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3.5.4 Spatial Regeneration
The current projection is for an underspend of £279k, mainly due to savings arising
from vacancies and the deferral of recruitment to several posts. The main cost
pressure in this area is on income generation in the Local Land Charge service
(£375k) as a result of the slow down in the housing market.
3.5.5 Leisure, Arts and Olympics
The current projection is for a small overspend of £23k. Potential service issues in
the near future include:
• Introduction of free swimming for under 18’s in partnership with PCT;
• Broadway Theatre – potential financial risk to the council in relation to
finalisation of access and usage arrangements for Barking College.
3.5.6 Skills, Learning & Enterprise
The current projection is for an underspend of £84k.
The main financial pressure in the division relates to a shortfall of income in relation
to LSC funding and other unbudgeted operational costs. These costs are being offset
by utilisation of grant income and benefits of partnering opportunities.
3.5.7 Asset Strategy & Capital Delivery
The current projection is for an overspend of £35k mainly due to reduced income in
parking and land management and increased operating costs in public
conveniences. These costs are being partly off-set through staff vacancies. Ongoing
service issues include the delivery of the Capital Programme Unit which involves
the drawing together of significant numbers of staff and budgets from across the
council to create a re-shaped structure to delivery both a more effective service and
significant savings. Value for Money will form an integrated part of the process of
creating the new function.
3.6 Resources Department
3.6.1 The department is currently forecasting an underspend of £400k, which reflects the
departments revised underspend target which has arisen as a result of the
Executive decision in October requiring all departments to support the Looked after
Children Placements pressure. The Department continues to have some minor
budget pressures in specific service areas such as the maintenance costs of the
Civic buildings, however the management team continues to identify alternative
funding sources to alleviate these pressures.
The Corporate Director and the management team have implemented several
actions to ensure the targeted budget is achieved for the year end. These include
curtailing the use of agency staff, holding back posts for recruitment and tight
control and prioritisation of spend such as supplies and services.
Overall the Department is confident that it will achieve its targeted budget by the
end of the financial year through disciplined and robust financial management
combined with timely and effective management decisions.
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