the Council s vision, key developments and corporate plan targets The total capital project costs and any appropriate sources of external funding Any ongoing revenue costs/savings resulting from the capital investment. The overall vision for Elmbridge is set out in the Community Strategy, providing a focus for considering and determining investment priorities. In addition, the outcome of the Council s value for money and scrutiny reviews, including those which are cross-cutting in nature, are considered fully in assessing priorities for capital investment. The Borough Council s current priorities for investment are: Providing recreational and social amenities, in particular for older people and youth Structural modernisation and enhancement of operational buildings and facilities as identified by the Corporate Property Group Promoting economic regeneration Providing facilities that support community development and local access Protecting and wherever possible enhancing the Borough s environment Providing a solid and secure foundation for the development of e- government initiatives. In addition, the Council promotes the provision of affordable and social housing in partnership with registered social landlords through encouraging access to Regional Housing Board/Housing Corporation finance for such projects, thus providing affordable housing for the Borough s residents and accommodating people with community care needs. -94/3 -

4 6. Approach To Funding: Factors Which Affect Local Investment The Council s approach to capital investment is one which: Determines local priorities by reference to local need within the context of its overall aims and priorities, development plans and structure plans Reflects community need through consultation, analysis of population characteristics, community use of (and satisfaction with) existing facilities and comparison with similar communities Seeks to ensure that services are accessible for all sections of the community, rather than necessarily securing the control of assets Tests investment proposals for potential access to external finance, including opportunities to generate finance through the Regional Housing Board/Housing Corporation, the National Lottery and potential public/private partnership arrangements Pursues project support directly and in partnership with other agencies, seeking gearing opportunities where possible Seeks main programme support, where appropriate, from Government departments Identifies opportunities for asset disposals to generate capital receipts for reinvestment is willing to take advantage of the opportunities offered by the prudential borrowing regime Identifies specific outputs/impacts sought (including meeting statutory requirements and minimum standards) Identifies and secures action in order to meet service objectives, target levels for the use of facilities, target levels of public satisfaction and to achieve long term benefits. The Council is keen to engage with the private and voluntary sectors in achieving high quality service provision through the effective investment of capital resources. The determining factor in the Council s approach to procurement and potential public/private partnerships is the achievement of high quality services for the community which are effectively and efficiently financed, rather than a pre-determined view on the source (public, private or a combination thereof) of that finance. As a result of planning negotiations with Daimler Chrysler for the redevelopment of the Brooklands site in Weybridge residents of the Borough will benefit from a new Community Park adjacent to Sopwith Drive and Wellington Way in Weybridge. The new park, that will be handed over to the Council in December 2006, will be over 60 acres in size and will boast a skate park, playarea, designated cycle tracks, multi sport court, woodland areas, foot and cycle paths and lots more. 7. Investment Plans The Borough Council has an approved capital programme of approximately 6.7 million in 2006/07, 2.0 million for 2007/08 and 1.4 million for 2008/09. The 2006/07 programme can be analysed as follows: -94/4 -

