Agenda item

Area

Overspend/ (Under spend)

Reason

£’000

Fleet & Technical services

38

The increase in fuel prices was reflected in the overspend to date. The budget allowed for 12.5% increase in fuel costs, but the actual increase was significantly higher than this, approx. 50%, which equated to approx. £125k.

In terms of usage it was too early to base any year end forecast on this, but this would continue to be monitored.

Property

94

The increase in energy prices was reflected in the overspend to date. The budget allowed for 25% increase in fuel costs, but the actual increase was significantly higher than this, approx. 100%, which equated to approx. £300k.

In terms of usage it was too early to base any year end forecast on this, but this would continue to be monitored.

Wholetime Pay

(55)

The majority of the underspend was attributable to the slight shortfall in recruit numbers in April / May; 19 as opposed to 25.

Retirements and leavers were broadly in line with forecast.

In addition to this, there were some timing issues in terms of claims for overtime etc., which were particularly relevant in April, whereby outstanding claims were fully accrued as part of the year end process but where there can be a delay in personnel submitting claims for these.

On Call Pay

14

This was broadly in line with budget.

Associate Trainers pay

13

Associate trainers were used to provide greater flexibility to match resource to demand, offsetting shortfall in trainer numbers and meet peak demands in activity at Training Centre.

Expenditure was broadly in line with budget.

Support staff (less agency staff)

(1)

The budget was adjusted to take account of the increased level of vacant support post within the Service. Whilst a number of posts remained vacant, agency staff were being utilised to fill some of these, resulting in a broadly balanced budget.

Apprentice Levy

(4)

The apprentice levy was payable at 0.5% of each month’s payroll costs. Expenditure was in line with budget.

Spend to 31 May

£m

Operational vehicles

-

The budget allowed for the replacement of various operational vehicles. 13 pumping appliances had already been ordered (7 this year and 6 next year) , 2 Command Units and an ALP, but these wouldn’t be delivered until much later in the year, hence no costs have been incurred to date.

Support vehicles

0.1

This budget allowed for the replacement of various operational support vehicles, whilst some of these had already been delivered, the shortage of raw materials was affecting both the timeframe for delivery and the cost of vehicles, and hence this budget/timing may need adjusting during the year.

Operational Equipment

-

This budget allowed for the piloting of CCTV on a number of pumping appliances and the replacement of light portable pumps, both of which had been ordered but again had not yet been delivered.

In addition, the budget allowed for the replacement of cutting and extrication equipment where the project was in the early stages, where costs may change depending on the type of equipment purchased and whether this was a whole scale replacement or not.

Building Modifications

0.1

This budget allowed for:

• The replacement of 4 drill towers, where one tower, Blackpool, was completed in June, and where contracts had now been let for a further 2 towers, Tarleton and Bolton le Sands.
• Enhanced facilities at Hyndburn fire stations, where  a contract had been awarded
• £0.2m in relation to fees associated with developing plans for the replacement of Preston Fire Station.

IT systems

-

The majority of the capital budget related to the national Emergency Services Mobile Communications Project (ESMCP), to replace the Airwave wide area radio system and the replacement of the station end mobilising system. The ESMCP project budget, £1.0m, was offset by anticipated grant, however the timing of both expenditure and grant was dependent upon progress against the national project. This national project had suffered lengthy delays to date, hence was included within slippage into the next financial year.

The balance of the budget related to the replacement of various systems and ICT hardware, in line with the ICT asset management plan. Whilst no costs had been incurred in the year so far, it was noted that contracts had been awarded or were in the process of doing so for several of the systems, totalling over £1.0m of capital spend.

Total

0.2