2011/12 outturn (31 March 2012)
REVENUE
Revenue Revised Annual Budget £m Resources PPP Schools Community Support Facilities Management Social Work Educational & Social Services
0.986 8.790 64.262 23.557 13.950 65.754 177.299
Variance (favourable) / adverse £m 0.031 (0.095) (0.548) 0.327 0.167 (2.435) (2.553)
Key Points: Resources The variance mainly relates to additional teaching costs in relation to the annual Pupil Roll Adjustment, following the school census in September 2011. Schools The variance principally relates to school underspends which head teachers will request to be earmarked and carried forward. Social Work The re-ablement activities that are being rolled out across the service have resulted in a reduction in residential and nursing placements. An increased underspend is now projected in care at home costs, with budgetary provision made for increased expenditure over the winter months not being required. Savings are also being generated as a consequence of the timing of filling vacancies associated with service redesign. These are offset by additional adult care and children with disabilities care package costs and additional communication and computing costs. The Equipment and Adaptations budget has been fully utilised at 31 March and works commissioned but not complete at the year end are included as an earmarked balance to be carried forward. Educational and Social Services has identified earmarked balances of £2.149m as detailed below:
EDUCATIONAL AND SOCIAL SERVICES
No. 1
Description Social Work - Children and Families Service Re-design accelerated expenditure
2
Social Work - Vehicle replacement (supplement insurance settlement)
3
Social Work - Early retiral - Criminal Justice (non Grant)
4
Social Work - Integrated Resource Framework accelerated expenditure
£ 129,382 12,830 28,298 153,659
5
Social Work - Equipment and adaptations
362,602
6
Social Work - PECOS commitments 11/12 - goods received after 31/3/12
182,867
7
Education - Head of Projects salary cost for 2 years
189,800
8
Education - Early Years courses at Strathclyde University
9
Education - School Carry Forwards
10
Education - Unitary Charge underspend transfer to central reserve
25,170
11
Education - PPP heating and temperature control issues
70,000
12
Education – Improving attainment for looked after & accommodated children
70,000
13
Education - External catering kiosks
132,000
14
Education - Audit of schools networks
100,000
4,900 687,350
Total
2,148,858
1
Revenue Revised Annual Budget £m Central Management Support Finance Human Resources Corporate Infrastructure Democratic Services Legal, Procurement & Regulatory Council Tax HB/CTB HB/CT Benefit Subsidy Debt Charges Finance & Corporate Support
0.172 2.713 2.490 11.103 3.907 2.842 (48.787) 52.239 (51.980) 18.922 (6.379)
Variance (favourable) / adverse £m 0.001 (0.381) 0.009 (1.779) (0.266) (0.166) (0.163) 0.017 (0.412) 0.000 (3.140)
Key Points: Finance There are a number of vacancies across the service pending full implementation of the management review, anticipated savings across supplies and services and additional benefits grants have been received from the DWP in relation to legislative changes. Corporate Infrastructure The variance mainly relates to repairs within the Property Maintenance function with the budget fully committed, but the work has not been fully f completed at the year end. This underspend is essentially a timing issue, requires to be earmarked in order to allow the finalisation of the work in 2012/13. An anticipated shortfall in fees from the timing of work in respect of the capital programme is partly offset by vacancies pending full implementation of the management review. Democratic Services The favourable variance is primarily due to vacancies within the Policy, Planning and Performance division, a reduction in supplies and services, including local area grants and an underspend in relation to the Development Fund which require to be earmarked for use in 2012/13. Legal, Procurement & Regulatory The variance is due to additional income to meet Licensing Board expenses and reduced expenditure principally on Tobacco Sales Enforcement, Chemist and ASB Night Noise, and are partly offset by the costs of a temporary solicitor and other service expenditure.
FINANCE ANDCORPORATE SUPPORT
Finance and Corporate Support has identified earmarked balances of £2.465m as detailed below: No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Description Corporate Infrastructure - Central Repairs committed work Corporate Infrastructure - Industrial units dilapidation costs Corporate Infrastructure - Johnnie Walker Bond uncharged water charges Corporate Infrastructure - Drainage costs Clearmount Park Democratic Services - Grants committed Democratic Services - Performance software Democratic Services - Development fund (awards to Prince's Trust) Democratic Services - Printing equipment (spend to save) LPR - Food Standards Agency (income for 12-13 work) LPR - Temporary solicitor (1 year contract extension) LPR - Legal case management system Finance - Income Management system upgrade Finance - additional DWP grant for benefits processing Human Resources - Further Education commitments
£ 1,806,097 80,000 15,500 3,500 40,700 29,800 48,000 75,000 5,500 50,000 80,000 100,000 111,538 19,700
Total
2,465,335
2
Revenue Revised Annual Budget £m Central Management Support Leisure Services Emergency Planning Police & Fire Planning & Economic Development Roads & Transportation General Fund Housing Neighbourhood Services
0.458 10.818 0.054 24.931 4.429 13.062 10.049 63.801
Variance (favourable) / adverse £m 0.017 (0.402) 0.000 0.000 (0.771) 0.145 (0.301) (1.312)
Key Points: Central Management Support The variance is due to additional non recurring supplies and services costs offset by reduced administration costs. Leisure Services The variance mainly relates to the timing of the receipt of a replacement CHIP van, the funding of which will require to be earmarked. There has been additional income in respect of grant funding and fees and charges as well as reduced expenditure throughout the service. Planning & Economic Development y relates to reduced expenditure p on the Employability p y y and Future Jobs Fund contracts,, with a The variance mainly balance of £0.649m required to be earmarked to meet future commitments. There are a number of vacancies pending implementation of the management review, partly offset by additional expenditure in relation to building warrant fee income and additional expenditure on business grants. The variance in relation to Planning income has reduced following a review of income targets as part of the line by line review of departmental revenue budgets. Had the review not taken place, the under recovery of income would have been £0.948m primarily resulting from adverse variances in Planning Fees of £0.299m and Building Warrant Fees of £0.497m. General Fund Housing The variance reflects additional trade waste income, reduced employee costs due to the timing of vacancies and reduced overtime, special payments and reduced expenditure on an external contract. An overall reduction in expenditure relating to temporary accommodation adds to the underspend.