5 Capital Programme Analysis Replacement Leisure Facility 44% Recreational & Social 24% IEG/IS&T Developments 9 % Planning/Environmental & Transport 8% Housing Grants 15% NB: A copy of the detailed programme for 2006/07 is attached at Annex 3 The Council is near completion of two major schemes which have required significant capital investment. The first of these is the provision of the new Elmbridge Excel Leisure Complex which includes a 25 metre, 8 lane swimming pool, learner pool with moveable floor, eight court sports hall, three squash courts with moveable walls, aerobics studio, multi purpose function room, bar and catering provision, children's soft play area and crèche, 120 station health and fitness suite, four rink indoor bowls hall and a 12m high climbing wall. The old facility, which had become costly to both manage and maintain, was closed in December The construction of the complex is on schedule and opens to the public on Monday 14 August. The current capital programme includes 2.9, and 0.4 million in years 2006/07 to 2007/08 respectively for the Excel Complex. 5.7 million of the total cost of the project ( 15 million) is being financed through prudential borrowing, of which 5.5 million was borrowed during 2005/06 with the remaining 0.2 million to be borrowed during 2006/07. The second of these the Heart Centre has, in conjunction with a private sector development partner, secured the comprehensive redevelopment of the retail centre of Walton on Thames securing the provision of a significant number of affordable homes within a mixed residential and retail development and, through a joint initiative between the Borough Council and Surrey County Council, also provided for a library and information centre within the redevelopment. The financial implications to the Council arising from the redevelopment of Walton Town Centre will be met from the Councils General Revenue Account and this has been recognised within the medium term financial strategy. Elmbridge is fully committed to the development of e-government and the use of technology to improve service delivery and processing functions. This is reflected in the allocation of a minimum of 350,000 per annum for the annual Implementing Electronic Government/Information Systems and Technology Development Programme, supplemented by the Government s separate allocation of funding for Implementing Electronic Government. Elmbridge has participated (and continues to participate) in various county-wide initiatives on e- government, including a successful pathfinder bid on emergency planning and a project to link intranets between all twelve local authorities (districts and county council) in Surrey. The current programme contains provision to increase other recreational and social facilities within the borough including the acquisition and enhancement of a new youth centre in Thames Ditton, enhancements to the Lower Green Community Centre and Oatlands Bowls Pavilion and the provision of Skate Board Parks around the borough. 8. Corporate Procurement Policy The Council s comprehensive Corporate Procurement Strategy provides a corporate framework for identifying, assessing, choosing and implementing potential options for procurement and service delivery, with the Corporate Procurement Group providing an effective forum for the corporate development and dissemination of procurement expertise across all aspects of the Council s responsibilities. The following principles are recognised and adopted as part of the strategy. -94/5 -

6 Contributing, through the procurement process, to the realisation of the Council s overall vision and the achievement of strategic objectives and key activities set for each year. Securing the provision of high quality services, whether such services are provided directly by the Council, in partnership with other organisations or by a third party. Ensuring that an appropriately skilled and efficient client side is in place. Striving for innovation in service delivery, where the result is improved effectiveness, economy and efficiency in services available to and provided for residents. Joint working with partners, bringing synergy to service delivery and/or making better use of available resources, particularly in the procurement of major projects. Undertaking timely reviews and monitoring service performance, ensuring that there is a continuing fit with community needs and priorities and with the Council s strategic objectives. The Council does not generally undertake major new build/construction schemes. However, the strategy explicitly recognises that in specific circumstances, such as the Excel Leisure Complex, a tailored approach to procurement is required; in this context, the recommendations of the Egan report will be considered and included where appropriate. 