Budget Monitoring 2005/06 General Fund, HRA and Capital Programme

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1 Open Decision Item 11 One Corby Policy Committee 11 October 2005 Budget Monitoring 2005/06 General Fund, HRA and Capital Programme SYNOPSIS This report sets out the latest forecasts in relation to the General Fund, Housing Revenue Account (HRA) and Capital Programmes based on April to August expenditure. Where there are potential overspends, action plans are being developed by the relevant Heads of Service in conjunction with the Accountancy section to bring expenditure back into line with budget. 1. Background Details In line with corporate budgetary control procedures, reports on the latest financial forecasts in relation to both revenue and capital programmes are brought to this committee on a regular basis. This is the second report for 2005/06, based on the period April to August. It follows a previous based on the period April to June. 2. Report General Fund Revenue The overall position shows a projected overspend of 25k as compared with the latest budget. This is a 67k reduction from the previously reported figure of 92k. Whilst the 25k is broken down by Service Level in Appendix A, the key variances are as follows: Salary savings from the Assistant Chief Executive ( 15k), the Corporate Director of Operations ( 7k) and the Head of Financial Services ( 12k) have been partially offset by the increased costs of providing an interim Head of Legal Services ( 7k). Planning and Economic Regeneration Salary savings of 41k and additional planning fees income of 20k have offset reduced building control fee income of 10k and additional concessionary fares expenditure of 5k. It should be noted that whilst salary underspends help to maintain the financial viability of the General Fund, there is a potential impact on performance. Street Scene Environmental and Technical Budget pressures include special collections ( 52k), replacement wheelie bins ( 15k), clinical waste collections ( 7k), population increases on refuse collections ( 11k) and tree maintenance ( 50k). These overspends are partially offset by underspends within fly tipping ( 42k), storage facilities ( 17k), cemeteries ( 10k) and salary savings ( 68k). Again it should be noted that salary savings may lead to a reduced overall performance level. Community and Culture The levels of income for the Lodge Park Sports Centre and the Rockingham Triangle are likely to be 32k less than expected. Salary 139.doc - 1 -

2 costs are also 28k over budget, largely as a result of salary regradings through the job evaluation process. A combined overspend of 60k is therefore likely for the year. Additionally, the delay in the transfer of the Rockingham Triangle, as highlighted in a previous report to this Committee, will add an extra 20k to the budget. Further pressures include maternity cover costs of 16k, repairs and maintenance costs at The Willows of 5k and employee and maintenance costs at The Swimming Pool Complex of 20k. There is a partially offsetting saving of 20k as a result of additional income from the golf course. There is a potential to meet approximately 20k of expenditure on maintenance from the Emergency Repair and Maintenance Reserve. Furthermore, deferring works programmes until next year could make an additional 20k worth of savings. However, any further savings within this service area could only be made by reducing service levels or by withdrawing them altogether. Any decision to do this should be looked at in conjunction with the overall General Fund projection. The impact of any variances highlighted as part of this monitoring process will be taken into account in the development of the 2006/7 Budget, which will also look at the current financial year. General Funds and Reserves In addition to the above position, there are a number a funds and reserves that exist for specific types of expenditure. A breakdown of these and the expenditure to date can be seen in the table below: Fund/Reserve Available Allocated Remaining Quality Improvement Fund 100,000 1,645 98,355 Member Community Leadership 100, ,000 Fund Invest to Save Fund 100, ,000 Partnership Development Fund 250,000 18, ,000 Emergency Repair and Maintenance Reserve 100,000 43,000 57,000 General Fund Efficiency Savings Efficiency savings of 338k were built into the budgeting process for 2005/6. They were made up from a combination of staffing, maintenance and other costs. In general terms, they are on course for being achieved, with the exception of Rockingham Triangle, which is discussed above. Housing Revenue Account Appendix B shows that the projected overspend for the HRA is estimated to be 369k, as compared to the previously reported figure of 258k. The overspend is made up of 540k worth of budget pressures and 171k of budget savings. The breakdown of these can be seen in the table below: J:\MEETINGS\REPORTS\ \139.doc 2.