NEIGHBOURHOOD SERVICES
Neighbourhood Services has identified earmarked balances of £1.299m as detailed below: No 1 2 3 4 5 6 7 8 9 9
Description White light street lights Multi Storey Car Park - white light Car Parks - Trial free parking Travel Plans - Revenue Replace CHIP van Landscaping work at Dean Castle Country Park Outdoor Amenities - Equipment Rough Sleepers Initiative funding disbursement Planning & Economic Development - Future jobs fund Planning & Economic Development - Miscellaneous
£ 194,000 31,912 46,000 43,500 126,629 8,500 42,200 24,281 649,096 133,000
Total
1,299,118
3
Revenue Revised Annual Budget £m
Central Services
8.014
Variance (favourable) / adverse £m (1.822)
Key Points: Central Services A variance of £0.030m has arisen in relation to vacancies within the Internal Audit service. A favourable adjustment in relation to the level of recovery of deposits with Icelandic Banks has resulted in a credit of £0.251m. A balance of £0.911m requires to be earmarked and details are shown below. Many of these are in relation to timing issues with funding received and held centrally, but not yet used.
CEN NTRAL SERV VICES
The remainder of this variance relates to centrally held budgets and contingency funding expected to be used to offset severance costs, which were funded directly by services during the year. No. 1 2 3 4 5 6
Description Chief Executive’s budget European Match funding Zero Waste Fund B i Business Enterprise E t i F Fundd Carbon Reduction Commitment Tourism (EAC Town / Road Signage phased replacement)
£ 33,951 300,000 372,300 79 194 79,194 76,060 50,000
Total
911,505
NET EXPENDITURE
242.735
4
(8.827)
Revenue Revised Annual Budget £m Funded by Aggregate external finance Transfer from Capital Fund Contribution from Repairs and Renewals Utilisation of Previous Years Balances
Total Income Surplus for the year - departmental c/fwd Transfer to repairs and renewals fund Transfer to uncommitted general fund
Housing Revenue Account Expenditure Income
Net Expenditure
Variance (favourable) / adverse £m
(238.800) (0.471) (2.568) (5.774)
0.000 0.000 0.000 0.000
(247.613)
0.000
0.000 0.000 (4.878)
(7.359) (1.800) 0.332
46.057 (46.057)
(1.574) 0.370
0.000
(1.204)
Key Points: Housing Revenue Account The expenditure variance includes £1.300m budgeted for in relation to a legal settlement. This however was charged to the HRA in the previous financial year and is therefore no longer required for this purpose. In addition changes to the Housing Capital programme due to asbestos related issues and reprioritisation of maintenance work has resulted in less expenditure being incurred than planned. Cabinet on 7 March 2012 were advised that additional costs of the Housing Investment Programme would be met from balances, with £0.870m of the previously reported underspend utilised in this way. The reprioritisation of maintenance work as a result of the delays in the capital programme has resulted in projected income being under recovered, although this partly offset by an insurance recovery in relation to frost damage work. As part of the 2011/12 year end process a provision of £0.200m has been identified in respect of potential legal settlements.
HRA
A balance of £0.293m requires to be earmarked for the HRA as detailed below: No 1 2 3
Description Fire Damage Settlement Church St - Reinstatement work outstanding as at 31 March 2012 Housing Condition Survey Bellsland Place - Repair Work
£ 36,628 228,780 27,209
Total
292,617
Opening Balances £m General Fund Balances Uncommitted Committed and Departmental
Total
In-year Movement £m
Closing Balance £m
(11.150) (17.348)
(6.452) 0.321
(17.602) (17.027)
(28.498)
(6.131)
(34.629)
(1.397)
(1.204)
(2.601)
HRA Balances
Total (all uncommitted)
5
Savings 2011/12
Unmet Savings Departments require to find alternative savings to offset any unmet savings. Cabinet approval will be required where service levels are affected.
Saving
Achieved To Date
Educational & Social Services Change advertising arrangements to reduce advertising costs for teachers £ 17,250 posts Comment: New arrangements are in place. However, additional costs have been incurred relating to Head of Schools and three Senior Education Managers posts per the E&SS Management Review. Deletion of 16+ Learning Choices Co-ordinator post, following cessation of £ 18,055 external funding support Comment: Postholder retired in August rather than March - saving was not achieved as a result of timing d l Relocate Muirkirk Nursery Class into Muirkirk Primary School and close £ 11,369 Muirkirk Nursery Class Building from August 2011, subject to all necessary statutory consultations. Comment: Cabinet agreed at their meeting on 25 January 2012 to undertake the relocation of the nursery class, and to declare the existing nursery class building surplus as of August 2012. £ 50,000 Review Youth Work Provision across the authority Comment: This saving will be subsumed and delivered within the wider work associated with Transforming our Relationship with the Communities we Serve. Reduce the number of classroom assistant numbers by 10 FTE in academic £ 91,000 session 2011/12 Comment: The number of classroom assistant hours matches the available budget g for 2012/13, as discussed with trades unions. This will be monitored throughout the year.
Neighbourhood Services £ 28,540 Additional Income from parking charges (car parks) Comment: There has been a 11.9% reduction in car park usage from last year, which is broadly similar to other authorities who were contacted. There are no concerns with enforcement with an increase in notices issued compared to last year. Increase parking charges for on-street parking from 15 pence to 20 pence £ 52,190 per quarter hour Comment: 11.9% reduction in on-street usage. Regular meetings are held with the Police who report an increased level of enforcement action compared to 2010/11. £ 55,120 Introduce standard charging for all bulky uplifts Comment: New charges became effective 1 April 2011. Current projections suggest the increased income target will not be met. Charges were removed with effect from 1 April 2012.
Key Points: The fully met savings reflect a total of £7.266m The partially met savings reflect a further £0.448m. The unmet savings (unachieved or partially unachieved) total £0.603m, although services have compensated for this in other areas of their budget.