9. Expected Improvements to Services In seeking to obtain the continuous improvement of services available for all sections of the community, the Council recognises the importance of combining a strategy for capital investment with its corporate financial strategy and service strategies. In so doing, the Council seeks improvements to services through: Maintaining and enhancing the quality of premises, improving the environment for users, reducing long term maintenance needs and improving service efficiency Improving community/leisure facilities to meet strategic aims and the needs of residents Ensuring the provision of adequate facilities to meet the requirements of people in need Improving the range of opportunities available for easy and convenient access to services and information. A Corporate Property Group is responsible for securing the effective corporate management of the Council s property assets, and has the development of links between service and financial planning within its remit. This is designed to enhance the corporate approach currently taken in relation to asset management, acquisition and the identification of surplus or under utilised assets. As a result of the best value review of Asset Management Services in September 2004, the Corporate Property Group have adopted a 5-year programme of planned maintenance. In addition the Council is progressing arrangements for procuring a property maintenance system to improve data capture and the provision of management information. As has been the case with the process adopted in allocating capital resources for the current year, the 2006 Capital Strategy will be considered alongside all proposals put forward for the allocation of capital resources and approval of capital projects within the 2007/08 Capital Programme, thus ensuring that decisions are based on and are consistent with both the strategy and the Council s vision, key developments and corporate plan targets. 10. Cross-Cutting Activities The specific elements of the vision, key developments and corporate plan targets which will be supported by the implementation of approved 2006/07 capital projects are set out in Annex 4, shown in the format considered by Members as part of the 2006/07 budget process. This format provides Members with an indication of the cross-cutting aspects of a number of proposals, showing how a single capital scheme can support several elements of the Councils corporate objectives. -94/6 -

7 The Council continues to make significant capital investment in order to achieve it s key development (KD8), which includes the use of electronic means to improve the quality and accessibility of services provided by the Council. This investment has resulted in rapid progress in performance against BV157 (electronic delivery of services) including the implementation of online payment facilities and on-line planning services. During 2006/07 it is also planned to introduce Automatic Telephone Payment facilities to assist in the collection of income especially in high income areas such as Council Tax and Parking Services. 11. Performance Monitoring and Measurement The ongoing revenue implications of each proposed project are carefully considered before scheme approval is given, and are built into subsequent annual revenue budgets. Performance indicators and benchmarking information are used to assess project performance with the actual outcome being assessed by service managers and reasons for significant variances analysed. For major projects involving one or more partner organisations a project board is established. This board is responsible for the project s overall management, including the monitoring of expenditure as well as performance. Wherever appropriate, this information is provided to external partners, e.g. Surrey County Council, Surrey Police. In addition some partners, e.g. Government departments such as DEFRA and the ODPM, require the completion of their own performance reports. The Corporate Plan contains best value and local performance indicators. Quarterly