Period 10 2013/14 (12 January 2014)
REVENUE
Revised Annual Budget £m 6.655 62.955 24.415 14.610 9.429 16.861 46.721 181.646
Educational & Social Services Resources Schools Community Support Facilities Management Building Learning Communities Children & Families / Criminal Justice Community Care Educational & Social Services
Revenue Projected Variance (favourable) / adverse £m (0.326) 0.439 0.012 (0.006) 0.030 (0.417) 0.471 0.203
Key Points: Members should note that £0.925m was transferred from the Education and Social Services budget to the General Fund uncommitted balance following the line by line review of budgets. Resources The variance is mainly due to the timing of filling vacancies and a reduction in the bad debt provision and savings in supplies and services. Schools Whilst there are no significant variances to report, the in year profile of supplies and services expenditure within Schools shows costs being incurred earlier than in previous years. Head Teachers are aware of this and confirm that spend is planned to come in on budget by the end of the financial year. the spend will require to be closely monitored in the coming periods. £0.095m has been received from the PPP contractor (FCC) in relation to the lifecycle costs for replacement furniture in PPP schools. Under the contract furniture should be replaced by FCC at predefined intervals it was however agreed that responsibility for this element of the contract along with the funding would be returned to the Council and furniture replaced when required. This will require to be earmarked at year end. Children & Families / Criminal Justice This projected variance mainly relates to the timing of filling vacancies and reduced expenditure in respect of secure accomodation costs, partly offset by additional foster care costs and client assistance payments. Currently there are no clients within secure accomodation and the projection assumes that this position will remain until the financial year end. Community Care The projected variance relates to addtional adult care package costs as well as higher than anticipated internal and externally commissioned homecare costs partly offset by savings due to the timing of the filling of vacancies.
Revised Annual Budget £m 0.169 3.963 2.056 9.667 3.839 2.617 22.311
Finance & Corporate Support Central Management Support Finance Human Resources Corporate Infrastructure Democratic Services Legal, Procurement & Regulatory Finance & Corporate Support Key Points:
Projected Variance (favourable) / adverse £m 0.009 (0.291) (0.040) (0.169) (0.165) (0.195) (0.851)
Members should note that £0.516m was transferred from the Finance and Corporate Support budget to the General Fund uncommitted balance following the line by line review of budgets. FINANCE The variance mainly relates to Scottish Welfare Fund and DWP monies required to be earmarked for carry forward at the year end. HUMAN RESOURCES There are no significant variance to report, however £0.070m will be required to be earmarked at the year end for further education commitments and additional support to the Head of Human Resources. DEMOCRATIC SERVICES The variance reflects the timing of filling vacancies and additional income in respect of Registration fees with £0.031m required to be earmarked at the year end for election funding requirements.
2
Revenue LEGAL, PROCUREMENT AND REGULATORY Employee cost savings generated across the service from a number of severances agreed to enable the achievement of future year efficiencies, general turnover and reduced supplies and services expenditure are partly offset by a minor reduction in pest control income. £0.088m will require to be earmarked at the year end for the cost of temporary staffing. The department anticipates earmarking the following amounts subject to funds being available at the year end: No. 1 2 3 4 5 6 7 8
Description Local Government Election Funding Temporary Solicitors - Funding for 2014/15 HR further education commitments DWP Additional Grants SWF Grant Allocations Risk Challenge Fund Asbestos Register Administration Support Additional support to Head of Human Resources Total
£ 0.031 0.088 0.020 0.057 0.170 0.006 0.030 0.050 0.452
Revised Annual Budget £m 0.524 1.556 0.052 4.091 11.365 12.756 4.526 34.870
Neighbourhood Services Central Management Support Leisure Services Emergency Planning Planning & Economic Development Roads & Transportation Housing & Environment Services Payment to East Ayrshire Leisure Trust Neighbourhood Services
Projected Variance (favourable) / adverse £m 0.011 0.021 (0.003) (0.231) (0.031) (0.320) (0.030) (0.583)
Key Points: Members should note that £1.253m was transferred from the Neighbourhood Services budget to the General Fund uncommitted balance following the line by line review of budgets. CENTRAL MANAGEMENT The variance relates to additional employee costs in respect of the officer team created for open cast mining and severance costs partly offset by managed savings on supplies and services. PLANNING AND ECONOMIC DEVELOPMENT The variance is mainly due to anticipated shortfalls in income relating to building warrants, planning application fees and letters of comfort, partly offset by reprofiled European funded Employablility expenditure and reduced supplies and services. £0.358m will require to be earmarked at the year end.
