New budget changes for 2024/25 - 2026/27
New budget increases and reductions agreed in February 2024.
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New budget changes
| Directorate | 2024/25 £000 |
2025/26 £000 |
2026/27 £000 |
Total £000 |
|---|---|---|---|---|
| Adult Services (population changes) | - | - | 8,500 | 8,500 |
| Environment and Place (waste tonnages) | - | - | 400 | 400 |
| Total demography | - | - | 8,900 | 8,900 |
| Directorate | 2024/25 £000 |
2025/26 £000 |
2026/27 £000 |
Total £000 |
|---|---|---|---|---|
| Adult Services | 2,339 | 1,937 | 5,500 | 9,776 |
| Children's Services | 15,390 | 2,674 | -93 | 17,971 |
| Environment and Place | 4,213 | 176 | -641 | 3,748 |
| Public Health and Community Safety | 2,008 | 522 | 120 | 2,650 |
| Resources, Law and Governance | 3,104 | 124 | 28 | 3,256 |
| Additional pay inflation available to be allocated | 0 | 0 | 7,500 | 7,500 |
| Total inflation, demand and other pressures | 27,053 | 5,433 | 12,414 | 44,900 |
| Directorate | 2024/25 £000 |
2025/26 £000 |
2026/27 £000 |
Total £000 |
|---|---|---|---|---|
| Adult Services | 1,430 | -1,375 | 0 | 55 |
| Children's Services | 5,723 | -2,812 | 208 | 3,119 |
| Environment and Place | 2,840 | -1,263 | -160 | 1,417 |
| Resources, Law and Governance | 618 | -210 | 0 | 408 |
| Total investments | 10,611 | -5,660 | 48 | 4,999 |
| Directorate | 2024/25 £000 |
2025/26 £000 |
2026/27 £000 |
Total £000 |
|---|---|---|---|---|
| Adult Services | 3,768 | 562 | 14,000 | 18,331 |
| Children's Services | 21,113 | 112 | 735 | 21,960 |
| Environment and Place | 7,053 | -1,087 | -401 | 5,565 |
| Public Health and Community Safety | 2,008 | 522 | 120 | 2,650 |
| Resources, Law and Governance | 3,722 | -86 | 28 | 3,664 |
| Changes to be allocated | - | - | 7,500 | 7,500 |
| Total budget increases | 37,664 | 23 | 21,982 | 59,669 |
| Directorate | 2024/25 £000 |
2025/26 £000 |
2026/27 £000 |
Total £000 |
|---|---|---|---|---|
| Adult Services | -1,614 | -1,008 | 0 | -2,621 |
| Children's Services | -4,214 | -6,632 | -5,620 | -16,466 |
| Environment and Place | -5,482 | -741 | 991 | -5,232 |
| Public Health and Community Safety | -562 | 76 | 0 | -486 |
| Resources, Law and Governance | -2,070 | -497 | 75 | -2,492 |
| Total budget reductions | -13,942 | -8,801 | -4,554 | -27,297 |
Adult Services - New budget increases and reductions
| Reference | Description | 2024/25 £000 |
2025/26 £000 |
2026/27 £000 |
Total £000 |
|---|---|---|---|---|---|
| Demography | |||||
| 2025ASC590 | Demand increases resulting from population growth | 0 | 0 | 8,500 | 8,500 |
| Total Demography | 0 | 0 | 8,500 | 8,500 | |
| Inflation | |||||
| 2025ASC597 | Changes to the cost of care packages funded by the council | 1,500 | 1,937 | 0 | 3,437 |
| 2025L&CO1 | Reduce Consumer Prices Index (CPI) inflation adjustment for cost of care packages funded by the Council by 0.5%. | -330 | - | - | -330 |
| 2024PAYINF | Pay Inflation (5.0%) | 999 | - | - | 999 |
| 2025ASC601 | Increases to the cost of care packages funded by the council. | 0 | 0 | 5,500 | 5,500 |
| Total Inflation | 2,169 | 1,937 | 5,500 | 9,606 | |
| Demand and Other Pressures | |||||
| 2025ASC680 | Pressure related to retaining additional capacity in Social Care Finance provided to support improvements in debt recovery, financial assessment and payment timeliness. See also 2025F&P972 additional funding for capacity in the Income Team in Finance. | 170 | 0 | 0 | 170 |
| Total Demand and Other Pressures | 170 | 0 | 0 | 170 | |
| Investments | |||||
| 2025ASTBC1 | Digital acceleration Digital innovation to assist customer pathways and user experience in information finding and advice, pathways to services and contact points, with additional ability for practitioner to make better use of data and agile working. |
