East Ayrshire Performs

Page 1

Period 6 2012/13 (23 September 2012)



REVENUE


Revenue Revised Annual Projected Variance Budget (favourable) / adverse £m £m Resources Schools Community Support Facilities Management Building Learning Communities Children & Families / Criminal Justice Community Care

7.508 61.742 22.687 14.657 9.059 16.944 48.008

(0.032) 0.134 0.158 (0.351) 0.000 (1.395) (0.954)

Educational & Social Services

180.605

(2.440)

Key Points: It is proposed that £2.377m will be transferred from the Education and Social Services budget to the Transformation Fund following the line by line review of budgets. FACILITIES MANAGEMENT The variance is mainly due to staffing savings within Onsite Services and savings on Additional Support Needs (ASN) transport. These are partially offset by additional property decant costs related to Gargieston Primary, delays at the new Willowbank school and additional food provisions expenditure within Onsite Services. CHILDREN AND FAMILIES / CRIMINAL JUSTICE The variance is mainly due to savings from the timing of filling vacancies, slippage on the internal foster care element of the Children and Families service re-design, and less than budgeted external foster care allowance payments. In addition, a projected saving on secure accommodation placements has been incorporated in the figures on the basis that no additional costs will be incurred other than the two current twelve week placements. These savings are partially offset by additional client assistance payments, car mileage and allowances, mobile telephony costs and vehicle hire costs within the children’s residential houses. COMMUNITY CARE The variance is mainly due to savings from the timing of filling vacant posts and additional income from charges to clients for care at home and residential and nursing care services. These savings are partially offset by additional self directed services (Direct Payments) costs, additional car mileage and allowances and vehicle hire costs within Transport. It is anticipated at this early stage of the financial year that the adult care placements budget will be utilised in full, including funds set-aside for the Ross Court facility.

Revised Annual Projected Variance Budget (favourable) / adverse £m £m Central Management Support Finance Human Resources Corporate Infrastructure Democratic Services Legal, Procurement & Regulatory Council Tax HB/CTB HB/CT Benefit Subsidy Debt Charges

0.168 2.644 2.050 11.661 3.739 2.724 (48.495) 53.856 (53.776) 21.502

0.000 (0.235) (0.090) 0.240 (0.091) (0.109) (0.500) 0.000 (0.300) 0.000

Finance & Corporate Support

(3.927)

(1.085)

1


Revenue Key Points: It is proposed that £0.223m will be transferred from the Finance and Corporate Support budget to the Transformation Fund following the line by line review of budgets. FINANCE The variance principally relates to the timing of the introduction of revised management structures approved by Cabinet in June last year. The service is continuing towards implementing the staff restructuring agreed in the review but anticipates employee costs savings will be achieved this year. HUMAN RESOURCES The variance is as a result of savings on employee costs due to the timing of the filling of vacancies and management action in preparation towards future year’s efficiency requirements. CORPORATE INFRASTRUCTURE The variance is due to an anticipated shortfall in fee income from capital project work, partly offset by a reduced level of property maintenance expenditure. The service is currently reviewing the short and longer term outlook in relation to fee recovery in order to develop a strategy to appropriately manage fee income against sustainable resources. DEMOCRATIC SERVICES The variance primarily results from employee cost savings due to the timing of the filling of vacancies. LEGAL, PROCUREMENT & REGULATORY SERVICES The variance is due to savings on Tobacco Sales Enforcement as well as achieving higher than budgeted levels of Licensing income.

Revised Annual Projected Variance Budget (favourable) / adverse £m £m C t l Management M t Support S t Central Leisure Services Emergency Planning Police & Fire Planning & Economic Development Roads & Transportation Housing & Environment Service

Neighbourhood Services

0.515 0 515 8.202 0.051 24.931 3.361 10.467 14.043

(0.029) (0 029) (0.330) (0.009) 0.000 0.377 0.088 (0.742)

61.570

(0.645)