6
CAPITAL PROGRAMME
Capital
Educational & Social Services Darvel Primary School and Nursery School Flowerbank Nursery Kilmarnock Area Day Centre Willowbank School New Cumnock Nursery and Primary School Patna / St Xavier’s Primary Schools Co-location Littlemill Primary School Sorn Primary School Gargieston Primary School Auchinleck Community Facilities School - Knockroon Galston Community Facilities Galston Office Facilities Galston TCRF Benrig Children's House General Projects
Budget Allocation (£m)
Expenditure to Date (£m)
Forecast Expenditure (£m)
5.000
2.610
5.000
1.750 2.500 10.000
0.020 0.074 4.528
1.750 2.500 10.000
9.600
3.265
9.600
Construction
10.000
7.724
10.000
Construction
1.320 1.100 12.000 4.900 10.500 1.000 2.800 0.605 1.210 1.643
0.378 0.889 5.975 0.577 0.000 0.941 0.129 0.559 1.156 1.435
1.320 1.100 12.000 4.900 10.500 1.000 2.800 0.605 1.210 1.435
Construction
Current Milestone
Status
Construction Design/Tender Design/Tender Construction
Construction Construction Tender Development
N/A
Construction Tender Complete Complete N/A
N/A
Key y Points: Flowerbank Nursery The issue of tender documents has been delayed to allow further time to complete detailed design work. This will have advantages during the post contract stages. It is currently anticipated that a joint tender with the Kilmarnock Day Centre will be issued end June, returning early August. The delay on Willowbank School is currently being monitored closely to determine the overall impact on timescales of the Flowerbank Nursery project. Willowbank School Roof sheeting is currently under way but was delayed on site due to the sub-contractor going into liquidation. Internal blockwork is largely completed. The Project Team continue to explore measures to absorb delays within the remaining programme where possible. Further discussions will need to be held with Education colleagues once there is certainty over completion dates to agree an appropriate handover / transition period given the specialist needs of the pupils; based on the current advice from the contractor this is now likely to be early 2013. Darvel Primary School Works are progressing well on site with only minor internal and external works to be completed. It is currently anticipated that construction works will be completed by the end of June, with the new facilities being available to staff and pupils from the start of the new school year in August 2012. Patna / St Xaviers Primary School Construction works for the new school have been completed and the building handed over to the Council on 1 June, 5 months ahead of schedule. The remaining works to the library and community centre are ongoing with completion anticipated by end June 2012. The new school facilities will be available to staff and pupils for the start of the August 2012 school term. Following a more detailed invasive survey, the extent of the asbestos removal required in relation to the demolition of the existing building were found to be substantially more than previously anticipated. As a result the works are estimated to costs approx £0.300m more than provided in the budget. Galston Office Facilities Following initial concerns relating to the structural frame of the Co-op building carried out after the decant of Social Services,, a structural engineering g g report p has indicated p problems with the concrete used within the building in the early 1970's. In light of the latest development costs, possible options including remediation are being identified, pending completion of a more detailed option appraisal exercise. 7
Capital
Finance & Corporate Support Council Chambers/Data Centre/London Road HQ General Projects Neighbourhood Services Palace Theatre / Grand Hall Stewarton Sports Facilities Ayrshire Athletics Arena Depot Improvements Dean Road Bridge Kilmarnock Town Centre Regeneration (Johnnie Walker Bond) Kilmarnock Town Centre Regeneration (Civic Centre) Kilmarnock Town Centre Regeneration (Opera House) Cumnock Town Centre (Office) Cumnock Town Centre (Retail) Council House Building Programme ((Phase 2)) Council House Building Programme (Phase 3) General Projects Housing Investment Programme
Budget Allocation (£m)
Expenditure to Date (£m)
Forecast Expenditure (£m)
4.075
4.162
4.162
Complete
1.509
3.368
3.368
N/A
2.981 4.300 7.025 5.600 1.000
2.721 4.207 5.927 1.362 0.090
2.981 4.300 7.025 5.600 1.150
Construction
3.993
3.944
3.993
Complete
5.700
0.651
5.700
Development
8.413
0.036
8.413
Construction
10.500 3.466
9.489 2.175
10.500 4.142
Construction
3.000
3.615
3.615
Complete
1.000
1.001
1.001
Construction
12.492 12.345
7.674 13.314
7.674 13.314
Current Milestone
Status
N/A
Construction Construction Development Tender
Land Acquisition
N/A
N/A
N/A
N/A
Key Points: Ayrshire Athletics Arena Works have been completed on site, with the official opening event being held on 8 June 2012. Synthetic Sports Pitches Tenders documents in respect of the Loudoun Academy and Auchinleck Academy schemes have been issued, returning 15 June; it is currently anticipated that works on site will commence early July 2012. The proposed scheme at Dalmellington is currently the subject of further discussions with the local football team. Dean Road Bridge Tender documents have been returned and checked, however, the award of contract has been held pending resolution of all outstanding issues relating to access to private gardens. Further delays may necessitate the retendering of the contract. Kilmarnock Town Centre Regeneration (Civic Centre) Tender documents have been issued for the roof and external stonework for both the North and South Civic Centre buildings. It is currently anticipated that work will start on site in August 2012. Work to the “shop front” facades has been completed on both the Civic Centre North and South buildings.
8
PEOPLE
People MARCH 2012
% Number of Working Number of working working Days staff absent days lost days lost Available 424.0 1 1 0.2% 9,943.5 409 68 4.1% 58,001.0 3,803 592 6.6% 26,372.0 936 172 3.5% 25,058.0 1,257 171 5.0% 119,798.5 6,406 1,004 5.3%
Chief Executive’s Office and Internal Audit Finance & Corporate Support. Educational & Social Services (LGE). Educational & Social Services (Teachers). Neighbourhood Services. East Ayrshire Council Percentage of Working Days Lost (Council Wide)
Full Year 2011/12: 5.0%
6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% Apr
May
Jun
Jul
Aug
Short Term
Sep
Long Term
Oct
Nov
Target
Dec
YTD 2011/12
Jan
Feb
Mar
2009/10
Top 5 Reasons for Absence (Council Wide) - March 2012 20.0%
18.7%
17.3% 14.3% 8.3%
7.9%
Work Stress
Colds / Flu
10.0%
0.0% Personal Stress
Operations / Recovery / Treatment
Musculoskeletal
Occupational Health Referrals Mar Feb Jan Dec Nov Oct Sep Aug Jul Jun May Apr
22 3 27 20 0 26 21 1 25 16 0 23 17 1 22 13 0 14 11 4 30 16 2 11 23 5 14 18 2 35 9 2 15 5 1 29 0
10
20
Short Term New Referral
30
42 36 41 37 35 34
40
38 40 33 27 47 33 50
Short Term Ongoing
60
70
Long Term New Referral
9
80
90
Long Term Ongoing
100
People Headcount 8,000
6,586
6,590
6,648
6,617
6,507
6,485
6,433
6,510
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Quarter 1
Quarter 2
Quarter 3
Quarter 4
6,000 4,000 2,000 0
2010/11
2011/12
Leavers as a percentage of employees 5.0% 4.0% 3.0% 2.0% 1.0% 0.0%
3.4%
3.2%
2.9%
1.6%
Quarter 1
Full Year 2011/12: 8.2%
1.5%
Quarter 2
Quarter 3
Quarter 4
Quarter 1
Quarter 2
2010/11
Vacancies Advertised Restricted Open Total
2.0%
1.6%
Quarter 3
Quarter 4
1.5%
2011/12
Q4 2011/12 21 78 99
Grievances Qtr4 2011/12 and full year: Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total
Stage 1 0 0 2 0 2
Disciplinary Action Qtr4 2011/12 and full year: Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total
Verbal / Written 0 0 2 2 4
Stage 2 0 0 3 1 4
Stage 3 0 0 2 0 2
Stage 4 0 0 0 2 2
Final
Dismissal
Other
0 1 3 1 5
0 0 0 1 1
0 0 0 1 1
Key Points: The overall absence rate for 2011/12 is 5.0%, above the Council target of 4.0%. The Managing Absence Policy and Procedures have been reviewed and have been issued to Trade Unions for consultation.