500 | -500 | - | 0 |
| 2025ASTBC2 | Oxfordshire Way Develop the Oxfordshire Way approach further for all ages to develop community resilience and at-home services and to reduce inequalities in accessing care and support |
175 | -175 | - | 0 |
| 2025ASTBC3 | Adult Services Transport - Additional budget to mitigate pressures Improve data and systems to drive efficiencies in systems and manage service assessment, officer time and services levels. |
100 | -100 | - | 0 |
| 2025ASTBC4 | Adult Services Transport - Investment to increase independent travel Independent living skills and enablement via travel training and accessibility, working with bus operators and other key stakeholders |
100 | -100 | - | 0 |
| 2025ASTBC5 | Shared Lives Investment in actions to encourage more people to become shared lives carers |
500 | -500 | - | 0 |
| 2025L&CO2 | Establish a Care Co-op Employment Hub with dedicated resource to support self-employed care workers set up care co-operatives. | 55 | - | - | 55 |
| Total Investments | 1,430 | -1,375 | 0 | 55 | |
| Budget Reductions | |||||
| 2025ASC613 | Efficiencies within Health, Education and Social Care Commissioning Budgets | -99 | 0 | 0 | -99 |
| 2025ASC682 | Reviews of care packages for service users with mental health needs linked to health funding. | 0 | -900 | 0 | -900 |
| 2025ASC684 | Build on 2023/24 saving through continued increase in recruitment of Shared Lives Carers | -74 | 0 | 0 | -74 |
| 2025ASC762 | Additional capacity means funding relating to Community Connectors can be released (23AS5). | -150 | 0 | 0 | -150 |
| 2024CONT | Share of contract/commercial savings | -869 | - | - | -869 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -317 | -212 | - | -529 |
| 2025L&CO23 | Refocus activity on action to reduce outstanding unsecured debt, increasing the target reduction from 10% to 12% by the end of 2024/25. | -104 | 104 | - | 0 |
| Total Budget Reductions | -1,614 | -1,008 | 0 | -2,621 |
Children's Services - New budget increases and reductions
| Reference | Description | 2024/25 £000 |
2025/26 £000 | 2026/27 £000 | Total £000 |
|---|---|---|---|---|---|
| Inflation | |||||
| 2025CS-HN712 | On-going impact of increases in the number of Education Health & Care Plans (EHCPs) and post - 16 travel & price increases following on from 2023/24. | 3,300 | 0 | 0 | 3,300 |
| 2025CS-HN713 | Future increases in the number of EHCPs and Post 16 travel and price increase impacting on demand and cost of transport. | 600 | 400 | 2,500 | 3,500 |
| 2024PAYINF | Pay Inflation (5.0%) | 1,767 | - | - | 1,767 |
| Total Inflation | 5,667 | 400 | 2,500 | 8,567 | |
| Demand and Other Pressures | |||||
| 2025CS701 | Investment in additional capacity in the SEND service | 1,000 | - | - | 1,000 |
| 2025CS711 | School improvement - additional capacity and replacement of grant funding | 400 | 0 | 0 | 400 |
| 2025CS700 | Funding to support implementation of Education Commission recommendations | 100 | 0 | 100 | |
| 2025CS787 | Demand and inflation pressures continuing from 2023/24 (full year effect) | 8,223 | 2,274 | -4,237 | 6,260 |
| 2026COVID | The modelling approach to COVID-19 within Oxfordshire across all services has been to compare expected, annual growth patterns to growth seen through the pandemic. The excess growth is deemed to be as a result of the pandemic. Using this method there were an extra 74 plans issued, and applying costs based on the normal pattern of provisions, this results in an additional cost to High Needs. Funding removed from 2026/27 | - | - | 1,200 | 1,200 |
| 2026COVID | Family Safeguarding Parternship Team Savings - higher demand due to the COVID-19 pandemic means that it isn't possible to reduce teams in line with the original plan without a significant impact on caseloads. | - | - | 444 | 444 |
