SHEFFIELD CITY COUNCIL Cabinet Report

Transcription

SHEFFIELD CITY COUNCIL
Cabinet Report
Report of:
THE DIRECTOR OF CORPORATE RESOURCES
______________________________________________________________
Date:
25 November 2009
______________________________________________________________
Subject:
REVENUE BUDGET & CAPITAL PROGRAMME
MONITORING 2009/10 – AS AT 30 SEPTEMBER 2009
______________________________________________________________
Author of Report: Eugene Walker
______________________________________________________________
Summary:
This report provides the Month 6 (September) monitoring
statement on the City Council’s Revenue Budget and
Capital Programme for 2009/10
_____________________________________________________________
Recommendations:
Cabinet are recommended to:
a) Note the updated information and management actions provided by
this report on the 2009/10 budget position;
b) Note that the carry forward requests are to be deferred and included
in the Quarter 3 report for approval; and
c) Approve the Capital variations outlined in this report.
._____________________________________________________________
Background
Papers:
Category of
Report:
OPEN/CLOSED
Statutory and Council Policy Checklist
Financial implications
YES/NO
Cleared by: Eugene Walker
Legal implications
YES/NO
Cleared by:
Equality of Opportunity implications
YES/NO
Cleared by:
Tackling Health Inequalities implications
YES/NO
Human rights implications
YES/NO
:
Environmental and Sustainability implications
YES/NO
Economic impact
YES/NO
Community safety implications
YES/NO
Human resources implications
YES/NO
Property implications
YES/NO
Area(s) affected
City-wide
Relevant Scrutiny Board if decision called in
Strategic Resources and Performance
Is the item a matter which is reserved for approval by the City Council?
YES/NO
No
Press release
YES/NO
CABINET 25 NOVEMBER 2009
REVENUE BUDGET & CAPITAL PROGRAMME MONITORING 2009/10 –
AS AT 30 SEPTEMBER 2009
REPORT OF THE DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF THE REPORT
1.
This report provides the Month 6 (September) monitoring statement on
the City Council’s Revenue Budget and Capital Programme for
2009/10.
THE REVENUE BUDGET FOR 2009/10
Summary
2.
The latest monitoring position on the General Fund budget for 2009/10
is summarised in the table below. This analysis shows the Directorates’
reported position at Month 6.
Directorate
CYPD
PLACE
COMMUNITIES
CEX - DEPUTY CHIEF EXECUTIVE's
CEX - RESOURCES
CORPORATE
Grand Total
Proposed Carry Forwards
FY Outturn FY Budget FY Variance
143,655
143,938
(283)
170,270
170,645
(375)
167,120
166,625
495
12,510
12,239
271
50,146
50,791
(645)
(544,114) (544,114)
(0)
(414)
124
(538)
230
(308)
3.
The overall Council position as at Month 6 is a potential full year
outturn of £308k underspend. This is an improvement of £0.7m from
the Month 5 reported position after taking into account proposed carry
forwards of £230k. The proposed carry forward is subject to approval
by Cabinet, as required by Financial Regulations.
4.
In addition there is a risk that the Council could face expenditure of
£500k relating to potential grant clawback on the South Yorkshire eLearning Partnership which at this stage is excluded from the above
position.
5.
Executive Management Team will continue to manage budget
pressures to ensure the budget is balanced. A process is in place to
ensure that any requests by services to carry forward underspends are
subject to Cabinet approval. Only one has been identified to date, but
others are likely, so consideration of these will be deferred until Quarter
3 (December position) report, linked to the 2010/11 budget process.
Any general underspend will also need to be considered in the context
of the 2010 budget and the likely need for “one off” funding to cover
redundancy costs.
6.
The main changes in the Directorate positions since Month 5 are as
follows:
• Neighbourhoods & Community Care – an improvement of £908k
mainly due to underspends with regard to Care4You services.
• Deputy Chief Executive’s – an adverse movement of £99k, largely
attributable to economic development activities.
Children & Young People Directorate (CYPD)
Summary
7.
As at Month 6, the Directorate is forecasting an under-spend to the
year end of £283k on Non-Dedicated Schools Grant activity. This is
before a proposed contribution to reserves – which will require Cabinet
approval in Quarter 3 of £230k. The resulting net position is a forecast
under-spend of £53k. The overall position before movements on
reserves represents an improvement of £261k on the previously
reported position of a forecast £22k under-spend:
Children’s Specialist Services:
• A forecast underspend of £1.050m on looked after children
placements.
• A forecast overspend of £541k on Placements for Children with
Disabilities.
• A forecast overspend of £220k on Adoption Services.
• A forecast overspend of £129k on Home to School Transport.
Local Delivery:
•
Forecast savings of £236k primarily from vacancies pending the
service re-organisation.
Financials
Service
CAPACITY, PLANNING & DEVEL
CHILDREN'S SPECIALIST SERVICE
LEARNING & ACHIEVEMENT SERVICE
LIFELONG LEARNING & SKILLS
LOCAL DELIVERY
ORGANISATIONAL DEVELOPMENT
PLANNING PERFORM & PARTNERSHIP
RESOURCES & DEVELOPMENT
Grand Total
22,765
22,759
6
62,887
62,906
(19)
7,721
7,640
81
5,199
5,210
(11)
22,364
22,600
(236)
5,196
5,229
(33)
2,864
2,922
(58)
14,658
14,671
(13)
143,655
143,938
(283)
Add Proposed transfer to Reserves in respect of Aspire for Life
230
Total Net Position
(53)
Commentary
Children’s Specialist Services
8.
This Service is currently showing an overall forecast underspend of
£19k. Within this figure are significant variations in Looked After
Children, Adoption Services, Learning Difficulties and Disabilities and
Home to School Transport and these are explained below.
Looked After Children
9.
The current forecast underspend on Looked After Children (LAC)
external purchased placements is £1.050m. This represents a further
reduction in forecast expenditure of £210k compared to last month.
Although expenditure is forecast to be less than budget, the actual
number of children coming into LAC is currently rising and this trend is
expected to continue. So far there has been limited budgetary impact
because lower cost placement types are being utilised as follows:
•
•
The fostering service has managed to accommodate more
children than expected.
A higher number of children than anticipated have been placed
in Special Guardianship Orders and Residence Orders through
the adoption service.
Adoption Service
10.