10
HEALTH AND SAFETY
Health and Safety Non Reportable Incidents 800 600 400 200 0
84 96 157
151
134
136 81
91 168
242
232
264
83 117 180
Q2
Q3
Q4
Q1
Q1
182
99 125
99 137
260
238
237
254
Q2
Q3
Q4
2010/11
2011/12
Non Reportable ‐ Employees
Non Reportable ‐ Pupil Injuries
Non Reportable ‐ Others
Key Points: As incidents are not necessarily reported to the Health and Safety Section before the quarterly statistics are produced, historic Health & Safety statistics require to be recalculated at the end of each quarter. As a result, historic information is subject to a degree of change. Near misses are excluded from the analysis. In terms of non reportable incidents, the top three causes of incidents account for 56% of all incidents. These were Violence and Aggression (213 incidents); Slip / Trip and Fall (127 incidents) and Step On / Striking Object (76 incidents). R Reportable t bl Incidents I id t 35 30 25 20 15 10 5 0
2 8
1 3 11
14
Q1
Q2
Q3
1
0 2 4 8 Q4
2 4
1
1 1 1 3
14
16
13
13
Q1
Q2
Q3
Q4
2010/11 RIDDOR ‐ Employee Injuries RIDDOR ‐ Reportable Diseases
0 9 7
2011/12 RIDDOR ‐ Pupil Injuries RIDDOR ‐ Dangerous Occurrences
RIDDOR ‐ Others Injuries
RIDDOR - The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995
Key Points: There were 29 reportable incidents in Quarter 4 of 2011/12. The causes of the 29 incidents were as follows: Slip, Trip and Fall (9 incident); Lifting/Moving and Handling (5 incidents); Step On/Striking Object (3 incidents); Physical Exercise (5 incident); Vehicle (4 incidents); Playground/Horseplay (1 incidents); Violence and Aggression (1 incident); and Other (1 incident). There were no dangerous occurrences reported during quarter 4. The Health and Safety Section continues to work closely with Services and establishments in identifying management action being taken in an effort to reduce the number of incidents; this includes implementation of tailored remedial actions, training courses and toolbox talks.
11
Health and Safety Location of Incidents (Qtr 4 2011/12) 80.0% 60.8% 60.0% 40.0%
24.3%
20.0%
5.8%
5.1%
3.3%
0.7%
Social Work establishments
Council offices
Other
Sheltered Housing
0.0% Educational establishments
Leisure Facilities and public places
Violence & Aggression Reporting (Apr '09 to Mar '12) 100 80 60 40 20 0 Mar‐12 Feb‐12 Jan‐12 Dec‐11 Nov‐11 Oct‐11 Sep‐11 Aug‐11 Jul‐11 Jun‐11 May‐11 Apr‐11 Mar‐11 Feb‐11 Jan‐11 Dec‐10 Nov‐10 Oct‐10 Sep‐10 Aug‐10 Jul‐10 Jun‐10 May‐10 Apr‐10 Mar‐10 Feb‐10 Jan‐10 Dec‐09 Nov‐09 Oct‐09 Sep‐09 Aug‐09 Jul‐09 Jun‐09 May‐09 Apr‐09
Key Points: Violence and aggression is regularly discussed at the Chief Executive's Health and Safety Strategy Group and at Departmental Management Teams. This includes a detailed review of all incidents, which can often reveal multiple incidents associated with small numbers of troubled individuals. 2011/12 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Average number of days to report an incident. 7.8 9.3 9.1 6.5 Unannounced visits undertaken. 97 211 175 51 Number of Incident Investigations. 19 19 18 12 % of properties with a Fire Risk Assessment. 77% 95% 100% 100% Number of days lost to work related stress 1,147 719 809 1,170 absence. Number of managers and supervisors completed 199 321 372 403 Stress Management Course.
Key Points: Concerted management action has been taken to reduce the number of days taken to report an incident. This continues to be given high priority with an expectation that the downward trend should continue in 2012/13. An electronic reporting system (SHEenterprise) has been implemented, tested and is now being rolled out in Leisure Services. This will then be progressively introduced across the Council with full adoption by October 2012. This will further streamline reporting processes, and will also allow more detailed management information to be developed.
12
PERFORMANCE INDICATORS
Statutory Performance Indicators In the pages which follow, detailed information is provided on the full range of performance information that is reported by the Council. This data falls into two categories, based on guidance from Audit Scotland. The first of these categories is ‘Corporate Management’ and the second is ‘Service Performance’. It should be noted that for a small number of indicators, 2011/12 performance data is not yet available. This is due to a time lag in the production of the data and relates mainly to indicators which are collected by agencies external to East Ayrshire Council. It should also be noted that in the case of SPI 9 (Winter Maintenance), the 2010/11 data which was reported in last year's Annual Performance Report has been subject to change (following external verification by the Association for Public Sector Excellence). The two measures which make up this indicator are italicised for ease of reference. The reporting framework is subject to annual review. This can sometimes result in an indicator being changed, indicators being merged or a new indicator being introduced. Where an indicator has changed, these are marked with a ‘C’; where indicators have been merged, these are marked with an ‘M’; and where new indicators have been introduced, these are marked with an ‘N’. Where possible, performance data covering the last three financial years is included. 2009/10 2010/11 CORPORATE MANAGEMENT RESPONSIVENESS TO COMMUNITIES Complaints: 1. Number of customers expressing dissatisfaction formally. Percentage of formal complaints classed as “justified” following investigation. Percentage of formal complaints responded to within agreed timescale. Percentage of formal complaints relating to any form of discrimination. Number of positive comments received. Number of improvements implemented as a result of complaints. Freedom of Information (FOI): 2. Percentage of FOI requests responded to in 20 working days. REVENUES AND SERVICE COSTS Council Tax: 3. Cost of collecting Council Tax per dwelling. 4.
