Period 4 2013/14 (28 July 2013)
REVENUE
Revenue Revised Annual Projected Variance Budget (favourable) / adverse £m £m
Educational & Social Services Resources Schools Community Support Facilities Management Building Learning Communities Children & Families / Criminal Justice Community Care
6.981 60.643 25.672 14.215 9.308 17.319 46.770
(0.109) 0.105 (0.017) 0.103 0.030 (0.206) 0.205
Educational & Social Services Key Points:
180.908
0.111
There are no significant variances to report for Period 4. However there is a reduction in the number of residential and nursing care places and an increase in homecare costs which reflects the shift in the balance of care from residential places to care at home.
Revised Annual Projected Variance Budget (favourable) / adverse £m £m
Finance & Corporate Support Central Management Support Finance Human Resources Corporate Infrastructure Democratic Services Legal, Procurement & Regulatory
Finance & Corporate Support Key Points:
0.170 3.749 1.864 9.726 3.610 2.634
0.009 ((0.217)) 0.000 0.000 (0.024) (0.082)
21.753
(0.314)
FINANCE The variance principally reflects employee cost savings related to the timing of filling of vacancies, some of which are being held in anticipation of future years savings requirements. LEGAL, PROCUREMENT AND REGULATORY Savings generated across the service from a number of severances agreed to enable the achievement of future year efficiencies, as well as general turnover.
Revised Annual Projected Variance Budget (favourable) / adverse £m £m
Neighbourhood Services Central Management Support Leisure Services Emergency Planning Planning & Economic Development Roads & Transportation Housing & Environment Services Payment to East Ayrshire Leisure Trust
Neighbourhood g Services
1
0.488 2.189 0.052 2.847 10.550 13.809 4.669
0.034 (0.026) 0.000 0.547 0.004 (1.140) 0.000
34.604
(0.581) ( )
Revenue Key Points: 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 and planning application fees. HOUSING AND ENVIRONMENT SERVICES The variance reflects anticipated savings on waste disposal costs as a result of the new waste contract and managed savings in Supplies and Services budgets in anticipation of 2014/15 efficiency targets.
Revised Annual Projected Variance Budget (favourable) / adverse £m £m
Central Services Chief Executive (incl. Internal Audit; Health and Safety) Other Non-departmental expenditure Insurance Debt Charges Council Tax HB/CT HB/CT Benefit Subsidy
0.994 6.177 2.632 23.126 (48.970) 55.429 (47.250) ( (7.862) )
Central C t l Services S i Key Points:
(0.069) (0.601) 0.000 0.000 (0.300) 0.000 0.000 (0.970) ( )
CHIEF EXECUTIVE The variance reflects reduced employee costs within Internal Audit and Health and Safety due to the timing of filling vacancies. OTHER NON-DEPARTMENTAL EXPENDITURE Expenditure on Unfunded Superannuation costs (the recurring element of severance costs) is currently projected to outturn on budget, after offsetting redundancy payments to be met from the uncommitted General Fund balance previously approved by Cabinet. In addition there is a favourable variance in Supplies and Services as a result of savings identified within centrally held budgets in anticipation of the 2014/15 efficiency target and reduced expenditure on audit fees and grants. The variance is partly offset by a £0.244m adverse variance in respect of the reprofiling of the 2013/14 saving from the establishment of the Leisure Trust. The workstream to review Council grants has identified a saving in excess of the target and as a result £0.028m will required to be earmarked to be set against future years efficiency targets. The budget has also been adjusted to reflect the savings from the council-wide workstreams that are currently ongoing and which will be offset against departmental budgets. DEBT CHARGES It is currently anticipated that there will be a requirement to utilise £3.675m from the Capital Fund to offset debt charges. The amount may reduce in future periods as in year borrowing is reprofiled.
NET EXPENDITURE
229.403
2
(1.754)
Revenue In Year Fund Transfers Departmental underspend c/f Transfer to uncommitted general fund Fund Transfers
Budgeted Transfer £m 0.000 0.000
Actual Transfer £m (0.881) (0.873)
0.000
(1.754)
The variance noted above assumes that all workstream savings will be achieved in the current year.