HOUSING AND ENVIRONMENTAL SERVICES The variance relates to reduced overtime and turnover savings in employee costs, managed savings in supplies and services , transport costs and subcontractors. This is offset by reduced income from homeless rents and tenacy recharges to the HRA. PAYMENT TO EAST AYRSHIRE LEISURE TRUST The variance relates to the development of an e-books service by the Trust, funding for which was included in the funding provided by the Council for 2013/14. The Trust has advised that the e-book service will not take place during 2013/14 and £0.030m will require to be earmarked by the Council until the service has been introduced. The department anticipates earmarking the following amounts subject to funds being available at the year end: No. 1 2 3
Description P&ED Employability P&ED Environmental Initiatives East Ayrshire Leisure Trust : e-books service Total
£ 0.350 0.008 0.030 0.388
Central Services Chief Executive (incl. Health and Safety) Other Non-departmental expenditure Insurance Debt Charges Council Tax HB/CT HB/CT Benefit Subsidy Central Services
3
Revised Annual Budget £m 0.993 15.167 2.592 22.686 (48.970) 55.684 (47.250) 0.902
Projected Variance (favourable) / adverse £m (0.114) (4.045) 0.000 0.000 (1.000) 0.000 0.000 (5.159)
Revenue Key Points: CHIEF EXECUTIVE The variance reflects reduced employee costs within Internal Audit and Health and Safety mainly due to the timing of filling vacancies. OTHER NON-DEPARTMENTAL EXPENDITURE Redundancy costs of £5.8m requires to be met from the uncommitted General Fund balance previously approved by Cabinet. Expenditure on Unfunded Superannuation costs (the recurring element of severance costs) is anticipated to outturn £0.155m over budget however this will offset by savings within centrally held budgets predominantly relating to audit fees, reduced expenditure on grants and the release of the 2013/14 income contingency and elements of the Change Fund, where actions and outcomes are being delivered within existing departmental budget provisions. The variance is partly offset by £0.761m adverse variance in respect of the reprofiling of three workstreams; £0.244m of the 2013/2014 saving from the establishment of the Leisure Trust, £0.237m of the Administrative/Clerical Functions review and £0.280m on Property and Estates Rationalisation. DEBT CHARGES
As indicated in the Council's Treasury Management Strategy it is currently anticipated that there will be a requirement to utilise £3.235m from the Capital Fund to offset debt charges. The amount may reduce in future periods as in year borrowing is reprofiled. The following is required to be earmarked at the year end: No. 1 2
Description Chief Executive / Health and Safety Budget commitments (Council 12 December 2013) Total
£ 0.114 0.820 0.934
NET EXPENDITURE
In Year Fund Transfers Departmental balance c/f Transfer to uncommitted general fund Fund Transfers
239.729
(6.390)
Budgeted Transfer £m 0.000 0.000 0.000
Projected Transfer £m (2.165) (4.225) (6.390)
The variance noted above assumed that all workstream savings will be achieved in the current year.
Funded by Aggregate external finance Transfer from Capital Fund Transfer from Renewal and Repairs Fund Utilisation of Previous Years Balances Total Funding
Housing Revenue Account Expenditure Income Net Expenditure Key Points:
Revised Annual Budget £m (221.477) (3.235) (0.922) (14.095) (239.729)
Projected Variance (favourable) / adverse £m 0.000 0.000 0.000 0.000 0.000
Revised Annual Budget £m 50.317 (50.317) 0.000
Projected Variance (favourable) / adverse £m (0.883) 0.263 (0.620)
Housing Revenue Account The HRA is projected to be £0.620m under budget of which £0.325m requires to be earmarked for bin corrals. There are lower than budgeted void rent loss savings, debt charges and staff costs from the timing of filling vacancies which are offset by an increase in the provision for rent arrears.
Opening Balances £m General Fund Balances Uncommitted Committed and Departmental Transformation Fund Total HRA Balances Total (all uncommitted)
In year Movement £m
Projected Closing Balance at 31/3/14 £m
(11.473) (15.517) (4.202) (31.192)
0.493 3.023 0.488 4.004
(10.980) (12.494) (3.714) (27.188)
4 (3.283)
(0.620)
(3.903)
TREASURY
Treasury
Maturity Profile of Loan Debt 30 30
£'m outstanding
25 25 20 20 15 15 10 10 55
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 2051 2052 2053 2054 2055 2056 2057 2058
00
Year Yearof of maturity maturity
Investments (£'m) 1.643
1.643
Santander (UK) PLC (2.587m) Bank of Scotland PLC (3.541m)
0.212
Standard Chartered (1.000m)
2.587
Handelsbanken (4.331m)
1.643
3.541
RBS (2.815m)
1.643 1
Barclays (3.298m) Goldman Sachs MMF (1.643m)
3.298
RBS Sterling Money Market Fund (1.643m) 4.331 2.815
Prime Federation MMF (1.643m) Ignis MMF (1.643m) Community group loans (0.212m)
Key Points: The Council had a total debt portfolio of £261.557m at the date of the report. 75% of this debt is with the Public Works Loan Board (PWLB), with the balance being loans with financial institutions. The average interest rate of all loans is 5.12%. The Council had a total investment portfolio of £24.356m at the date of the report. This was invested across a range of counterparties as permitted within the Treasury Management Strategy. An average interest rate of 0.48% was being earned on these investments. The maturity profile of investments is noted below: - Call (instant access): £21.8m (90%) - Up to 3 months: £0.8m (3%) - Between 3 and 6 months: £0.8m (3%) - Between 6 and 12 months: £1.0m (4%) Community group loans are currently issued to: - Catrine Community Trust: £110,000 - Scottish Dark Sky Observatory: £50,000 - Loch Doon Caravan Club: £50,000 - Passage to Monthraw: £1,987
CAPITAL PROGRAMME
Capital Budget Forecast Expenditure Allocation Expenditure to Date (£m) (£m) (£m)