5.
6 6.
Council Tax: The percentage of Council Tax that was received during the year. The overall percentage of Council Tax income for all prior years that was received (N). Invoices: Number of invoices paid within 30 calendar days of receipt as a percentage of all invoices paid. H Home C Care: The unit cost of home care. 13
2011/12
145
155
181
44.8%
47.7%
47.5%
64.1%
71.0%
69.1%
2.0%
0.0%
0.6%
1,241
1,966
2,655
28
30
55
91.7%
90.3%
89.9%
£11.45
£12.89
£11.44
94.1%
94.2%
94.3%
97.0%
96.5%
97.4%
80.7%
85.2%
88.1%
£14.30
£14.55
£14.69
7.
2009/10
2010/11
2011/12
£2.95
£2.87
£2.69
Average cost of producing school meals.
£2.66
£2.43
Satisfaction levels. Winter maintenance:
95.8%
96.6%
Cost of winter maintenance per km of road network.
£1,360
£1,229
Cost per gritted km of priority roads network.
£2,427
£2,443
82%
89%
18%
11%
Available October 2012
-
£8.77
£2.63
5.7
5.6
5.1
12.0
10.9
10.8
29.4%
33.6%
35.9%
39.8%
40.4%
43.7%
6.3%
9.4%
8.2%
94.1%
92.7%
94.3%
96.6%
80.1%
78.9%
85.0%
85.2%
85.3%
Occupancy: Occupancy rates for office accommodation expressed as square metres per FTE. Operational Portfolio:
21.9
22.8
23.2
Extent of operational portfolio expressed in square metres.
318,801
320,764
319,948
Arts & Museums: Cost per visit across Arts and Museums facilities.
8.
9.
School meals:
Road maintenance expenditure: Percentage of actual maintenance expenditure that is planned/proactive. Percentage of actual maintenance expenditure that is reactive. Recycling: 11. Net cost of recycling per premise (C). EMPLOYEES Sickness absence: 12.
Available September 2012 Available October 2012
10.
Average number of days lost for teachers.
13.
14.
Average number of days lost for other local government l employees. Equal opportunities: Percentage of highest paid 2% of earners among council employees that are women. Percentage of highest paid 5% of earners among council employees that are women. Turnover: Leavers in the last year as a percentage of the average total staff.
ASSETS 15. Assets: Proportion of operational accommodation that is in a satisfactory condition. Proportion of operational accommodation that is suitable for its current use. Energy performance: 16. Percentage of buildings rated ‘F’ or above. 17.
18.
14
19.
2009/10
2010/11
2011/12
Percentage of schools graded A (Good)
19.3%
19.3%
18.2%
Percentage of schools graded B (Satisfactory)
59.6%
61.4%
65.5%
Percentage of schools graded C (Poor)
19.3%
15.8%
14.5%
Percentage of schools graded D (Bad)
1.8%
3.5%
1.8%
11.6%
16.3%
9.3%
32.6%
25.6%
25.6%
39.5%
41.9%
51.2%
16.3%
16.3%
14.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
22.2%
77 8% 77.8%
77.8% 77 8%
55.6% 55 6%
22.2%
22.2%
22.2%
0.0%
0.0%
0.0%
21.6%
47.5%
46.8%
Percentage of schools achieving: Bronze
71.9%
77.2%
78.6%
Percentage of schools achieving: Silver
59.6%
64.9%
71.4%
Percentage of schools achieving: Green Flag Status
15.8%
26.3%
35.7%
66.0%
66.7%
66.0%
0.7%
0.7%
0.7%
0.4%
0.5%
0.4%
Condition of the School Estate:
School capacity: Percentage of primary schools where ratio of pupils to places is 0-40%. Percentage of primary schools where ratio of pupils to places is 41-60%. Percentage of primary schools where ratio of pupils to places is 61-80%. Percentage of primary schools where ratio of pupils to places is 81-100%. Percentage of primary schools where ratio of pupils to places is 101% or more. Percentage of secondary schools where ratio of pupils to places is 0-40%. Percentage of secondary schools where ratio of pupils to places is 41-60%. Percentage of secondary schools where ratio of pupils to places is 61-80%. Percentage of secondary schools where ratio of pupils to places is 81-100%. Percentage of secondary schools where ratio of pupils to places is 101% or more. PROCUREMENT PECOS: 21. Value of spend through PECOS as a percentage of council (non-pay) spend. SUSTAINABLE DEVELOPMENT Eco-schools: 22. 20.
EQUALITIES AND DIVERSITY Accessibility: 23. Percentage of council buildings in which all public areas are suitable for and accessible to disabled people. Ethnic minority: 24. Percentage of the local population who are from an ethnic minority. Percentage of the total workforce who are from an ethnic minority.
15
2009/10
2010/11
2011/12
0.7%
0.6%
0.7%
£42.60
£39.74
£38.65
10.6 days
14.0 days
14.5 days
Percentage of claims processed within 14 days of receiving all information.
81.1%
85.3%
83.9%
Percentage of claims processed accurately.
93.4%
95.6%
94.9%
558.5
517.5
571.1
97.1%
98.2%
98.5%
39.7%
46.2%
47.1%
84.7%
88.0%
89.9%
3.4
3.8
3.9
0.6
0.0
0.0
52.2%
67.1%
73.3%
Total number of overnight respite weeks provided: 18-64
701
690
684
Total number of overnight respite weeks provided: 65+
934
930
1,048
Total number of daytime respite weeks provided: 18-64
2,958
2,977
3,073
Total number of daytime respite weeks provided: 65+
1,601
1,622
1,590
Total number of respite weeks provided: 18-64
3,659
3,667
3,757
Total number of respite weeks provided: 65+
2,535
2,552
2,638
1,092
1,028
1,092
99.2%
99.3%
98.7%
Disabilities: Percentage of workforce who have declared they are disabled under the terms of the Disability Discrimination Act 1995. SERVICE PERFORMANCE BENEFITS ADMINISTRATION Administration costs: 26. 25.