Key Points: It is proposed that £0.645m will be transferred from the Neighbourhood Services budget to the Transformation Fund Balance following the line by line review of budgets. CENTRAL MANAGEMENT Variance mainly relates to managed savings in Supplies and Services, along with savings in training and other employee related expenses, partly offset by lower staff turnover. LEISURE SERVICES Variance mainly relates to turnover and staff vacancies, savings on sessional staff, overtime, energy and additional registration and football income. This is partly offset by additional expenditure in respect of the Ayrshire Athletics Arena Olympic Torch event and computing and sports equipment. PLANNING AND ECONOMIC DEVELOPMENT This variance mainly relates to a shortfall in income relating to Building Warrants, Planning Fees, Letters of Comfort and Other Fees and Charges. This is partly offset by managed reductions in Supplies and Services expenditure and reduced employee costs due to the timing of filling vacancies. HOUSING ENVIRONMENT SERVICE This variance mainly reflects managed savings in preparation towards future year’s efficiency requirements, landfill charges, staff turnover and reduced overtime, reductions in energy and network costs along with additional Trade Waste, Recycling and Street Cleansing income. This is partly offset by additional costs in relation to the implementation p of revised work p practices within Waste Management, g , the p provision for bad debts,, fuel,, tyres, y , non-

2


Revenue Central Services

9.986

(0.521)

Key Points: The variance relates to centrally held budgets in respect of energy and the Change Fund partly offset by other centrally related expenditure.

NET EXPENDITURE

248.234

(4.691)

Revised Annual Projected Variance Budget (favourable) / adverse £m £m Funded by Aggregate external finance Transfer from Capital Fund Utilisation of Previous Years Balances

Total Funding Proposed Transfer from Line by Line Review Departmental underspend c/f Transfer to uncommitted general fund

Housing Revenue Account Expenditure Income

Net Expenditure

(236.901) (2.051) (9.282)

0.000 0.000 0.000

(248.234)

0.000

0.000 0.000

(3.245) (0.125)

0.000

(1.321)

47.303 (47.303)

(0.480) (0.220)

0.000

(0.700)

Key Points: HOUSING REVENUE ACCOUNT The HRA overall favourable variance reflects an additional £0.017m since the period 4 figures previously reported. The expenditure variance is mainly due to the timing of filling of vacancies within Housing together with a saving in the void rent loss budget following an increase to reflect actual let times during 2011/12. In addition there is an underspend in third party payments mainly as a result of savings in environmental works partially offset by additional costs in relation to Bellsland Place. There are also savings in debt financing costs and higher than anticipated income due to additional recharges to capital.

Opening Balances £m General Fund Balances Uncommitted Committed and Departmental Transformation Fund

Total

Projected Movement £m

Projected Closing Balance £m

(17.602) (17.056) 0.000

4.692 4.102 (4.202)

(12.910) (12.954) (4.202)

(34.658)

4.592

(30.066)

(2.325)

(0.700)

(3.025)

HRA Balances

Total (all uncommitted)

2012/13 SAVINGS Executive Directors currently anticipate that all 2012/13 saving targets will be achieved. The current position at period 6 is that 73% of actions (38) have been fully met, and 27% (14 actions) are in progress and on course to be achieved. 3


TREASURY


Treasury

INVESTMENTS (£'m) 1.168

Debt Management Office

0.030

National Australia Bank 4.972 10.050

Commonwealth Bank of Australia Barclays

4.993

Bank of Scotland Santander UK 5.000

4.995

Royal Bank of Scotland Coalfield Environmental Initiative

5.000

Key Points: The Council had a total debt portfolio of £243.775m at the date of the report. 73% 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 5.3%. The Council had a total investment portfolio of £36.208m 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 0.51% was being earned on these investments. The maximum duration of any one investment is 3 months, and 45% of the total invested is on "call" terms which essentially means instant access.

4


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 Colocation Littlemill Primary School Sorn Primary School Gargieston Primary School Loudoun Academy Leisure Centre Muirkirk Nursery / Library Auchinleck Community Facilities School - Knockroon Galston Community Facilities Galston Office Facilities General Projects

Budget Allocation (£m)

Expenditure to Date (£m)

Forecast Expenditure (£m)

