Meeting documents
Cabinet
Wednesday, 22 June 2005
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÷ ü ¹ OXFORDSHIRE COUNTY COUNCIL ANNEX 1# PROVISIONAL REVENUE OUTTURN 2004/05 Brought Forward From 2003/04 Net Expenditure Analysis of Variation Carry Forward to 2005/06 Ref Service8 Budget Including Virements and Supple- mentary Estimates Provisional Outturn Corporate Governance Property Returned to Council Directorate Surplus - Underspend - Deficit + Overspend + (1) (2) (9) (3) (4) (5) (6) (7) (8) (10) £000 Social & Health Care Environment & Economy Community Safetyf (*) Balance brought forward remains provisional until accounts formally signed off by District Auditor In-Year Variation Total Variation! ENVIRONMENT & ECONOMY DIRECTORATEG ANALYSIS OF CARRY FORWARD (THIS DIRECTORATE) AND REASONS FOR VARIATIONS Proposed Carry Forward Division of Service Variation Same Different Total5 Reasons for Variation / Proposed Use of Carry Forward Budget EE1 Transport Service Management9 Increased insurance premiums due to more highways claims. Transport Planning Transport ImplementationY To be used on consultancy fees chargeable to revenue to offset 005/06 efficiency savings. Highway Management EE2 Sustainable Developmentý Slippage on West End Project (£50k), e-Planning (£71k), Land Development Progress System (£48k) and Commission on Sustainable Development in the South East (£7k) is proposed to be carried forward for these projects. The remaining balance to be released. Planning Implementation Strategic Policy & Economic Ï Two year funding for Minerals & Waste Local Plan (£294k), and slippage on Structure Plan (£77k), PSA Affordable Housing (£35k) and other specific projects is proposed to be carried forward on those projects. Development Waste Management Countryside Flood Defence Levy EE3 Trading Standards & Registration Trading Standards Registration ServicesŽ Higher than expected staff costs and low take up of citizenship ceremonies. Proposal is to offset this against underspend in Business Support. EE4 Business Support Totalso Slippage on Transport Development Projects due to delays on Premium Route work, Real Time Passenger Information and Consultants Studies. Proposal to be used in 05/06 to offset revenue efficiency savings (£150k) and a transfer to the Capital Programme for Cowley Road and Bus Lane Camera enforcement (£226k). Public Transport underspend (£171k) due to delays in implementing integrated ticketing and underspends on bus subsidies, proposed to be used in these areas in 05/06. Operational work within the area of Travelplans (£100k) has underspent due to staff shortages to undertake the work and it is again proposed to carry this forward, similarly with slippage on Transport Planning Projects and other areas (£82k). It is proposed to transfer underspends on staffing (£159k) to Highway Management in 05/06 and be used for the recently notified streetlighting energy undercharge. Fee income greater than budgeted. Proposal for 05/06 to fund a business process review (£300k), offset the insurance premium overspend within Service Management (£66k) and offset the 05/06 planned reduction in Local Safety Programme (£60k) to meet savings targets.b Underspend due to budget for public enquiries not required and Planning Fee Income be greater than expected. Proposal to use for Landscape Character Project (£12k), Didcot West Project Consultancy Fees (£30k) and Consultancy Fees for Oxford Prison & Castle Yard and Enforcement Officer for unathorised waste disposal (£30k). The balance will be released.$ Mainly due to slippage on Thames Towpath work and production and distribution of new Definitive Map. Proposed use to carry forward on these projects: Thames Towpath (£60k), Definitive Map (£25k), Digitisation of Parish Records (£9k) and the remaining balance (£18k) towards specific projects. ANNEX 4 LEARNING & CULTURE DIRECTORATE ANNEX 2 ANALYSIS OF CARRY FORWARD Budget *; Reasons for variations included in main body of the report. Arts & Recreation Music¢ * All variations will be carried forward on a different budget head until the Directorate Leadership Team has drawn up its plan of action to address the pressure.g Oxfordshire Schools Improvement Team - decision needed on whether all schools are charged for OSIT time Standards Fund Grant for 2004/05 may be spent up to 31 August 2005. The anticipated underspend to be carried forward to 2005/06 is £683k. This relates to Primary Strategy (£295k), Key Stage 3 (£184k), Advanced Skills Teachers (£38k) and School Development Grant (£166k). Ü The overspend on Governor Services has increased from £30k to £45k. The overspend is as a result of funding pressures in relation to the achievement of the level of service required through the Education Development PlanŠ An underspend is now anticipated as a result of staff vacancies. This will be carried forward to help offset efficiency savings in 2005/06 An overspend of £25k is now expected on this services as a result of costs associated with the unplanned relocation of the Southern area office! An underspend of £18k is now anticipated, a decrease of £2k since the March MMR. The underspend arises from the rescheduling of work into 2005/06 and management action in anticipation of budget pressures in 2005/06. This will be carried forward to help offset efficiency savings in 2005/06ü The underspend arises from the restructuring of management arrangements for the service, efficiency and one-off savings and additional income earned. This will be carried forward into next year to offset budget pressures arising from efficiency targets¸ An underspend of £11k is now anticipated as a result of savings from the retirement of the Service Manager. This will be carried forward to 2005/06 to support new service arrangements.