Gross administration costs per benefits case. 27.
Benefits Processing (M): Average time for processing claims.
COMMUNITY CARE Homecare: 28. The number of homecare hours per 1,000 population age 65+. As a proportion of home care clients age 65+, the number receiving personal care. As a proportion of home care clients age 65+, the number receiving a service during evenings/overnight. As a proportion of home care clients age 65+, 65+ the number receiving a service at weekends. Accessibility: 29. Number of people waiting longer than target for assessment per ‘000 population. Number of people waiting longer than target time for service per ‘000 population. Staff qualifications: 30. The percentage of personal carers who are qualified to SSSC (Scottish Social Services Council) standard. Respite care: 31.
CRIMINAL JUSTICE SOCIAL WORK Social Enquiry Reports: 32. The number of reports submitted to the courts during the year. The percentage of these submitted by the due date.
16
2009/10
2010/11
2011/12
2,393
2,517
2,722
7,070
7,391
7,970
2,184
2,231
2,235
1,589
1,580
1,525
Number of visits per 1,000 population.
4,748
4,624
4,274
Borrowers as a percentage of the resident population.
18.1%
17.8%
16.7%
87%
87%
97%
476.0
598.4
588.3
5.2%
4.8%
4.6%
51.5%
66.3%
41.8%
-
-
19.7 weeks
96.4%
96.4%
96.8%
97.2%
99.3%
99.0%
Average income per warrant.
£380
£672
£356
Income as a percentage of the value of development plans submitted.
0.8%
0.5%
0.8%
-
-
15.4 weeks
81.9%
Available December 2012
CULTURAL & COMMUNITY SERVICES Pools/other leisure facility attendances: 33. Number of attendances per 1,000 population for pools.
34.
35.
Number of attendances per 1,000 population for other indoor sports and leisure facilities, excluding pools in a combined complex. Visits to and use of museums: The number of visits to/usages of council funded or part funded museums per 1,000 population. The number of those visits that were in person per 1,000 population. Library usage:
Adult literacy: Number of adult literacy learners achieving intermediary outcomes as set in their Individual Learning Plans. Learning Centres: 37. Number of times Learning Centre terminals are used per 1,000 population. Percentage of resident population who use Learning Centres Centres. PLANNING Planning applications: 38. Percentage of planning applications dealt with within 2 months. 36.
Average time to process planning applications ( N). 39.
Building warrants: Percentage of warrants determined within 6 days of receipt of all outstanding information. Percentage of applications responded to within 20 days of being valid.
The average time to process building warrants ( N). EDUCATION OF CHILDREN Additional Support: 40. Percentage of pupils with Individual Education Plans meeting targets.
17
86.5%
41.
42.
2009/10
2010/11
34%
34%
32%
35%
Percentage of school leavers entering training
8%
6%
Percentage of school leavers entering employment.
14%
12%
12%
12%
0%
0%
Destination of school leavers: Percentage of school leavers entering full-time higher education. Percentage of school leavers entering full-time further education.
Percentage of school leavers entering other known destination. Percentage of school leavers entering unknown destination. Looked after children: Average tariff scores of all looked after children in S4 and S5 in the current academic year.
43.
54.8
12.9
10.7
Available December 2012
Available September 2012
Exclusion rates: Number of exclusion incidents per 1,000 pupils: Primary. Number of Secondary.
exclusion
incidents
per
1,000
pupils:
Available September 2012
85.1
84.2
83.8
69.7
Pupil to staff ratio in educational establishments: Primary.
15.1:1
15.6:1
16.0:1
Pupil to staff Secondary.
12.0:1
12.7:1
12.6:1
3.8:1
4.2:1
4.2:1
9
18
12
37.4%
68.0%
68.0%
6 (100%)
3 (100%)
11 (100%)
86.7%
89.2%
88.6%
58.4%
71.0%
78.1%
Number of exclusion incidents per 1,000 pupils: Special. 44.
-
2011/12
Pupil to staff ratio:
ratio
in
educational
establishments:
Pupil to staff ratio in educational establishments: Special. CHILD PROTECTION AND CHILDREN'S SOCIAL WORK Child Protection re-registrations: 45. Number of Child Protection re-registrations in-year. Children’s Reporter Liaison: Percentage of reports submitted to the Scottish Children's Reporter Administration (SCRA) by the due date. Child Protection Orders 47. Number and percentage of Child Protection Orders made within 24 hours. HOUSING AND HOMELESSNESS Repairs to council dwellings: 48. 46.
The overall percentage of repairs completed within target. 49.
Housing Quality Proportion of the council’s housing stock which meets the Scottish Housing Quality Standard.
18
50.
51.
52.
53.
2009/10
2010/11
2011/12
1.8%
1.9%
2.6%
Average re-let time for non low demand stock.
41 days
46 days
56 days
Average re-let time for low demand stock.
61 days
71 days
90 days
Average period that low demand properties were void.
464 days
377 days
326 days
2.6%
2.8%
1.3%
1.4%
60.5%
59.1%
7.4 weeks
7.5 weeks
57.1%
55.2%
460
349
98.7%
100.0%
64.0%
49.9%
50.9%
10.9%
7.8%
6.3%
182
205
205
63.7%
100.0%
100.0%
17.2%
10.2%
8.8%
71.7%
66.2%
63.4%
96.8%
94.8%
92.1%
3.4 days
3.0 days
5.4 days
-
-
94.6%
99.7%
99.8%
99.9%
Voids Total annual rent loss (from council dwellings) due to voids, expressed as a percentage of the total amount of rent due in the year. Re-lets:
Tenant arrears: Current tenant arrears as a percentage of the net amount 2.5% of rent due in the year. Percentage of current tenants owing more than 13 weeks 1.1% rent at year end, excluding those owing less than £250. Proportion of those tenants giving up their tenancy during 60.2% the year that were in rent arrears. Average debt owed by tenants leaving in arrears as a 7.2 weeks proportion of the average weekly rent. Proportion of arrears owed by former tenants that was 39.7% either written off or collected during the year. Homelessness: Number of households assessed during the year 523 (Permanent Accommodation) Accommodation). % of decision notifications issued within 28 days of initial 62.0% presentation (Permanent Accommodation). % who are housed (Permanent Accommodation).
