Archived decisions

Agenda Item 3

HAMPSHIRE COUNTY COUNCIL

Decision Report :

EXECUTIVE SUMMARY

1) Summary of Decision Area:

1.1 The report updates the Executive Member on the budget position to 31 July 2008 and seeks approval for management actions to support budgetary control and amendments to the workforce plan.

2) Issues Covered in Report:

2.1 The report highlights the movement on the 2008/09 revenue budget from an underspend in period 2 to an overspend in period 4. The main reasons for the movement are summarised and the current position and emerging issues are explained. An update on the capital position is also included.

3) Recommendations:

3.1 That the current budget position be noted and management actions to support budgetary control be approved.

3.2 That amendments to the workforce plan be made to include 32 new posts and to make virements to fund 32 permanent staff from non staff budgets. The roles include 11 safeguarding staff and 19 Innovations staff as agreed at the Executive Member Meeting on 28 July, plus 1 programme co-ordinator post and 1 shared receptionist post at Hampshire House.

MAIN REPORT

1) Purpose of the Report:

1.1 This report covers budget monitoring for the first four months of the year. This is the second monitoring report for 2008/09 and is based on data to the end of July. The report shows the 2008/09 projected overspend position to be £380,000 (0.1% of the cash limit) at 31 July if no further management action were to be taken between now and the end of the financial year. Management actions are proposed and being taken to bring the service back in line with the budget.

2) Contextual Information and key issues

2.1 The underlying trend as evidenced by spend and client activity compared with 2007/08 and so far this year is of rising pressure on the budget. Client numbers and client dependency are increasing. Appendix 4 illustrates the impact on demand led budgets.

2.2 Management are taking actions to bring the service in line with the budget.

2.3 In addition, the winter pressure contingency being kept back for any future unknown pressures is available and will be utilised when required to support the service.

3. Movement from the last reporting period:

3.1 This section explains the movement in the overspend since the last report which showed the position at the end of May. At that time an underspend of £332,000 was forecast. The latest projections are based on data as at the end of July 2008. The forecast position has moved to a small overspend of £380,000. Table 1 sets out the movements by service area since the previous report, the reasons being explained in the following paragraphs.

3.2 The major movements bringing about the increase are:

· A £68,000 reduction in overspend in Director and Performance & Business Management (PBM).

· A £303,000 increase in overspend in Older People and Physical Disability (OP/PD).

· A £508,000 increase in overspend in Learning Disabilities.

3.3 The £68,000 reduction in overspend in Director and Performance & Business Management is mainly due to a reduction of £47,000 for corporate services including savings identified as part of the Financial Assessments and Benefits (FAB) service review and the use of vacancy management to bring the projections closer to the cash limit.

3.4 There is potential for further savings to be identified from Devolved Finance Unit's (DFU) service review.  

3.5 The £303,000 increase in projected overspend in Older People and Physical Disabilities is mainly due to;

· £284,000 increase in forecast outturn for purchased nursing (increase of 23 clients)

· £718,000 increase in forecast outturn for purchased residential (increase of 41 clients, including a very expensive package for a physical disabilities client with particular specialist placement needs under S117 Mental Health Act 1983)

· £221,000 increase in forecast for Direct Payments (increase of 15 clients)

· £1,262,000 decrease in forecast outturn in purchased domiciliary care due to a number of successful Continuing Health Care (CHC) applications (which were backdated), increased income, reviews of packages, and reductions to commitments for breaks in care.

However Domiciliary activity has increased since the beginning of the financial year, in both the number of service users (an increase of 274), and dependency of service users resulting in increasingly complex packages, where more are requiring two carers.

3.6 The Learning & Disabilities increase in the projected overspend of £508,000 is mainly due to increase in purchased domiciliary care £630,000 and direct payment £190,000 activity offset by reductions in residential care of £340,000. This net increase includes £420,000 of costs for transition both for clients who were not known to Adult Services at the time the budget was set and those for whom costs have increased due to increased dependency.

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      3.7  The current cash limit amounts to £291.742 m. There has been an increase of £505,000 to the cash limit since the report to the Executive Member on 28 July 2008 because of additional ring fenced government grants as set out in table 2 below:

                       

3.8 In addition to the above, ring fenced government grant of £888,000 has recently been received for the LD campus closure programme and the cash limit will be further increased for this in the next monitoring report. Full details of government grant announcements for Adult Services are in Appendix1.