å An underspend of £8k is anticipated for this service due to slippage on the production of the Parent Partnership newsletter and conciliation skills training. The underspend will be carried forward to 2005/06 to meet these costsa In-year underspend of £224k offsetting brought forward overspend of £465k recoverable by 2006/07.` In-year underspend of £63k offsetting brought forward overspend of £585k recoverable by 2006/07.¯ An underspend of £21k is now anticipated for this service as a result of savings in salary/travel costs. This will be carried forward to meet committed salary costs in 2005/06Ê An overspend of £33k is expected for this service which relates to outstanding charges to be made to schools. The overspend will be carried forward into 2005/06 and be recouped from the income collected¸ The anticipated underspend has reduced to £10k from the £21k reported last month. This will be carried forward to 2005/06 to meet premises costs and to help towards efficiency savings.“ An underspend of £56k is expected on EMAS relating to the Standards Fund. This will be carried forward to 2005/06 and be spent by 31 August 2005. ” An underspend of £8k is expected on this service relating to Standards Fund. This will be carried forward to 2005/06 and be spent by 31 August 2005.ì An underspend of £81k is now expected. £80k of this relates to a Modernisation Fund project which is not due to commence until 2005/06. The remainder relates to Standards Fund. The full £81k will need to be carried forward into 2005/06.’ An underspend of £67k is now anticipated on the Vulnerable Children Grant. This will be carried forward to 2005/06 and be spent by 31 August 2005Ä An overspend of £18k is now anticipated on this budget after allowing for the virement of £60k from SEN. This compares to an overspend of £60k included in the March report prior to the virement being actioned. The increase is mainly in respect of Special Transport. The remaining £166k relates to the variation in transport days which arises because the budget for Home to School Transport is based on an academic year of 190 days, but, depending on when school holidays fall, the actual days in the financial year rarely coincide. A cumulative variation of +5 days was carried forward to 2004/05. There were only 188 days in 2004/05 resulting in a carry forward to 2< 005/06 of +3 days, amounting to £166k.N The underspend on this heading is now expected to be £47k, a change of £3k since the last report. It is planned to carry this forward into 2005/06 to meet match funding requirements for new drug worker posts and the one-off costs of launching the County Council's Drug Education and Support Strategy for young people later in the yearì An overspend of £55k is anticipated for this unit which relates predominantly to the Standards Fund project Playing For Success (£47k). The overspend will need to be carried forward into 2005/06 and met from project funding in that year` The underspend on this budget reported in the March MMR was £277k. Of this £200k has now been transferred to the Foundation Stage Investment Fund within the Capital Programme. £75k will be carried forward into 2005/06 to meet commitments in respect of the Kaleidoscope Family Centre, Neighbourhood Nursery Bridging Grants and the Bradley Arcade Project¾ An underspend of £5k is now forecast on this service in respect of staff costs as a result of staff turnover. This will be carried forward to reduce pressures on central staffing in 2005/06.ƒ An underspend of £20k is expected on this heading as a result of staff turnover (£11k), lower number of applications for early years support than anticipated (£10k) and a small overspend on the non delegated budget for free standing nurseries (£1k). This will be carried forward into 2005/06 to reduce pressures on central staffing in 2005/06 and to meet outstanding claims from 2004/05.~ An underspend of £2k is now anticipated for this service compared with a forecast break even position reported in the last MMR An underspend of £178k is now anticipated for this service as a result of slippage on projects. This will need to be carried forward to meet costs in 2005/06.‰ A net underspend of £34k is projected for the Library Service. The projected underspend on the delegated repairs and maintenance budget remains at £17k. Slippage on the Library Management System replacement has increased from £62k reported in last month's MMR to a forecast outturn of £78k. These are offset by additional staffing and premises costs including early retirement costs, increased gas prices and rent arrears. The underspend on the LMSR project will be carried forward into 2005/06 to meet the costs of the "Callpoint" telephone renewals system. The slippage on the delegated R&M budget will be carried forward to fund pressures/commitments in 2005/06. An overspend of £15k in respect of Headington backdated rent arrears and an £8k overspend arising from the timing of Bookfund purchases will be carried forward to 2005/06 to be met from carried forward underspends from other budget heads. An underspend of £18k is anticipated for this service. £6k will be carried forward on this budget head to meet commitments in respect of computer equipment and Oxfordshire Museum works. The remainder (£12k) will be carried forward to meet commitments on other budget heads.6 This service is expected to underspend by £46k as a result of staffing savings arising from the sabbatical of the County Archivist, premises savings, slippage in the Map Digitisation Project and additional income and after viring £2k to cover overspends on Resources - Support Services. The underspend in respect of the Digitisation project (£10k) will be carried forward to meet project costs in 2005/06, the surplus from the trading account (£1k) will also be carried forward. The remainder (£35k) will be carried forward to meet commitments on other budget