The Adoption Service is forecast to overspend its budget by £220k as a
result of higher number of children being placed in adoption. This
reflects the strategy to reduce reliance on expensive external
placements for children. The three main elements of additional cost
are:
• An overspend of £56k is currently forecast on adoption
allowances because of increased activity.
• 23 Special Guardianship Orders were budgeted, the current
actual is 35 resulting in a forecast overspend of £115k.
• 299 Residence Orders were budgeted, the current actual is 306
resulting in a forecast overspend of £52k.
11.
The current budget of £63m for Children Specialist Services includes a
£800k contribution from reserves that has been approved for use as
part of the “Post Haringey” strategy. This strategy involves making
reductions in expenditure on placements so as to offset the cost of
additional social workers and other employees. It is important that this
reduction in placements is sustained so as to meet any unforeseen
costs as well as providing the potential for a contribution to reserves in
order to meet the continuing cost of the strategy in 2010/11. At the half
year position this strategy is on track and reserve transfers will be
requested in future reports as further savings are realised.
Learning Difficulties and Disabilities
12.
As a result of the lack of appropriate provision within Sheffield, there
has been an increase in the level of out of city placements for children
with disabilities. There are currently 35 children in such placements.
This has resulted in a forecast overspend of £541k in 2009/10.
Home to School Transport
13.
The forecast overspend of £129k is due to increased taxi fares and
other transport expenditure. One of the reasons for this is the
alternative transport arrangements arising from the refurbishment of
Bents Green.
Local Delivery
14.
The service is currently forecasting an underspend against existing
budgets of £236k. This saving arises from planned vacancy monitoring
pending the implementation of the Service re-organisation.
15.
These savings are planned for use in meeting the costs in 2010/11 of
the Aspire for Life programme and in particular the Improving Sexual
Health initiative. This was approved by Cabinet on 8th July 2009 and in
accordance with the recommendations of that report, formal approval is
now sought to transfer £230k of this underspend to reserves to
resource this programme in 2010/11.
16.
The European Commission has notified that Directorate of a potential
clawback of ESF and ERDF grant amounting to £1.3m. Although it is
likely that - if it were to materialise - this amount would be shared
between the relevant sub regional partners, there is the potential for
the City Council to face expenditure of up to £500k. This has not been
included in the forecast outturn as efforts to resolve this issue are
undertaken.
Directorate Service Issues – Dedicated Schools Grant (DSG).
17.
A large proportion of the Directorates budget is funded by Dedicated
Schools Grant. Under the terms of the grant any under or over spend
has to be carried forward to the following year and this is consistent
with the number of academic year activities it supports. As at month 6
an overspend of £379k is reported and key explanations are provided
below. Most of the additional expenditure was anticipated and will be
met from previous year DSG savings reported to and agreed by the
Schools Forum.
18.
Cabinet approved the carry forward of £3.8m in 08/09 which brought
the cumulative DSG balance at 1st April 2009 to £7.3m. Of this £1.9m
is required to fund specific expenditure in 2009/10. The forecast
cumulative balance at 31st March 2010 is therefore £5.021m after the
use of the £379k referred to above. The majority of this balance is
earmarked for specific projects in future years.
Key movements on Dedicated School Grant budgets
• Capacity Planning & Development - A total overspend of £193k due
mainly to the security and maintenance of vacant properties pending
demolition or sale and PFI schemes.
• Learning and Achievement Service - A total overspend of £180k due
mainly to the strengthening of the School Improvement Partner
programme and, an overspend on the Computers for Pupils Scheme
which has now ceased.
• Organisational Development and Customer Service - The requirement
to carry out enhanced CRB checks has resulted in a forecast
overspend of £61k. This is offset by savings of £367k on maternity
costs.
• Children’s Specialist Services - An overspend of £379k due mainly to
additional expenditure on non delegated exceptional needs
statemented pupils and the education element of fees where pupils
are located out of city.
Position on Reserves
19.
Cabinet approved the carry forward of £4.0m which brought the CYPD
cumulative earmarked reserves balance at 1st April 2009 to £7.8m. Of
this £3.8m has been transferred to fund specific expenditure in 200910. It is proposed that Cabinet approval be sought in Quarter 3 to
carry forward £230k to 2010/11 to meet the costs of the Aspire for Life
programme. If this were to be approved, the forecast level of reserves
at 31st March 2010 would be approximately £4m. This amount is for
agreed programmes previously approved including investment in better
intervention and prevention and post Haringay social work. This will be
reviewed again in Quarter 3.
Directorate Service Issues
20.
At this stage, apart from those raised above there are no further
service issues arising from the Directorate’s budget position as
currently reported.
Place
Summary
21.
As at Month 6, Place is forecasting a full year outturn of £375k under
budget. This is a further reduction in expenditure of £91k compared to
the position reported last month. The key reasons for this position are:
Development Services
• £186k under budget arising from a lower than anticipated level of
planning fee income believed to be due to the current economic climate
(£300k) offset by staff cost savings (£348k), higher than anticipated
energy costs (£328k), offset by under spends relating to car parking /
Transport and highways (£426k) and other savings (£40k);
Design and Project Management
• £200k over budget due to reduced income.
Environment and Regulatory Services
• £1.0m under budget largely due to a £1.096m under spend on the
waste management contract.
Strategic and City Centre Service
• £240k over budget as a result of the delayed implementation of a full
service re-structure in Markets and the inclusion of unallocated
Directorate unachieved savings target.
Street Force
• £400k of costs relating to redundancies at South Yorkshire
Laboratories have been included in the forecast.
Financials
Service
CULTURE
DESIGN AND PROJECT MANAGEMENT
DEVELOPMENT SERVICES
ENVIRONMENT AND REGULATORY
PARKS AND COUNTRYSIDE
STRATEGIC AND CITY CENTRE
STREET FORCE
UNALLOCATED COSTS
Grand Total
42,255
42,292
(38)
(679)
(879)
200
78,089
78,275
(186)
34,789
35,803
(1,014)
8,695
8,695
(0)
8,369
8,128
240
(1,285)
(1,669)
384
38
38
170,270
170,645
(375)
Commentary
Culture
22.
This service has declared a forecast under spend on budget of £38k.
This represents a £13k increase on the last reported forecast under
spend.
Development Services
23.