monitoring reports detailing progress against these indicators are produced and made available to Members. Exception-based reports which are brief and clearly focused, thus enabling Members to concentrate on areas where remedial action may be needed, are presented and considered by the relevant Overview and Scrutiny Committee and then the Cabinet. These reports also contain relevant officer commentaries and action points. Green, amber and red traffic light symbols are used for ease of reference to indicate performance/achievement as follows: Green - on target, Amber - achievement of target in the way specified may not be possible Red - target no longer achievable in the way specified and therefore requires a decision concerning remedial action. Where the level of performance has changed, an arrow symbol is shown to indicate the direction of travel. Performance measurement activities will lead directly to projects being included within the capital programme, as has been the case with the introduction of enhanced recycling services for household waste. The Council recognises that performance measurement is equally important in assessing the effectiveness of partnerships and grant funding arrangements. Service level agreements have been agreed with, for example, local voluntary organisations, and comparative benchmarking data is used to review performance. A nominated officer manages each capital project; this officer is responsible for overseeing progress and implementation within the approved budget and pre-defined timeframe. The Finance Division also monitor the Capital Programme on a monthly basis. In the event of any significant variances occurring on progress against either the planned implementation timetable or budget, the nominated officer is required to report immediately to the Cabinet and to include a proposed course of action to secure a positive outcome. -94/7 -

8 ANNEX 1 Elmbridge Borough Council Vision To be recognised as one of the best Borough Councils by 2008 through; V1 - Effective community leadership, partnership working and involving our customers to develop our priorities. V2 - Ensuring that Elmbridge is a safe, healthy and enjoyable place to live and work, which is inclusive and integrates all sectors of the community. V3 - Enhancing the attractiveness and established character of our Borough. V4 - Effectively managing our business to deliver high quality accessible services at an affordable cost. V5 - Assisting in sustaining the varied and vibrant town centres and a strong local economy. V6 - Work with our communities to enhance and protect the natural environment. Key Developments KD1 - Implement final phase of Walton Town Centre redevelopment. KD2 - Protect and enhance distinctive character of Borough KD3 - Promotion of affordable housing KD4 - Reduce level and fear of crime KD5 - Open our new state of the art leisure centre and pool. KD6 - Improve and develop services for vulnerable groups KD7 - Attract, retain and develop high calibre staff KD8 - Improve our customer focused service delivery. KD9 - Complete the provision of wheeled bin recycling service to all households. - 94/8 -

9 ANNEX 2 ELMBRIDGE BOROUGH COUNCIL S KEY PARTNERS 1. Organisations represented on the board of the Local Strategic Partnership. Surrey County Council Surrey Police East Elmbridge and Mid Surrey Primary Care Trust North Surrey Primary Care Trust Elmbridge Housing Trust Representative from the Multi Faith Forum Elmbridge Older Peoples Forum Elmbridge Community Learning Partnership Voluntary Action Elmbridge Representative from the Elmbridge Environmental Forum Government Office for the South East Representative from the Elmbridge Business Network 2. Other organisations considered to be Key Partners Registered Social Landlords operating within the Borough Local Health Trusts Local Community Groups Schools and Colleges Surrey Community Action -94/9 -

