APPENDIX 3 LEADER PORTFOLIO REVENUE BUDGET SUMMARY 2005/06 Original Estimate 2004/2005 £ NON EXECUTIVE Licensing Planning & Environment Admin Development Control Local Plans Building Control - Fee Earning A/C Building Control - Non Fee Earning A/C Cabinet Office Personnel Services Health & Safety TOTAL NON-EXECUTIVE CORPORATE Democratic Mgt & Representation Corporate Management Emergency Planning Scrutiny Officer Legal & Admin Central Print Room Postages Land Charges Estates & Valuation Public Land & Buildings Public Offices Registration Of Electors Elections TOTAL CORPORATE PORTFOLIO TOTAL 517,600 786,500 4,100 72,600 0 0 0 (34,600) 0 18,600 0 80,300 39,700 1,484,800 2,209,500 543,300 683,300 34,700 74,600 0 0 0 (23,400) 0 35,500 0 91,500 68,500 1,508,000 1,995,200 25,700 (103,200) 30,600 2,000 0 0 0 11,200 0 16,900 0 11,200 28,800 23,200 (214,300) 40,800 0 155,400 390,700 0 100,300 37,500 0 0 724,700 19,900 0 16,400 355,200 0 95,700 0 0 0 487,200 (20,900) 0 (139,000) (35,500) 0 (4,600) (37,500) 0 0 (237,500) Estimate 2005/2006 £ Variance £ APPENDIX 3 APPENDIX 3 Major Variances Licences The variance is mainly due to additional income generated from Liquor Licensing. Development Control The variance is due to an increase in the Local Plan Delivery Grant, which has been partly offset by a reappraisal of Central Support Charges mainly an increase in Legal and One Stop Shop. Local Plans The variance is due to an anticipated reduction in costs for this stage of the Local Plan Review, and the deletion of Amortisation and Asset Rental costs for the Conservation & Enhancement scheme. Cabinet Office Employee expenses have increased due to the full year effect of the Policy Assistant and Policy Officer. One off revenue development bids for 2004-2005 have been removed and a reduction in central support charges, mainly IT. Democratic Mgt & Representation This is due partly to an increase in Superannuation payments on Members Allowances and reappraisal of Central Support Recharges mainly IT and Public Offices. Corporate Management This is mainly due to the Senior Management restructure and reduction in audit fees. Emergency Planning The increase is due to the resource development bid relating to Civil Contingency work. Legal & Admin Increase in Solicitors hours in line with senior management restructure and reappraisal of Central Support.These charges are reallocated out to service departments through central support recharges. Land Charges Search costs will increase as work previously done by Engineering & Property will now be carried out by Notts County Council, reappraisal of Central Support mainly an increase from IT and Legal offset by the removal of Engineering & Property recharge. Public Land & Buildings The increase is due to the resource development bid for the provision of a development brief for Arnold. Public Offices An increase in Repairs and maintenance budgets & the addition of the resource development bid for the "Interview room under caution", offset by the removal of one off revenue resource bids for 2004-2005. A reappraisal of central Support costs, mainly a reduction in Engineering & Property and a reduction in capital financing charges.These charges are reallocated out to service departments through central support recharges. Elections Reappraisal of central Support charges, due to the County Council election in May 2005. Appendix 3 AGENDA 21, CRIME & COMMUNITY DEVELOPMENT PORTFOLIO REVENUE BUDGET SUMMARY 2005/06 Division Original Estimate 2004/2005 £ 319,300 311,000 412,800 Estimate 2005/2006 £ 378,000 302,400 585,400 Variance £ 58,700 (8,600) 172,600 Environmental Protection Food,Health & Safety Crime Reduction TOTAL AGENDA 21, CRIME & COMM.DEVELOPMENT 1,043,100 1,265,800 222,700 Major Variances Environmental Protection The variance is mainly due to the addition of the Revenue Resource Bids for the Spatial Data Manager and the Contaminated Land investigations. Food, Health & Safety The variance is mainly due to reduced central support recharges, from legal and Information Technology. Crime Reduction The variance is due to the appointment of 2 Community Project Officers and 1 Neighbourhood Warden, and increased central support recharges, particularly Legal costs relating to the increased number of prosecutions. Resource Development Bids for Crime Reduction Fund, and contributions to Watch Coordinator and Domestic Violence Worker have also increased expenditure. APPENDIX 3 E - GOVERNMENT PORTFOLIO REVENUE BUDGET SUMMARY 2005/06 Original Estimate 2004/2005 £ Information