3.9 Grants carried forward from 2007/08 of £3.78 m, are forecast to be fully spent. In addition, the 2008/09 Mental Health Capacity grant is expected to underspend by £100,000 and it has been agreed to carry this forward to 2009/10 to fund a short-term team of best interest assessors that is crucial to the introduction of the Deprivation of Liberty Safeguards.

4. Current position

4.1 The main reasons for the projected overspend of £380,000 are set out in this section which explains the position for each business group and details major variances and the management actions that will continue to bring the service provision in line with allocated budgets.

4.2 Table 3 outlines the latest forecast position for each budget group

Table 3 - Current position
Client Group	P4 cash limit	Projected spend (to 31/03/09)	Variation Over/(Under) spend
	£'000	£'000	£'000	%
Director and Performance and Business Management	21,207	21,402	195	0.9
Commissioning and Partnerships	46,748	46,556	(192)	(0.4)
Older People & Physical Disabilities	151,225	151,557	332	0.2
Learning Disabilities (Ops)	57,226	57,853	627	1.1
Mental Health (Ops)	10,050	9,897	(153)	(1.5)
Contingency and centrally held	5,286	4,857	(429)	(8.1)
Total	291,742	292,122	380	0.1

 Ops = Operations

4.3 Director and Performance and Business Management

4.3.1 The Director and Performance and Business Management pressure of £195,000 mainly relates to corporate recharges and also the administration function at headquarters (£249,000). Whilst the FAB service review has identified savings and reduced the overspend for corporate services, it is anticipated that further savings may be identified via the DFU review once the implementation has been completed.

4.3.2 Additional pressures of £60,000 for the repair and maintenance of equipment, not now covered under guarantee, in nursing and residential homes have been offset by savings of £134,000 of staff vacancies within Performance and Business Information.

4.4 Commissioning & Partnerships

4.4.1 The Commissioning and Partnerships underspend is largely the result of staff vacancies across the teams.

4.5   Older People and Physical Disability

4.5.1 The overall overspend position for Older People and Physical Disability is  summarised and explained below:

     

    OP & PD Care Management underspend                        (£453,000)                                          

    Operations Director Nursing & Residential overspend     £785,000                                                    

    Overall Overspend                                                    £332,000                                         

4.6 OP & PD Care Management (£453,000 underspend)

4.6.1 The main projected overspends/(underspends) contributing to the £453,000 underspend are shown in table 4 below and explained in the following paragraphs.

Table 4 - OP & PD Care Management position
Care type	P4 cash limit	Projected spend (to 31/03/09)	Variation Over/(Under) spend
	£'000	£'000	£'000
Direct Payments	6,540	5,655	(885)
Assessment & Care Management	18,841	19,229	388
Purchased Domiciliary Care	27,414	29,177	1,763
Purchased Residential	25,835	25,030	(805)
Purchased Nursing	25,629	24,589	(1,040)
Other	18,338	18,464	126
Total	122,597	122,144	(453)

      

4.6.2  Direct Payments

            The budget has been set at a high level, in anticipation of the effect of Personalisation and Self Directed Support (SDS), combined with management action to increase Direct Payment client activity to meet Performance Indicators. It was envisaged that the increased client activity would be transferred from domiciliary care. Client activity has substantially increased, however, due to client attrition, the net increase since budgets were set is 45 clients (21 OP and 24 PD), to a total of 530 clients, and therefore significant further increases are required to reach the budgeted level of 737 clients.

Actions:

· District Service Managers have individual targets to increase DP take-up to meet performance targets, which continue to be monitored monthly

· One-off direct payments to existing vulnerable clients will be repeated this year, following positive feedback from clients and also as a method of encouraging more clients to use Direct payments for their ongoing care

· Levels of one off payments need to be considered following Commission for Social Care Inspection (CSCI) areas of improvement.

4.6.3  Assessment & Care Management

There are pressures on administration staff budgets, and pressures arising from the impact of the phased roll out of the contact centre.

4.6.4  Purchased Domiciliary care.

Domiciliary activity has increased since the beginning of the financial year, in both the number of service users (an increase of 274), and dependency of service users resulting in increasingly complex packages including more requiring two carers . The reasons for this include:

· the effect of the policy to support people in their own homes and avoid residential care where possible

· recruitment to staff vacancies following the restructure and the consequent improvement in waiting times

· high activity levels in acute trusts (Hampshire PCT reports a sharp increase in activity this year), which is likely in due course to impact on social care referrals, especially for older people. That will make it especially important to monitor the level of delayed discharges (currently running at 29.7 per week per 100,000 older persons population compared to a target of 27.5).