This service is now forecasting a £186k under spend. The main
changes from Budget in the Month 6 forecast are:
•
•
•
A £305k forecast under recovery in Planning Fee income. Planning
fee income remains a key risk in the forecast outturn and continues
to be closely monitored. Efforts have been made to offset the
reduction in income by reducing costs (£357k), leading to a net under
spend of £52k, this forecast also includes additional grant income
relating to Planning performance rewards;
A £328k overspend on Street Lighting energy due to the increase in
wholesale market prices last year; A £159k under spend in Parking
Services as a result of reduced operating costs to compensate for
reduced income, the income generated by this service remains an
area of high risk and will continue to be closely monitored and
mitigating actions taken as appropriate. Further under spends have
been generated in Transport and Highways amounting to £267k as a
result of vacancy management; and
£36k of other savings across the service including vacancy
management and increased miscellaneous income.
Design and Project Management
24.
The Design and Project Management service is forecasting a £200k
adverse variance from budget based on the latest income prospects for
this year, this represents an increased over spend of £49k to that
previously reported.
25.
Efforts have been made to reduce operating costs by way of vacancy
management. Further investigation is under way to ensure that
operating costs have been reduced as far as possible. The income
generated by this service remains a key risk as the financial year
continues and will remain closely monitored.
Environment and Regulatory Services
26.
This service is currently showing a forecast under spend of £1.0m
which is the result of the following budget variances:
•
A £644k forecast saving on the waste management contract budget
which anticipates waste volumes to be 2.5 percentage points below
•
•
•
•
•
budget. A £260k increase in the anticipated share of re-cycled
materials income as a result of higher sale prices than those
budgeted. These gains have been offset by £180k of increased cost
in relation to free green sacks. This gives an overall under spend of
£724k on the waste management contract;
A £383k one-off recovery of over-charges from the Waste
Management Contractor;
A £310k under spend on operating costs in relation to the Beighton
Landfill site;
£100k reduced income in Building Standards fees reflecting the
current economic climate;
A £79k reduced surplus in relation to bereavement services which
reflects the cumulative effect of increased running costs and a
reduction in forecast income; and
Other small variances across the service which cumulatively amount
to a further over spend of £224k.
Strategic and City Centre Services
27.
This service is currently showing a forecast overspend of £240k of
which £137k relates to the Markets service and £155k to unachieved
directorate wide savings, this is offset by a forecast under spend of
£48k in S&CCS.
28.
The cause of the variance in Markets arises from delays in
implementing restructuring plans. Offsetting this over spend is
improved debt collection performance which has allowed a £179k
reduction in the bad debt provision.
29.
The variance in S&CCS arises from increased energy and
maintenance costs which has partially been offset by vacancy
management.
Parks and Countryside
30.
The service is currently forecasting a Year end break even position
which represents an improvement of £49k to that previously reported.
This is due to a forecast increase in income relating to playground
refurbishment.
31.
Vacancy management action has countered some budget pressures
such as non-achievement of additional income generation schemes
which were forecast in the budget.
Streetforce Trading Accounts
32.
The inclusion of redundancy costs of £400k, in respect of South
Yorkshire Laboratories, has resulted in a forecast overspend of £384k
for Street Force. On other activities, Street Force is £43k worse than
target, split into £174k under-recovery on profiled overheads and
£131k above target profit on work.
33.
Service areas with better results than expected are concrete and
design, although there is doubt over whether this trend will be
sustained until year end. Highway maintenance is slightly overspent
but the Head of Streetscene has robust plans in place to address this.
However there is concern over the level of provision for winter
maintenance – there is enough provision for an estimated 65
precautionary grits, which is enough for a mild winter. If weather
conditions are severe this budget may go over spent.
34.
Management is reviewing the performance of the South Yorkshire
Laboratory which it has shown to date as being break-even for the
year. However, month 6 results show that expenditure rates will
outstrip income rates and may produce a loss by the end of the year
(£225k) although plans are in place to mitigate against this.
35.
currently reported.
Communities
Summary
36.
As at Month 6 the forecast is a full year outturn of £495k over budget.
This compares to last months position of £1.403m over budget. The
key reason for this position relates to Community Care.
The Service is overspending as a result of increased demand for
services across all client groups. The major overspend is £2.069m in
Learning Disability Services. This reflects the national position within
learning disabilities as a result of longer life expectancy and an ageing
carer population. The over spend is offset partially by under spends in
Care4You services (£1m) as a result of the service review undertaken
and cross cutting service budgets in community care (£666k).
Financials
Service
COMMUNITY CARE
ADULT MENTAL HEALTH
DIRECTORATE WIDE SERVICES
LEARNING DISABILITIES
OLDER PEOPLE (A&CM)
OLDER PEOPLE (CARE4YOU)
PERFORMANCE & RESOURCES
PHYSICAL DISABILITIES & SI
RESIDENTIAL SCT
STRATEGIC COMM & PARTNERSHIPS
Total
10,216
2,566
31,184
47,618
18,093
11,852
14,452
4,350
1,685
142,015
9,797
2,451
29,115
47,810
19,130
12,555
14,535
4,343
1,762
141,498
418
114
2,069
(192)
(1,036)
(703)
(83)
7
(77)
517
HOUSING GENERAL FUND
NBHDS RENEWAL AND PARTNERSHIP
Grand Total
11,458
13,646
167,120
11,406
13,721
166,625
52
(75)
495
Commentary
Community Care
37.
The forecast position is £517k over spend: an improvement of £918k
on last months position.
•
•
•
•
•
•
Adult Mental Health - overspending £418k compared to last
month position of £426k. The purchasing budget is
overspending by £363k and £55k is on staffing heads.
Learning Disabilities – the £2.069m overspend is an increase on
last months £1.874m. This is reflecting the latest position on the
OLM work which is expected to deliver fully in 2010/11 with only
a small savings this year and the change to the go live date for
Self Directed Support (SDS) to January from October. Of the
£2.069m £1.877m is in purchasing, the remainder being staffing.
Older People Assessment and Care Management – has
improved from last months position of £404k over-spend to
£191k under spend.
Care4You underspend has increased in line with the action plan
and is projecting an underspend of £1m compared to £795k last
month.
Physical Disabilities and Sensory Impairment is now projecting a
small underspend of £83k compared to last months overspend
of £50k. The overspend in purchasing (£208k) is being more
than offset by underspends in staffing.
Cross Cutting Services (HR, ICT, Performance and Resources,
Strategic Commissioning, contingency and overheads) is
underspending by £666k.