10 Annexe 3 ELMBRIDGE BOROUGH COUNCIL CAPITAL PROGRAMME 2005/06 AND 2006/07 PORTFOLIO/SCHEME TOTAL ESTIMATED COST '000 ACTUAL EXPENDITURE TO '000 REVISED ESTIMATED EXPENDITURE 2005/06 '000 ESTIMATED EXPENDITURE 2006/07 '000 COMMUNITY DEVELOPMENT Tripartite (Community Buildings Grants) Scheme (Note 3) CCTV 1, , CCTV - Scheme Extensions 2005/ CCTV - Scheme Extensions 2006/ CCTV - Recording Equipment CCTV - Link to St John's Camera RESOURCES DDA Compliance (Survey and Works Arising) Public Address System Revenues & Benefits System Civic Centre Alterations Public Buildings - Works Arising from 2002 Conditions Survey (Note 4) 1, Mill Road Depot-delapidations work Civic Centre/Public Car Park - External Lighting Revenue Releasing Schemes IEG / IS & T Development Plan 2, PLANNING AND LICENSING Equipment to Facilitate Home Working Trial (Note 5 - PDG) Town Planning Document Imaging - Phase I Planning Delivery Initiatives REGULATORY AFFAIRS Town and Village Centre Enhancements/Facelift Projects Conservation Area Enhancements Phase IV Conservation Area Enhancements Phase V ENVIRONMENT AND ECONOMY Additional Recycling Centres Additional Litter Bins Additional Christmas Lights Environmental Enhancements to Recycling Centres Reusable Green Waste Containers (Note 5 - SCC) Home Composting Initiatives Glass Collection Boxes Recycling Bins - Phase 2 (Note 5 - DEFRA) Recycling Bins - New Properties Graffiti/Flyposting - Equipment/Vehicle Air Quality Monitoring Equipment HIGHWAYS AND TRANSPORT Town & Village Facelifts Phase III Walton High Street Enhancement Project Improvements to Existing Bus Shelters Provision of Additional Seats Public Benches-Replacement Provision of Additional Bus Shelters Cycle Stands Parking System (Note 6) Car Park Improvements: Drewetts Court Improvements Improved Disabled Access Pay and Display Machines (replacement) New Pay and Display Machines (new charging areas) Resurfacing (Southbank) Gritter Miscellaneous Car Park Improvements HOUSING -94/9 -

11 Private Sector Housing Grants (Note 7) 1, RSL Grants - Look Ahead Housing and Care Ltd (Note 5 - S106) RSL Grants - Thames Valley Housing (Note 5 - S106) Affordable Housing Grants for RSL's Home Improvements-Revolving Loans Home Energy Conservation Assistance Grants SOCIAL Community Transport Vehicle Replacement Programme Community Alarm - Whitely Village ( Note 8 - Invest to Save ) Community Alarm - New/Replacement Units Centres for Retired People - Replacement of Wheelchairs Centres for Retired People - Four Induction Loops Centres for Retired People - Equipment Control Centre Monitoring System Lone Worker Monitoring Hersham Centre/Village Hall - Access Road and Pavement LEISURE AND CULTURE Replacement Leisure Facility - Construction (Note 9) 15, , , ,952.0 Playground Refurbishment Programme-Prior year allocations Playground Refurbishment Programme-2004/ Playground Refurbishment Programme-2005/ Playground Refurbishment Programme-2006/ Fencing Replacement Programme 2004/ Fencing Replacement Programme 2005/ Fencing Replacement Programme 2006/ Thames Ditton Youth Centre-Acquisition/Refurbishment New Molesey War Memorial Extension of Burvale Cemetery Investigation Works for the Extension of Burvale Cemetery Memorial Paving Area - Hinchley Wood Gardens Off Road Cycling Cycle Strategy - Phase V Tennis Court Refurbishment-Long Ditton Hillrise Open Space - Boundary Wall Lynwood Road (Note 5 - S106) Walton Swimming Pool - Contingency 'Mend' Mole Hall - Kitchen Equipment Long Ditton Rec Improvements (Note 5 - S106) Molesey Thameside Heritage Marker Phase Youth Shelter Leg of Mutton Field Cobham -(Note 5) Lower Green - Sports and Social Association ( Note 5 - S106 ) Oatlands Recreation Ground - Bowls Pavilion ( Note 5 - S106 ; Note Invest to Save ) Parks and Recreation Grounds - Replacement of Existing/New Notice Boards Skate Board Parks Programme 2006/07 (Note 10) Cemetery Notice Boards TOTAL GENERAL FUND CAPITAL PROGRAMME 27, , , ,695.4 NOTES (1) The above programme covers expenditure on capital schemes, irrespective of the funding source. (2) Schemes for which full payment had been made by 31 March 2005 have not been included within the programme. (3) Expenditure of 34,000 is programmed to be incurred in 2007/08. (4) Expenditure of 180,000 is programmed to be incurred in 2007/08. (5) Utilisation of external funding, leaving no net capital cost to be funded by the Council. (6) 75% of the costs are being paid by Surrey County Council, leaving 3,000 to be funded by the Council. (9) Expenditure of 375,000 is programmed to be incurred in 2007/08. (10) Utilisation of External Funding, leaving 59,000 net capital cost to -94/10 -

