8. Schools Capital Projects plus
forecast
18,000,000 Threeways Fosseway St Keyna Writhlington Batheaston WASP Ralph Allen School Oldfield School
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
-
2006 2007 2008 2009 2010 2011 2012 2013
-2,000,000
9. B&NES: Meeting the financial challenge
• The comprehensive spending review sets out real terms
reductions of 30% in local authority budgets over the next
four years across the whole Country.
• B&NES further In Year savings in 10/11 =
£1.8m of capital and £1.8m of revenue
• B&NES further lost In Year 11/12, £10.3m = 16% of
budget in ONE year.
• B&NES will lose a further (8%) in 12/13
Therefore…
• The Council plans to achieve a £38m reduction in annual
spending by 2014/15
• Revenue is the ability for Council to support Capital spend
13. Buyer confidence
Unsold stock New Enquiries
100 100
80 80
net balance instructions/ enquiries
60 60
tock per surveyor office
40 40
20 20
0 i
0
-20 -20
S
-40 -40
-60 -60
-80 -80
Jul-06 Jan-07 Jul-07 Jan-08 Jul-08 Jan-09 Jul-09 Jan-10 Jul-10 Jan-11
14. P e rc e n
0
20
40
60
80
100
120
140
160
180
N o v -8 7
N o v -8 8
N o v -8 9
N o v -9 0
N o v -9 1
N o v -9 2
N o v -9 3
N o v -9 4
N o v -9 5
N o v -9 6
N o v -9 7
N o v -9 8
N o v -9 9
N o v -0 0
N o v -0 1
N o v -0 2
N o v -0 3
Lending to individuals % of disposable income
N o v -0 4
N o v -0 5
N o v -0 6
N o v -0 7
N o v -0 8
N o v -0 9
Household debt to income ratio
15. There is a huge development
opportunity
… because 1,400
fundamental Cumulative shortfall (000,s) 1,116
stock shortage 1,200 Shortfall (000,s) 1009
persists Housing Completions (000,s)
887
1,000 764
Savills Household Projections (000,s)
620
800
480
600
352
400 210.6 271
170 235
99
200
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
17. Leadership: Vision to Delivery
Gateways Current Project
Status
2005
Vision
Gas
2007
Futures
Liquid
2009
Economic
Strategy
e
e ar
W e re
Treasure & h
2010 Transform
Crystal
Delivery
Solid
2011 Core Strategy
18. Health & Sustainable
Education
wellbeing Growth
Strategy
Waste
Environment
Transport
Property Assets
Economic Core
•Leadership and a vision •Advocacy and promotion of area
•Clear Plan •Seeking public/private Co-operation
•Infrastructure •Reducing red tape and cost
27. •Bath in the future will be a City of Ideas where
knowledge and creativity combine to create value
and enhance quality of life.
•The Bath City Riverside area represents an
exciting opportunity to create a cluster of sites
that deliver 21st century workspaces and homes
for the knowledge and creative sectors.
•Academia and business would be connected by
new infrastructure and outstanding public realm.
28.
29.
30. Our City of Ideas… This is what it would look like
A once in a lifetime opportunity An exemplar
World class collaborative and public/private partnership
interdisciplinary workspace: creating new ideas, spin
Venue for University outs and high growth
Continuing Professional companies
Development in STEM 21st century workspace
subjects Vibrant / creative /
Innovation centre hosting valuable
100 high tech, high growth Well connected
companies (resident and Connected to academia
virtual)
HQ of innovation Company High quality design
Major high tech publishing City Centre location
industry business HQ Shared facilities
Knowledge Hub for ICT, Support mechanisms –
microelectronics, smart mentoring, professional
grid sectors services, legal, financial,
Manufacturing skills protection of Intellectual
academy Property), access to
venture capital
31. GREAT Attract
Support PLACES
Environment, Culture
Continued
Economy, community Skilled
investment EDUCATION People/knowle
dge
Enable BUILDING A
CITY OF
IDEAS Good
Successful jobs
economy
Competitive Generate
Demand for
Generate better business
transport
Generate
32. GREAT Attract
Support PLACES
Environment, Culture
Continued
Economy, community Skilled
investment EDUCATION People/knowle
dge
Enable BUILDING A
CITY OF
IDEAS Good
Successful jobs
economy
Competitive Generate
Demand for
Generate better business
transport
Generate
40. Property Asset Delivery Vehicle
• The Council owns a substantial commercial estate that generates
about £14M of annual rental income and has a book? value in the
accounts over £200M.
• The estate represents about two thirds of the retail property in the
centre of Bath. In addition there are a number of potential
development sites in Bath and elsewhere which are owned by the
Council and which also have a significant development value.
• The generation of Capital Receipts is expected to come from to
the Commercial Estate.
41. The Private sector will need to:
• Have well thought through proposals and innovative ways of
funding them
• Rely less on the public sector
• Distinguish between authorities that have a clear plan from
those that don’t
• Protect downside of investment rather than maximising
upside
• Going to have to think of better ways of making use of each
others capacities and think of cleverer ways of asking us
what is helpful
• Accept we cannot deliver as we did in the past due to
Government spending reductions
42. The Public sector will need to:
• Have a clear corporate plan
• Be prepared to be an investor
• Utilise its property holdings
• Utilise its covenant
• Have a design for growth
• Remove barriers
• Fight for infrastructure investment
•Be actively engaged in the West of England