Continuing Health Care
38.
The latest position on the Continuing Health Care (CHC) target of
£6.7m of services transferred back to PCT responsibility over the two
years 2008 to 2010 is that SCC have transferred services to the value
of £6.866m to PCT responsibility. However the PCT are looking to
move £827k of service back to the Local Authority for clients they
consider no longer meeting the CHC criteria. This gives a potential net
position of £6.039m. It is anticipated that the target of £6.7m is still
achievable by the year end and a dedicated team are continue to
reviewing all cases.
Housing Strategy
39.
The current forecast is a small overspend of £52k a slight deterioration
on last months (£16k over). The overspending areas are private sector
housing income, gypsy and travellers and agency services.
Homelessness and the bed and breakfast is still forecasting an
underspend, the latest forecast is £66k underspend on budget.
Neighbourhood Renewal and Partnership
40.
The position for NRP has changed little from last month (£88k
underspent), this is underspend is mainly within the accountable body
team and the central team.
Housing Revenue Account
41.
The forecast variation for the HRA is £787k better than budgeted; this
is a reduction of £403k on last month’s position of £1.19m, the main
reason for this movement being the adjustment to anticipated bank
interest on the HRA balances due to low interest rates.
42.
The main variations on the overall budget accounting for the improved
position on the HRA balance of £787k is :
• the District Heating account which is forecasting an underspend
mainly arising from gas usage and price to date including a revision
to 2008/09 usage
• a saving in the pensions back funding on the Neighbourhoods
management fee; and
• a better position on Council Tax costs and rent loss.
43.
currently reported.
Deputy Chief Executive’s Directorate (DCEX)
Summary
44.
DCEX is forecasting a full year outturn of £271k over budget as at
month 6. This shows a small adverse movement of £99k since last
month.
45.
The key reasons for the forecast position are:
•
•
•
46.
Communications : £186k over budget largely arising from the initial
‘cash flow’ impact on staffing costs of the council-wide transformation
review of this service (£88k), pending delivery of approved savings.
Legal & Governance : £424k under budget primarily relating to oneoff savings (£265k) in the elections service as a result of there being
no no Council elections this year.
Policy & Performance (Economic Development) : £509k over budget
primarily relating to Economic Development activities. A key
pressure being YS Tourism, where expenditure incurred to date,
cannot be claimed in grant, until such time as a funding agreement
with ‘Welcome to Yorkshire’ is approved.
It should be noted that since the above forecasts were made, the YS
Tourism funding agreement has been approved. This will now allow
grant claims to be submitted, which it is anticipated will assist DCEX in
delivering a balanced budget position overall.
Financials
Service
COMMUNICATIONS
LEGAL AND GOVERNANCE
POLICY AND PERFORMANCE
Grand Total
1,106
920
186
3,350
3,774
(424)
8,054
7,545
509
12,510
12,239
271
Commentary
Communications
47.
The current forecast for this activity is £186k over budget, which
represents a £55k adverse movement on the previously reported
position.
48.
The ‘cash flow’ impact of the first phase of the council-wide review of
the Communications service, where business partner posts were
appointed (£88k) is a key variance at this point. However, the MEC
Board has recently (October) approved savings that will address this
issue and improve the current reported position.
49.
The adverse movement this period is largely associated with the
creative service and print centre. Reduced volume of activity across the
Council is impacting on these trading units, such that unless activity
increases during the remainder of the year, a small under recovery of
cost is forecast (£86k).
50.
The key issue remains delivery of the transformation business case.
Legal & Governance
51.
The current forecast for this activity is £424k under budget, which
represents a £17k improvement on the previously reported position.
52.
The variance is largely attributable to a £265k one-off saving, due to
there being no Council election this year. The remaining variance
reflects staff savings/efficiencies (£280k) and additional register office
income (£68k), offset to some extent by reduced income from
conveyancing (£190k).
Policy & Performance (Economic Development)
53.
The current forecast for this activity is £509k over budget, which
represents a £61k adverse movement on the previously reported
position.
54.
The key pressure is within the Economic Development function.
Yorkshire South Tourism has a forecast variance of £335k over budget.
This is made up of an £150k overspend from 2008/09 and £185k of
2009/10 spend which cannot be recovered from grant until such time
as a funding agreement is formally approved.
55.
Since the above forecasts were made, the YS Tourism funding
agreement has been approved, which will allow costs incurred in
2009/10 to be recovered through grant (subject to grant conditions) and
will improve the reported position.
56.
The remainder of forecast overspend relates to the additional functions
associated with the move from Corporate Policy to Deputy Chief
Executives.
Chief Executive’s Resources
Summary
57.
Resources are forecasting a full year outturn of £88k over budget,
whilst Central Costs is forecast at £690k under budget, as at month 6.
Overall this shows a minor adverse movement of £8k since last month.
58.
The key reasons for the forecast position are:
•
Central Costs : £690k under budget primarily relating to housing
and council tax benefit payments being marginally below budget
(0.4%), where gross expenditure in excess of £190m.
Financials
Service
BUSINESS INFORMATION SOLUTIONS
COMMERCIAL SERVICES
CORPORATE FINANCE
CUSTOMER SERVICES
ORGANISATIONAL DEVELOPMENT
PROPERTY AND FACILITIES MGT
TRANSPORT
RESOURCES
CENTRAL COSTS
PROGRAMMES AND PROJECTS
Grand Total
2,827
2,816
11
1,710
1,686
24
3,892
3,998
(106)
3,408
3,378
30
4,681
4,679
2
3,477
3,479
(2)
1,195
1,066
129
21,190
21,102
88
25,615
26,305
(690)
3,340
3,384
(44)
50,146
50,791
(645)
Commentary
Resources
Corporate Finance
59.
The current forecast for this activity is £106k under budget, which
represents an improvement on the previously reported position of £31k
and is largely attributable to staff vacancies.
Transport Services
60.
The current forecast for this activity is £129k above budget. The
forecast reflects a risk that costs associated with the service level
agreement with NCC (Adult Services) are not fully recovered.
Discussions are progressing with the client with a view to resolution
Central Costs
Benefits
61.
The current forecast for this activity is £690k under budget, a minor
adverse change of £26k on the previously reported position. The
forecast variance is predominantly attributable to housing and council
tax benefit payment projections being marginally below budget (0.4%),
where gross expenditure is around £192m.