Revised Annual Actual Variance Budget (favourable) / adverse £m £m
Funded by Aggregate external finance Transfer from Capital Fund Utilisation of Previous Years Balances
Total Funding
(221.474) (3.675) (4.254)
0.000 0.000 0.000
(229.403)
0.000
Revised Annual Actual Variance Budget (favourable) / adverse £m £m 50.057 0.115 (50.057) 0.055
Housing Revenue Account Expenditure Income
0.000
Net Expenditure Key Points:
0.170
Housing Revenue Account There are no significant variances to report for period 4. There are lower than budgeted void rent loss savings, debt charges and staff costs from the timing of the filling of vacancies. These however, are offset by an increase in bad debt provision for rent arrears.
Opening Balances £m General Fund Balances Uncommitted Committed and Departmental Transformation Fund
Total
In year Movement £m
Closing Balance at 31/3/14 £m
(15.727) (15.002) (4.202)
3.381 (0.881) 0.277
(12.346) (15.883) (3.925)
(34.931)
2.777
(32.154)
(3.283)
0.170
(3.113)
HRA Balances
Total (all uncommitted)
3
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 of maturity Year of maturity
Investments (£'m)
Santander Santander(UK) (UK)PLC PLC(2.935m) (3.135m) Bank BankofofScotland ScotlandPLC PLC(4.000m) (4.912m)
0.050 0.222 0.087 0.060 0.040 0.05 0.03 3.5 2.500
Barclays BarclaysBank BankPLC PLC(0.066m) (1.939m) RBS RBS((1.700m) ((1.469m) ))
0.05
RBS RBSSterling SterlingMMF MMF(2.648m) (2.116m)
2.935 3.135
Prime PrimeFederation FederationMMF MMF(2.648m) (2.116m) 4.000 4.912
5.000 3.9
Ignis IgnisMMF MMF(2.648m) (2.116m) 0.066
1.700 1.939 2.648 1.469
2.116 2.648 2.116 2.648 2.116
2.116 2.648
Goldman GoldmanSachs SachsMMF MMF(2.648m) (2.116m) Nationwide NationwideBS BS(5.000m) (3.900m) Standard StandardChartered Chartered(2.500m) (3.500m) Coalfield Catrine Community Environmental Trust Initiative (0.050m) (0.060m) Catrine Newmilns Community Ski SlopeTrust (0.087m) (0.050m) Newmilns Loch Doon SkiCaravan Slope (0.222m) Club (0.030m) Scottish ScottishDark DarkSky SkyObservatory Observatory(0.040m) (0.050m)
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 £27.536m 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 0.52% was being earned on these investments. The maximum duration of any one investment is 1 year with Standard Chartered, and 58% of the total invested is on "call" terms which essentially means instant access. The value of the third party loan to Newmilns Ski Slope has reduced following an interim payment in June, with th balance the b l expected t d to t be b repaid id in i full f ll by b the th end d off August. A t The Th investment i t t will ill have h earned d the th Council C il £0.006m in interest and allowed the project to be progressed expeditiously.
4
CAPITAL PROGRAMME
Capital
Educational & Social Services Flowerbank Nursery Kilmarnock Area Day Centre Willowbank School Loudoun Academy Leisure Centre Muirkirk Nursery Auchinleck Community Facilities School Estate Rationalisation Galston Community Facilities Galston Office Facilities Onthank Primary School Dunlop Primary School Extension Kilmarnock Secondary School General Projects
Budget Allocation (£m)
Expenditure to Date (£m)
Forecast Expenditure (£m)
1.750 2.500 11.500 1.250 0.500 4.900 27.500 1.000 2.800 4.000 0.390 33.000 3.312
0.037 0.828 11.062 0.027 0.587 4.738 0.000 1.059 0.287 0.000 0.000 0.000 0.003
1.750 2.500 11.500 1.250 0.600 4.900 27.500 1.060 2.800 4.000 0.390 33.000 3.312
Current Milestone
Status
Construction Construction Complete Construction Complete Complete Development Development Development Development Development Development N/A
N/A
Key Points: Flowerbank Nursery / Kilmarnock Day Centre Works to the Kilmarnock Area Day Centre are progressing well on site. It is currently anticipated that the works on site could be completed by Autumn 2013, ahead of schedule. The works to Flowerbank Nursery commenced on site on 30 July 2013 and are due to be completed by April 2014. Willowbank School The building was handed over on 15 July 2013 and the building was available to staff and pupils at the start of the August school term. The impact of delays and finalisation of the project are being quantified and whilst every effort is being made to contain costs within the overall budget allocation there are still on-going negotiations between all parties which could result in further additional expenditure. Loudoun Academy Leisure Centre Works commenced on site on 12 August 2013 which is slightly later than planned due to some minor issues that required to be resolved prior to the start on site. It is currently anticipated that works will be completed by December 2013. Galston Office Facilities An option appraisal exercise in relation to the Galston Office Facilities project has been completed and will be reported to the Corporate Management Team in the near future. Onthank Primary School Cabinet on 19 June 2013 approved the construction of new replacement accommodation at Onthank Primary School using a modular building system. Work is currently on-going to prepare outline designs and tender documentation to allow a contract for the new accomodation to be awarded through the Government Procurment Framework for Modular Buildings. Works to create another new classroom within the existing footprint of the building were completed prior to the school returning in August. Dunlop Primary School Works commenced on site on 1 July. The construction of the new extension and internal refurbishment as part of the Phase 1 works are progressing well, with the internal works completed prior to the start of the school term with the extension expected by mid-September 2013.
