Agenda item

The Finance Business Partner introduced the report setting out the forecast outturn position for 2025/26 as at Quarter 3 and highlighted several key points.

Members were told that there was a forecast overspend of £504k against the net revenue budget, representing a slight £4k improvement from the Quarter 2 position. Appendix A provided the detailed breakdown and movements. A forecast overspend of £906k was also reported against the net cost of services budgets, with significant directorate variances shown in Appendix B.

Members heard that several areas had shown increased forecast overspends since Quarter 2, most notably ongoing shortfalls in income at BEAM and pressures within Planning due to salary and agency costs. However, improvements had been recorded in most other areas, including treasury management performance, leisure services following the new agency agreement, and a contingency release to mitigate BEAM pressures.

The Finance Business Partner reported aforecast overachievement of £357kin interest and investment income within corporate budgets, which officers proposed transferring to the interest equalisation reserve.

Members were informed that the 2025/26 capital programme had been revisedto include £400k of capital expenditure funded through the UK Shared Prosperity Fund, as reflected in Appendix C. A£2.5m forecast underspend against the capital programme was reported, £1.114m of which was proposed to be carried forward into 2026/27 for due works.

Finally, Members heard that overall debtors had increased by just over £380k since Quarter 2. Payments of £819k relating to the 30?day category, owed by neighbouring authorities, had now been received. The most significant outstanding debt sat in the over?180?day category, with discussions underway with services to address this and large debts already referred to the legal team.

The Chair thanked the Finance Business Partner for the report.

Members sought clarity on the position of Rapier House. They were advised that the site was currently being used as a base by the contractor, Glendales, until Amwell Depot became operational. It was explained that this arrangement was incurring a cost to the Council, which had been built into the 2026/27 budget, but was not expected to continue once the relocation had taken place.

Members heard that options for the future use of Rapier House were being explored, with a report scheduled to be brought before Members in the new financial year.

Members asked questions relating to the Transformation Team, Pinehurst Community Centre and staffing costs within the Planning Department.

Members were advised that Pinehurst Community Centre was no longer a Council asset, and therefore expenditure had not been considered, Members could explore its refurbishment should they so wish.

Members heard that, due to Local Government Reorganisation (LGR), the Transformation Team had become smaller, with its focus shifting towards digitalisation. This would be led by a newly appointed digital officer.

It was explained that the staffing pressures within the Planning Department -particularly the reliance on agency staff -currently outweighed the income generated by the service. Recruitment and retention of Planning Officers continued to be a nationwide challenge for local authorities, though Members were assured that mitigation measures were being applied wherever possible.

A further question was raised regarding the impact on budgets should the Planning Department were not understaffed – with a response on this point to be sought from the Director of Place.

It was moved by Councillor Nichollsand seconded by Councillor Connolly that that the recommendations, as detailed, be approved.

After being put to the meeting and a vote taken, this motion was declared CARRIED.

RESOLVED – that (A) East Herts Council Internal Audit Plan for 2026/27 be approved; and

(B) that the SIAS Internal Audit Strategy and Service Plan be noted and any comments provided