3 Pressures Savings Dwelling Rent 128,400 Swipecard Pilot 30,000 Garage Rent 36,030 Wardens Rent 11,600 Hostel Rent 81,940 Regeneration 100,000 Tenant Participation 12,600 Salary Savings 30,000 Fencing Works 45,000 Stock Valuation 12,000 Unbudgeted Recharges 32,700 Control Centre Security 40,000 Lodge Security 45,000 Service Charges 61,500 Council Tax Voids 45,000 TOTAL 540,170 TOTAL 171,600 The high risk area within the HRA is rental income, which in turn is largely influenced by the level of voids. This will continue to be monitored during the course of the year. The number of voids in August was 427 as compared to 397 in June. At the moment, the high level of voids is partially offset by the slow down in Right to Buy properties. Members agreed, at the Committee meeting on 19th July 2005, to allocate funding of 200k to assist in bringing void properties back into use. This balance remains at the end of August. Discussions are currently ongoing with budget holders within housing, aimed at reviewing areas of expenditure and potential compensating savings. Housing Revenue Account Efficiency Savings Efficiency savings of 240k were built into the 2005/6 Budget. They were made up of trades pay structure ( 130k), material purchases ( 71k) and mobile wardens ( 39k). None of the overspends above relate specifically to these savings. Capital Programme A breakdown of the capital programme for 2005/6, along with the expenditure to date, is shown in Appendix C. Any unfinished scheme s along with any underspends are carried forward into future years. The need for this spending in future years will be assessed as part of the 2006/7 budget process. Proposed Amendments to the Capital Programme The Asset Management Group has identified the following capital requirements and is seeking approval to the following virements: J:\MEETINGS\REPORTS\ \139.doc 3.

4 To merge the Reorganisation of works Depot at Southfolds Road project CSS09 ( 50k) with the Refurbishment of Depot project CSS09 ( 300k). Both schemes are linked to the same objective. 40k from the Window Replacement Scheme (CHP42) to No-Fines Envelope Improvements Scheme (CHP38). The Window Replacement Scheme is near completion with projected savings of 50k. We have high number of no-fines properties, which have still to be externally insulated. By adding further 40k we will have been able to carry out the works to a total of 28 properties on the Beanfield estate. Additionally, the Asset Management Group has identified the following growth items: Exeter Open Space Improvements, 69k. This project started last year and completed this year, which is fully grant funded and will therefore have no net effect on capital resources. Prudential Indicators The council continues to comply with the Prudential Indicators agreed by this Committee. 3. Options to be considered This report demonstrates that the General Fund will within a small amount outturn over budget. The Housing Revenue Account outturn has worsened significantly and compensating savings need to be found by management. 4. Issues to be taken into account:- Financial This report considers the financial position in some detail. Within the General Fund, the current level of overspend will not produce a significant impact on the Council s Medium Term Financial Strategy 2006/07 to 2010/11 and its ability to maintain a prudent minimum balance of 750k. However, unless expenditure is brought back into line within the Housing Revenue Account, the balance will be below the prudent minimum level by the end of the 2009/10 financial year. Overall the Council is maintaining a sound financial position and effective budgetary control, although there is a need to ensure that the Housing Revenue Account remains within budget. Legal The statutory requirement to maintain revenue balances on both the General Fund and HRA will be met at 31/3/06. Performance Information Financial performance should be considered in the context of levels of performance achieved in delivering services. Best Value, Community Safety, Human Rights, Equalities, Sustainability There are no issues in relation to these arising directly from this report. J:\MEETINGS\REPORTS\ \139.doc 4.

5 5. Conclusion A robust approach to budgetary control continues with further scrutiny being applied during the financial year, including the 2006/07 budget process. A number of variances that have so far been identified will be monitored during the course of the year with Heads of Service working up action plans to contain overspends within their service areas. 6. Recommendation That members: (a) Note the financial position of the General Fund, HRA and Capital Programme contained in this report. (b) Instruct the relevant Heads of Service and the Head of Financial Services to review all areas of expenditure within the General Fund with a view to offsetting the net overspend. (c) Instruct the Housing Management and the Head of Financial Services to review all areas of expenditure within the HRA with a view to offsetting the net overspend. (d) Agree to the Capital Programme virements shown above. Background Papers Financial Ledger and Budget Holder returns External Consultations None List of Appendices Appendix A General Fund Revenue Monitoring Appendix B Housing Revenue Account Monitoring Appendix C Capital Programme Monitoring Wards All Wards Officer to Contact Adrian Sibley, Head of Financial Services, Ext J:\MEETINGS\REPORTS\ \139.doc 5.

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