Educational & Social Services Flowerbank Early Childhood Centre / Alexander Fleming Centre Willowbank School Loudoun Academy Leisure Centre Auchinleck Community Facilities School Estate Rationalisation Galston Office Facilities Onthank Primary School Dunlop Primary School Extension Kilmarnock Secondary School General Projects
4.250
1.911
3.850
11.500 1.250 4.900 27.500 2.800 4.000 0.500 33.000 1.632
11.711 0.766 4.738 0.000 0.285 0.008 0.127 0.021 0.538
12.000 1.350 4.900 27.500 2.800 4.000 0.500 33.000 1.584
Current Milestone
Status
Construction Complete Construction Complete Development Development Construction Development Development N/A
N/A
Key Points Flowerbank Nursery / Kilmarnock Day Centre Works at the Kilmarnock Area Day Centre are now complete; Social Services staff are currently targeting occupation of the premises on a phased basis through end February / early March. The works to the Flowerbank Nursery has also highlighted some issues with the structural integrity of the existing frame and as a result it is now anticipated that the facility will not now be completed until June 2014. Loudoun Academy Leisure Centre The works to the swimming pool and lesser gym hall have now been completed and handed over to the school. The remainder of the works, including the new fitness suite, are nearing completion and are anticipated to be handed over by end February. The costs associated with unavoidable and unforeseen problems on-site such as the existing building foundations, steelwork reinforcement and the removal of more areas of asbestos than previously anticipated are currently being assessed in consultation with the main contractor. It is anticipated that these additional costs cannot be contained within the overall budget allocation resulting in a potential overspend of up to £0.100m. Galston Office Facilities Work is on-going to develop the proposals for the refurbishment of the Council offices and former Chambers at 11 Cross Street; timescales are currently being determined. In relation to the premises at 7/9 Cross Street on the advice of the Council's Consulting Structural Engineers and following a building control inspection a dangerous building notice was issued 17 December 2013; this resulted in the temporary closure of the Co-op and Post Office facilities. Council staff are currently working in partnership with the building owners / occupiers to undertake temporary works to allow the facility to open. This works are due for completion by the end January 2014. Onthank Primary School The contractor commenced site set up on 20 January 2014, with groundworks proper anticipated to commence on site approximately 2 weeks thereafter. It is currently anticipated that the units for the building will start being delivered on site from late March with the building due to be handed over at the end July. The demolition of the existing South Block is anticipated to start mid-July with the works being full completely by September. Dunlop Primary School The Phase 2 extension / refurbishment design works are currently on-going. The outline design has been discussed and agreed with the Parent Council and a planning application has now been submitted. It is currently anticipated that works will commence on site prior to the summer holidays with completion of all works on a phased basis by September 2014. Hurlford Primary School An outline design has been prepared for the provision of replacement dining and kitchen facilities and include the additional works requested by the Parents Council to refurbish the existing toilets. Staff, parents and pupils are due to be consulted on the outline designs on 5 February 2014. It is currently anticipated that works could commence on site during the school summer holidays with all works completed by October 2014.
Capital Budget Forecast Expenditure Allocation Expenditure to Date (£m) (£m) (£m)
Finance & Corporate Support General Projects Neighbourhood Services Doon Academy Synthetic Pitch Depot Improvements Lugar Recycling/Outdoor Amenities Dean Road Bridge Kilmarnock Town Centre Regeneration (Civic Centre) Kilmarnock Town Centre Regeneration (General)
Current Milestone
1.750
1.281
2.286
N/A
0.941 4.000 2.110 1.500
0.005 0.000 0.000 0.189
0.941 4.000 3.620 1.500
Development
2.700
2.325
2.700
Complete
5.000
0.038
5.000
Development
Cumnock Town Centre Regeneration
4.000
0.000
4.000
Development
Cumnock Town Hall Other Town Centre Regeneration Dean Castle Country Park Moorfield Industrial Estate Phase 1 Moorfield Industrial Estate Phase 2 Council House Building Programme (SLP) Energy Efficiency General Projects Housing Investment Programme
1.048 5.000 0.200 2.100 3.344
0.136 0.000 0.000 1.680 2.060
1.048 5.000 0.200 1.710 2.710
Construction
28.493
1.772
30.963
Construction
3.000 8.676 14.000
0.002 5.655 9.779
3.000 8.570 13.103
Development
Status
N/A
Development Development Tender
Development Development Complete Complete
N/A
N/A
N/A
N/A
Key Points Depot Improvements Works are currently on-going to prepare outline designs for the redevelopment of facilities at the Western Road Depot. Prior to starting any works, site investigations were required to accurately locate a mine shaft which was believed to be in the vicinity of the proposed development area. Following the investigations the consultant engineers have recommended that remediation works are required to the mine shaft and have proposed a 15 metre exclusion zone around the affected area until these works are completed. The impact on site operations have been considered and alternative arrangements put in place. Lugar Waste & Recycling and Outdoor Amenities Centre Works are currently on-going to finalise designs / layouts in respect of the new recycling and outdoor amenities centre based at the former Council Offices site in Lugar. Concerns have been raised by consultants as a result of ground contamination which will require to be addressed as part of the development, however, the extent of remediation required cannot be determined until the appropriate Environmental Impact Assessment is completed to support the planning application. It is currently estimated that the overall costs for the project are approximately £3.600m, however, it is anticipated that the project is still viable on a "spend to save" basis as the overall revenue savings are at least equivalent to the debt repayment associated with the development. Dean Road Bridge The temporary footbridge has now been completed. The revised road bridge tender documents have been issued. It is currently anticipated that works will start on site May 2014. Cumnock Town Hall External works to the roof and stonework were due to be completed by December 2013. However, concerns were raised by Corporate Infrastructure in respect of the quality of completed works versus the agreed specification. As a result the contractor has been issued with a Certificate of Non-completion and has been instructed to rectify works to the roof at their own expense. As a result, the external works are not now anticipated to be completed until end February 2014. The first phase of internal works to the reception / entrance area have commneced on site. The remainder of internal works including the replacement of the existing heating system are currently out to tender and are currently anticipated to start on site by March 2014. Council House Build Programme Tenders have now been awarded for the sites at Ayr Road, Cumnock, Witch Road, Kilmarnock, Robertland Square, Stewarton, Chapel Lane, Galston; Portland Street / Rennie Street / Hillside Crescent, Kilmarnock; site works started on a phased basis from 20 January (Robertland Square and Portland Street) with the remainder through February to April 2014. Tender documents have been returned for the remainder of sites at Riccarton Road / Kilwinning Road, Hurlford; Lochore Terrace, Darvel; and Brewlands Street, Galston. The tender return for Riccarton Road is not demonstrating best value and it recommneded that the project be redesigned and deferred until 2015/16. The current schemes have incurred additional extraordinary development costs such as ground remediation, demolition etc which were highlighted in previous Cabinet reports but excluded from budget allocations due to the uncertainty over applicability to individual schemes. The schemes at Skeoch Road, Mauchline and West Langlands Street, Kilmarnock which are being undertaken in partnership with external partners are progressing as planned. Housing Investment Programme Phase 2 of the rendering programme has been held over to be carried out in 2014/15. In addition, the unit prices for gas central heating installations have been lower than originally anticipated.
PEOPLE
People Period 1 to 10 2013/14
Average Number of Number of working employees days lost
Chief Executive’s Office* Finance & Corporate Support. Educational & Social Services (LGE). Educational & Social Services (Teachers). Neighbourhood Services. East Ayrshire Council
20 514 3,178 1,048 1,146 5,906
386 2,279 20,839 4,260 7,494 35,258
Period 1 to 10 2012/13
Days lost per FTE employee
Days lost per FTE employee
19.1 4.4 6.6 4.1 6.5 6.0
6.8 6.3 7.9 4.3 9.2 7.4
* including Internal Audit and Health and Safety
Average number of working days lost (All Staff) - Annual Equivalent Value 15.0 10.3 10.0
8.3
7.9
7.0
Period 2
Period 3
Period 4
5.9
7.8
7.2
8.4
8.3
5.9
5.0 0.0 Period 1
Period 5
Period 6
Period 7
2013/14
Period 8
2012/13
Period 9
Period 10
Period 11
Period 12
Period 13
Period 11
Period 12
Period 13
Note: data for period 1 to period 3 2012/13 estimated based on April to June data following a change in collection method.
Leavers as a percentage of employees 6.0% 3.9%
4.0% 2.0%
0.3%
0.4%
Period 1
Period 2
1.0%
1.1%
0.8%
0.6%
0.3%
0.5%
0.5%
Period 5
Period 6
Period 7
Period 8
Period 9
Period 10
0.0% Period 3
Period 4
2013/14
2012/13
Note: data for period 1 to period 5 2012/13 is unavailable following a change in collection frequency.
Vacancies Advertised (Period 1 to 10) Restricted Open Total
2013/14 78 283 361
2012/13 89 209 298
Grievances (Period 10): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total
Stage 1 0 0 0 0 0
Stage 2 0 0 0 1 1
Stage 3 0 0 0 0 0
Stage 4 0 0 0 0 0
Disciplinary Action (Period 10): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total
Verbal / Written 0 1 6 5 12
Final
Dismissal
Other
0 0 1 0 1
0 0 0 0 0
0 0 0 1 1
11
People Reasons for Absence Period 6(Period 1 to 10) Working days lost, by- reason 100.0%
40000 31.3% (1)
80.0% 35000
30000 60.0%
8.4% (6) 7.6% (1)
24.8% (82)
26.6% (1)
7.9% (8)
41.7% (73)
6.5% (16)
24.7% (8)
18.8% (1)
20000
25.1% (33)
8.4% (4)
20.0% 15000
31.3% (1)
Chief Executive's Office
24.1% (1)
14.5% (4) 12.1% (7)
20.2% (29)
Finance & Corporate Support
Educational and Social Services
Teachers
Neighbourhood Services
Total
Skin Conditions
Neurological
Endocrine
Chronic Fatigue Syndrome
Chronic Fatigue Syndrome
Stress – Personal Gynaecological
Operations/Recovery/Treatment
Stress - Both Work & Personal
Pregnancy Related
Workplace Injury
Headache/Migraine
Neurological
Viral Infection
Angina/Heart
Colds/Flu
15.9% (5)
Stress – Work and Personal Injury - Non Work Related
Other Reason
Respiratory
Colds/Flu
Other
Stress - Work Related
Stomach/Abdominal
Musculoskeletal
15.8% (2)
25.3% (1)
Stress – Work Related Musculo-Skeletal
Stress - Personal
Operations/Recovery/Treatment
All0other Stomach/Abdominal
5.1% (1)
24.3% (4)
10000 0.0% 5000
25.3% (1)
15.5% (20)
18.8% (1)
25000 40.0%
20.3% (1)
Note: Percentages in this graph represent the percentage of working days lost per department for each reason, while the number in brackets represents the number of staff absent for each reason. These two values are not related as the percentage of working days lost is affected by duration of absence, not the number of staff absent. For example, 10 days were lost for Department X in June, 1 member of staff was absent with the Angina for 9 days, another member of staff was off with Colds/Flu for 1 day. The graph values for Department X would be 90% (1) for Angina and 10% (1) for Colds/Flu.
Occupational Health Referrals (Period 1 to 10) 300
244
250 172
200 150
120 88
100 50
13
22
Ongoing
Welfare Referrals
12
30
0 New Referral
Physiotherapy Referrals
New Referral
Ongoing
Welfare Referrals
Physiotherapy Referrals
Key Points: Year to date the Council has lost 35,258 working days as a result of staff sickness absence, representing approximately 6.0 days per employee, an improvement from the 7.4 days per employee for the same period last year. Between period 1 and period 10 2013/14 Operations/Recovery/Treatment, Personal Stress, MusculoSkeletal and Stomach/Abdominal accounted for 57.7% all of absences. In period 10 2013/14, a total of 401 people, representing 6.6% of the workforce, were absent from work due to sickness. The majority of absences (58%) were for seven days or less and did not require medical certification. During Period 10, 3 employee had a sickness absence within this period, which, in accordance with the Council’s Sickness Absence Management Policy, resulted in disciplinary action being taken.
12
HEALTH AND SAFETY
Health and Safety Reportable Incidents 6 5 4 3 2 1 0
1 1 2
4
3
2
1
Period 7
Period 8
2
0 Period 1
Period 2
Period 3
Period 4
RIDDOR - Employees' Injuries
Period 5
Period 6
4
1 1
RIDDOR - Others' Injuries
1 Period 9 Period 10 Period 11 Period 12 Period 13
RIDDOR - Dangerous Occurrence
RIDDOR - Reportable Disease
RIDDOR - The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995
Key Points: During Periods 8 -10 (2013/14) there were a total of 420 incidents reported to the Health and Safety Team. Of the incidents reported to the Health and Safety Team, 6 required to be reported to HSE in line with RIDDOR. The ‘Causes’ of the 6 incidents were as follows Manual Handling (2), Slips-Trips-Falls (3) and ‘Other Reason’ (1).
Non Reportable Incidents 200 150
87
85
76 100
73
50
89
88
Period 1
Period 2
96
63 51
62
26 33
42 31
89
67
Period 3
Period 4
Period 5
Period 6
Period 7
0
96
Non-Reportable: Employees' Injuries
26 40
93
Period 8
Period 9 Period 10 Period 11 Period 12 Period 13
Non-Reportable: Others' Injuries
Key Points: The 3 predominant ‘Causes’ of incidents were Violence and Aggression 226 (54%), Slips-Trips-Falls 55 (14%), and Near Miss 23 (6%)
LocationofofNonNonReportable Incidents (Period 8 to 10) Location Reportable Incidents (Period 1 to 6) 500 Housing Stock or Hostels 400 300 200 Leisure Facilities and public places 100 Educational astablishments 0
0.024210526 0.068947368 0.091315789 0.218947368 0.546578947 Total
Cemetries
0.4
Community Centres
Residential
Hostels
0.2
Children's Houses
Depots
Early Childhood Centre
Adult Day Centre
Offices
On Site
Secondary Schools
Primary Schools
Special School
0
0.6
The highest proportion of incidents occurred within Special Schools (135 – 32%). Of this number, 128 were as a result of ‘Violence and Aggression’. Second highest number of incidents occurred within Primary Schools (86) with 50% of that figure being incidents of Violence and Aggression.
14
Health and Safety Key Points: Number of violence and aggression incidents (All locations, excluding schools) 100 50 21
17
17
Period 1
Period 2
Period 3
10
15
14
Period 4
Period 5
Period 6
17
17
Period 7
Period 8
11
8
0 2013/14
Number of violence and aggression incidents (Schools) 100 50
Period 9 Period 10 Period 11 Period 12 Period 13
2012/13 95
90
77
64
47
46
41
26 3
7
Period 4
Period 5
0 Period 1
Period 2
Period 3
Period 6
Period 7
2013/14
Period 8
2012/13
Period 9 Period 10 Period 11 Period 12 Period 13
Average number of days to report incidents 10.0
7.7 5.7
4.5
5.0 1.0
1.9
2.0
2.9
2.0
2.7 2.9
2.0
3.2
4.1 2.2
3.1
2.3
5.4
4.4
3.2
4.0 3.9 2.6
3.6
3.4
2.9
Period 9
Period 10
1.0
0.0 Period 1
Period 2
Period 3
Period 4
Finance & Corporate Support
Period 5
Period 6
Neighbourhood Services
Period 7
Period 8
Educational and Social Services
Key Points: During Period 8 to10 (2013/14) there were 226 incidents of Violence and Aggression, 57% of which were within Special Schools. An analysis of Periods 1 – 10 (2013/14) demonstrates a downward trend in incidents of Violence and Aggression within Special Schools. However, a major contributor to this decline is the School Holidays which fell during Periods 4, 5 and 10. The average number of days to report an incident to the Health and Safety Team during Periods 8 to 10 (2013/14) was 4.2 Days, which is a reduction in comparison to (2012/13). Number of days lost to work related stress 500.0 400.0 300.0 200.0 100.0 0.0
354.0 276.0
Period 1
Period 2
297.5
Period 3
278.0
Period 4
241.5
Period 5
240.0
Period 6
186.0
Period 7
2013/14
205.0
Period 8
162.5
150.0
Period 9 Period 10 Period 11 Period 12 Period 13
2012/13
Key Points: The number of days lost due to work related stress accounts for 6.8% of the total number of days lost due to sickness between period 1 and period 10 2013/14, compared to 6.4% of absences over the same period last year (2012/13). Together, between period 1 and period 10 2013/14, all stress categories account for 23.4% of staff absence, compared to 24.5% of staff absence during the same period last year (2012/13). Where an employee is absent due to work related or personal stress then they are subject to the set early intervention arrangements which require immediate referral to the Occupational Health Service for initial assessment of the reasons for the absence and consideration of whether, at that stage, referral to a medical adviser is required.
15
COMPLAINTS
Complaints Dealt with Under Stage 1 only
Finance & Corporate Support. Educational & Social Services Neighbourhood Services. Cross Department East Ayrshire Council
17 12 101 0 130
Complaints Received (Period 1 to 10) Dealt with Dealt with Under Number of Under Stage 1 complaints Stage 2 only then Stage 2 2 1
2 11 1 16
20 16 118 1 155
2 6 0 9
Number of Improvement Activities
4 14 6 0 24
Key Points: For the reporting period, a total of 155 complaints were dealt with. As at 12 January 2014, 149 of these were closed (8 of which were dealt with at both stages), 2 were withdrawn and 4 remained open. In the year to date a total of 24 improvement activities have been identified as a result of complaints received by the Council. Examples of the types of actions taken are provided below: -
Customer Care refresher training is being arranged to improve customer care. In-house staff training will be carried out to achieve a reduction in errors, improve staff confidence and improved customer care. Overtime and outsourcing of work has decreased processing times within the Revenues & Benefits Service and should result in improved customer care and ensure the timeous issue of bills/notices. A change in procedure has been adopted in relation to entering and leaving a school building to improve the security of pupils, staff and visitors. Lighting levels were increased in Fenwick Road, Kilmaurs following a complaint received regarding the lighting level being too low.
-
Complaints Closed (YTD): Complaints Closed (Period 1 to 10) Number Closed Within Time
Number Closed
133 24
Stage 1 Complaints Stage 2 Complaints
79 (59.4%) 14 (58.3%)
Average Days to Respond
Upheld in Full
Partially Upheld
8.0 28.9
46 (34.6%) 5 (20.8%)
32 (24.1%) 8 (33.3%)
Average number of days to respond Finance and Corporate EducationalNeighbourhood Support and Social Services Cross Services Department Complaints Closed (Period 1 to 10) 80 70 60 50 40 30 20 10 0
stage 1 stage 2
9.9 15.3
15.2 38.3
6.8 26.9
768.0
76.0
28.9
38.3 28.9
26.9 9.9
15.3
Finance and Corporate Support
15.2 8
6.8
Educational and Social Services
Neighbourhood Services
stage 1
Cross Department
Complaints Closed (Period 1 to 10)
stage 2
Key Points: The average number of days to respond to Stage 1 Complaints has remained at 8.0 days since Period 7. The average number of days to respond to Stage 2 Complaints has increased from 27.3 days to 28.9 days since Period 7. The cross departmental complaint related to eleven separate issues across two services. The complainant was made aware that the complaint would take longer than 20 days, at which time the complainant indicated their acceptance of this and took the opportunity to provide more information and queries, which also required to be responded to. Clearly the time required to produce the detailed comprehensive response skews the overall average.