5.000

4.359

5.000

1.750 2.500 10.000

0.029 0.109 5.410

1.750 2.500 11.500

9.600

5.216

8.600

10.000

9.521

10.500

Complete

1.320 1.100 10.000 1.050 0.500 4.900 10.500 1.000 2.800 1.231

1.008 1.030 8.073 0.000 0.206 2.049 0.000 0.989 0.182 0.048

1.320 1.100 9.000 1.050 0.500 4.900 10.500 1.050 2.800 1.231

Construction

Current Milestone

Status

Complete Tender Tender Construction Construction

Complete Complete Development Construction Construction Development

N/A

Construction N/A N/A

N/A

Key Points: Fl Flowerbank b k Nursery N / Kilmarnock Kil k Day D Centre C t Tender documents were returned on 29 August and are currently being assessed. It is anticipated that the contract will be awarded during Oct with the Day Care Centre starting on site early Nov 2012. The delay on the Willowbank SEN School is currently being monitored closely to determine the overall impact on the start on site with regard to the Flowerbank Nursery project. Willowbank School Roofing works are nearing completion, windows are being installed. External and internal blockwork completed; render in progress. Mechanical and electrical service installations are on-going. The Project Team continue to explore measures to absorb the delay within the remaining programme, however, following discussions with Education colleagues the contractor is now targeting a phased handover for Easter 2013. As the project has developed and the impact of delays quantified the indications are, as noted in previous reports, that the overall costs will exceed 10% of the original budget. It is anticipated that the additional cost for the project can be contained within the overall Schools Capital Programme. New Cumnock Nursery and Primary School Works are progressing well on site; areas of the existing school are being completed on a phased basis, with internal and external works to the nursery nearing completion. Indications are that construction works will be completed well ahead of schedule with the school moving after the October school holiday. Overall costs are also anticipated to be below the approved budget allocation. Littlemill Primary School Works are completed on site with the school available to staff and pupils at the end of September. Auchinleck Community Centre External block work and windows completed; render on-going. Internal first fix nearing completion. Currently anticipated that construction works could be completed early 2013, ahead of schedule. Muirkirk Nursery, Library and Local Office Relocation Works to move the nursery into the primary school are on-going. Heating system in progress, anticipated completion October. Works to form new car park at Victory Park ongoing. Currently anticipated that the works to form the new nursery will be completed by October with the pupils transferring over after the school holidays.


Capital

Finance & Corporate Support General Projects Neighbourhood Services Palace Theatre / Grand Hall Ayrshire Athletics Arena All Weather Synthetic Sports Pitches 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) Moorfield Industrial Estate Phase 1 Moorfield Industrial Estate Phase 2 Council House Building Programme (Phase 4) General Projects Housing Investment Programme

Budget Allocation (£m)

Expenditure to Date (£m)

Forecast Expenditure (£m)

1.907

0.435

1.907

N/A

2.981 7.025 2.000 5.600 1.000

2.765 6.988 0.043 1.362 0.103

2.981 7.225 2.000 5.600 1.150

Construction

4.002

3.975

4.002

Complete

5.700

0.658

5.700

Construction

8.413

7.943

8.413

Complete

10.500 3.466 1.607 3.837

9.742 2.178 0.052 0.054

10.500 4.142 1.607 3.837

Construction

1.150

0.545

1.150

Construction

12.101 13.263

3.036 5.730

10.840 13.995

Current Milestone

Status

N/A

Complete Construction Development Tender

Land Acquisition Tender Tender

N/A

N/A

N/A

N/A

Key Points: All Weather Sports Pitches Work commenced at Loudoun Academy and Auchinleck Academy schemes on 6 August, with an anticipated completion by late November 2012. Additional in-fill was required at both sites due to unforeseen issues with ground conditions. The proposed scheme at Dalmellington is currently on hold pending further discussions with the local football team. Dean Road Bridge Further progress on the Dean Road bridge project is dependent on resolution of all outstanding legal issues with private owners. As the original tender has now expired, the works will have to be retendered; subject to the outcome of discussions with private owners. KilmarnockTown Centre Regeneration (Civic Centre) Works started on site early Sept; completing late March 2013. Further proposals are currently being developed in respect of the “shop front” facades of both the Civic Centre North and South buildings. Moorfield Industrial Estates (Phase 1 and 2) Tender documents for the speculative unit have been returned, however award has been withheld pending resolution of outstanding legal issues with Land Improvement Holdings. Alternative options are being considered if an appropriate resolution cannot be reached with Land Improvement Holdings. Currently anticipated that works could start on site early November 2012, with completion by May 2013. Tender documents for the Phase 2 land works were returned 31 August and are being assessed. Start on site is dependent on early resolution of outstanding legal issues. The current design allows for a variety of plot sizes, however discussions are already ongoing with potential end users. Housing Investment Programme Works on the current re-roofing works have now been completed,. This was later than planned due to unforeseen issues with water damaged insulation requiring removal. Expenditure on asbestos testing and removal is anticipated to be higher due to the volume of work required.