heads.r An underspend of £42k is anticipated for this service arising from delays in claims for village hall grants. This will be carried forward to 2005/06 to meet commitments in respect of village hall grants (£46k) and the second stage of the grant for the Refugees and Asylum Seekers Project (£5k), the budget being supplemented by £9k carry forwards from other budget headsH In-year underspend of £170k offsetting brought forward deficit of £198k.' An underspend of £246k is expected for this budget head after viring £7k to cover overspends on Resources - Support Services. In the main this relates to a managed shortfall on spend against the Customer Service Improvements budget (£203k) and a planned underspend on the on-going budget provision arising from the change to the VAT treatment of audio visual hire (£31k) as previously reported in the MMR. This will be will be carried forward on this budget head to meet known pressures/commitments, including efficiency savings identified in the MTFP‡ £174k uncommitted sum ring-fenced for redundancy costs in schools offsetting £146k overspend for voluntary early retirements elsewhere.N The underspend on the Training budget is expected to be £9k, down by £21k from the amount reported in the March MMR, due to a large volume of payments in period 13. As part of the efficiency target this budget has been cut by £100k in 2005/06. The underspend will need to be carried forward to help offset part of the budget reductionK An overspend of £87k is anticipated as a result of overstatement of income d An underspend of £8k is expected on this budget in respect of education appeals/employment tribunals1 A net overspend of £20k is now anticipated on this budget head. This is made up of an overspend on the Well Being Project (down to £11k from the £19k previously reported), an overspend of £13k on insurance excess charges (up by £2k from the March MMR) and expenditure on Sixth Form Conferences (£6k) and YTS Trainees (£5k) for which there is no budgetary provision. These are offset by an underspend with respect to IIP and small underspends on other budget heads totalling £4k. £1k needs to be carried forward to meet committed expenditure on advertising costsÆ An underspend of £23k is expected for this service as a result of staff vacancies (a change of £11k since the March MMR). £2k needs to be carried forward in respect of a commitment for ICT equipment An underspend of £277k is forecast for this service. The underspend on this budget will need to be carried forward into 2005/06 to meet commitments in respect of outstanding works at Blackbird Leys Pool, Peers Sports Centre and Henley Sports Centre, works at Wheatley Sports Pavillion, planned special needs works to comply with the DDA, OCC contribution to Henley Sports Centre refurbishment (which could be as high as £433k) and OCC contribution to refurbishments costs at sports centres in the Cherwell area (yet to be costed).© An overspend of £10k on this budget head relates to costs of swimming instructors due to be recovered from schools. This will be carried forward and recouped in 2005/06.˜ Planned work on health and safety improvements has slipped into 2005/06. All of the £261k underspend on this budget head will need to be carried forward £356k part-year and one-off savings in relation to the Cricket Road site rent and a small underspend on the Albion House budget (£3k), are offset in part by an overspend of £35k on Macclesfield House, mainly arising from an unachieved corporate saving on telephones³ An overspend of £47k has arisen on this budget head (an increase of £30k since the last MMR), due in the main to non-school use expenditure for which there is no budget provision.‡ An overspend of £40k is expected due to failure to meet the vacancy factor and the costs of covering maternity leave with agency staff ˜ An overspend of £19k is forecast arising from costs for administering and processing the Teachers Pension Fund for which there is no budgetary provisionE Cumulative costs to be repaid on an annual reducing basis until 2012.g The Directorate has been allocated a budget reduction totalling £78k to reflect expected savings arising from discounts on recruitment advertising costs (£22k) and telephone charges (£56k). As the basis of apportionment has not yet been agreed (due to on-gojng discussions in respect of grant funded services) this will be carried forward to be met in 2005/06ñ An underspend of £18k is now expected on this service. £17k needs to be carried forward to implement to key PIP modules and there are commitments in respect of the< 4 production of the Human Rights leaflet and Equality Awards for Schools of £3k An overspend of £93k is now expected on this budget head. Of this £97k relates to Teachers Pension Agency costs which cannot be allocated to schools. This, together with a further £50k for general contingency items will be carried forward to 2005/06 and met from a top slice of the ISB COMMUNITY SAFETY DIRECTORATEJ ANALYSIS OF CARRY FORWARD (THIS PROGRAMME AREA) AND REASONS FOR VARIATIONS
Carry Forward Reasons for Variation CS1 Fire & Rescue Service Service Delivery Operations8 Wholetime Firefighter Overtime-10 Bank Holidays in 04/05 Public Utility Increased Costs Integrated Risk Management Plan+ Planned underspend on operational equipment Service Support. Radio Replacement Manager delay in appointment Increased Rents from Towers Staff vacancies Increased Administrative Costs Fire Control Community Fire Safety Planned underspend Mass Decontamination Training' £67k Govt grant received in March 2005. Training Communications Various underspends Various Budget Heads Commercial Training Unit Trading surplus 2004-05 Stock" Stock transferred to Balance Sheet Firesetter Intervention Scheme Fire Cadets E - Govt Grant Expenditure planned for 2005/06 Fire and Rescue total COMMUNITY SAFETY CS2 Emergency Planning Employees Staff Vacancies Transport related Reduced expenditure Agency & Contracted Services
