Meeting documents
Cabinet
Wednesday, 21 June 2006
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Annex 2(c)# PROVISIONAL REVENUE OUTTURN 2005/06* 3-YEAR ANALYSIS OF SIGNIFICANT UNDERSPENDS Budget Book Ref Service Area Directorate$ Commentary on patterns of underspend Variation 2003/04 2004/05 2005/06 £000 (1) (2) (3) (4) (5) (6) CS1.1 Integrated Fire Risk ManagementF Replacement of Breathing Apparatus equipment delayed until April 2006. CS1.3 Fire MobilisationW Turnover of Fire Control staff due to planned regionalisation of Fire Control in 2009. CS1.5 Fire & Rescue Support Servicesc £50k relates to c/f of Radio Replacement manager 4 year policy funding which was delayed by a year. Earmarked Government Grants Sub-total Fire & Rescue Service CS2 Emergency Planning\ 2003/04 and 2004/05 additional grant income received. Not a grant funded service in 2005/06. Sub-total Emergency Planning CS3.2 Community SafetyQ Underspend relates to unspent earmarked grants and slippage on committed projects Sub-total Community Safety CS4 Gypsy & Traveller Services_ Management of sites taken back in house September 2004 improving the efficiency of the service.0 Sub-total Gypsy & Traveller SerivesService Area# Community Safety Directorate Total SHC1$ Children & Families & Asylum SeekersT All budgets held in the current year to offset overspendings elsewhere in the budget SHC1.8 Leaving Care SHC1.15 Disability Teams SHC1.17 Disability Residential Homes SHC1.19 Disability Community Support SHC1.24( Service Management & Other Central Costs Sub-total Service Area SHC2 Older People SHC2.1% Contingency Section 117 reassessments SHC2.3 Care management teams SHC2.4 External Home Support SHC2.5 Internal Home Support SHC2.6 Fairer Charging income SHC3
Mental Health SHC3.1 Care Management SHC4 Learning Disabilities SHC4.8 Supported Living External SHC4.9 Supported Living Internal SHC4.16 Contingency SHC6a Directorate Management Team SHC6.3 Carry forward & contingency SHC6b) Business Support & Performance Management SHC6.4 Personnel SHC6.5 Training SHC6.6 Administration SHC6.7 Information Management SHC6.8 Property Directorate Total 0 RESOURCES DIRECTORATE & CHIEF EXECUTIVE'S OFFICE RC6/7 Property Services Health & Safety RC9 Chief Executive's Office Scrutinyù The 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 Transport EE1.1 Service Management EE1.2 Transport Planning= Downward trend in underspend through better budget management EE1.3 Transport Implementation EE1.4 Highway Management EE2 Sustainable Development EE2.1 EE2.2 Planning Implementation Historical 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. EE2.3 Strategic Policy & Economic r Downward underspend trend relates to the changing accounting treatment of the Structure and Waste & Minerals Plans Development EE2.4 Waste ManagementK Downward underspend trend substantially changing between 2004/05 - 2005/06. EE2.5 Countrysidet Unspend consistently relates to Thames Towpath committed in 2005/06, where project work will finish early in 2006/07 EE2.6 Flood Defence Levy EE3 Trading Standards & Registration EE3.1 Trading Standards EE3.2 Registration ServicesŒ Downward trend moving from over to underspend in 2005/06. Budget for 2006/07 acommodates this through increased marketing to maximise income EE4 Business Support’ Underspend linked to Better Working Initiative projects commited but slipping into future years. Plan to account for this differently in 2006/07 SUMMARY LC Learning & Culture SHC Social & Health Care EE Environment & Economy CS RES Resources Total LEARNING & CULTURE DIRECTORATE LC1 School Development(Various)ì The 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 project As aboveP Take up of funding for 3& 4 Year Olds in Nursery provision less than the budget. LC4.1 Libraries4 Slippage on Replacement of Library Management System LC4.2
Museums & COSb Cultural Loans for Learning delayed production of new boxes, supporting packs and vehicle upgrade. LC4.4# CS Management, Policy & Performancea VAT Exemption Refund (AV Income) - Planned Customer Service Improvements and managed underspends M Additional 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.Ä Under 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.b Review 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.h Staff 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.D Increasing 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.I The 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 DIRECTORATE Annex 2 (c ) LC Annex 2(c) SHC
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Annex 2(c) CS Annex 2(c) RES¼ This 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. Any budget not required for health & safety will be used on repair & maintenance.ÿ Ê î á 1 $ Ò Å
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