12 ELMBRIDGE BOROUGH COUNCIL CAPITAL PROGRAMME 2006/07 Annexe 4 LINKS TO VISION AND KEY DEVELOPMENTS COMMUNITY DEVELOPMENT PORTFOLIO/SCHEME Vision Key Developments ESTIMATED EXPENDITURE 2006/07 '000 Tripartite (Community Buildings Grants) Scheme (Note 3) V1,V3,V4 KD CCTV V1, V2 KD CCTV - Scheme Extensions 2006/07 V1, V2 KD CCTV - Recording Equipment V1, V2 KD CCTV - Link to St John's Camera V1, V2 KD RESOURCES DDA Compliance (Survey and Works Arising) V2,V4 KD Public Buildings - Works Arising from 2002 Conditions Survey (Note 4) V2,V4 KD Civic Centre/Public Car Park - External Lighting V2 KD Revenue Releasing Schemes V IEG / IS & T Development Plan V1,V4 KD PLANNING AND LICENSING Equipment to Facilitate Home Working Trial (Note 5 - PDG) V3,V6 KD7 3.0 Planning Delivery Initiatives V3, V6 KD REGULATORY AFFAIRS Town and Village Centre Enhancements/Facelift Projects V3, V6 KD2 8.0 Conservation Area Enhancements Phase IV V3, V6 KD2 6.0 Conservation Area Enhancements Phase V V3, V6 KD ENVIRONMENT AND ECONOMY Additional Litter Bins V2, V3, V5 KD2 3.0 Additional Christmas Lights V2, V5 KD2 5.0 Environmental Enhancements to Recycling Centres V3, V4,V6 KD2, KD8 7.0 Glass Collection Boxes V6 KD Recycling Bins - New Properties V1, V3 KD HIGHWAYS AND TRANSPORT Walton High Street Enhancement Project V1, V3, V5 KD1, KD Improvements to Existing Bus Shelters V2 KD2 2.0 Provision of Additional Seats V2 KD6 1.0 Public Benches-Replacement V2 KD6 5.0 Provision of Additional Bus Shelters V2 KD Cycle Stands V2 KD2 1.0 Car Park Improvements: Improved Disabled Access V4 KD6, KD New Pay and Display Machines (new charging areas) V Resurfacing (Southbank) V Miscellaneous Car Park Improvements V2, V5 KD HOUSING Private Sector Housing Grants (Note 7) V2, V3 KD2, KD Affordable Housing Grants for RSL's V1, V2, V5 KD3, KD4, KD Home Improvements-Revolving Loans V2, V3 KD2, KD3, KD Home Energy Conservation Assistance Grants V2, V3 KD2, KD LEISURE AND CULTURE Replacement Leisure Facility - Construction (Note 9) V1, V2, V3, V4 KD5 2,952.0 Playground Refurbishment Programme-Prior year allocations V1, V2, V3, V4 KD2, KD4 6.0 Playground Refurbishment Programme-2004/05 V1, V2, V3, V4 KD2, KD Playground Refurbishment Programme-2005/06 V1, V2, V3, V4 KD2, KD Playground Refurbishment Programme-2006/07 V1, V2, V3, V4 KD2, KD Fencing Replacement Programme 2006/07 V2, V3, V6 KD2, KD Thames Ditton Youth Centre-Acquisition/Refurbishment V Cycle Strategy - Phase V V2 KD2, KD Hillrise Open Space - Boundary Wall V2, V3-7.0 Walton Swimming Pool - Contingency 'Mend' V Lower Green - Sports and Social Association ( Note 5 - S106 ) V1, V2, V3, V4 KD /11 -

13 Oatlands Recreation Ground - Bowls Pavilion ( Note 5 - S106 ; Note 8 - Invest to Save ) V1, V2, V3, V4 KD,2, KD4, KD Parks and Recreation Grounds - Replacement of Existing/New Notice Boards V2,V3 KD2, KD8 5.0 Skate Board Parks Programme 2006/07 (Note 10) V1, V2, V3, V4 KD4, KD6, KD Cemetery Notice Boards V2,V3 KD2, KD8 5.0 SOCIAL Community Transport Vehicle Replacement Programme V1, V2, V4, V5 KD Community Alarm - Whitely Village ( Note 8 - Invest to Save ) V1, V2, V4, V5 KD6, KD Lone Worker Monitoring V1, V2 KD4, KD6, KD7, KD Hersham Centre/Village Hall - Access Road and Pavement V2, V3, V4, V5, V6 V2, V4, V6, V TOTAL GENERAL FUND CAPITAL PROGRAMME 6,695.4 NOTES (1) The above programme covers expenditure on capital schemes, irrespective of the funding source. (2) Schemes for which full payment had been made by 31 March 2005 have not been included within the programme. (3) Expenditure of 34,000 is programmed to be incurred in 2007/08. (4) Expenditure of 180,000 is programmed to be incurred in 2007/08. (5) Utilisation of external funding, leaving no net capital cost to be funded by the Council. (6) 75% of the costs are being paid by Surrey County Council, leaving 3,000 to be funded by the Council. (7) Disabled facility grant funding is to be claimed from central government, leaving a net capital cost to Elmbridge of 407,000 in 2005/06 and 360,000 in 2006/07. The total also includes slippage from prior years. (8 Schemes included as " Invest to Save " will only proceed if the stated revenue benefit identified within the capital programme bid is assured before any commitment is given to incurring capital expenditure (9) Expenditure of 375,000 is programmed to be incurred in 2007/08. (10) Utilisation of External Funding, leaving 59,000 net capital cost to be funded by the Council be funded by the Council -94/12 -