Reduced costs Grant Income Additional Grant Emergency Planning total CS3 Community Safety Team Various See paragraph 11 of main report Community Safety Team total CS4 Travellers Sites( Management of sites taken back in house. Travellers' Sites total All Services ANNEX 5 - Page 1 CORPORATE GOVERNANCE RC1 Human Resources Corporate HR Occupational Health) Projects financed from Modernisation Fund+ These projects will be completed in 2005/06 PSA Grant| The work financed by PSA grant will be completed in 2005/06. Responsibilty has transferred to the Chief Executive's Office. RC2 Financial Services & ProcurementF Early retirement costs of former Head of Finance and recruitment costs= Financial Management project financed from Modernisation Fund To be completed in 2005/06 RC3 Legal Servicesi Additional income from legal work. To be used to pay for LEXEL law library and office accommodation work RC4' Information Communications & Technology ICT support & development1 Project work ordered in March, completed in April% Corporate Information Management UnitY Required for pressures arising from the implementation of the Freedom on Information Act. SAP Revitalisation Project" Phase 1 to be completed in 2005/06 RC5 Directorate FundT £71,000 committed for two year funding of a performance & change management post. RC6! Repair & Maintenance of Buildings Health & Safety RC7 Property Services Oxford Castle ProjectD Timing of receipts and payments - to balance by end of the project RC8 Coroner's Service RC9 Magistrates' Court Service RC10 Corporate & Democratic Core! Chief Executive's Personal Office( Recruitment costs of the Chief Executive Modernisation Fund Available for bids in 2005/06 Customers & Communities" To be used to Fund temporary posts Communications & Marketing] To be used for the Oxon Residents Opinion Survey, postponed due to a temporary staff absence. Democratic Services8 To be used for pressures in the Chief Executive's Office Members ServicesN To be used to fund Scrutiny research posts, Scrutiny work and member training. Chairman's Allowance ElectionD Expenditure incurred to be funded from the 2005/06 elections budget. ANNEX 6P Demand on the service exceeded budget. The overspend will be managed within HR.L £36,000 available for pressures and development work within the directorate.K Project slippage. Required for completion of projects and other pressures. Balance to be carried forward Learning & Culture:
Non-delegated Delegated) Resources and Corporate & Democratic Core Less LMS Reserves Total Directorate carry forward+ Less City Schools overspend carried forward Net carry forward Revenue Balances Less City Schools Net revenue balances TOTAL PROVISIONAL OUTTURN SOCIAL & HEALTH CARE DIRECTORATE ANNEX 3 Older People
Mental Health Physical Disabilities) Business Support & Performance Management Learning Disabilities% Commissioning, Planning & Partnership Children & Families; Funding for West Oxfordshire Homes for Older People 2005/06) Directorate Management Team & Contingency DIRECTORATEF Underspend explained by lower tonnages, slippage on site redevelopment works, contract savings & underspend on waste reduction initiatives & PSA grant not taken up by District Councils. Proposed use: Dix Pit Engineering works (£224), Site development (£261k), Oakley Wood WRC purchase (£318k), Waste Treatment Contract (£172k), PSA (£60k), Waste reduction (£80k). Proposal that the remaining balance (£320k) be retained to partially fund a claim regarding Alkerton and compensation for breaching minimum tonnages, both of which are uncertain in terms of likely amount to be settled.s Underspend due mainly due to 2 year project Better Working Investment Fund not spent in 04/05 (£218k), legal recharges less than expected (£69k) and staff vacancies. Proposed use: Better Working Fund (£218k), SAP transition team and CCM training (£68k), Filing system (£20k) and the balance to offset Registration Service overspend (£58k) and streetlighting undercharges. ANNEX 5 - Page 2ÿ < T= Ã > } L> » ®> æ? U i@ Ø fB Õ »C * /H ž #L ’
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/ : a 0 C -ðÿÿ 1 ÿ Z 0 À
LC2.3.6 0 C -ðÿÿ 1 ÿ Z 0 À& # Ethnic Minority Achievement Service 0 C LÀ 0 ÿ Z 0
À 0 F 0 ' LÀ / ÿ 0 G 0 G LÀ 1 ÿ ý
0 : b 1 C h-ðÿÿ 2 ÿ Z 1 À
LC2.3.7 1 C x-ðÿÿ 2 ÿ Z 1 À
Travellers 1 C À 1 ÿ Z 1
À 1 F 1 ' À 0 ÿ 1 G 1 G À 2 ÿ ý
1 [ c 2 C -ðÿÿ 3 ÿ Z 2 À
LC2.3.8 2 C -ðÿÿ 3 ÿ Z 2 À Children in Care 2 C @TÀ 2 ÿ Z 2
À 2 F 2 ' @TÀ 1 ÿ 2 G 2 G @TÀ 3 ÿ ý
2 : d 3 C Ä-ðÿÿ 4 ÿ Z 3 À
LC2.3.9 3 C Ô-ðÿÿ 4 ÿ Z 3 À Children's Fund 3 C 3 ÿ Z 3
À 3 F 3 ' 2 ÿ 3 G 3 G 4 ÿ 3 : 4 C ô-ðÿÿ 5 ÿ Z 4 À LC2.3.10 4 C .ðÿÿ 5 ÿ Z 4 À Standards Fund 4 C ÀPÀ 4 ÿ Z 4
À 4 F 4 ' ÀPÀ 3 ÿ 4 G 4 G ÀPÀ 5 ÿ ý
4 : e 5 C (.ðÿÿ 6 ÿ Z 5 À LC2.3.11 5 C <.ðÿÿ 6 ÿ Z 5 À Tier 4 Project 5 C 5 ÿ Z 5
À 5 F 5 ' 4 ÿ 5 G 5 G 6 ÿ 5 : 6 C \.ðÿÿ 7 ÿ Z 6 À LC2.3.12 6 C p.ðÿÿ 7 ÿ Z 6 À
Connexions 6 C 6 ÿ Z 6
À 6 F 6 ' 5 ÿ 6 G 6 G 7 ÿ 6 : 7 C ˆ.ðÿÿ 8 ÿ Z 7 À LC2.3.13 7 C œ.ðÿÿ 8 ÿ Z 7 À Other Projects 7 C 7 ÿ Z 7
À 7 F 7 ' 6 ÿ 7 G 7 G 8 ÿ 7 : 8 C ¼.ðÿÿ 9 ÿ Z 8 À LC2.4 8 C È.ðÿÿ 9 ÿ Z 8 À Transport & Admissions 8 C 8 ÿ Z 8
À 8 F 8 ' 7 ÿ 8 G 8 G 9 ÿ 8 : 9 O ø.ðÿÿ : ÿ Z 9 À
LC2.4.1 9 O /ðÿÿ : ÿ Z 9 À Staff Costs 9 O À 9 ÿ Z 9
À 9 F 9 * À 8 ÿ 9 P 9 P À : ÿ 9 Q : C /ðÿÿ ; ÿ Z : À
LC2.4.2 : C 0/ðÿÿ ; ÿ Z : À% " Home To School & College Transport : C g@ : ÿ Z :
À : F : ' Àd@ 9 ÿ : G 2@ l þ : G g@ ; ÿ ý
: : f ; C x/ðÿÿ = ÿ Z ; À
LC2.4.3 ; C ˆ/ðÿÿ = ÿ Z ; À Vehicle Replacement ; C ; ÿ Z ;
À ; F ; ' : ÿ ; G ; G > ÿ ; : ¾ < C C C F ' G G : = A °/ðÿÿ > ÿ Z > À LC3 = H ¸/ðÿÿ > ÿ Z > À Community Learning¾ = C F ' G G : > C à/ðÿÿ ? ÿ Z ? À LC3.1 > C ì/ðÿÿ ? ÿ Z ? À* ' Head of Service & Central Service Costs > C > ÿ Z ?