62.
It should be noted that the forecast excludes the potential for around
£600k bonus ‘subsidy’ income, which could be payable at year-end,
subject to the achievement of performance targets on benefit
overpayments.
63.
currently reported.
Corporate Items
64.
There are 3 key areas to report on within the overall Corporate area:
•
•
•
Capital Financing
Cost of the Outstanding Sheffield Programme Capita contract
Managing the reserves and contingencies approved by Cabinet as
part of the 2008/09 outturn.
Capital Financing
65.
As part of the 2009/10 Revenue Budget process savings of £2m were
approved for Capital Financing Costs. As at Month 6 it is still
anticipated that these will be achieved and a break even position will
be reported.
Outstanding Sheffield Programme
66.
As previously reported the Outstanding Sheffield Programme Capita
outsourcing contract is forecast to be £1m above budget in 2009/10.
Options have been presented to Members to reduce costs but at this
stage have not been approved. A VAT refund of £800k has been
confirmed (with further potential refunds in future years). As a “one off”
measure in 2009/10, this will be used to cover the OSP costs but
sustainable efficiencies will need to be found for 2010/11 onwards.
Managing Reserves and Contingencies
67.
In addition, “one-offs”, contingencies and the economic fighting fund
have to be managed, details of which are attached at Appendix 2 to
this report. Overall it is anticipated that the corporate items will
breakeven at year end.
68.
Within the “one offs” and Contingencies are amounts set aside for
Directorate redundancies and redundancies in relation to Senior
Managers. As at Quarter 2 costs of £1.7m have been actioned in
relation to Directorates and £491k in relation to Senior Managers. A
further update on the Quarter 2 position will be provided in the Scrutiny
report in December.
CORPORATE FINANCIAL RISK REGISTER
Report
69.
The Council maintains a Corporate Financial Risk Register which
details the key financial risks facing the Council at a given point in time.
A full update of this risk register has not been undertaken in this
financial year, but a desktop review of the register has been
undertaken by Finance and the most significant risks resulting from that
exercise are summarised in this report for information together with a
summary of the actions being undertaken to manage each of the risks.
The top risks are summarised below and Appendix 1 contains more
detail on each of the risks.
•
Capital Receipts & Capital Programme – Failure to meet
significant year on year capital receipts targets due to depressed
market and reduced Right-to-Buys, resulting in potential overprogramming / delay / cancellation of capital schemes.
•
Pay and Grading – Ongoing costs of implementing a new pay
and grading structure are not contained within existing budget
provision.
•
Pension Fund
•
The Council’s contribution to the Pension Fund rises
materially at the next valuation.
•
The significant deficit on the South Yorkshire Pension
Fund relating to the Council is called in for payment.
•
Electric Works – The running costs of the business centre are
not covered by rental and other income streams.
•
Digital Region
•
•
•
Project Financing – Failure to achieve the level and
timing of European Regional Development Fund,
Yorkshire Forward and Sheffield City Council funding
assumptions upon which the project has been modelled
impacts the viability of the business case / timetable.
Business Plan – Demand does not generate sufficient
revenues to fund initial investment and ongoing
operations resulting in failure to achieve timescales /
outputs or clawback.
Treasury Management – The risk that the Council will not get
back the money that it deposits with Banks and Financial
institutions or that the interest rates received will be materially
lower than forecast in the Revenue Budget assumptions.
•
Comprehensive Spending Review 2010 – (Including Future of
Area Based Grants). The next CSR results in a tighter resource
allocation than forecast together with reductions in specific
grants including ABG.
•
Building Schools for the Future Programme Affordability –
The £25m affordability gap in the capital programme for the
secondary schools estate which must be underwritten by the
Council.
•
Economic Downturn – The current economic down-turn
continues longer / is deeper / recovers more slowly than
forecast, resulting in socio economic issues, increased costs /
loss of income to the Council.
•
Waste Strategy – The waste strategy needs to be affordable
within the Council's overall financial and service strategy.
•
Learning and Skills Council Funding Transfer – Significant
transfer of responsibility to SCC for 6th form and Further
Education funding in 2010.
•
NHS Funding Issues – Changes in the funding available to the
NHS or the structure of that funding impact on the Council’s
Home Care cost base or budgets.
•
Park Hill – As lead partner there is a risk that the Council is to
fund any Transform South Yorkshire grant clawback.
•
Funding the Capita Contract – The Council currently has a
funding shortfall to support the payments under the new Capita
contract. This shortfall will need to be addressed over the 7 year
life of the contract.
•
Pensions Liabilities for Other Organisations – Bodies whose
Pension liability is backed by the Council (eg BNDfC and
Integrated Youth Services) are reaching key decision points
which may crystallise the liability resulting in significant cost to
the Council.
•
Trading Standards – There is a risk that it is not possible to
recover outstanding contributions from the other South Yorkshire
Authorities.
ECONOMIC FIGHTING FUND
70.
The latest position in relation to the Economic Fighting Fund is as
follows:
£'000
Economic Fighting Fund
1,410
Post Offices
Shop Frontages
Sheffield Technology Parks
Financial inclusion
Recession Booklet
Christmas Parking
-500
-188
-150
-43
-25
-85
419
THE CAPITAL PROGRAMME FOR 2009/10
71.
The 2009/10 Capital Programme has increased since that reported in
the budget report which was submitted to cabinet in March 2009 from
£231m to £283m. The increase in the programme value of £52m
includes £30m of slippage brought forward from 2008/09, and scheme
additions / variations of £22m. The £22m additions and variation value
is made up from mainly CYPD were there is an increase in the
programme of £13m, which is mainly to do with BSF. There is a £18m
increase within DEL, which is mainly to do with the Highways
programme. Within the Neighbourhoods programme there is a
reduction of £8m which reflects an overall reduction in available
resources.
72.
The key issue on the programme is the unfunded cost increase on the
Inner Relief Road (para 85).
73.
Appendix 3 gives a breakdown of the 2009/10 Programme of £283m.
Based upon quarter one the slippage figure for the year is anticipated
to be £11m. More detailed analysis of each Directorates Programmes
has been, or will be reported to individual DMT’s and portfolio-holding
Members, and/or to responsible programme boards.
74.
Appendix 3 also identifies expenditure incurred to date, and provides a
Forecast Out-turn anticipated to be incurred by the year-end. This is
currently forecast to be £263m, or 97% of the revised Programme.