· pressure on residential capacity in some areas (e.g. the budgeted average OP domiciliary package cost is £6,300 per annum, Basingstoke are currently showing an actual average of £7,500 per annum) necessitating high-cost domiciliary alternatives

· refocusing in-house capacity as the in-house service moves to a reablement service under the Home Care Modernisation programme

· less take-up from domiciliary care to Direct Payments than allowed for in the budget, as reflected by the Direct Payments underspend.

Actions:

· As the overspend is offset by underspends on purchased nursing and residential and Direct Payments, and reflects the policy of caring for clients in their own homes, a specific action plan is not considered necessary at this stage, although this will be kept under review.

· Consideration has been given to whether in-year budget virements should be made, however given the trends of a reducing pressure in domiciliary care and reducing underspends in residential and nursing care, the actions being taken to increase take up of Direct Payments, and the availability of the £500,000 OP/PD contingency, this will not be taken forward at this time.

4.6.5 Purchased Residential & Nursing Care

The underspend on residential and nursing care is the result of:

· an overachievement of income targets

· lower than budgeted client activity, which is replicated in performance indicators that show fewer admissions to residential/nursing care.

The reduction in client numbers since budgets were set is due to:

· success in avoiding admissions through domiciliary support

· low availability of local capacity in some areas, as noted in 4.6.4 above

· unusually high client attrition over the winter months in the last financial year.

However, residential client numbers have been steadily increasing since the beginning of the year.

4.7 Operations Director Residential, Nursing & Day Care (£785,000 overspend)

      

The breakdown of the £785,000 overspend is shown in the table 5 below and the main overspends/underspends(-) are explained in the following paragraphs

Table 5 Operations Director Residential, Nursing & Day Care position
Care type	P4 Cashlimit £'000	Forecast £'000	Overspend/ Underspend(-) £'000
In-house Nursing	10,144	10,504	360
In-house Day Care	2,189	2,313	124
Management & Support	1,229	955	(274)
In-house Residential	12,606	13,204	598
Other	2,460	2,437	(23)
Total	28,628	29,413	785

    

4.7.1 In-house Nursing

Significant additional funding has been put into in-house nursing budgets for 2008/09 to address the inadequacies in the budget for staffing in particular, however further pressures have been identified as follows:

· Shortfalls in non-staffing budgets, exacerbated by rising food and fuel costs.

· Dependency levels of clients in the majority of homes are still above the budgeted level, leading to additional overtime and agency payments.

· Short term sickness levels and staff turnover is particularly high.

Actions:

· Work is currently being undertaken by Service Managers to identify the exact reasons for the pressures on a unit by unit basis, preparing an action plan to address those pressures including consideration of the impact (particularly if it would require beds to be held vacant) for the Assistant Director and Operations Director to review.

· Efforts are being made to reduce dependency levels.

· A staff review group including representatives from HR and finance has been set up to address the staffing issues.

4.7.2 In-house Residential

The pressures on in-house residential are primarily due to:

· Increasing levels of dependency and clients with dementia, in particular, requiring additional staff.

· High vacancy levels at some homes are resulting in more expensive overtime and agency payments.

· The refurbishment of Bishops Waltham is expected to cause an underachievement of income targets, without a compensating reduction in costs (as these are generally fixed).

· Work is ongoing to review the funding made available for pay and benefits, particularly in relation to weekend enhancements, which appears lower than the actual costs of the new pay framework.

Actions:

· As mentioned in 4.7.1 above, work is being undertaken by Service Managers to identify pressures on a unit by unit basis, and prepare an action plan to address those pressures including consideration of the impact (particularly if it would require beds to be held vacant) for the Assistant Director and Operations Director to review.

· A new format of management reporting has been created in the budget commentary, requiring unit managers to monitor the main factors that dictate costs: occupancy, dependency, level of vacancies and sickness.

· Dependency levels are being managed down to match the average dependency upon which the budget is based, but this is a long term action.

4.8 Learning Disabilities - Operations

The main variances contributing to the projected £627,000 overspend are shown in table 6 below and explained in the following paragraphs.