54.
% of cases reassessed within 12 months of completion of duty (Permanent Accommodation). Number of households assessed during the year (Temporary Accommodation). % of decision notifications issued within 28 days of initial presentation (Temporary Accommodation). % of cases reassessed within 12 months of completion of duty (Temporary Accommodation). % of those provided with permanent accommodation in council stock who maintained tenancy for at least 12 months. Repairs: (M) % of repairs appointments kept. Average end to end time taken to complete a repair, from the time that the repair is logged to completion of the job to the tenants’ satisfaction. Housing repairs – first time fix rate (N)
55.
Gas Safety: % of gas safety checks carried out within 12 months.
19
56.
Average timescale for conclusion of Council House Sales. Domestic noise complaints: a) The number of domestic noise complaints received during the year.
98.0%
96.7%
21.0 weeks 16.5 weeks 18.4 weeks
921
531
620
504
9
6
13
iii) Dealt with under part V of the Antisocial Behaviour Scotland Act 2004.
535
555
404
b) For those in a)ii above, the average time (hours) between the time of the complaint and attendance on site.
0.6
0.9
2.5
For those in a)iii above, the average time (hours) between the time of the complaint and attendance on site.
0.7
0.8
1.0
% of consumer complaints completed within 14 days.
65.0%
71.1%
67.7%
% of business advice requests completed wtihin 14 days.
99.5%
100.0%
97.8%
66
65
56
1
2
4
1 days
2 days
30 days
12
5
10
91.7%
100.0%
80.0%
100%
100%
100%
97%
100%
97.6%
40.1%
45.3%
42.8%
98.1%
97.4%
95.3%
Trading Standards
Non domestic noise complaints The number of complaints of non domestic noise received during the year settled without the need for formal action. The number of complaints of non domestic noise received during the year requiring formal action. The average time (calandar days) to institute formal action.
60.
92.8%
1,181
ii) Requiring attendance on site.
59.
2011/12
1,075
i) Settled without the need for attendance on site.
58.
2010/11
Council House Sales: % of Council House Sales concluded within 26 weeks.
57.
2009/10
Antisocial behaviour: Number of Antisocial Behaviour Orders Applications.
% of Antisocial Behaviour Orders Applications raised within 7 working days from agreeing instruction with Housing. Food Hygiene Inspections: 61. Percentage of premises with a minimum inspection frequency of 12 months or less, that were inspected on time: 6 months. Percentage of premises with a minimum inspection frequency of 12 months or less, that were inspected on time: 12 months. ROADS AND LIGHTING Roads maintenance: 62. Percentage of the road network that should be considered for maintenance treatment. Street Lighting Failure: 63. The percentage of repairs completed within 7 days.
20
64.
65.
2009/10
2010/11
2011/12
11.7%
12.0%
13.6%
1.9%
1.9%
1.9%
9.1%
5.9%
5.7%
3.0%
2.9%
2.9%
46.3%
43.7%
40.6%
99.1%
95.7%
94.6%
84
74
150
83%
88%
83%
Net cost per premises of refuse collection.
£60.87
£63.59
£67.92
Net cost per premises of refuse disposal.
£89.09
£93.13
£93.04
43.0%
43.9%
46.2%
73
74
76
Bridges: The percentage of council bridges not meeting the European Standard of 40 tonnes. The percentage of council bridges that have a weight or width restriction placed on them. The percentage of private bridges not meeting the European Standard of 40 tonnes. The percentage of private bridges that have a weight or width restriction placed on them. Street Lighting and Traffic Lights: Percentage of street lighting columns over 30 years old.
66.
Percentage of Traffic Light repairs completed within 48 hours. Road Condition: Number of emergency maintenance repairs.
Percentage of emergency maintenance repairs responded to within target. WASTE MANAGEMENT SERVICES Refuse collection and disposal: 67.
68.
69.
Waste Recycling: Percentage of municipal waste collected that was recycled and composted. Cleanliness: The cleanliness index achieved following inspection of a sample of streets and other relevant land.
21
BUSINESS BRIEFINGS
Business Briefing Educational & Social Services The number of exclusion incidents reported by schools Percentage of personal carers who are qualified to SSSC standard. Percentage of reports submitted to SCRA by the due date.
Period
Target
Result
March 2012
150
84
2011/12
70%
73.3%
2011/12
65%
68.0%
Status
Key Points: In total 84 exclusions were reported in March 2012, the lowest level reported in the last five years. Schools continue to implement positive behaviour strategies and restorative practices to ensure that all children and young people benefit from strong personal discipline and a commitment to their learning. The Care Inspectorate Initial Scrutiny Level Assessment published in May 2012 indicated that East Ayrshire ranked 13/31 in exclusion per 1000 pupils for looked after children. The Care Inspectorate also highlighted the positive effect the East Team is having on improved outcomes for looked after children. As part of our continuous improvement agenda and in response to consistent adverse comment in scrutiny reports in respect of out of hours social work services, during late 2010 / early 2011 the 3 Ayrshire local authorities carried out an evaluation of the contractual arrangement with West of Scotland Standby Service. This included consideration of the option of developing a local service to meet the needs of the communities of Ayrshire. As a result in March 2011 the 3 Ayrshire Councils served notice to Glasgow City Council of intention to end the contact in March 2012. On Saturday 31st March 2012 the three Ayrshire Councils started the new out of hours service. The service is hosted and managed by East Ayrshire Community Care service and operates from office accommodation at Crosshouse Hospital. In the first month of operation the service received 648 requests for service, of which 175 originated from South Ayrshire, North Ayrshire 261 and East Ayrshire 212. The service provides advice and intervention across children’s, adult and older people services. The service even at this early stage is beginning to provide supports and interventions that supplement daytime services and prevent admissions to care.
Period
Target
Result
2011/12
100.0%
100.0%
Income received via the Council's e-payment facilities
2011/12
ÂŁ 3,400,000
ÂŁ 3,681,697
Number of press releases issued during the year Number of fixed penalty notices issued in respect of dog fouling
2011/12
750 (2010/11)
756
2011/12
32 (2010/11)
30
Finance and Corporate Support Trading Standards - Percentage of High Risk and Medium Risk premises inspected on time.