5
Capital Budget Allocation (£m)
Expenditure to Date (£m)
Forecast Expenditure (£m)
Current Milestone
Status
Finance & Corporate Support N/A N/A 1.750 0.496 2.212 General Projects Neighbourhood Services Complete 2.981 2.906 2.981 Palace Theatre / Grand Hall Complete 7.025 7.182 7.225 Ayrshire Athletics Arena Development 0.941 0.003 0.941 Doon Academy Synthetic Pitch Development 4.000 0.000 4.000 Depot Improvements Development 1.260 0.000 1.260 Lugar Waste & Recycling Centre Development 0.850 0.000 0.850 Lugar Outdoor Amenities Tender 1.500 0.121 1.500 Dean Road Bridge Kilmarnock Town Centre Complete 4.002 3.998 4.002 Regeneration (Johnnie Walker Bond) Kilmarnock Town Centre Complete 8.413 8.450 8.450 Regeneration (Opera House) Kilmarnock Town Centre Construction 2.700 1.933 2.700 Regeneration (Civic Centre) Kilmarnock Town Centre Development 5.000 0.000 5.000 Regeneration (General) Complete 10.500 9.792 9.900 Cumnock Town Centre (Office) Development 4.000 0.000 4.000 Cumnock Town Centre Regeneration Design g / Tender 0.700 0 00 0.000 0 000 0.700 0 00 Cumnock Town Hall Development 5.000 0.000 5.000 Other Town Centre Regeneration Development Dean Castle Country Park 0.200 0.000 0.200 Construction Moorfield Industrial Estate Phase 1 1.607 1.177 1.607 Construction 3.837 1.390 3.837 Moorfield Industrial Estate Phase 2 Council House Building Programme Tender 29.326 0.205 29.980 (SLP) Development 3.000 0.000 3.000 Energy Efficiency N/A N/A 12.432 2.022 9.198 General Projects N/A N/A 14.000 3.588 14.000 Housing Investment Programme Key Points: Lugar Waste & Recycling Centre Works are currently on-going to finalise designs / layouts in respect of the new recycling centre based at the former Council Offices site in Lugar. The results of a Transport Assessment for the site and surrounding areas are awaited to allow this to be finalised, prior to the submission of a planning application and the preparation of tender documents. It is currently anticipated that works on-site could be completed by August 2014. Cumnock Town Hall Tender documents for the external works at Cumnock Town Hall have had to be re-issued due to a poor response from contractors to the original tendering exercise. Tenders were returned on 9 August and are currently being assesed. It is anticipated that works will start on site early September 2013. Tenders for the first phase of the internal works have also been issued with the anticipation that these works will be undertaken concurrently with external works. The remainder of proposed internal works will be undertaken at a later date, subject to an assessment of overall cost following the completion of the external work and first phase internal works.
6
Capital Key Points: Moorfield Industrial Estates (Phase 1 and 2) Phase 1 (Speculative Unit) - Construction works are nearing completion for the speculative unit, with anticipated completion by early September 2013. Phase 2 (Serviced Plots) - Construction works in respect of the Phase 2 infrastructure development are due to be completed by the end of August 2013. The current design allows for a variety of plot sizes and discussions are already on-going with potential end users. Council House Build Programme Tender documents have recently been returned in respect of the Witch Road, Kilmarnock and Robertland Square, Stewarton schemes. These are currently being evaluated with an anticipated award by September 2013. It should be noted that costs for these first schemes are anticipated to exceed early estimates due to slightly higher than expected market rates. It is also anticipated that future projects may also incurr 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. Tender documents have also been issued for the Chapel Lane, Galston; Portland Street / Rennie Street / Campbeltown Drive, Kilmarnock; and Ayr Road, Cumnock schemes with an anticipated award for all between October to December 2013. The remainder of tender documents for Riccarton Road, Hurlford; Kilwinning Road, Stewarton; Lochore Terrace, Darvel; and Brewlands Street, Galston are currently being prepared and are due to be issued September 2103 with an award by January / February 2014. The schemes at Skeoch Road, Mauchline and West Langlands Street, Kilmarnock, which are being undertaken in partnership with external partners, are progressing as planned. Dean Road Bridge The application for listed building consent to demolish the existing footbridge has been approved and ratified by Historic Scotland. Works to install the temporary footbridge commenced on 19 August. The revised road bridge tender documents are being finalised and review for issue end August, with an anticipated start on site November 2013. General Projects Due to the complexity of the A70 Glenbuck realignment most of this expenditure will fall into 2014/15. ÂŁ0.500m of the roads resurfacing budget will be retained to be spent in 2014/15.
7
PEOPLE
People Period 1 to 4 2013/14
Period 1 to 4 2012/13
Target based on 8 days per annum as noted in the policy, translates to 0.6 per employee per 4 weekly period
Average Number of employees
Number of working days lost
Days lost per FTE employee
Days lost per FTE employee
Chief Executive’s Office* Finance & Corporate Support Educational & Social Services (LGE) Educational & Social Services (Teachers) Neighbourhood Services East Ayrshire Council
21 516 3,106 952 1,239 5,834
216.0 674.0 9,230.0 1,777.0 3,324.5 15,221.5
10.3 1.3 3.0 1.9 2.7 2.6
2.5 2.0 2.7 1.3 2.7 2.3
* 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
5.0 0.0 Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13
2013/14
2012/13
Note: data for Pd 1 to Pd 3 2012/13 is estimated based on April to June data following a change in collection method.
Leavers as a percentage of employees 2.50% 2.00% 1.50% 1.00% 0.50% 0.00%
2.15% 0.42% Qrt 1
0.66%
0.92% 0.26%
0.66%
0.51%
0.29%
0.48%
0.96% 0.29%
0.35%
0.23%
Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13 Period 1 Period 2 Period 3 Period 4 2012/13
2013/14
Vacancies Advertised (Period 1 to 4) Restricted Open Total
2013/14 37 87 124
2012/13 49 122 171
Grievances (Period 4): 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 1 1 2
Stage 3 0 0 0 0 0
Stage 4 0 0 0 0 0
Disciplinary Action (Period 4): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total
Verbal / Written 0 0 4 1 5
Final
Dismissal
Other
0 0 0 1 1
0 0 0 0 0
0 0 1 0 1
8
People Reasons for Absence - Period 4 100.0%
31.3% (1)
80.0% 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)
25.1% (33)
8.4% (4) 20.0%
25.3% (1)
15.5% (20)
18.8% (1)
40.0%
20.3% (1)
31.3% (1)
5.1% (1)
15.8% (2)
24.1% (1)
14.5% (4) 12.1% (7)
24.3% (4)
20.2% (29)
25.3% (1)
Finance & Corporate Support
Educational and Social Services
Teachers
15.9% (5)
0.0%
Chief Executive's Office
All other Stress – Personal Operations/Recovery/Treatment Colds/Flu
Stress – Work Related Stomach/Abdominal Neurological Chronic Fatigue Syndrome
Neighbourhood Services
Stress – Work and Personal Other Reason Musculoskeletal
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 4 30
27
25 20
16
15 10
8
5
7 1
1
Ongoing
Welfare Referrals
3
1
0 New Referral
Physiotherapy New Referral Referrals
Short Term
Ongoing
Welfare Referrals
Long Term
9
Physiotherapy Referrals
HEALTH AND SAFETY
Health and Safety Reportable Incidents 4 3 1
2 1
2
3
2
0
0 Period 1
Period 2
Period 3
Period 4
Period 5
Period 6
Period 7
Period 8
RIDDOR ‐ Employees' Injuries
Period 9 Period 10 Period 11 Period 12 Period 13
RIDDOR ‐ Others' Injuries
RIDDOR - The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995
Key Points: Between period 1 and period 4 a total of 8 incidents were reported to the Heatlh and Safety Executive. The cause of the reported incidents are as follows: Slips/Trips/Falls (4), manual handling (1), operator error (1) and one burn due to non compliance with regards to wearing PPE. Non Reportable Incidents 200 150
76
85
100 50
73 89
88
62
0
26 33
Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13
Non‐Reportable: Employees' Injuries
Non‐Reportable: Others' Injuries
Key Points: The three main causes of accidents / incidents account for 65% of all non-reportable accidents / incidents. These were Violence and Aggression (206 – 39%) Slips-Trips-Falls (95 – 18%) and Sport and Activities (44 – 8%). Location of Non Reportable Incidents (Period 1 to 4) Housing Stock or Hostels Social Work establishments Leisure Facilities and public places Council offices and depots Educational astablishments
3% 6% 14% 25% 52% 0%
20%
40%
60%
Key Points: The majority of incidents (52%) were recorded at educational establishments. In total, 73% of these incidents relate to Violence and Aggression within educational premises. During 2012/13 Violence and Aggression accounted for 33% of all incidents reported by all Departments, via the Council’s Incident Reporting system (SHE) making it the single highest cause of incidents in East Ayrshire. The Health and Safety Team have launched a campaign to raise safety awareness throughout the Council and are committed to reducing the number of incidents of Violence and Aggression in the workplace. workplace The Health and Safety Team will work collaboratively with Departmental Managers to identify and develop effective interventions and support mechanisms for employees who may be at risk. 10
Health and Safety Key Points: Number of violence and aggression incidents 100
81
68
43
50
14 0 Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13
2013/14
2012/13
Average number of days to report incidents 15.0
2.0 3.2 4.1
2.0 2.7 2.9
2.0 2.9 4.5
5.0
1.0 1.9
5.7
10.0
0.0 Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13
Finance & Corporate Support
Neighbourhood Services
Educational and Social Services
Key Points: The average number of days to report an incident to the Health and Safety Section between period 1 to 4 for the Council is 3.9 days (fluctuating between 4.6 in period 1 and 2.8 in period 3). This involved 540 accidents/incidents. accidents/incidents Number of days lost to work related stress 500.0 354.0
400.0 300.0
276.0
297.5
278.0
200.0 100.0 0.0 Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13
2013/14
2012/13
Key Points: The number of days lost due to work related stress accounts for 11.3% of the total number of days lost due to sickness absence in Period 4. 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. Also, Executive Directors review on a monthly basis all absences due to stress to ensure that each case is being appropriately managed.
11
COMPLAINTS
Complaints Complaints Received (YTD 2013/14) Dealt with Dealt with Dealt with Under Under Under Stage 1 then Stage 1 only Stage 2 only Stage 2
Finance & Corporate Support. Educational & Social Services Neighbourhood Services. Cross Department East Ayrshire Council
13 5 51 0 69
2 2 4 0 8
Total
15 7 59 0 81
0 0 4 0 4
Key Points: For the reporting period, a total of 81 complaints were dealt with. As at 28 July, 70 of these were closed (4 of which were dealt with at both stages), 1 was withdrawn and 10 remain open.
Complaints Closed (YTD): East Ayrshire Council Number Closed
Number Closed Within Time
Average Days to Respond
64 10
39 (60.9%) 5 (50.0%)
8.4 29.7
Stage 1 Complaints Stage 2 Complaints
Upheld in Full
Partially Upheld
24 (37.5%) 13 (20.3%) 3 (30.0%) 3 (30.0%)
Average number of days to respond Finance and Educati NeighbourhooCross DepartEast Ayrshire Council 70 60 50 40 30 20 10 0
stage 1 stage 2
18 4.5
61.0 4.5
18
24.8 61.0
7.6 27.3
8.4 29.7 29.7
27.3
24.8
8.4
7.6
Finance and Corporate Educational and Social Neighbourhood Services Support Services stage 1
Cross Department
East Ayrshire Council
stage 2
Key Points: The average number of days to respond to Stage 1 Complaints has increased from 8.2 days to 8.4 days since Period 13 2012/13. The number of days to respond to Stage 2 Complaints increased from 27.5 days to 29.7 days since Period 13 2012/13.
12
BUSINESS BRIEFINGS
Business Briefing Educational & Social Services Percentage of S4 pupils achieving SCGF Level 3 (Foundation award or better) in English and Maths Percentage of S4 pupils achieving 5 or more awards at SCGF Level 5 (Credit) Percentage of S5 pupils achieving 3 or more awards at SCGF Level 5 (Higher)
Period
Target
Result
2013
89%
93%
2013
34%
34%
2013
25%
23%
Status
Key Points: In East Ayrshire, the percentage of S4 pupils achieving awards in English and Maths at SCQF Level 3 has increased from 89% in 2012 to 92% in 2013, the joint best performance in the last five years. Across the Council, results range from 76% at Doon Academy to 99% at Stewarton Academy. In total, six of the nine secondary schools in East Ayrshire demonstrated improvement, one demonstrated no change and two demonstrated a decline in performance between 2012 and 2013. The percentage of S4 pupils achieving five or more awards at SCQF Level 5 has remained consistent at 34% between 2012 and 2013, the joint best performance in the last five years. Across the Council, results range from 8% at Doon Academy to 42% at Loudoun Academy. In total, three of the nine secondary schools in East Ayrshire demonstrated improvement, one demonstrated no change and five demonstrated a decline in performance between 2012 and 2013. The percentage of S5 pupils achieving three or more awards at SCQF Level 6 has decreased from 25% in 2012 to 23% in 2013, although this remains the second best performance in the last five years, with an overall positive trend between 2009 and 2013 ((+3 3 percentage points). Across the Council, results range from 5% at Doon Academy to 29% at Stewarton Academy. In total, three of the nine secondary schools in East Ayrshire demonstrated improvement and six demonstrated a decline in performance between 2012 and 2013. 100% of St Josephs Academy S4 pupils received 5 or more awards at grades 1 to 6. The data provided is pre-appeal and potentially may therefore rise once appeal outcomes are known. The attainment data only relates to SQA assessments and does not include the wider achievement of children or other assessments such as Duke of Edinburgh or ASDAN. A full, and more detailed analysis will be reported to Cabinet on 25 September 2013 as part of the Council's Strategic Priorities performance reporting framework.
Period
Target
Result
Period 4
38%
36.9%
Period 4
90%
90.0%
Period 4
74%
100.0%
Period 4
0.5
0.9
Finance and Corporate Support Percentage of Council Tax received Percentage of Freedom of Information requests responded to in 20 working days Percentage of trading standards consumer complaints completed within 14 days. Average time (hours) between noise complaint and site visit
13
Status
Business Briefing Key Points: The percentage of Council Tax received by the end of Period 4 was 36.9%, which has slightly reduced compared to the same period last year; however, the measure remains within tolerance against it's target of 38%. The slight fall in council tax receipts has been attributed to the continuing recession as well as modifications to the reporting calculation which have taken place since last year. The percentage of Freedom of Information requests responded to in 20 working days is 90% which is on target. This is an improvement from the previous months (86.5% & 83.0%) where the measure was below target. Detailed quarterly reports will shortly require to be submitted to the Information Commissioner The percentage of Trading Standards consumer complaints which were completed within 14 days was 100%, exceeding the 74% target. This is a significant increase from the previous period (82.1%). The improvement is reflective of a high proportion of complaints requiring advice rather than any further action. The average time taken to respond to domestic noise complaints in terms of the time in hours between being advised of a complaint and a site visit was 0.9 hours which is a decline from 0.6 in the last period. The Out of Hours Noise Unit is a pan-Ayrshire service, and response times are dictated by the location of the Unit members when a call is received. For this reason, there can be fluctuations in performance from period to period. Period
Target
Result
Percentage of housing repairs completed first time
Period 4
90.0%
96.4%
% of Gas safety checks carried out within 12 months
Period 4
100%
99.4%
Number of void housing properties
Period 4
390
396
Status
Neighbourhood Services
Key Points: The improved performance in percentage of housing repairs completed first time is due to a combined effort of close scrutiny of those jobs not completed first time in order to identify and put in place actions to prevent reoccurrence, improved work descriptions at point of contact, as well as regular reminders to those responsible for delivering the response repair service at Housing Asset Services' objective to strive to deliver a first time fix service to our customers. This will continue to be monitored together with imprest stock to ensure that response repair operatives are carrying core stock and part items to allow a first time fix, whenever possible, without the need to order material. The percentage of properties that had gas safety checks carried out within 12 months of the previous check has risen from 99.23% in period 1 to 99.42% in period 4. Processes have been reviewed and revised to ensure that the trend continues. The small number of properties that did not recieve a safety check within 12 months include properties where legal action is required to be taken to gain access. 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 41.6 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 84.5 days to 55.9 days for 2013/14. A series of efficient initiatives identified to improve and steamline processes has delivered positive results and provides a firm foundation for consolidation. The number of void houses has increased slightly to 396 however still compares favourably with 406 at the start of the year. 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. settlements
14
RISK REGISTER
Risks Risk No.