Table 6 Learning Disabilities - Operations
Care type	P4 Cashlimit £'000	Forecast £'000	Overspend/ Underspend(-) £'000
Purchased Domiciliary Care	9,192	9,704	512
Direct Payments	1,132	1,580	448
Assessment & Care Management	2,375	2,453	78
Purchased Residential including supported & other accommodation	30,326	29,809	(517)
Purchased Nursing	695	691	(4)
In House Residential	3,317	3,478	161
In House Day	6,269	5,716	(553)
Purchased Day Care	2,934	3,212	278
Other	986	1,210	224
Total	57,226	57,853	627

4.8.1 Purchased Domiciliary care

The forecast pressure primarily relates to maintaining clients as independently as possible in the community rather than institutional care. As a result there has been an increase of 198 domiciliary care clients since the budget was set. The pressure also includes additional circa £200,000 for transition clients who were not known to Adult Services at the time the budget was set.

In addition to the pressures above there is also a risk of not achieving the £240,000 budgeted savings from re investment of Supporting People into the Learning Disability sector. This is discussed in more detail in the Emerging Issues section (paragraph 7.1).

Action:

· Prioritise recruitment to the Transition Team Manager post as it is expected that the formation of a discrete Transition team will provide better intelligence on potential transition clients.


4.8.2 Direct Payments

There has been an increase in dependency level of direct payment clients. There has also been a small rise in the number of clients since the last report to the extent that the client numbers are now in line with the budgeted activity.



Action:

· Continue to promote direct payments including through Self Directed Support.


4.8.3 Purchased Residential and Nursing care

The projected underspend is primarily relates to do with:


· ongoing work utilising the South East Cost Model to negotiate prices with care providers.

· success in obtaining over £150,000 of Continuing Health Care for non-transition clients.

Action:

· Continue to apply South East Cost Model to drive efficiencies within the residential sector.


4.8.4 Purchased Day Care

The projected pressure primarily relates to maintaining clients as independently as possible in the community rather than institutional care. As a result there has been an increase of 101 purchased day care clients.


4.8.5 In House Day Care

The projected underspend primarily relates to the fact that there are a large number of staff vacancies in the day care units as well as close monitoring of the transports costs relating to the units.

Actions:

· There has been a delay in the modernising of day services. It is anticipated that a project manager will be appointed late in 2008.

· To continue to scrutinise staffing levels and achieve savings through vacancy management, where possible without impacting the service quality.


4.8.6 In House Residential


The overspend is largely the result of the increased dependency levels of the clients in the in-house units as well as inflationary pressures on utilities, including gas and electricity.

4.8.7 Summary of LD actions

Further work is being undertaken to fully assess the impact of supporting people, demography and dependency pressures and develop an action plan to address these issues and balance the overall LD budget

4.9 Mental Health - Operations

4.9.1 The Mental Health underspend is mainly in staffing.

4.9.2 This is offset by a small rise in the number of clients since the last report to the extent that the client numbers are now in line with the budgeted activity. The forecast pressure is the result of the service using direct payments to maintain in the community clients with a higher average level of dependency. As a result, there has been a 7% increase in the average costs of clients for 2008/09 compared to 2007/08.

5 Contingency and centrally held

5.1 The underspend shown against Contingency and centrally held is mainly due to

contingencies being released.

5.2 £3.3m of contingency and centrally held relates to winter pressure. At this stage £10,000 has been earmarked for flu vaccines. The remainder is being held back and is available to meet any operational pressures as they arise.

5.2 This budget also includes the 50% (£932,000) share of the underspend from 2007/08. So far there have been allocations of £500,000 for Innovations and £200,000 for Safeguarding, as agreed at the last meeting. The balance of £232,000 is unallocated.

6 Client activity

6.1 Table 7 contains a summary of the movement in the individual care types for Client Activity. Appendix 2 provides further analysis by:

· summary (client group activity by care type)

· detail (client group activity by care type and by external and in-house provider.