BUSINESS BRIEFINGS
Business Briefing Educational & Social Services % of School Leavers Entering Positive Destinations % Attendance in East Ayrshire Schools % Absence in East Ayrshire Schools % Temporary Exclusions
Period
Target
Result
2012/13 2012/13 2012/13 2012/13
94% 96% 4% 0%
90.8% 93.4% 5.0% 0.1%
Status
Key Points: School Leavers Destinations The School Leavers Destination results show that 90.8% of young people leaving school in East Ayrshire in 2012/13 entered a range of positive destinations, these included Higher Education (31.5%), Further Education (37.6%), Training (4.1%), Employment (16.8%) and Voluntary Work 0.5%. The School Leavers Destination result at 90.8% is up 0.9% from 89.9% in 2011/12 and is the highest result ever recorded in East Ayrshire. Of note in 2012/13 when compared to 2011/12 is a 4.2 percentage points increase in school leavers entering full time education and an increase of 2.2 percentage points in school leavers entering employment. This improved performance is however offset by a 4.7% decrease in school leavers entering higher education. In 2013 a Corporate Working Group Chaired by the Acting Head of Service: Schools was set up to improve East Ayrshire’s approach to school leavers and positive destinations. The working group has developed and is implementing and monitoring its positive destination plan with the aim of further improving the number of young people in East Ayrshire achieving a positive destination on the completion of their secondary education. Absence / Attendance in East Ayrshire Schools School attendance levels in East Ayrshire schools rose from 93% in 2010/11 to 93.4% in 2012/13 and during the same period absence levels corresponding fell from 7.0% in 2010/11 to 6.5% in 2012/13. These figures are around the average for Scottish Schools (attendance 93.8%, absence 6.2%) Within school sectors there was a degree of variance during 2012/13 with attendance in Primary Schools measured at 94.9%, Secondary Schools at 91.4% and Special Schools at 95.3%. Absence levels within Primary Schools were measured at 5.1%, Secondary Schools at 8.5% and Special Schools at 4.5%. East Ayrshire Council schools maintain a significant and ongoing commitment to increasing the level of attendance at all our schools, this approach has seen year on year improvement in attendance over the last three surveys. Period
2012/13
2013/14
Percentage of Payment of Invoices Paid within 30 days
Period 10
89.7%
89.6%
Percentage of Council Tax received during current year to date
Period 10
N/A
85.6%
Percentage of buildings rated 'F' or above
Period 10
85%
85.1%
The total amount of spend via PECOS (year to date)
Period 10
£22.2m
£26.2m
Status
Finance and Corporate Support
Key Points: The percentage of Payment Invoices paid within 30 days has improved by 0.7% compared to period 7 2013. Further improvement may move this measure to on target status. Council Tax received by the end of Period 10 was 85.6%, which has decreased from period 7. The measure remains within tolerance against it's target of 90%. Ongoing work continues to ensure that all debts are addressed at an early stage and all recovery options optimised. The ongoing economic situation and welfare cuts are having an impact on overall collection. The percentage of buildings rated 'F' or above has remained unchanged since period 7. The Transformation Board passed a report authorising a number of energy efficiency measures. These measures may improve the EPC rating for the buildings under consideration. The total spend via Pecos is £26.2m to date compared to £22.2m for the same period in 2012/13. 19
Business Briefing Period
Target
Result
Period 10
4.5%
7.8%
Number of void housing properties
Period 10
390
415
Number of pothole reports received via Streetscene
Dec 2013
100
60
Neighbourhood Services Current Tenant Arrears as a percentage of the net amount of rent due in the year
Status
Key Points: East Ayrshire has shown consistently strong historical performance with regard to current tenant rent arrears performance indicators over a number of years. In 2012/13 Audit Scotland benchmarking indicates that East Ayrshire Council had a ranking of 7th compared with the other Scottish Local Authorities and was well below the Scottish local authority average of 6.8%. However current performance for tenant arrears is higher than the target of 4.5 % and higher than 4.7% which was the performance at 31 March 2013. The performance is above cyclical trends and recognises the adverse affects on the local economy of national economic trends and the impact of welfare reform. Strong performance in arrears has been associated with early and effective action, along with ensuring full uptake of all available benefits. Housing staff are actively ensuring that appropriate assistance and actions are being taken to maximise rental income. Voids and re-lets and void rent loss remain a key focus for the department. The average days to let for not low demand voids has reduced to 24.5 days within the current year, which compares favourably with a prior year end figure for 2012/13 of 42 days. Re-let performance for low demand stock has reduced from 85 days to 70 days for 2013/14. The number of void houses has increased from 350 in period 6 to 415 in period 10. While process re-design has delivered performance improvement, the level of low demand has continued to increase, creating particular difficulty in identifying new tenants for available properties across a number of settlements. The number of potholes reported via the Streetscene system has reduced considerably when compared to the previous year. This reflects the investment in the road network during 2013 and in particular the additional surfacing works on the rural minor road network. The wet winter will have a detrimental impact over the coming periods but it is anticipated that the total for the year will be significantly less than last year. By the end of period 10, the Economic Development Service had secured an additional 205 job opportunities for unemployed young people through a new Employer Recruitment Incentive launched by the Scottish Government in 2013 and the Business Grants budget was 98% fully committed for 2013/14 with 89 businesses forecasting an additional 230 jobs through their growth aspirations.
20
RISKS
Risks Risk No.
1a
1b
1c
2
Risk
Economic climate The level of grant funding available in the future will not support existing service levels.
Economic climate The current economic position will have an impact on the income collected by the Council
Economic climate The local economic position will have a direct impact on the residents of East Ayrshire and their demand for Council services.
Risk Owner
Overall Risk
We consider the overall risk rating to be High as there remains significant uncertainty within the United Kingdom as to the longer term impact of the Comprehensive Spending Review, recent Budget announcements and the ongoing austerity measures. Projections included in the Transformation Strategy Update Report presented to Cabinet on 11 December 2014, anticipate a budget gap of £1.017m by 2016/17 following the approval of a number of further savings, and taking into account all previously approved efficiencies and workstreams. Reviews of existing structures / financial controls / service delivery models are ongoing to maintain strong financial management across the Council. The Council's Executive transformation strategy is designed to ensure a sustainable platform from which to Director of deliver services. Measures to close the projected budget gap will mitigate this risk. Finance and Council on the 12 December approved the 2014/15 budget together with indicative Corporate savings proposals for the period up to 2017. Officers have analysed recent budget announcements at UK and Scottish levels to ascertain the local impact of these. Support Information on additional budget pressures from demographic changes has also been gathered and where appropriate incorporated into the budget strategy. The Transformation Plan Strategic Board meet on a fortnightly basis to challenge progress being made in delivery of the programme and consider opportunities to close the remaining gap.