Technology 0 Estimate 2005/2006 £ 0 Variance £ 0 TOTAL E - GOVERNMENT SERVICES 0 0 0 Major Variances Information Technology Increase in employee costs due to reallocation of staff from Development Services, and reallocation of management time from Head Of Personnel And Organisational Development. Budget for temporary staff increased to provide for IEG implementation. Capital Financing costs increased due to depreciation and asset rental charges. These charges are reallocated out to service departments through central support recharges. APPENDIX 3 DEVELOPMENT & ECONOMIC REGENERATION REVENUE BUDGET SUMMARY 2005/06 Division Original Estimate Estimate 2004/2005 2005/2006 Variance £ £ £ 240,300 2,200 193,000 435,500 116,600 (123,700) (3,500) 204,800 (5,700) 11,800 Economic & Community Development Business Units Community Grants PORTFOLIO TOTAL 317,900 (117,600) Major Variances Economic & Community Development Reduction in capital financing charges due to the impact of the 2003/04 capital programme falling out.Town Centres Development Bid has been added. Business Units Variance is mainly due to the reduction in partnership payments to EMDA offset by increased property depreciation costs. Community Grants The variance is mainly due to an increase in NNDR Charitable Relief Payments. APPENDIX 3 DIRECT SERVICES PORTFOLIO REVENUE BUDGET SUMMARY 2005/06 Original Estimate 2004/2005 £ Division Depot Landscape Waste Management Public Conveniences Technical Services Engineering Consultancy Highway Maintenance Car Parks Programmed Maintenance Land Drainage Engineering & Property Admin Building Services Energy Management 0 1,241,600 2,415,200 105,000 0 0 138,900 178,400 130,100 18,500 0 0 31,300 (400) 1,284,900 2,644,800 108,500 73,400 0 183,700 196,200 103,900 15,800 13,000 0 18,600 (400) 43,300 229,600 3,500 73,400 0 44,800 17,800 (26,200) (2,700) 13,000 0 (12,700) Estimate 2005/2006 £ Variance £ PORTFOLIO TOTAL 4,259,000 4,642,400 383,400 Variances APPENDIX 3 Landscape Increased charges due to revenue effects of Leisure's 2004/05 capital programme and revenue resource bid for increased maintenance in Arnot Hill Park. Waste Management Reduced costs of kerbside paper collection offset by reduced income from paper. Increase in staffing and vehicle costs owing to inflation and additional refuse freighter. Public Conveniences Increased planned maintenance and direct services charges offset by lower asset rental charges. Technical Services Residual Engineering and Property functions and a proportion of Direct Services administration costs, following the transfer of Highways Agency.. These costs will require recharging to service areas once work load fully determined. Highway Maintenance Anticipated residual costs relating to redundancy payments, vehicle costs, insurances and Depot recharge are offset by rental income from Notts County Council and private contractors. Car Parks Variance is mainly due to a large increase in Asset Rental charges, offset by lower Property Depreciation and Departmental Admin recharges and reduction in direct employee costs, following the transfer of Highways Agency. Programmed Maintenance The variance is due to the reduction in amortisation charges and the deletion of direct employee costs following transfer of the Highways Agency. Energy Management The variance is due to lower departmental recharges following transfer of the Highways Agency and the transfer of the HECA budget to Housing. APPENDIX 3 HOUSING PORTFOLIO REVENUE BUDGET SUMMARY 2005/06 2004/2005 2005/2006 Original Estimate £ £ Renovation Grants Other General Fund Housing Services Homeless Admin/ Housing Advice Essential Care Services TOTAL HOUSING Major Variances Renovation Grants Mainly due to the effect of Capital Programme and reappraisal of Central Support Charges. Other Gen. Fund Housing Services Mainly due to the effect of Capital Programme and fall out of Housing Defect Subsidy Homelessness Administration 961,500 (248,800) 168,600 3,500 884,800 657,700 (322,800) 187,500 0 522,400 Variance £ (303,800) (74,000) 18,900 (3,500) (362,400) Full year effect of new structure for Homelessness Division including reappraisal of Central Support offset by additional government grant. Essential Care Services Service to be provided by Notts County Council Social Services. APPENDIX 3 LEISURE PORTFOLIO REVENUE BUDGET SUMMARY 2005/06 Original Estimate 2004/2005 £ 0 85,600 216,300 700,700 117,800 758,000 272,800 37,300 256,400 338,600 24,600 2,808,100 Major Variances Leisure Services Division Employee expenses