Table 7 Client Activity
				Movement Between	Variance Between
Care Type	Budgeted Activity	May-08	Jul-08	May 08 & Jul 08	Budget & Jul 08
Nursing Care - External	1,532	1,435	1,461	26	-71
Nursing Care - In-house	465	410	417	7	-48
sub-total Nursing Care	1,997	1,845	1,878	33	-119
Residential Care - External	2,659	2,568	2,598	30	-61
Residential Care - In-house	761	756	767	11	6
sub-total Residential Care	3,420	3,324	3,365	41	-55
Domiciliary Care - External	6,286	6,851	6,911	60	625
Domiciliary Care - In-house	692	501	468	-33	-224
sub-total Domiciliary Care	6,978	7,352	7,379	27	401
Day Care - External	1,672	1,811	1,850	39	178
Day Care - In-house	1,442	1,623	1,606	-17	164
sub-total Day Care	3,114	3,434	3,456	22	342
Direct Payments - External	944	701	734	33	-210
Direct Payments - In-house	0	0	0	0	0
sub-total Direct Payments	944	701	734	33	-210
Other - External	0	145	195	50	195
Other - In-house	0	1	2	1	2
sub-total Other	0	146	197	51	197
Grand Total	16,453	16,802	17,009	207	556

Between May 2008 and July 2008 client numbers have increased by 207. There are 556 more clients than the budget allowed for, in overall terms.

6.2 Learning Disabilities

6.2.1 The client activity figures for Learning Disability are overall 463 more than budgeted, mainly in domiciliary care (198) and day care (180). As mentioned in para 4.8.1 this reflects the drive to maintain clients in their own home.

6.2.2 The fact that the average cost of the purchased packages is respectively 4% and 21% less than budgeted reflects the use of shorter, intensive packages to maintain clients in the community and avoid residential care. Residential and nursing care activity is 14 more than budgeted though this has been offset in financial terms by the success in applying the South East Cost Model to reduce prices and in securing Continuing Health Care.

6.3 Mental Health


6.3.1 Apart from day care, which is 175 more than budgeted, the client numbers are in line with the budgeted activity. This is because since the budget book was published, additional client activity has been included in this client group. The purchased day care is 31 more than budgeted and this is mainly due to the fact that Mental Health makes significant use of externally purchased Support Work contracts which have short term SWIFT provisions attached to them. Due to the nature of the support provided the number of clients can fluctuate.

6.4 Older People

6.4.1 Both nursing and residential client activity is lower than budgeted for, however this is primarily due to the high client attrition over the Winter months of the last financial year, and client activity has been increasing since the beginning of the current financial year. Domiciliary clients are 108 higher than budgeted for, again reflecting the drive for clients to remain in their own home. Finally Direct Payments activity is currently 132 clients below budget, as significant increases in client activity were incorporated into the budget that have only been partly realised.

6.5 Physical Disabilities

6.5.1 The main variations to budgeted activity are domiciliary care being 86 clients above the budgeted levels and Direct Payments activity being 75 clients below budgeted levels for the reasons mentioned above in para 6.4.1

7 Emerging Issues                                                                                                                         

7.1 Learning Disability -  Supporting People

In the budget preparation for 2008/09 there was a saving of £240,000 to be generated from the £600,000 Supporting People (SP) reinvestment fund for Learning Disability. So far the savings have not been realised due to the tight criteria for the use of the SP monies. To date, £55,000 of the reinvestment has been spent on an extra-care arrangement in East Hampshire but the clients are not currently eligible for Adult Services support. As a result, there is a risk that the savings identified for 2008/09 will not be secured. This is currently not reflected in the outturn.

Action:

· The Commissioning Team are holding discussions with Supporting People to discuss other options that would being tangible financial benefit to the Department.

In addition, a further pressure has arisen as a result of SP providers identifying £300,000 of funding part year effect (full year effect £600,000) that they cannot fund as it is care and not housing related support. Though this will be a saving to SP this will represent a direct cost to Learning Disability whom providers will look to fund the shortfall. Of this amount £240,000 is reflected in the outturn.

Action:

· The Commissioning Team are currently undertaking a full review of these pressures both for 2008/09 and the 2009/10 budget preparation. They are also discussing with SP how the £400,000 unplanned savings can be utilised by SP in the Learning Disability Sector.

7.2 Pay and Benefits Appeals

7.2.1 Payment was made to individuals in August. The corporate centre will fund the 2007/08 cost but a decision has not been taken yet on whether to fund the 2008/09 costs of appeals. The cost incurred in 2008/09 is estimated to be  £241,000 based upon appeals heard and agreed so far. If not funded corporately this will become a pressure and would need to be accommodated within centrally held. The position will be updated when known.