1a
1b
Risk
Risk Owner
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 and the recently Budget announcement, and unquantifiable effects from the current issues within the Eurozone. Current projections anticipate a budget gap of £37m by 2016/17. Reviews of existing structures / financial controls / service delivery models are ongoing to maintain Executive strong financial management across the Council. The Council's transformation strategy is designed to Economic climate Director of ensure a sustainable platform from which to deliver services. Measures to close the projected budget The level of grant funding available in the Finance and gap will mitigate this risk. Council on the 13 December approved the 2013/14 budget together with Corporate indicative savings proposals (£24.974m) for the period up to 2017. Officers are collating informaion on future will not support Support existing service levels. addtional budget presures for example as a result of demographic changes and these will be incorporated into budget plans..The Transformation Plan Strategic Board meet on a fortnightly basis to consider and review progress being made in delivering the programme and continue to review services and workstreams to close the remaining gap.
Economic climate The current economic position will have an impact on the income collected by the Council
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 contingency identified Director of for 2013/14. The anticipated impact of welfare reform is being monitored on an ongoing basis with an Finance and update report considered by Cabinet on 14 August and Governance and Scrutiny on 15 August. The Corporate HRA budget has also been reviewed and appropriate revisions made in anticipation of the impact of Support welfare reform on rent arrears which at Period 4 are projected to increase by £0.413m.
1c
Economic climate The local economic position will have a direct impact on the residents of East Ayrshire and their demand for Council services.
Executive Director of Finance and Corporate Support
2
Financial Risk – Certain Liabilities in relation to opencast coal sites may fall to the Council to resolve
Depute Chief Exec / Executive Director of Neighbourho od Services
3
Depute Chief Health and Safety Exec / implementation of new Executive arrangements fails to Director of adequately address Neighbourho risk. od Services
4
5
6
Overall Risk
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 residents. Work is progressing to ensure support mechanisms are in place through Financial Inclusion and other appropriate services including CAB. Officers are liaising with CAB to identify larger premises for the Bureau. In addtion, a senior officer group comprising officers from social services, housing, finance and communications meet regularly to plan an appropriate response in terms of service delivery and a report on Welfare Reform was presented to Cabinet on 14 August 2013 and Governance and Scrutiny on 15 August 2013 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. Work is progressing at a national level through a Scottish Government led task force and the Council has significant representation on this group. Legal and specialist engineering advice has been commissioned to support these efforts and the independent review group has recently commenced work within the Council. Red 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. We have arrangements in place to manage health and safety across the Council which are kept under review and the Violence at Work policy is being relaunched. The Chief Executive's Health and Safety Strategy Group, which includes Trade Union representation, continues to keep under review both policy and relevant and related operational matters.
Amber The overall risk is Medium - the impact for individuals could be severe and would adversely impact on Protection of Executive the Council’s reputation. Director of Targeted service redesign including work force and organisational development continues across the Children and Educational Council and partner agencies to support a continuous improvement agenda. The Chief Officer Group Vulnerable Adults and Social individuals are not maintains an ongoing strategic review of this important area. Services adequately protected. Amber We consider the overall risk to be Medium as there remains an element of uncertainty in respect of the Financial Risk - Equal total expected cost of resolving these, and potential future claims. Head of Pay and Equal Value A reasonable provision has been identified to fund claims which are being managed by the Council Human Claims will have a with its external advisers. A year end review has resulted in no change to the provision held and the Resources calcualtions are currently being audited as part of the annual external audit of the Financial significant financial impact on the Council 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, these were recently escalated and Fraud and misappropriation of Executive information received from colleagues in other areas and anti-fraud networks is assessed as received. Director of The Head of Finance chairs a Strategic Anti-Fraud Steering Group which is reviewing the corporate council resources Finance and approach. An internal review of readiness to respond to serious organised crime has been concluded the Council is faced Corporate strategic meetings have been held with the former SCDEA and Strathclyde Police to inform this work. with financial loss A revised Fraud Strategy, taking account of current risk issues, was presented to Cabinet on 19 June Support through fraudulent 2013 for approval. activities. Amber 15