Red We consider the overall risk at present to be High as recent and imminent reforms to benefits, and job losses in the area, most recently in the coal industry, could have a severe impact across Council services. Executive The anticipated downturn has been reflected in Council budgets with an income Director of contingency identified for 2013/14 and beyond. The anticipated impact of welfare Finance and reform is being monitored on an ongoing basis with an update report considered by Corporate Cabinet on 13 November. The HRA budget has also been reviewed and revisions Support made in anticipation of the impact of welfare reform on rent arrears, with the bad debt provision at Period 10 projected to increase by £0.600m. Red We consider the overall risk to be High as recent and imminent reforms to benefits, and job losses in the area will have a severe impact on residents and indeed across Council services. It is anticipated that Welfare Reform will have an acute impact on East Ayrshire Executive residents. Work is progressing to ensure support mechanisms are in place through Director of Financial Inclusion and other appropriate services including CAB. Officers have Finance and recently identified larger premises for the Bureau to allow some capacity issues to be Corporate addressed. In addition, a senior officer group comprising officers from social services, housing, finance and communications meet regularly to plan an Support appropriate response in terms of service delivery. A futher £0.205m has been added to the Welfare Reform Fund to allow practical supports to be developed in repsonse to the issues created by Welfare Reform.
Red We consider the overall risk to be High in terms of financial, reputational and economic risk factors. Individual sites are large in size with costs likely to be significant - liquidators are seeking to minimise their residual liabilities. The Council has no liability for the restoration of the sites and is assessing implications which may arise in respect of duties under the Environmental Protection Act to ensure that hazardous areas are made safe. Financial Risk – Work is progressing at a national level through a Scottish Government led task force Certain Liabilities in Depute Chief and the Council has significant representation on this group. Legal and specialist relation to opencast coal Executive engineering advice has been commissioned to support these efforts and the sites may fall to the independent review group recently completed its work with a report subsequently Council to resolve received by Council. An update report on "Steps to Recovery" was also considered by Council in January 2014. Members will continue to receive updates on risks as information becomes available.
Red 22
Risks Risk No.
3
4
5
6
7
Risk
Risk Owner
Overall Risk
The overall risk is Medium recognising that there has been an increase in focus on Health and Safety. Failure in this area would have significant consequences for employees, service users and the Council. Acting We have arrangements in place to manage health and safety across the Council Health and Safety Executive which are kept under review and the Violence at Work policy has been relaunched. implementation of new Director of The Chief Executive's Health and Safety Strategy Group, which includes Trade arrangements fails to Neighbourho Union representation, continues to keep under review both policy and relevant and adequately address risk. od Services related operational matters. Regular Safety Flashes are issued to ensure awareness across the organisation of key Health and Safety issues. Amber The overall risk is Medium - the impact for individuals could be severe and would Executive adversely impact on the Council’s reputation. Protection of Children Director of Targeted service redesign including work force and organisational development and Vulnerable Adults Educational continues across the Council and partner agencies to support a continuous individuals are not and Social improvement agenda. The Chief Officer Group maintains an ongoing strategic adequately protected. review of this important area. Services
Financial Risk - Equal Pay and Equal Value Claims will have a significant financial impact on the Council
Head of Human Resources
Amber We consider the overall risk to be Medium as there remains an element of uncertainty in respect of the total expected cost of resolving these, and potential future claims. A reasonable provision has been identified to fund claims which are being managed by the Council with its external advisers. The most recent year end review resulted in no change to the provision held with the calculations audited as part of the annual external audit of the Financial Statements.
Amber The overall risk is Medium as the nature of the activity is such that new attacks are increasingly likely. Enhanced procedures are in place to prevent and detect fraud, information received from colleagues in other areas and anti-fraud networks is assessed as received. Actions taken in response to PSN compliance will increase resilience in relation to Fraud and Executive information governance, loss of data and inappropriate access to systems. The misappropriation of Director of Head of Finance chairs a Strategic Anti-Fraud Steering Group which is reviewing council resources - the Finance and and and ensuring a corporate approach is taken. A revised Fraud Strategy, taking Council is faced with Corporate account of current risk issues, was approved by Cabinet on 19 June 2013. Close financial loss through Support liaison is being maintained with Police Scotland in relation to their Counter fraudulent activities. Corruption work and the recently launched Integrity Model. An initial meeting has taken place with Det Insp Sharp of the Public Sector Counter Corruption Unit, with a number of opportunities for close working identified.
Business Risk - the Council is unable to properly manage the impact of multiple internal and external change programmes.
Amber The overall risk is Medium as failure to manage the consolidated impact of the current range of internal and external change programmes could be significant. The Corporate Management Team, Transformation Plan Strategic Board and Corporate Risk Advisory Group are all well placed to consider the consolidated Executive impact of change programmes. It will however, be important for individual project Director of leads to maintain specific risk registers and for the CMT to take an overview of the Finance and consolidated risks reporting to Cabinet as appropriate. PRINCE2 methodology is Corporate well deployed acorss the Council and provides the framework for managing projects Support including the identification and management of risk.
Amber
23