À > F > ' ; ÿ > ¼ > H L þÀL À > G > G ? ÿ > ¼ > H
- þÀÿÀ > : ? C <0ðÿÿ @ ÿ Z @ À LC3.2 ? C H0ðÿÿ @ ÿ Z @ À Drugs Education & Support ? C €GÀ ? ÿ Z @
À ? F ? ' €GÀ > ÿ > ? G ? G €GÀ @ ÿ > ý
? : g × D Ó læ è ê ä è ð ö å ñ ß â ë ã ñ ñ û â è ã ç ã ß ã è ß
ç { - @ ý A ÿ B ÿ C ü D þ E û F ÿ G ÿ H ÿ I ÿ J ÿ K ÿ L ÿ M ÿ N ÿ O ÿ P ÿ Q ÿ R ÿ S ÿ €. T ÿ U ÿ V ÿ W ÿ X ÿ Y ÿ Z ÿ [ ÿ \ ÿ €N ] ÿ €N ^ ÿ €N _ ÿ €N @ C |0ðÿÿ A ÿ Z A À LC3.3 @ C ˆ0ðÿÿ A ÿ Z A À" Community Learning Support Unit @ C €K@ @ ÿ Z A
À @ F @ ' €K@ ? ÿ > @ G @ G €K@ A ÿ > ý
@ : h A C È0ðÿÿ B ÿ Z B À LC3.4 A C Ô0ðÿÿ B ÿ Z B À Early Years & Childcare A C A ÿ Z B
À A F A ' @ ÿ > A G A G B ÿ > A : B C 1ðÿÿ C ÿ Z C À
LC3.4.1 B C 1ðÿÿ C ÿ Z C À Central Staff Costs B C B ÿ Z C
À B F B ' A ÿ > B G B G C ÿ > B : C C <1ðÿÿ D ÿ Z D À
LC3.4.2 C C L1ðÿÿ D ÿ Z D À* ' Early Years Funding for 3 & 4 Year Olds C C @SÀ C ÿ Z D
À C F C ' ÀRÀ B ÿ > ~
C G À C G @SÀ D ÿ > ý
C : i D C œ1ðÿÿ E ÿ Z E À
LC3.4.3 D C ¬1ðÿÿ E ÿ Z E À Childcare Development D C À D ÿ Z E
À D F D ' À C ÿ > D G D G À E ÿ > ý
D : j E C Ø1ðÿÿ F ÿ Z F À
LC3.4.4 E C è1ðÿÿ F ÿ Z F À Early Education Support E C 4À E ÿ Z F
À E F E ' 4À D ÿ > E G E G 4À F ÿ > ý
E : k F C 2ðÿÿ G ÿ Z G À
LC3.4.5 F C (2ðÿÿ G ÿ Z G À" Family Centres & Family Support F C F ÿ Z G
À F F F ' À E ÿ > ~
F G @ F G G ÿ > F : G C h2ðÿÿ H ÿ Z H À
LC3.4.6 G C x2ðÿÿ H ÿ Z H À& # Children Centres & Local Sure Start G C G ÿ Z H
À G F G ' F ÿ > G G G G H ÿ > G : H O À2ðÿÿ I ÿ Z I À
LC3.4.7 H O Ð2ðÿÿ I ÿ Z I À Early Years Capital Schemes H O H ÿ Z I
À H F H * G ÿ > H P H P J ÿ > H Q I C 3ðÿÿ J ÿ Z J À LC3.5 I C 3ðÿÿ J ÿ Z J À
Youth Service¾ I C F ' G G : J C 03ðÿÿ K ÿ Z K À
LC3.5.1 J C @3ðÿÿ K ÿ Z K À Central Staff Costs J C 9À J ÿ Z K
À J F J ' 7À H ÿ J ¼ J P L þÀL À~
J G À J G 9À K ÿ J ¼ J P
- þÀÿÀ ý
J ½ l K C h3ðÿÿ L ÿ Z L À
LC3.5.2 K C x3ðÿÿ L ÿ Z L À Geographic Teams K C @ K ÿ Z L
À K F K ' @ J ÿ J K G K G @ L ÿ J K ½ L C œ3ðÿÿ M ÿ Z M À
LC3.5.3 L C ¬3ðÿÿ M ÿ Z M À Support Services L C @ L ÿ Z M
À L F L ' @ K ÿ J L G L G @ M ÿ J L ½ M C Ð3ðÿÿ N ÿ Z N À
LC3.5.4 M C à3ðÿÿ N ÿ Z N À Projects M C .@ M ÿ Z N
À M F M ' .@ L ÿ J M G M G .@ N ÿ J M ½ N C ô3ðÿÿ O ÿ Z O À
LC3.5.5 N C 4ðÿÿ O ÿ Z O À! Staff Development and Training N C À N ÿ Z O
À N F N ' À M ÿ J N G N G À O ÿ J N ½ O C D4ðÿÿ P ÿ Z P À
LC3.5.6 O C T4ðÿÿ P ÿ Z P À Service Agreements O C @ O ÿ Z P
À O F O ' @ N ÿ J O G O G @ P ÿ J O ½ P C |4ðÿÿ Q ÿ Z Q À
LC3.5.7 P C Œ4ðÿÿ Q ÿ Z Q À Divisional Budgets P C À P ÿ Z Q
À P F P ' À O ÿ J P G P G À R ÿ J P ½ Q C ´4ðÿÿ R ÿ Z S À LC3.6 Q C À4ðÿÿ R ÿ Z S À Student Support¾ Q C F ' G G : R C à4ðÿÿ S ÿ Z T À