This is based upon the latest position built up from Directorate reports.
Communities
75.
The overall Neighbourhoods Investment Programme is the most
significant in financial terms, representing 52% of the total Programme.
Whilst this includes aspects of Community Care and the management
of Community Buildings, it is primarily focused on Housing and
Neighbourhoods Investment, which represents 48% of the total
programme.
76.
A cabinet report was approved on the 11 February 2009 showing a
2009/10 Neighbourhoods Investment Programme of £140.9m, this
includes current over programming valued at £4.4m. However, since
then there has been additional activity, these are carried forward
schemes from 2008/9 into 2009/10, new schemes coming into the
programme, new emerging priorities and the re-profiling and extension
of the Decent Homes programme.
77.
A revised report was approved at cabinet on the 14 October, taking into
account the above mentioned revisions to give a fully resourced
Investment Programme of £152m with no slippage.
78.
The 2009/10 programme reflects that there has been a reduction in
resources, mainly Right To Buy sales and land receipts and will consult
members on a quarterly basis on the resource position. The current
level of capital receipts funding required to support the programme is
around £3m. The current reserve level of HRA receipts is sufficient to
meet this demand. If there is a further reduction in resources officers
will consult members in order to reshape the Investment Programme
and bring it back in line with available resources.
79.
The Community Care programme, which represents 3% of the overall
programme, has increased since that reported in March 2009 due to
reprofiling to take into account slipped expenditure from 2008/09 into
2009/10. The quarter one slippage for Community Care is £5.1m and
approval is being sought to slip this figure into future years. This relates
primarily to the Joint Learning Disabilities and Older People schemes.
Both these schemes are heavily reliant upon capital receipts funding,
which is unlikely to materialise until current market conditions improve.
The current level of committed expenditure has been limited to meet
the level of resources currently available.
80.
The quarter one slippage for the Community Buildings element of the
programme is seeking approval to slip a net figure of £0.5m
expenditure into future years. This relates to the Wincobank and
Heeley schemes where work has been delayed and it is now unlikely
that the expenditure will be incurred in the current financial year,
therefore, approval is being sought to slip into 2010/11.
Children & Young People
81.
The Children & Young People’s Directorate element of the Capital
Programme represents 31% and as would be expected, is largely
focused on Schools. At this stage it is forecast that spending will be in
line with the approved Programme, The quarter one slippage totals
£3.3m, with the majority relating to Devolved Capital Formula. Approval
is being sought to slip this expenditure into future years.
82.
The programme of works associated with the Devolved Capital
Formula scheme relate to minor works undertaken by Sheffield
Schools. It is anticipated that schools will not spend to the current
programme level this year; therefore, slippage of £3.1m is required now
to more accurately reflect the level of programmed works in 2009/10.
Funding for this scheme is issued for a three year period and there are
no adverse implications to slipping expenditure into 2010/11.
Place
83.
The Place element of the Capital Programme which represents 16%
has the most diverse range of schemes.
84.
The Place slippage figure for quarter one is £2.0m, approval is being
sought to slip this figure into future years. The slippage relates mainly
to Crematoria Improvements where the programme start date has been
delayed until the start of 2010 due to delays in survey and grounds
investigation works. The Brooklyn Bridge project has been delayed
until additional funding can be secured to deal with increased costs in
land ownership rights. The River Sheaf Restoration project has been
delayed due to the need to avoid protected species within the area.
85.
The latest forecast position on the Inner Relief Road scheme shows a
further increase on previously reported costs of £1.367m. The majority
of this increase £1.1m, relates to land acquisition costs. There are
currently no additional funds to support these increased costs. Options
for dealing with these costs will be brought forward as part of the
2010/11 capital programme report.
86.
Although the original scheme was fully funded, the scheme has already
required cash flow support from the Councils overall capital resources.
This results from the original plan within the scheme to sell surplus land
acquired as part of the construction phase, once the scheme had
completed. The current state of the property market and wider
economy has made the timing of these future receipts less certain and
it is unlikely that these capital receipts will be generated for some time.
So far cash flow support of £3.1m has been used to support
expenditure incurred within 2007/08 of £2.3m and £0.8m in 2008/09.
The project still has a number of sites to dispose of, which if sold for
their original value would be sufficient to repay the £3.1m.
Chief Executive’s
87.
The Chief Executives Directorate element of the Capital Programme is
relatively minor in financial terms, representing 1% of the overall
programme. The majority of schemes relate to works on the Town
Hall, Corporate IT infrastructure improvements and Vehicle and Plant
replacement. These schemes have generally been funded via the
Capital Strategy process, with the exception of the Vehicle
Replacement Programme which is to be funded by Prudential
Borrowing. At this stage it is forecast that spending will be in line with
the approved Programme.
Financing of the Programme
88.
The Council’s capital programme makes use of a diverse range of
resources the most significant of which are Government supported
borrowing and Government grants, other grants and contributions, and
capital receipts. This includes an overall need to make use of capital
receipts for 2009/10 of £18m, which is split between general fund
(£15m), and (£3m) for HRA. The current reserve level of capital
receipts is sufficient to meet this demand. However it is the capital
receipts element of programme funding that is currently at most risk
from market instability.
89.
Following the economic down turn the Council has had to consider
what affect this has on its ability to generate capital receipts. A
decision has already been taken to freeze asset disposals, unless good
value can be proven on a case by case basis. A review of the Capital
Programme exposure to receipts funding over the three years to
2010/11 has already been undertaken and this identified a gap of
around £5m. Work is proposed for later this year to carry out a further
review of capital receipts and a report on the revised funding position
will be presented to members in due course.
90.
The objective of the programme review is to understand what actions
can be taken to mitigate the impact on the programme in the short term
and to determine what actions, if any, are required in the longer term.
A breakdown of how the 2009/10 programme is to be funded is shown
in Appendix 4.
FINANCIAL IMPLICATIONS
91.
The primary purpose of this report is to provide Members with
information on the City Council’s Budget Monitoring position for
2009/10 and, as such, it does not make any recommendations which
have additional financial implications for the City Council
EQUAL OPPORTUNITIES IMPLICATIONS
92.
There are no specific equal opportunity implications arising from the
recommendations in this report.
PROPERTY IMPLICATIONS
93.