Status
Key Points: The information provided above is a selection of indicators reported by the Department of Finance and Corporate Support. Full information in relation to the Statutory Performance Indicators reported on an annual basis by the Department is provided within this East Ayrshire Performs report. All inspections due to be undertaken by Trading Standards in respect of high risk and medium risk rated premises, were undertaken throughout the year. The indicator in relation to income received via the Council's e-payment facilities monitors progress towards moving payment transactions to cheaper online and other electronic channels, e.g. automated
22
Business Briefing telephone payments. We would expect a year-on-year increase in both income and customer transactions via electronic channels. It is worth noting that in 2011/12 there has been an increase in payments of nearly 10% when compared to the previous year, from £3.4 million in 2010/11 to £3.7m in 2011/12. The use of reactive and proactive press statements remains consistent with previous years against an increasing trend in enquiries. 80% of reactive press releases were used by the media and 90% of proactive press releases were used; both figures represent an improvement on the previous year. The Residents Survey 2011 was reported to Cabinet in February 2012. It was noted that dog fouling continued to be an area of concern to people. During 2011/12 494 complaints were dealt with in relation to dog fouling; with 7 formal written warnings issued and 30 fixed penalty notices. National Dog Fouling Week takes place from 23 - 27 July 2012, and has been incorporated into the Corporate Enforcement Unit (CEU) Initiative Planner, a copy of which is available on the Members' Portal. The CEU will coordinate Council staff and external agencies (Keep Scotland Beautiful and Strathclyde Police) throughout the week to target, detect and deter dog fouling across East Ayrshire.
Neighbourhood Services Number of attendances at all leisure facilities Car Parking Revenue Percentage of housing repairs completed first time Number of void housing properties Rent lost due to voids Salt Usage (Tonnes)
Period
Target
Result
2011/12 2011/12 2011/12 31/3/2012 2011/12 2011/12
1,820,000 £1,082,380 95% 350 £900,000 8,000
2,592,927 £953,099 95% 398 £971,971 7,789
Status
Key Points: Visits to East Ayrshire Leisure Services facilities continue to exceed target performance. This has been achieved through an innovative and extensive programme of events and activities for residents and visitors with attendances at Dean Castle Country Park showing the most significant increase. It is anticipated that the opening of the Ayrshire Athletics Arena in June 2012 will further increase the visitor numbers to Leisure Facilities in 2012/13. Car parking income across all of the Council's car parks and on-street parking is 11.9% below target for 2011/12. This downturn in income was anticipated and has been attributed to the current economic climate. The Roads Service has confirmed that the downturn in income experienced in East Ayrshire has also been experienced by other Councils. Salt usage in 2011/12 was 7,789 tonnes, which was significantly lower than the previous three years (10,443 tonnes, 13,623 tonnes and 12,116 tonnes respectively), which were considered to be particularly severe. A contributory factor to the increase in voids and void rent loss was the adjustment to the ‘Transfer Group’ quota from 10% to 31%, which was introduced to generate movement within the waiting list and to maximise the use of the stock. Moreover, 50 new Council Houses have been allocated since 1st April 2011 to transfer applicants in accordance with the Funding bid agreed by Scottish Government. A number of avoidable delays have also been identified and these have been addressed through a reengineering of the void inspection process. At period 13 there were 185 long term voids and a strategic approach to addressing systemic low demand will continue to be undertaken taking account of all relevant aspects including: welfare reform implications and the structural condition of properties. The rent loss due to voids at Period 13 represents 2.6% of the total rent due in 2011/12. The return of the Global Market to Kilmarnock Town Centre in early May, saw an estimated 34,000 people in the town centre to visit the Market. Despite poor weather, visitors were drawn to the various stalls and the majority of town centre retailers contacted after the event confirmed positive trading within their stores and expressed a desire to see the market return in coming months. Full details can be found on the Council's web site.
23
RISK REGISTER
Risks Risk No.
1a
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 1b have an impact on the income collected by the Council
1c
2
3
4
5
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
Executive Director of Finance and Corporate Support
Executive Director of Finance and Corporate Support
Executive Director of Finance and Corporate Support
Overall Risk We consider the overall risk rating to be Medium as there remains uncertainty within the United Kingdom as to the longer term impact of the Comprehensive Spending Review on Public Sector finance across Scotland and unquantifiable effects from the current issues within the Eurozone. Reviews of existing structures / financial controls / service delivery models are ongoing to mantain strong financial management across the Council. The Council's efficiency strategy sets out key actions to manage this risk with the 2012/13 budget agreed by the Council in December 2011. A transformation strategy designed to ensure a sustainable platform on which to deliver services will be considered by the Council on 28 June 2012. Amber We consider the overall risk to be Medium as recent and imminent reforms to benefits, and job losses in the area could have a severe impact across Council services. The anticipated downturn has been reflected in Council budgets with an income contingency identified for 2012/13. Financial inclusion services have been redesigned to minimise the impact on individuals and a Financial Inclusion Strategy is being developed. Amber We consider the overall risk to be Medium as recent and imminent reforms to benefits, and job losses in the area is likely to have a severe impact on residents and indeed across Council services. With regard to SOA commitments, the Community Planning Partnership Board reviews progress on an annual basis; service structures are being redesigned to reflect changing workloads; Economic Development activities are being strengthened with particular focus on support for existing businesses and youth employment.
Amber 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 Depute Chief consequences for employees, service users and the Council. Health and Safety Exec / Executive We have arrangements in place to manage health and safety across the implementation of new Director of Council - these are kept under constant review. Strengthened arrangements fails to adequately Neighbourhood operational arrangements agreed by Cabinet on 9 November 2011 are address risk. Services now in place. Amber The overall risk is Medium - the impact for individuals could be severe Executive Protection of Children and and would adversely impact on the Council’s reputation. Director of Vulnerable Adults - individuals These areas of activity are subject to regular scrutiny and review. This Educational and are not adequately protected. risk continues to be proactively managed. Social Services 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 Financial Risk - Equal Pay and potential future claims. Head of Human Equal Value Claims will have a A reasonable provision, reviewed in May 2012, has been identified to Resources significant financial impact on the fund claims which are being managed by the Council with its external Council advisers. Amber The overall risk is Medium as the nature of the activity is such that new attacks are increasingly likely. Executive Fraud and misappropriation of Enhanced procedures are in place to prevent and detect fraud, these Director of council resources - the Council Finance and were recently escalated and information received from colleagues in is faced with financial loss other areas and anti-fraud networks is assessed as received. A review of Corporate through fraudulent activities. all anti fraud measures is currently under way. Support Amber
24