LC3.6.1 R C ð4ðÿÿ S ÿ Z T À Student Support Section R C À R ÿ Z T
À R F ! R ' P ÿ DR ÀDR À~
R G À # R G À S ÿ
%R R ÀÀ R : S C 5ðÿÿ T ÿ Z U À
LC3.6.2 S C 05ðÿÿ T ÿ Z U À Mandatory Awards S C S ÿ Z U
À S F ! S ' R ÿ DS ÀDS À S G # S G U ÿ
%S S ÀÀ S : T C T5ðÿÿ U ÿ Z V À LC3.7 T C `5ðÿÿ U ÿ Z V À Adult & Community Learning¾ T C F ' G G : U C ˜5ðÿÿ V ÿ Z W À
LC3.7.1 U C ¨5ðÿÿ V ÿ Z W À Central Staff Costs U C €B@ U ÿ Z W
À U F U ' €B@ S ÿ U ¼ U ] L þÀL À U G U G €B@ V ÿ U ¼ U ]
- þÀÿÀ ý
U ½ m V C Ð5ðÿÿ W ÿ Z X À
LC3.7.2 V C à5ðÿÿ W ÿ Z X À$ ! Adult Education Areas and Centres V C À|@ V ÿ Z X
À V F V ' À|@ U ÿ U V G V G À|@ W ÿ U V ¾ W C $6ðÿÿ X ÿ Z Y À
LC3.7.3 W C 46ðÿÿ X ÿ Z Y À Adult Basic Skills W C PÀ W ÿ Z Y
À W F W ' PÀ V ÿ U W G W G PÀ X ÿ U W ¾ X C \6ðÿÿ Y ÿ Z Z À
LC3.7.4 X C l6ðÿÿ Y ÿ Z Z À County Projects & Services X C `t@ X ÿ Z Z
À X F X ' `t@ W ÿ U X G X G `t@ Y ÿ U X ¾ Y C ¤6ðÿÿ Z ÿ Z [ À
LC3.7.5 Y C ´6ðÿÿ Z ÿ Z [ À/ , LEA Funded ACL (incl. Parent Education Team) Y C €C@ Y ÿ Z [
À Y F Y ' €C@ X ÿ U Y G Y G €C@ Z ÿ U Y ¾ Z C 7ðÿÿ [ ÿ Z \ À
LC3.7.6 Z C 7ðÿÿ [ ÿ Z \ À Adult Guidance Z C =@ Z ÿ Z \
À Z F Z ' =@ Y ÿ U Z G Z G =@ [ ÿ U Z ¾ [ C @7ðÿÿ \ ÿ Z ] À
LC3.7.7 [ C P7ðÿÿ \ ÿ Z ] À' $ Learning Difficulties & Disabilities [ C .@ [ ÿ Z ]
À [ F [ ' .@ Z ÿ U [ G [ G .@ \ ÿ U [ ¾ \ C œ7ðÿÿ ] ÿ Z ^ À
LC3.7.8 \ C ¬7ðÿÿ ] ÿ Z ^ À Staff Development & Training \ C BÀ \ ÿ Z ^
À \ F \ ' BÀ [ ÿ U \ G \ G BÀ ] ÿ U \ ¾ ] C è7ðÿÿ _ ÿ Z _ À
LC3.7.9 ] C ø7ðÿÿ _ ÿ Z _ À$ ! LSC Contribution to L&C Overheads ] C ÀŽÀ ] ÿ Z _
À ] F ] ' ÀŽÀ \ ÿ U ] G ] G ÀŽÀ o ÿ U ] ¾ ¾ ^ C C R S R G G M _ A <8ðÿÿ a ÿ Z b À LC4 _ H D8ðÿÿ a ÿ Z b À Cultural Services¾ _ R S R G G M × D ' lõ é ç í ï ÷ ÷ ï x #ä ä Ü ò æ æ z ý ò … õ æ î â ø ð õ ` ÿ €N a õ
€N b ÿ €N c ü €N d ÿ €N e ù €N f ÿ €N g ÿ €N h ÿ €N i ü €N j ÿ €N k ÿ €N l ù €N m ÿ €N n ÿ €N o ÿ p ÿ q ÿ r ÿ s þ t ü u ÿ v ÿ w þ x ù y ÿ z ý { ú | þ } þ ~ ý ÿ ¾ ` C C R S R G G M a C h8ðÿÿ c ÿ Z d À LC4.1 a C t8ðÿÿ c ÿ Z d À Libraries a K AÀ a ÿ Z d
À a S ! a K AÀ l ÿ Da ÀDa À a G # a G AÀ c ÿ
%a a ÀÀ ý
a M n ¾ b C C K S R G G M c C ˆ8ðÿÿ e ÿ Z f À
LC4.2.1 c C ˜8ðÿÿ e ÿ Z f À
Museums & COS c K 2À c ÿ Z f
À c S ! c K À a ÿ Dc ÀDc À~
c G (À # c G 2À e ÿ
%c c ÀÀ ý
c M o ¾ d O O ] S ^ P P _ e C ´8ðÿÿ g ÿ Z h À
LC4.2.2 e C Ä8ðÿÿ g ÿ Z h À Historic Archives e K GÀ e ÿ Z h
À e S ! e K &À c ÿ De ÀDe À~
e G €AÀ # e G GÀ i ÿ
%e e ÀÀ ý
e M p ¾ f C C K S R G G M g C è8ðÿÿ l ÿ Z j À
LC4.2.3 g C ø8ðÿÿ l ÿ Z j À Victoria County History¾ g K S R G G M ¾ h C C K S R G G M i C (9ðÿÿ a ÿ Z l À LC4.3ý
i C Q i K EÀ i ÿ Z l
À i S ! i K EÀ e ÿ Di ÀDi À i G # i G EÀ j ÿ