Although this report deals, in part, with the Capital Programme, it does
not, in itself, contain any property implications, nor are there any arising
from the recommendations in this report.
RECOMMENDATIONS
Cabinet are recommended to:
d) Note the updated information and management actions provided by
this report on the 2009/10 budget position;
e) Note that the carry forward requests are to be deferred and included
in the Quarter 3 report for approval; and
f) Approve the Capital variations outlined in this report.
Eugene Walker
Deputy Director of Corporate Resources
16 November 2009
Appendix 1
Top Value Risks
Risk
Capital Receipts & Capital
Programme
Failure to meet significant year on
year capital receipts targets due to
depressed market and reduced
Right-to-Buys, resulting in potential
over-programming / delay /
cancellation of capital schemes.
Pay and Grading
Ongoing and one-off costs of
implementing a new pay and
grading structure are not contained
within existing budget provision.
Pension Fund
The Council’s contribution to the
Pension Fund rises materially at the
next valuation.
Cost
£5m
Prob
Med /
High
Impact Treatment
High • Monitoring via Asset Management Group
• Corporate analysis of schemes to be funded by capital
receipts
• Monitoring of capital programme
• Profiling Corporate Resource Pool
• Large scale programmes will agree a net cash flow position
for life of the scheme
• Revised Code of Practice on capital addresses cash flow
position of schemes.
Owner
EMT
£40m+
over 5
years
High
High • Ongoing budget provision increased from £2m to £5m.
Resources
• Options for implementation and pay protection being
modelled and discussed with EMT
• Further options for ongoing cost mitigation being developed
£5m+
Med
High • Some provision for cost increases included in the working Resources
assumptions for the 2010-15 Medium Term Business
Strategy
• PWC appointed as the Council’s Pensions advisors
Med
High • Robust business case approved.
• Secure £3m contingency fund. Fundamental review of
project in first year.
• Effective monitoring / review processes.
The Lease is currently being bought-out using prudential
borrowing to reduce lifetime costs to the Council and to
increase options available should the business plan not be
delivered.
Up to £5m
Electric Works
The running costs of the business
centre are not covered by rental and
other income streams.
DCEX
Digital Region
• Project Financing – Failure to
£4m
achieve the level and timing of
European Regional Development
Fund, Yorkshire Forward and
Sheffield City Council funding
assumptions upon which the
project has been modelled
impacts the viability of the
business case / timetable.
• Business Plan – Demand does
not generate sufficient revenues
to fund initial investment and
£??
ongoing operations resulting in
(variable)
failure to achieve timescales /
outputs or clawback.
• SCC will be required to fund
12/70s of any shortfall.
£79m on
Treasury Management
The risk that the Council will not get deposit at
back the money that it deposits with 30 Sept
Banks and Financial institutions or
2009
that the interest rates received will
be materially lower than forecast in
the Revenue Budget assumptions.
Low
Med
Low
• Continued close involvement with The Commission and YF Resources
to ensure optimum outcomes
High • Full engagement of all parties in Due Diligence process.
• Continued engagement with Service Providers to
encourage migration to Network
• Establishment of Access Agreements with Service
High
Providers on a 12 month rolling contract basis
• Continued engagement with European Union to agree
achievable outputs / funding eligibility.
High • Deposit criteria have been steadily tightened over the
Resources
course of the last year and have remained tight despite a
slight improvement in economic outlook.
• The Council was not exposed to Icelandic bank losses and
the same cautious approach to bank deposits continues.
• Higher potential returns are being rejected in favour of
greater security and liquidity and this approach will
continue for the foreseeable future.
Comprehensive Spending Review
2010 Including Future of Area
Based Grants
The next CSR results in a tighter
resource allocation than forecast
together with reductions in specific
grants including ABG.
£50m?
Med
High • The 2010-15 Medium Term Business Strategy process is
addressing the long term pressures that are facing the
Council. As part of this, Directors are being asked to
assess the impact that a loss of specific grants would have
on their Services.
• Overall planning assumptions are believed to be prudent
and are for a 0% increase for each of the CSR’10 years
EMT
Building Schools for the Future
Programme
The £25m affordability gap in the
capital programme for the
secondary schools estate which
must be underwritten by SCC.
£25m
High
High • The programme has been structured to delay the need for
this cash until the later stages of the £220m overall
programme.
• Options are being explored, but at this stage the gap
remains un-funded.
CYP
£Unknown Med
Economic Downturn
The current economic down-turn
continues longer / is deeper /
recovers more slowly than forecast,
resulting in socio economic issues,
increased costs / loss of income to
the Council.
High • Medium Term Business Planning activity will identify risk
areas within the Council
• A small budget contingency fund is in place to help manage
increases in costs / reductions in income.
EMT
Waste Strategy. The waste strategy
needs to be affordable within the
Council's overall financial and
service strategy.
High • Part of the 2010/11 Budget Strategy
Place
£3m
Med
Learning and Skills Council
Funding Transfer.
High • Project in place to identify and manage risks
£1.2m
CYP
NHS Funding Issues. Changes in
the funding available to the NHS or
the structure of that funding impact
on the Council’s Home Care cost
base or budgets.
£??
Med
High • Joint working with NHS
Park Hill
As lead partner there is a risk that
SCC is to fund any Transform South
Yorkshire grant clawback.
£5.5m
Low
High •
Regular project meetings with all partners, encourage joint
resolution.
Funding the Capita Contract
The Council currently has a funding
shortfall to support the payments
under the new Capita contract. This
shortfall will need to be addressed
over the 7 year life of the contract.
£7m
High
High •
•
Options presented to Members but not yet agreed
Cost increase built into the Medium Term Business
Strategy, but impacts on funding availability for other
Council services.
Pensions Liabilities
Bodies whose Pension liability is
backed by the Council (eg BNDfC
and Integrated Youth Services) are
reaching key decision points which
may crystallise the liability resulting
in significant cost to the Council.
£20m+
High
High •
EMT /
Close involvement of Finance in any structuring proposals
Resources
or decisions to minimise the risk of liabilities falling due.
Communities
Place
Resources
Appendix 2
MONITORING OF CONTINGENCIES AND “ONE OFFS”
1. “One Offs”
Issue
Energy Costs - an additional £200k
over and above the budget provision
of £1m needed to cover energy price
increases for 2009/10.