increased due to revenue bid LR9 Fitness Manager, re-structure of leisure division resulting in net savings across relevant divisions, and the pay award. Central Support charges have increased due to higher charges from Legal Services and Information Technology. These charges are fully reallocated out to service departments through central support recharges. Miscellaneous Expenses/Contributions A planned maintenance fund has been created. Previously, this budget was input to individual divisions. The overall leisure planned maintenance budget has been increased. Revenue bid LC5 Gedling Wood Management has been included within this division. Twinning, Tourism and Events Events and the Arts Leisure Services Division Miscellaneous Expenses/Contributions Twinning, Tourism & Events Landscape Section Leisure Development Arnold & Richard Herrod Leisure Centre Community Centres Netherfield Youth & Community Centre Calverton Leisure Centre Carlton Forum Leisure Centre Redhill Leisure Centre TOTAL LEISURE Estimate 2005/2006 £ 0 232,600 204,600 503,000 192,500 799,500 345,200 0 270,700 218,000 49,500 2,815,600 Variance £ 0 147,000 (11,700) (197,700) 74,700 41,500 72,400 (37,300) 14,300 (120,600) 24,900 7,500 APPENDIX 3 Income and employee budgets increased in relation to Arts Council grant funding for the Arts Development Officer. Previous years service development bids removed from general materials. Landscape Section Recreation Depreciation charges decreased. Previous year planned maintenance items removed. Heat, light, water and rates budgets moved to DSD. Income has been inflated for increased charges. Decreases offset by input of revenue effects of several proposed capital schemes. Cemeteries Income projections reduced according to trends. The new projections have been inflated for increases in fees and charges. Previous year planned maintenance items have been removed. Leisure Development Budgets increased for revenue bids LR1 Youth Provision, LR4 Extension of GP Referral, and LR10 Community Sports Coaches. Increased central support charges for leisure admin., accountancy and public offices. Salary budget increased partly due to the post of Exercise Promotion Officer becoming permanent, and partly due to the pay award. Partially offset by increase to income budget for contributions from the PCT (towards the Exercise Promotion Officer and the GP Referral bid), and Sport England. Arnold and Richard Herrod Leisure Centres Arnold Leisure Centre Increased capital charges for depreciation, increased gas budget based on usage and 45% inflation, and increased salaries due to pay award. Partially offset by removal of previous year planned maintenance, lower NNDR forecast, and increases in income for swimming and NCC contributions to heat and water. Income has been inflated for rises in charges. Richard Herrod Leisure Centre Increased capital charges for depreciation, and increased employee expenses for additional cover related to extra events, and pay award. Bar income reduced owing to anti-social behaviour/ security issues around the centre. Increase in budget for grounds maintenance related to wedding functions. Publicity & promotion and licences also increased due to more planned events and increased cost of artists and PRS licences. Partially offset by removal of previous year maintenance items, lower NNDR forecast, and various increased income budgets. Income has been inflated for increases in charges, as well as for the revenue effects of capital bid LC31 Changing Pavillion/Play Facilities. Community Centres Increases in capital charges due to effects of 2004/05 capital programme, and increase in staffing costs due to Netherfield closure (though staff saving over both divisions). Increase in gas and water charges mainly owing to inflation. Reductions in income at Killisick offset by rent income for PCT (Sure Start). Partly offset by deletion of previous years maintenance items, and inflation of charges. Netherfield Community Centre Netherfield Community Centre closed and was handed back to Nottinghamshire County APPENDIX 3 Council on 30th September 2004. Joint Use Centres Calverton Leisure Centre Increases in central support charges mainly from personnel and leisure admin. Income budgets reduced to reflect the ongoing reduction in the NCC Joint Use contribution. The budget for DNA membership has been reduced although the overall DNA budget has been increased. This is to reflect the split in memberships between centres. Employee expenses have been increased for the pay award and