%i i ÀÀ ý
i M q j C 49ðÿÿ i ÿ Z m À LC4.3ý
j C R j K <@ j ÿ Z m
À j S ! j K Àh@ i ÿ Dj ÀDj À~
j G @eÀ # j G <@ ÿ
%j j ÀÀ ý
j M r ¾ k C C K S R G G M l C @9ðÿÿ n ÿ Z o À LC4.4 l C L9ðÿÿ n ÿ Z o À& # CS Management, Policy & Performance l K ÀnÀ l ÿ Z o
À l T ! l K ÀnÀ j ÿ Dl ÀDl À l G # l G ÀnÀ ¦ ÿ
%l l ÀÀ ý
l M s ¾ m C C K T R G G M n A ”9ðÿÿ o ÿ Z s À LC5 n H œ9ðÿÿ o ÿ Z s À Resources¾ n I J K G G M o C °9ðÿÿ p ÿ Z t À LC5.1 o C ¼9ðÿÿ p ÿ Z t À* ' Head of Service & Central Service Costs o C &À o ÿ Z t
À o F ! o ' ] ÿ Do ÀDo À~
o G &À # o G &À p ÿ
%o o ÀÀ o : p C :ðÿÿ q ÿ Z u À LC5.2 p C :ðÿÿ q ÿ Z u À Director's Office p C @ p ÿ Z u
À p F ! p ' r ÿ Dp ÀDp À~
p G @ # p G @ r ÿ
%p p ÀÀ p : q C <:ðÿÿ r ÿ Z v À LC5.3 q C H:ðÿÿ r ÿ Z v À Personnel¾ q C F ' G G : r C \:ðÿÿ s ÿ Z w À
LC5.3.1 r C l:ðÿÿ s ÿ Z w À Staff Costs r C À r ÿ Z w
À r F r ' s ÿ r ¼ r x L þÀL À~
r G À r G À s ÿ r ¼ r x
- þÀÿÀ r : s C „:ðÿÿ t ÿ Z x À
LC5.3.2 s C ”:ðÿÿ t ÿ Z x À$ ! Premature Retirement Compensation s C <À s ÿ Z x
À s F s ' ÀeÀ t ÿ r ~
s G @b@ s G <À t ÿ r ý
s : t t C Ø:ðÿÿ u ÿ Z y À
LC5.3.3 t C è:ðÿÿ u ÿ Z y À Training t C "À t ÿ Z y
À t F t ' "À u ÿ r t G t G "À u ÿ r ý
t : u u C ü:ðÿÿ v ÿ Z z À
LC5.3.4 u C ;ðÿÿ v ÿ Z z À Teachers Pay Reform u C u ÿ Z z
À u F u ' v ÿ r u G u G v ÿ r u : v C 4;ðÿÿ w ÿ Z { À
LC5.3.5 v C D;ðÿÿ w ÿ Z { À Health And Safety (Personnel) v C ÀU@ v ÿ Z {
À v F v ' w ÿ r ~
v G ÀU@ v G ÀU@ w ÿ r ý
v : v w O €;ðÿÿ x ÿ Z | À
LC5.3.6 w O ;ðÿÿ x ÿ Z | À( % Trade Union Duties/Jury Service Cover w O À w ÿ Z |
À w F w * x ÿ r ~
w P À w P À x ÿ r ý
w Q w x C Ü;ðÿÿ y ÿ Z } À
LC5.3.7 x C ì;ðÿÿ y ÿ Z } À Miscellaneous x C 4@ x ÿ Z }
À x F x ' ð¿ z ÿ r ~
x G 5@ x G 4@ z ÿ r ý
x : x y C <ðÿÿ z ÿ Z ~ À LC5.4 y C <ðÿÿ z ÿ Z ~ À Premises¾ y C F ' G G : z C ,<ðÿÿ { ÿ Z À
LC5.4.1 z C <<ðÿÿ { ÿ Z À Staff Costs z C 7À z ÿ Z
À z F ! z ' À { ÿ Dz ÀDz À~
z G 5À # z G 7À { ÿ
%z z ÀÀ ý
z : y { C T<ðÿÿ | ÿ Z € À
LC5.4.2 { C d<ðÿÿ | ÿ Z € À Joint Sports Agreements { C PqÀ { ÿ Z €
À { F ! { ' PqÀ | ÿ D{ ÀD{ À { G # { G PqÀ | ÿ
%{ { ÀÀ ý
{ : z | C ”<ðÿÿ } ÿ Z À
LC5.4.3 | C ¤<ðÿÿ } ÿ Z À+ ( Staff Housing & Miscellaneous Properties | C $@ | ÿ Z
À | F ! | ' $@ } ÿ D| ÀD| À | G # | G $@ } ÿ
%| | ÀÀ ý
| : { } C ø<ðÿÿ ~ ÿ Z ‚ À
LC5.4.4 } C =ðÿÿ ~ ÿ Z ‚ À Health and Safety (Premises) } C PpÀ } ÿ Z ‚
À } F ! } ' PpÀ ~ ÿ D} ÀD} À } G # } G PpÀ ~ ÿ
%} } ÀÀ ý
} : | ~ C D=ðÿÿ ÿ Z ƒ À
LC5.4.5 ~ C T=ðÿÿ ÿ Z ƒ À Central Office Accommodation ~ C @tÀ ~ ÿ Z ƒ
À ~ F ! ~ ' € ÿ D~ ÀD~ À~
~ G @tÀ # ~ G @tÀ € ÿ
%~ ~ ÀÀ ý
~ : } C =ðÿÿ € ÿ Z „ À LC5.5 C œ=ðÿÿ € ÿ Z „ À Admin¾ C F ' G G : × D É l í ÷ û „ Ê Î r õ t ý à ç ù ê s õ ý € ÿ ÿ €. ‚ ÿ ƒ þ „ ÿ … ÿ † ÿ ‡ ÿ ˆ ÿ ‰ þ Š ÿ ‹ ÿ Œ ÿ ÿ Ž ÿ ÿ ÿ ‘ ÿ ’ ÿ “ ü ” ÿ • ÿ – ÿ — ÿ ˜ ÿ ™ ÿ š ÿ › ÿ œ ÿ ÿ ž ÿ Ÿ ÿ € C ¨=ðÿÿ ÿ Z … À
LC5.5.1 € C ¸=ðÿÿ ÿ Z … À General Office & Reception € C @ € ÿ Z …
À € F ! € ' ÿ D€ ÀD€ À~
€ G @ # € G @ ÿ
%€ € ÀÀ ý
€ ¿ ~ C ð=ðÿÿ ‚ ÿ Z † À
LC5.5.2 C >ðÿÿ ‚ ÿ Z † À Directorate General Expenses C €D@ ÿ Z †
À F ! ' ƒ ÿ D ÀD À~
G €D@ # G €D@ ƒ ÿ
% ÀÀ À ‚ C <>ðÿÿ ƒ ÿ Z ‡ À LC5.6 ‚ C H>ðÿÿ ƒ ÿ Z ‡ À
Finance¾ ‚ C F ' G G : ƒ C X>ðÿÿ „ ÿ Z ˆ À
LC5.6.1 ƒ C h>ðÿÿ „ ÿ Z ˆ À Staff Costs ƒ C D@ ƒ ÿ Z ˆ
À ƒ F ! ƒ ' „ ÿ Dƒ ÀDƒ À~
ƒ G D@ # ƒ G D@ „ ÿ
%ƒ ƒ ÀÀ ý
ƒ : „ C €>ðÿÿ … ÿ Z ‰ À
LC5.6.2 „ C >ðÿÿ … ÿ Z ‰ À MIS (incl. MIS in Schools) „ C @À „ ÿ Z ‰
À „ F ! „ ' † ÿ D„ ÀD„ À~
„ G @À # „ G @À † ÿ
%„ „ ÀÀ „ : … C È>ðÿÿ † ÿ Z Š À LC5.7 … C Ô>ðÿÿ † ÿ Z Š À" Non Delegated Schools Provision¾ … C F ' G G : † C ?ðÿÿ ‡ ÿ Z ‹ À
LC5.7.1 † C $?ðÿÿ ‡ ÿ Z ‹ À Licences & Insurances † C @ † ÿ Z ‹
À † F ! † ' ‡ ÿ D† ÀD† À~
† G @ # † G @ ‡ ÿ
%† † ÀÀ † U ‡ C P?ðÿÿ ˆ ÿ Z Œ À
LC5.7.2 ‡ C `?ðÿÿ ˆ ÿ Z Œ À Capitalised R&M ‡ C ‡ ÿ Z Œ
À ‡ F ! ‡ ' ‰ ÿ D‡ ÀD‡ À ‡ G # ‡ G ‰ ÿ
%‡ ‡ ÀÀ ‡ : ˆ C €?ðÿÿ ‰ ÿ Z À LC5.8 ˆ C Œ?ðÿÿ ‰ ÿ Z À Support Services¾ ˆ C F ' G G : ‰ C °?ðÿÿ Š ÿ Z Ž À
LC5.8.1 ‰ C À?ðÿÿ Š ÿ Z Ž À Financial Services ‰ C 3@ ‰ ÿ Z Ž
À ‰ F ‰ ' Š ÿ ‰ ¼ ‰ L þÀL À~
‰ G 3@ ‰ G 3@ Š ÿ ‰ ¼ ‰
- þÀÿÀ ý
‰ : € Š C è?ðÿÿ ‹ ÿ Z À
LC5.8.2 Š C ø?ðÿÿ ‹ ÿ Z À Legal Services Š C ?@ Š ÿ Z
À Š F Š ' ‹ ÿ ‰ ~
Š G ?@ Š G ?@ ‹ ÿ ‰ Š : ‹ C @ðÿÿ Œ ÿ Z À
LC5.8.3 ‹ C (@ðÿÿ Œ ÿ Z À Youth Offending Team ‹ C @ ‹ ÿ Z
À ‹ F ‹ ' Œ ÿ ‰ ~
‹ G @ ‹ G @ Œ ÿ ‰ ‹ : Œ C T@ðÿÿ ÿ Z ‘ À
LC5.8.4 Œ C d@ðÿÿ ÿ Z ‘ À County Purchasing Unit Œ C Œ ÿ Z ‘
À Œ F Œ ' ÿ ‰ Œ G Œ G ÿ ‰ Œ : C ”@ðÿÿ Ž ÿ Z ’ À
LC5.8.5 C ¤@ðÿÿ Ž ÿ Z ’ À Environmental Services C @`@ ÿ Z ’
À F ' Ž ÿ ‰ ~
G @`@ G @`@ Ž ÿ ‰ : Ž C Ô@ðÿÿ ÿ Z “ À
LC5.8.6 Ž C ä@ðÿÿ ÿ Z “ À Corporate IS&T Non-Negotiable Ž C Ž ÿ Z “
À Ž F Ž ' ÿ ‰ Ž G Ž G ÿ ‰ Ž : O Aðÿÿ ÿ Z ” À LC5.9 O ,Aðÿÿ ÿ Z ” À County Facilities Management O ÿ Z ”
À µ * ‘ ÿ ‰ P P ‘ ÿ ‰ Q C hAðÿÿ ‘ ÿ Z • À LC5.10 C xAðÿÿ ‘ ÿ Z • À
Miscellaneous¾ C F ' G G : ‘ C ”Aðÿÿ ’ ÿ Z – À LC5.10.1 ‘ C ¨Aðÿÿ ’ ÿ Z – À' $ Capital Expenditure met from Revenue ‘ C ‘ ÿ Z –
À ‘ F ! ‘ ' ’ ÿ D‘ ÀD‘ À ‘ G # ‘ G ’ ÿ
%‘ ‘ ÀÀ ‘ : ’ C ôAðÿÿ “ ÿ Z — À LC5.10.2 ’ C Bðÿÿ “ ÿ Z — À City Schools Reorganisation ’ C R¬@ ’ ÿ Z —
À ’ F ! ’ ' R¬@ “ ÿ D’ ÀD’ À ’ G # ’ G R¬@ “ ÿ
%’ ’ ÀÀ ý
’ : “ C @Bðÿÿ • ÿ Z ˜ À LC5.10.3 “ C TBðÿÿ • ÿ Z ˜ À# Savings Package to be identified “ C €S@ “ ÿ Z ˜
À “ F ! “ ' o ÿ D“ ÀD“ À~
“ G €S@ # “ G €S@ – ÿ
%“ “ ÀÀ ý
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