First Point for Business - The cost of
developing a first point service for
businesses will cost £100k as a oneoff in 2009/10. The ongoing costs from
2010/11 will be dealt with in the wider
customer services transformation
programme
£’000
Status
This has been allocated across
Directorates in the form of a cash
allocation and now forms part of
200 Directorates monitoring position.
This has been allocated within
Chief Executive’s Directorate in
the form of a cash allocation and
now forms part of their monitoring
position.
100
Attainment - a one-off investment in
school attainment of £700k for
2009/10 in addition to a £300k
recommended investment in the
Children &Young People budget. The
£700k one-off may not all be spent in
2009/10 but it has been agreed that
any underspend on that amount would
resubmitted to Cabinet recommending
that it is carried forward into 2010/11
for the same purpose.
700
Invest-to-Save Community Care - An
investment of £400k into Community
Care to enable the capture of the
£3.7m saving from health agreed in
the budget
Communities Directorate in the
form of a cash allocation and now
forms part of their monitoring
400 position.
Invest-to-Save Adoptions - The
Adoptions Service have proposed an
Invest-to-Save scheme which will also
improve current performance and
service delivery issues. The 2009/10
cost is £250k which will be paid back
over future years.
Children & Young People’s
Directorate in the form of a cash
their monitoring position. Any
underspend in this area will be
highlighted as a proposed carry
forward at outturn.
Directorate in the form of a cash
their monitoring position.
250
Issue
£’000
Status
• The first quarter redundancy
costs have now been actioned.
Redundancy Costs – As part of the
2009/10 budget process there were a
number of redundancies. The
estimated cost of these redundancies
is around £2m.
As at Quarter 2, there have been
costs of £1.7m actioned in relation
to Directorate redundancies. A
further update on the Quarter 3
position will be provided in the
Scrutiny report in March 2010.
2,000
3,650
2. Contingencies
Contingency Fund - will be used to
cover one-off risks in the 2009/10
budget, it will not be used to cover any
ongoing costs in future years budgets.
For Community Care, the
contingency may only be used to
cover increases in demand for
services over and above the
agreed budget. The contingency
may not be used to replace the
anticipated £3.7m saving.
For Children’s Specialist Services,
the contingency may only be used
to cover increases in demand for
services over and above the
agreed budget.
For Capital financing, mitigating
actions to reduce the risk of an
overspend are being put in place
as part of the treasury
management policy to be
approved by Members at budget.
However, if events conspire to
change the investment climate
further mitigating action will be
limited.
None of this contingency has
3,000 been allocated.
Issue
Senior Managers Redundancy
Payments
£’000
Status
The second quarter Senior
Management redundancy costs
have been allocated and to date
£491k has been actioned. A
further update on the Quarter 3
position will be provided in the
3,000 Scrutiny report in March 2010.
3. Economic Fighting Fund
£’000
£’000
Total Income Available
1,410
Calls
Post offices
Shop Frontages
Sheffield Technology Parks
Financial inclusion
Recession Booklet
Christmas Parking
500
188
150
43
25
85
991
Revised Total Income Available
419
Appendix 3
CAPITAL PROGRAMME 2009/10 - MONITORING POSITION AS AT 30 SEPTEMBER 2009
DIRECTORATE / SERVICE
Neighbourhoods & Community Care
consisting of:
Community Care
Community Buildings
Neighbouhood Renewal & Partnership
Housing
FORECAST
SLIPPAGE
£k
2009/10
PROGRAMME
£k
%
REVISED
PROGRAMME
£k
%
SPEND
TO DATE
£k
FORECAST
OUT-TURN
%
£k
%
146,038
52
-5,681
140,357
52
62,012
44
137,310
98
7,561
808
990
136,679
3
0
0
48
-5,141
-540
0
0
2,420
268
990
136,679
1
0
0
50
590
23
0
61,399
24
9
0
45
2,420
253
990
133,647
100
94
100
98
90,308
31
-3,341
86,967
32
22,627
26
81,605
94
Development, Environment & Leisure
consisting of:
Culture
Design & Project Management
Environment & Regulatory Services
Highways
Parks & Countryside
Planning
Strategic & City Centre Services
Streetforce
44,695
16
-1,988
42,707
16
11,703
27
43,008
101
559
186
1,193
28,188
4,093
5,954
4,473
49
0
0
0
10
1
2
2
0
0
0
-838
0
0
-716
-434
0
559
186
355
28,188
4,093
5,238
4,039
49
0
0
0
10
2
2
1
0
559
22
88
8,955
345
1,061
624
49
100
12
25
32
8
20
15
100
559
186
342
28,274
3,733
5,206
4,659
49
100
100
96
100
91
99
115
100
2,043
1
0
2,043
1
589
29
2,043
100
350
0
0
350
0
0
0
0
0
283,434
100
-11,010
272,424
100
96,931
36
263,966
97
Chief Executive's
Corporate
Total
Appendix 4
CAPITAL PROGRAMME 2009/10 - FUNDING POSITION
DIRECTORATE / SERVICE
Neighbourhoods & Community Care
consisting of:
Community Care
Community Buildings
Neighbouhood Renewal & Partnership
Housing
Development, Environment & Leisure
consisting of:
Culture
Design & Project Management
Environment & Regulatory Services
Highways
Parks & Countryside
Planning
Strategic & City Centre Services
Streetforce
Chief Executive's
Corporate
Total
Supported
Borrowing
£k
Prudential
Borrowing
£k
Grants
£k
Contributions
£k
Capital
Receipts
£k
Directorate
Revenue
£k
Total
£k
82,635
0
50,912
3,110
3,526
0
140,183
328
0
0
82,307
0
0
0
0
1,173
0
640
49,099
1,310
0
0
1,800
53
0
0
3,473
0
0
0
0
2,864
0
640
136,679
0
7,307
77,819
951
6,370
1,569
94,016
5,896
985
28,512
1,208
281
182
37,064
0
0
0
5,896
0
0
0
0
0
0
985
0
0
0
0
0
0
186
106
20,508
1,807
5,905
0
0
0
0
0
618
541
49
0
0
29
0
0
0
203
0
0
49
0
0
0
0
182
0
0
0
29
186
1,091
27,022
2,733
5,954
0
49
0
1,011
245
0
0
0
1,256
2,388
0
0
0
8,482
0
10,870
90,919
9,303
157,488
5,269
18,659
1,751
283,389

SHEFFIELD CITY COUNCIL Cabinet Report

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