increased holiday cover. These increases are partially offset by a higher service reduction budget, to reflect Option 2a which is under consultation, and removal of previous year maintenance items. Income budgets have been inflated for increased charges. Carlton Forum Leisure Centre Mainly due to a large rise in projected DNA income and also the split in DNA budget between centres being revised. The fitness room income budget has also been increased. Income budgets have been inflated for increased charges. Employee expenses have slightly decreased due to the deletion of a post and savings in hours. Previous years planned maintenance items have been removed and the forecast NNDR charge is 30% lower than the 2004/05 initial budget. These are partially offset by 45% inflation for gas, increased Aquaterra fees in relation to the income forecast, and increased capital charges offset by credits in the Finance portfolio. Central support charges have increased, in particular personnel, leisure admin and finance. Joint Finance contributions from NCC have been reduced. The equipment maintenance budget has been increased for the revenue effects of installing the FitLinxx gym management system. Income budgets have been inflated for increased charges. Redhill Leisure Centre Central support charges have increased mainly due to building services, personnel and leisure admin.. Employee expenses have increased due to the pay award, maternity pay, april increments and increased holiday cover. Electricity has increased based on actuals, and licence costs from PRS and Sky are rising. Capital charges have risen with a corresponding credit in the Finance portfolio. The DNA income budget has been slightly decreased due to the split in memberships between centres. Partially offset by decreases in Aquaterra fees in relation to the income, removal of previous year maintenance items, and increased usage of the all weather pitch. Income budgets have been inflated for increased charges. APPENDIX 3 FINANCE PORTFOLIO REVENUE BUDGET SUMMARY 2005/06 Original Estimate 2004/2005 £ Division Estimate 2005/2006 £ Variance £ One Stop Shop Finance Department Admin Parish Aid Policy Initiatives Miscellaneous Policy Expenses Central Unapportioned Overheads Financing Budgets Corporate Finance Financial Services Banking Revenues - Incomes Local Taxation Elderly & Disabled Welfare Housing Benefit Administration Council Tax Benefit Rent Allowances Rent Rebates Insurance Premiums Provisions TOTAL FINANCE 0 0 261,000 42,700 50,300 366,900 (2,631,400) 0 0 0 42,300 733,900 309,700 450,100 (13,800) (31,100) 0 0 35,200 (384,200) 0 0 222,700 41,300 52,700 452,100 (2,216,100) 0 0 0 75,700 877,300 346,400 514,200 (25,000) 10,700 0 (30,000) 144,500 466,500 0 0 (38,300) (1,400) 2,400 85,200 415,300 0 0 0 33,400 143,400 36,700 64,100 (11,200) 41,800 0 (30,000) 109,300 850,700 APPENDIX 3 Major Variances One Stop Shop Variance is mainly due to increased employee costs owing to pay award, and incremental progression and a central support recharge from Public Offices. These charges are reallocated out to service departments through central support recharges. Parish Aid Reduction in amortisation charges. Central Unapportioned Overhead Pension strain payments owing to the transfer of the Highways division. Central Capital Financing Interest on loan repayments reduced due to repayment of PWLB.debt,and a corresponding reduction on interest on investments. Additional provision for anticipated borrowing and reverse accounting entries for capital financing charges (ammortisation, asset rentals, depreciation). Financial Services Mainly due to increased employee costs in line with senior management restructure. These charges are reallocated out to service departments through central support recharges. Revenues - Incomes Increased recharges from IT. Local Taxation Reduction in income from summons costs. Increased recharges from IT mainly due to replacement of legacy system. Increased recharges from One Stop Shop. Housing Benefits Administration Increased recharges from IT and One Stop Shop offset by a reduction in salaries against the original estimate for 2004-2005. Effect of Benefit Liaison Officer Development Bid has increased employee expenses. Rent Allowances Withdrawal of floor payment anticipated for next year. Council Tax Benefits Increased subsidies. Insurance Premiums Savings on insurance premiums mainly due a reduction in Public Liability following the transfer of the Highways Agency.
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