| Total Demand and Other Pressures | 9,723 | 2,274 | -2,593 | 9,404 | |
| Investments | |||||
| 2025L&CO4 | Invest in Family Help Team to reduce the future demand and cost of care. Assumes team would be in place from July 2024 onwards. | 375 | 125 | - | 500 |
| 2025L&CO3 | Revenue costs involved with increasing early intervention work in Early Years and primary school settings to respond to SEND needs and proactively support the transition into mainstream education. | 500 | -120 | - | 380 |
| 2025L&CO5 | Revenue borrowing costs associated with adding three new children's homes from 2026/27 (including one focused on older children) to the capital programme. | - | - | 120 | 120 |
| 2025CS790/1/3 | Recruitment & Retention Strategy | 949 | 832 | 708 | 2,489 |
| 2025CS792 | Funding for technological improvements enabling data analysis and insight to help manage demand | 500 | 0 | 0 | 500 |
| 2025CSTBC1 | Digital acceleration Digital innovation to assist customer pathways and user experience in information finding and advice, pathways to services and contact points, with additional ability for practitioner to make better use of data and agile working. |
500 | -500 | - | 0 |
| 2025CSTBC2 | Oxfordshire Way Develop the Oxfordshire Way approach further for all ages to develop community resilience and at-home services and to reduce inequalities in accessing care and support |
699 | -699 | - | 0 |
| 2025CSTBC3 | Home to School Transport - Additional budget to mitigate pressures Improve data and systems to drive efficiencies in systems and manage service assessment, officer time and services levels. |
400 | -400 | - | 0 |
| 2025CSTBC4 | Home to School Transport - Investment to increase independent travel Independent living skills and enablement via travel training and accessibility, working with bus operators and other key stakeholders |
400 | -400 | - | 0 |
| 2025CSTBC5 | Family Safeguarding Extend the family safeguarding model to work more closely with schools to build additional resilience into the model in order to reduce demand and resolve family issues at the earliest possible opportunity. This will include working with schools to build capability as well as with families and other stakeholders. |
900 | -900 | - | 0 |
| 2025CSTBC6 | Foster Care Investment into retention and support of foster carers via a no detriment policy/ skills and fees levels review and strategy to support kinship carers as per new DfE guidance in December 2023. |
500 | -500 | - | 0 |
| 2025L&CO24 | Invest to save' returns resulting from reducing numbers of private placements for children we care for through increase in internal care provision (see 2025L&CO5) | - | - | -120 | -120 |
| 2025L&CO25 | Investment in Family Help Team (see 2025L&CO3) reduces future demand for and cost of care. | - | -250 | -500 | -750 |
| Total Investments | 5,723 | -2,812 | 208 | 3,119 | |
| Budget Reductions | |||||
| 2025CS-HN707 | Adjust growth funding already in budget | -343 | -281 | 0 | -624 |
| 2025CS721 | Agency Staff In Social Care - replacement with permanent Staff | -1,200 | -1,600 | -1,200 | -4,000 |
| 2025CS723 | Manage Demand for Children We Care For (CWCF) - Maintain CWCF at the current number | -2,700 | -3,400 | -700 | -6,800 |
| 2025CS724 | Bring Children We Care For (CWCF) currently placed out of the county back into Oxfordshire | -1,100 | -1,300 | -300 | -2,700 |
| 2025CS725 | High Cost Placements - Obtain better value care for children living in high-cost residential placements | -200 | -600 | 0 | -800 |
| 2025CS726 | Exits from Care - Ensuring children cease to be Children We Care For (CWCF) in line with their plan in a timely way | -2,200 | -2,500 | -2,800 | -7,500 |
| 2025CS728 | NHS Joint Funding - Maximise access to all health joint funding for Children We Care For (CWCF) | -2,900 | - | 0 | -2,900 |
| 2025CS1064 | Risk adjustment (40% of savings) | 4,120 | - | - | 4,120 |
| 2025CS1063 | Offset savings with re-instatement of previous savings or replace COVID-19 funding that drops out of Medium Term Financial Strategy with base budget. | 3,181 | 3,611 | - | 6,792 |
| 2024CONT | Share of contract/commercial savings | -405 | - | - | -405 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -468 | -312 | - | -779 |
| 2025L&CO24 | Invest to save' returns resulting from reducing numbers of private placements for children we care for through increase in internal care provision (see 2025L&CO5) | - | - | -120 | -120 |
| 2025L&CO25 | Investment in Family Help Team (see 2025L&CO3) reduces future demand for and cost of care. | -250 | -500 | -750 | |
| 2024CONT | Share of contract/commercial savings | -405 | - | - | -405 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -468 | -312 | - | -779 |
| Total Budget Reductions | -4,214 | -6,632 | -5,620 | -16,466 |
Environment and Place - New budget increases and reductions
| Ref | Description | 2024/25 £000 | 2025/26 £000 | 2026/27 £000 | Total £000 |
|---|---|---|---|---|---|
| Demography | |||||
| 2025EPDG | Add new year of demographic growth for Waste Management | - | - | 400 | 400 |
| Total Demography | - | - | 400 | 400 | |
| Inflation | |||||
| 2024PAYINF | Pay Inflation (5.0%) | 660 | - | - | 660 |
| Total Inflation | 660 | - | - | 660 | |
| Demand and Other Pressures | |||||
| 2025EP583 | Home to School Transport Digital Contract Management System - Previously Agreed Savings Not Achievable |
650 | 150 | 0 | 800 |
| 2025EP588 | Increased Parking Service operational and maintenance costs | 295 | 380 | 200 | 875 |
| 2025EP598 | Increased drawdown from Parking Reserve to support increased maintenance and operational costs | -295 | -380 | -200 | -875 |
| 2025EP622 | Increased highway maintenance activity (additional funding for potholes) | 650 | 100 | 50 | 800 |
| 2025EP641 | Persistent Organic Pollutants - a change in the law means the council has to fund the cost of shredding, transporting and incinerating domestic soft seating as landfill disposal is no longer permitted. | 200 | 0 | 0 | 200 |
| 2025EP647 | Resource to write circular economy strategy | 30 | -30 | 0 | 0 |
| 2025EP692 | Various pressures associated with service areas within Environment & Circular Economy (offset by saving EP693) | 495 | -115 | -123 | 257 |
| 2025EP694 | Household Waste Recycling Centres (HWRC): unsorted waste and essential site repair pressures (offset by saving EP695) | 623 | -114 | 0 | 509 |
| 2025EP645 | Take action in 2024/25 to reduce the future cost of closed landfill site monitoring | 10 | -20 | 0 | -10 |
| 2025EP654 | Create Sustainable Travel to School strategy | 200 | -200 | 0 | 0 |
| 2025EP744 | Pressures associated with policy development for area travel plans, HGV studies and Multi Modal transport model (offset by saving EP745) | 695 | 405 | -568 | 532 |
| Total Demand and Other Pressures | 3,553 | 176 | -641 | 3,088 | |
| Investments | |||||
| 2025L&CO6 | Investment in improved enforcement of Controlled Parking Zones (see 2025LACO26). | 140 | 140 | ||
| 2025L&CO7 | Revenue borrowing costs of additional scheduled highways maintenance for roads and pavements in 2024/25 (on-going borrowing cost for one - off funding of £5m). | 300 | 300 | ||
| 2025L&CO8 | Introduce four new Controlled Parking Zones (see 2025L&CO27). | 200 | -200 | 0 | |
| 2025L&CO9 | Investment in improved collection of fees, charges and penalties (see 2025L&CO28). | 210 | 210 | ||
| 2025L&CO11 | Revenue costs for additional investments in Automatic Number Plate Recognition (ANPR) enforcement of moving traffic offences of existing Traffic Regulation Order restrictions (see 2025L&CO29). | 180 | -180 | 0 | |
| 2025L&CO12 | Feasibility Study into practicalities and opportunity in emissions and vehicle category based charging. Early investigatory work to identify potential policy and income benefits. | 30 | -30 | 0 | |
| 2025L&CO10 | Feasibility study and implementation strategy for bus franchising. | 150 | -150 | 0 | |
| 2025L&CO15 | Seed funding for supporting pilot Demand Responsive Transport (DRT) bus services, building on business case developed through 2025L&CO14. | 250 | -250 | 0 | |
| 2025L&CO13 | Phase four of the school streets scheme. | 77 | -30 | 47 | |
| 2025L&CO14 | Funding for a feasibility study into the introduction of new Demand Responsive Transport (DRT) bus services in urban/suburban and rural settings. The study will also look into the application of DRT services to support Home to School transport. | 70 | -70 | - | 0 |
| 2025L&CO16 | Revenue borrowing costs for pipeline of capital projects to tackle congestion in built up areas (£3m capital spend in 2024/25 and 2025/26). | 180 | 180 | - | 360 |
| 2025L&CO17 | Revenue borrowing costs for pipeline delivery of capital projects identified as part of the East Oxford Mini-Holland Project (£2m capital spend each year of MTFS). | 120 | 120 | 120 | 360 |
| 2025EPTBC2 | Gully and ditch clearing and repairs in areas recently flooded | 300 | -300 | - | 0 |
| 2025EPTBC3 | Boost capacity to work with landowners and Parishes for them to clear ditches and implement Sustainable Drainage Schemes | 300 | -300 | - | 0 |
| 2025EPTBC4 | A second cut of urban verges around footways and cycleways | 150 | -150 | - | 0 |
| 2025EPTBC5 | Reclaim footpaths and cycleways – vegetation clearance and siding-out | 510 | -510 | - | 0 |
| Total Investments | 2,840 | -1,263 | -160 | 1,417 | |
| New Budget Reductions | |||||
| 2025EP656 | Saving through recharging staff time to Oxfordshire Bus Enhanced Partnership | -50 | 0 | 0 | -50 |
| 2025EP745 | Manage various pressures associated with policy development under existing budget allocation (offsets pressure EP744) | -695 | -405 | 568 | -532 |
| 2025EP655 | Park & Ride upgrades improve user offer and increase patronage | -25 | 0 | 0 | -25 |
| 2025EP657 | Recharge of policy staff time to major projects | -50 | 0 | 0 | -50 |
| 2025EP658 | One - off capitalisation of staff time through recharging costs associated with School Streets project | -25 | 25 | 0 | 0 |
| 2025EP659 | Consolidated savings for: - Introduction of standing advice for Transport Development Management - Combining Highways agreement and Engineering and assurance teams - Increase income from Planning Performance Agreement charges - Optimising the commissioning of modelling - Use of Section 106 funding held to develop schemes or the interest pot |
-100 | -180 | 0 | -280 |
| 2025EP772 | Release uncommitted element of on-going investment 24EP27 Countywide Community Transport Initiatives agreed in February 2023 on one - off basis in 2024/25 | -260 | 260 | - | 0 |
| 2025EP773 | Release part of the on-going £0.5m investment 24EP28 agreed in February 2023 not needed to support the cost of park and ride joint ticketing | -35 | - | - | -35 |
| 2025EP774 | Utilise Bus Service Operators Grant (BSOG) to support spend in 2024/25 and 2025/26 | -400 | - | 400 | 0 |
| 2025EP633 | Increased recharging of staff time for projects | -5 | -20 | 0 | -25 |
| 2024CONT | Share of contract/commercial savings | -544 | - | - | -544 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -153 | -102 | - | -255 |
| Total Budget Reductions | -5,482 | -741 | 991 | -5,232 |
Public Health - New budget reductions
| Ref | Description | 2024/25 £000 | 2025/26 £000 | 2026/27 £000 | Total £000 |
|---|---|---|---|---|---|
| 2025PH555 | Utilisation of government grant to fund domestic abuse services means £0.200m of council funding can be released on a one - off basis in 2024/25. | -200 | 200 | 0 | 0 |
| Total | -200 | 200 | 0 | 0 |
Community Safety - New budget increases and reductions
| Ref | Description | 2024/25 £000 | 2025/26 £000 | 2026/27 £000 | Total £000 |
|---|---|---|---|---|---|
| Inflation | |||||
| 2024PAYINF | Pay Inflation (5.0%) | 564 | - | - | 564 |
| Total Inflation | 564 | - | - | 564 | |
| Demand and Other Pressures | |||||
| 2025CSafety670 | Vehicle Renewals - increase revenue contribution for replacement of Fire Vehicles | 0 | 572 | 120 | 692 |
| 2025CSafety754 | Cultural Development Work | 50 | -50 | 0 | 0 |
| 2024CSafetyFP | Funding for Fire Pensions - remove ringfenced grant funding (funding change announced in Provisional Local Government Settlement - existing ringfenced funding will be received as Revenue Support Grant in 2024/25. |
1,394 | 0 | 0 | 1,394 |
| Total Demand and other pressures | 1,444 | 522 | 120 | 2,086 | |
| Budget Reductions | |||||
| 2025CSafety665 | New Ways of Working - Fire Engine Standby moves when incidents occur - adjust funding to reflect current activity. | -75 | 0 | 0 | -75 |
| 2025CSafety666 | Review of wholetime support functions | -75 | 0 | 0 | -75 |
| 2024CONT | Share of contract/commercial savings | -26 | - | - | -26 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -186 | -124 | - | -310 |
| Total Budget Reductions | -362 | -124 | 0 | -486 |
Resources, Law and Governance - New budget increases and reductions
| Ref | Description | 2024/25 £000 | 2025/26 £000 | 2026/27 £000 | Total £000 |
|---|---|---|---|---|---|
| Inflation | |||||
| 2025PI&FM549 | Schools Catering Service within Facilities Management Team - reduction in anticipated deficit on the account. | 206 | 0 | 0 | 206 |
| 2025PI&FMTBC | Continued one off contribution to Children's Centre rents | 113 | -113 | 0 | |
| 2025PI&FMTBC | Fund one-off Children's Centre rents from the Budgets Priorities reserve | -113 | 113 | 0 | |
| 2024PAYINF | Pay Inflation (5.0%) | 1,450 | 1,450 | ||
| Total Inflation | 1,656 | 0 | 0 | 1,656 | |
| Demand and Other Pressures | |||||
| 2025Corp973 | Revised structure and pay scales for the council's Strategic Leadership Team (pending approval by Council on 7 November 2023). Additional contributions will be sought from existing council budgets so that the pressure is reduced as far as possible. | 209 | 28 | 28 | 265 |
| 2025CSI531 | Recruitment for a new Head of Business Change post | 94 | 0 | 0 | 94 |
| 2025CSI532 | Reorganise existing structure to fund two new posts for forward planning and business support for the council's leadership meetings | 93 | 0 | 0 | 93 |
| 2025CSI533 | Reorganise existing structure to fund two new posts in the Digital Content team to lead and support the redevelopment of the council's website | 145 | 0 | 0 | 145 |
| 2025C&CE529 | Appointment of an Area Coroner in accordance with a recommendation from the UK Chief Coroner | 140 | 96 | 0 | 236 |
| 2025F&P698 | Notified increase in external audit costs | 135 | 0 | 0 | 135 |
| 2025F&P717 | Additional Finance capacity needed to support the organisation to transform and to ensure that the S151 officer is able to lead and direct a finance function that is resourced to be fit for purpose. | 450 | 0 | 0 | 450 |
| 2025F&P972 | Additional capacity for Adult Services debt recovery | 60 | 0 | 0 | 60 |
| 2025HROD677 | Funding for lone working safety software & app | 52 | 0 | 0 | 52 |
| 2025HROD796 | Applicant Tracking System service and system costs | 70 | 0 | 0 | 70 |
| Total Demand and other pressures | 1,448 | 124 | 28 | 1,600 | |
| Investments | |||||
| 2025L&CO19 | Membership funding to join the Co-operative Councils Innovation Network. | 8 | - | - | 8 |
| 2025L&CO18 | Dedicated resource to mainstream public health principles and goals aligned with the well being of future generations framework (tackling social problems and inequalities at source to improve lives, boost outcomes and tackle inequalities) across the Council. | 100 | - | - | 100 |
| 2025L&CO22 | Citizens Assembly on transport in Central Oxfordshire. | 150 | -150 | - | 0 |
| 2025L&CO20 | Restore cost of living funding to support local advice centres. | 300 | - | - | 300 |
| 2025L&CO21 | Resource to support the development and initial delivery of a Social Value and Community Wealth Building Strategy, including relevant training and external expertise, focusing on all relevant aspects of social value generation and community wealth building. | 60 | -60 | - | 0 |
| Total Investments | 618 | -210 | 0 | 408 | |
| New Budget Reductions | |||||
| 2025CSI526 | Reallocate existing funding to meet cost of new posts (see proposal 2025CSI532 and 2025CSI533) | -239 | 0 | 0 | -239 |
| 2025L&CO30 | Reallocate existing Public Health funding to meet costs of developing and mainstreaming future generations framework as well as wider public health principles (see investment 2025L&CO18). | -100 | - | - | -100 |
| 2025L&CO31 | Remove Administration proposal 2025CSI532 for new forward planning and business support. | -93 | - | - | -93 |
| 2025L&CO32 | Savings from Marketing, Communications and Engagement team. | -120 | - | - | -120 |
| 2025C&CE567 | Inflationary increase for the provision of Ceremonies within the Registration Service The proposed budget changes will be £30,000 overall increase in income. As the ceremony fees were set 2 years in advance, the increased fees have already been taken for customers that have booked for 2024/25. The increased were agreed in 2022/23. Ceremony fees will increase by 5 - 7% for registration office ceremonies and 3 - 7.5% for approved venue ceremonies for 2024/25, depending on the day of the week and type of ceremony. |
-30 | 0 | 0 | -30 |
| 2025ITI&D TBC | Innovation Service (iHub): use contribution from reserve in 2024/25 and move to being self funding from 2025/26 | -300 | -321 | 0 | -621 |
| 2025HROD868 | National Insurance Contributions savings arising from the Salary Sacrifice Scheme (AVC Pension) | -65 | 0 | 0 | -65 |
| 2025L&G487 | Release unutilised funding for pension costs for members | -54 | 0 | 0 | -54 |
| 2025PI&FM524 | Restructure of two staffing roles due to reduced hours required in the Commercial Team | -15 | 0 | 0 | -15 |
| 2025PI&FM545 | Savings identified from operational activity within the Estates Team (release of funding for utility inflation and council buildings). | -372 | 0 | 0 | -372 |
| 2025PI&FM691 | Delay in the occupation of a new library facility in the Banbury to 2025/26 | -150 | 75 | 75 | 0 |
| 2024CONT | Share of contract/commercial savings | -156 | - | - | -156 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | - | - | - | 0 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -27 | -18 | - | -45 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -25 | -17 | - | -42 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -57 | -38 | - | -95 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -102 | -68 | - | -170 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -46 | -31 | - | -77 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -71 | -47 | - | -118 |
| 2024DTFT | Delivering the Future Together staffing saving - reduce and delayer staffing structures and costs | -47 | -32 | - | -79 |
| Total New Budget Reductions | -2,070 | -497 | 75 | -2,492 |
New budget increases (to be allocated)
| Reference | Description | 2024/25 £000 | 2025/26 £000 | 2026/27 £000 | Total £000 |
|---|---|---|---|---|---|
| Inflation | |||||
| 24CC1 | Additional pay inflation to allocate | - | - | 7,500 | 7,500 |
| Total Inflation | 7,500 | 7,500 |