7.3 Pressures in Acute Hospitals

7.3.1 Hampshire PCT are reporting a sharp increase in activity and spend in acute hospitals, with some acute trusts, notably Southampton and North Hants, planning to open additional beds this winter to cope with demand.  It is inevitable that this will impact on social care (especially OP), with some areas already reporting pressures due to hospital discharges and performance indicator D41 (delayed transfer of care) is showing a worsening position. 

7.3.2 A Winter plan is being prepared to use part of the Winter Pressures contingency to ensure that consistent staffing levels in Hospital Discharge Teams can be maintained and to secure a consistent level of post hospital discharge social care services.

7.4 Funding approvals for additional staff.

7.4.1 This report seeks Executive Member agreement to 32 new posts additional to the workforce plan and to make virements to fund 32 permanent staff from non staff budgets.

7.4.2 The roles include 11 safeguarding staff and 19 Innovations staff as agreed at the Executive Member Meeting on 28 July, plus 1 programme co-ordinator post and 1 shared receptionist post at Hampshire House.

7.5 Other emerging issues

7.5.1 There are no material changes in the other emerging issues highlighted in the previous budget monitoring report to the Executive Member on the 28 July 2008 and listed below:

· Learning Disability -Additional clients from Ordinary residence (para 4.5)

· Learning Disability Budget transfer (para 4.4)

· Self Directed Support - Phase 1 challenges (para 4.1)

· Independent Living Fund - reduced contributions pressure (paragraph 4.2)

· Extra inflation pressure (paragraph 4.3)

8. 2008/09 Capital Programme Position

8.1 The total capital cash limit for 2008/09 is £12.788 m. This includes £2 m transferred from revenue, and £4.4 m carried forward from 2007/08, as agreed by Cabinet. As previously reported Cabinet agreed a further £400,000 for building maintenance repairs for Adult Services to improve the quality of life in residential homes. This will be met from the Policy & Resources cash limit. Additional grants have been awarded for Social Care Infrastructure £281,000 and Extra Care Housing £3.184 m.

8.2 Half of the programme is now contractually committed. Of the £2 m transferred from revenue £1.5 m is for locally resourced  Extra Care Housing. £750,000 of this has been earmarked for a scheme to secure the development of 50 new high quality Extra Care apartments within a single Extra Care development for people in Gosport with housing, support and care needs. The remaining £500,000, transferred from revenue, is planned to be spent on fire precautions and other improvements in residential settings.

8.3 The £3.184 m Extra Care Housing grant is for support to an £11 m scheme at Basingstoke working with partners; Basingstoke & Deane District Council, HPT, and Saxon Weald Homes Housing Association. The project will produce a scheme of 64 flats with integrated support and care, linked to a specialist dementia day centre and a bespoke health and wellbeing facility. Services, advice and support will be provided to well over 250 older people in the community each week, in addition to the scheme residents.

8.4 The capital programme position is summarised  in table 8 below. More details are in Appendix 3.

  

   

*Carried forward from 2007/08 revenue.

9. Conclusions:

9.1 The current overspend, whilst only 0.1% of the budget, is being managed by Adult Services to bring back in line with the budget. The key actions identified within the report being:

· To continue to apply South East Cost Model to drive efficiencies within the residential sector for LD.

· To finalise discussions between SP & LD with regards to satisfactory options for the potential £240,000 shortfall in savings and £400,000 of funding withdrawal of non housing related support.

· To increase the take up of direct payments within OP/PD Care Management.

· To prepare an action plan for in-house nursing and residential on a unit by unit basis to address the overspend.

10 Summary Recommendations:

10.1 That the current budget position be noted and management actions to support budgetary control be approved.

10.2 That amendments to the workforce plan be made to include 32 new posts and to

make virements to fund 32 permanent staff from non staff budgets. The roles include

11 safeguarding staff and 19 Innovations staff as agreed at the Executive Member

Meeting on 28 July, plus 1 programme co-ordinator post and 1 shared receptionist post at Hampshire House.

11. Appendices

11.1 Appendix 1 - Details of additional funding during 2008/2009

11.2 Appendix 2 - Client Group Activity analysis

11.3 Appendix 3 - Capital Programme 2008/2009 position as at July 2008

11.4 Appendix 4 - Demand led budgets - activity & expenditure graphs

CORPORATE OR LEGAL INFORMATION: