Meeting documents

Cabinet
Wednesday, 21 June 2006

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Not a grant funded service in 2005/06.Sub-total Emergency PlanningCS3.2Community SafetyQUnderspend relates to unspent earmarked grants and slippage on committed projectsSub-total Community SafetyCS4Gypsy & Traveller Services_Management of sites taken back in house September 2004 improving the efficiency of the service.0Sub-total Gypsy & Traveller SerivesService Area#Community Safety Directorate Total SHC1$Children & Families & Asylum SeekersTAll budgets held in the current year to offset overspendings elsewhere in the budgetSHC1.8 Leaving CareSHC1.15Disability TeamsSHC1.17Disability Residential HomesSHC1.19Disability Community SupportSHC1.24(Service Management & Other Central CostsSub-total Service AreaSHC2 Older PeopleSHC2.1%Contingency Section 117 reassessmentsSHC2.3Care management teamsSHC2.4External Home SupportSHC2.5Internal Home SupportSHC2.6Fairer Charging incomeSHC3 Mental HealthSHC3.1Care ManagementSHC4Learning DisabilitiesSHC4.8Supported Living ExternalSHC4.9Supported Living InternalSHC4.16 ContingencySHC6aDirectorate Management TeamSHC6.3Carry forward & contingencySHC6b)Business Support & Performance ManagementSHC6.4 PersonnelSHC6.5TrainingSHC6.6AdministrationSHC6.7Information ManagementSHC6.8PropertyDirectorate Total 0RESOURCES DIRECTORATE & CHIEF EXECUTIVE'S OFFICERC6/7Property ServicesHealth & SafetyRC9Chief Executive's OfficeScrutinyùThe Scrutiny Co-ordinating Group agreed to transfer £50,000 of the 2004/05 carry forward to Learning & Culture (leaving £131,000). The variance in 2005/06 is earmarked to fund two scrutiny research posts (£86,000 to 2008) and scrutiny review work.EE1 TransportEE1.1Service ManagementEE1.2Transport Planning=Downward trend in underspend through better budget managementEE1.3Transport ImplementationEE1.4Highway ManagementEE2Sustainable DevelopmentEE2.1EE2.2Planning Implementation­Historical undperspend in Planning Implementation Fees - accounted for as part of the 2006/07 planning process. In 2005/06 most of the underspend is due to project slippage.EE2.3Strategic Policy & Economic rDownward underspend trend relates to the changing accounting treatment of the Structure and Waste & Minerals Plans DevelopmentEE2.4Waste ManagementKDownward underspend trend substantially changing between 2004/05 - 2005/06.EE2.5 CountrysidetUnspend consistently relates to Thames Towpath committed in 2005/06, where project work will finish early in 2006/07EE2.6Flood Defence LevyEE3 Trading Standards & RegistrationEE3.1Trading StandardsEE3.2Registration ServicesŒDownward trend moving from over to underspend in 2005/06. Budget for 2006/07 acommodates this through increased marketing to maximise incomeEE4Business Support’Underspend linked to Better Working Initiative projects commited but slipping into future years. Plan to account for this differently in 2006/07 SUMMARYLCLearning & CultureSHCSocial & Health CareEEEnvironment & EconomyCSRES ResourcesTotal LEARNING & CULTURE DIRECTORATELC1School Development(Various)ìThe result of the fact that Standards Fund Grant can be spent up to the end of August following the end of the financial year. Significant underspends will always occur, but their pattern will vary according to the nature of the projectAs abovePTake up of funding for 3& 4 Year Olds in Nursery provision less than the budget.LC4.1 Libraries4Slippage on Replacement of Library Management SystemLC4.2 Museums & COSbCultural Loans for Learning delayed production of new boxes, supporting packs and vehicle upgrade.LC4.4#CS Management, Policy & PerformanceaVAT Exemption Refund (AV Income) - Planned Customer Service Improvements and managed underspends MAdditional money added in 2005/06 to budgets that had historically overspent.&Total Systems & Performance Management@Work relating to the realignment project continuing into 2006/07<Under spend held to meet Departmental carry forward targets.ÄUnder spend held to meet Departmental carry forward targets. Previous year underspend as a consequence of increase in work taken by the internal home support service and the imbalance in budgets.~Under spend held to meet Departmental carry forward targets. Earlier underspend as a consequence of recruitment difficulties.bReview of the budget distribution to services required. Other areas had under recovery of income.+Underspend held to meet service overspends.¸Underspend held to meet service overspends. Previous years - offset by overspends in Residential Internal as clients moved from one service to another lagged behind funding transfers.hStaff recruitment difficulties with increasing use of project funding as staff involved in project work.!Staff related budget underspends.{Earlier staff recruitment difficulties now resolved but increased use of project funding as staff involved in project work.DIncreasing use of project funding as staff involved in project work.‰Fixed equipment and Fire precautions budgets held in property but spend appears as an overspend against the appropriate premises budgets.IThe pattern of underspends should not be considered in isolation to overspends occuring within the directorate at the same time. Within a service where it is necessary to continue to provide care to meet demand, even if this creates a budget pressure, then sometimes it is necessary to try to make savings from other areas within the service. Going forward to 2006/07 many of these underspends have already been identified as being needed to support the budget to maintain the level of service (see Annex 2a) . There is no expectation that these underspends are a continuing pattern. SOCIAL & HEALTH CARE DIRECTORATE!ENVIRONMENT & ECONOMY DIRECTORATEAnnex 2 (c ) LCAnnex 2(c) SHC Annex 2(c) EE Annex 2(c) CSAnnex 2(c) RES¼This budget is for asbestos removal and water hygiene work. The change of the property consultant managing this budget from Atkins to Mouchel Parkman has led to some temporary slippage in project work. Other reasons for the underspend include the greater care now being shown by contractors to avoid exposing asbestos when carrying out building work. There is also a reluctance by some schools to commission low risk asbestos removal work as the cost of re-instatement falls on the school's budget. A review of this budget will be carried out this year with the aim of ensuring that better use is made of it. 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