PEOPLE


People Period 6

Number of Number of Days lost per staff working employee absent days lost 0.14 3.0 2 0.48 242.5 42 0.77 2450.5 355 0.38 458.5 114 1.03 1378.5 169

Number of employees Chief Executive’s Office and Internal Audit Finance & Corporate Support. Educational & Social Services (LGE). Educational & Social Services (Teachers). Neighbourhood Services.

22 508 3,184 1,213 1,341

East Ayrshire Council

6,268

4533.0

682

0.72

Headcount 8,000

6,586

6,590

6,648

6,617

6,507

6,485

6,433

6,510

6,291

Qrt 1

Qrt 2

Qrt 3

Qrt 4

Qrt 1

Qrt 2

Qrt 3

Qrt 4

Qrt 1

6,000 4,000 2,000 0

2010/11

2011/12

2012/13

Leavers as a percentage of employees 5.0% 4.0% 3.0% 2.0% 1.0% 0.0%

3.4% 1.6%

Qrt 1

3.2%

2.9% 1.5%

Qrt 2

Qrt 3

1.5%

Qrt 4

Qrt 1

Qrt 2

2010/11

Vacancies Advertised Restricted Open Total

2.0%

1.6%

Qrt 3

Qrt 4

2011/12

2.2%

Qrt 1 2012/13

Period 6 8 28 36

Grievances (Period 6): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total

Stage 1 0 0 0 0 0

Disciplinary Action (Period 6): Chief Executive's Office Finance and Corporate Support Educational and Social Services N i hb h d Services Neighbourhood S i Total

Verbal / Written 0 0 2 0 2 7

Stage 2 0 1 0 0 1

Stage 3 0 0 0 0 0

Stage 4 0 0 0 0 0

Final

Dismissal

Other

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0


People Top 5 Reasons for Absence 80.00% 70.00% 60.00% 50.00% 40.00%

8.45%

6.08%

14.43%

16.06%

10.31%

7.26%

12.21%

15.63%

10.91%

30.00%

8.67% 9.16%

26.80%

20.00%

13.35% 10.52%

7.20% 22.20%

10.00%

8.25%

0.00%

10.85%

Finance & Corporate Support

Educational and Social Services

Viral Infection Stomach/Abdominal Musculoskeletal Chronic Fatigue Syndrome

14.83%

19.01%

Teachers

Neighbourhood Services

Stress ‐ Work Related Other Reason Injury ‐ Non Work Related

Stress ‐ Personal Operations/Recovery/Treatment Colds/Flu

Occupational Health Referrals (Period 6) 45 40 35 30 25 20 15 10 5 0

39

20 12 8

New Referral

1

0

Ongoing

Welfare Referrals

8 2

Physiotherapy New Referral Referrals

Short Term

Ongoing

Welfare Referrals

Physiotherapy Referrals

Long Term

Key Points: The capturing of absence statistics by financial period was introduced in period 4 2012/13. As a result no trend information is currently available. Further, the change to the indicator from the “percentage of working days lost” to the “number of days lost per employee” has removed the ability to generate precise year to date statistics. The projection for 2012/13 absence, based on the period 6 actual, is currently 9.4 days lost per employee. The number of days lost due to work related stress accounts for 7% of the total number of days lost due to sickness absence in Period 6.

8



HEALTH AND SAFETY


Health and Safety Reportable Incidents 10 8

1

6

4

4 2 0

4 2

1 2

4

Period 1

Period 2

Period 3

RIDDOR ‐ Employees' Injuries

RIDDOR ‐ Others' Injuries

2

4

2

1

1 1 1 1

Period 4

Period 5

Period 6

RIDDOR ‐ Dangerous Occurrence

RIDDOR ‐ Reportable Disease

RIDDOR - The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995

Key Points: There were 4 RIDDOR reportable accidents / incidents during period 6. The causes of the 4 incidents were: Slips-Trips-Falls (1), Occupational Disease (1), Dangerous Occurrence (1), and Sport Activity (1). The Dangerous Occurrence related to an incident involving a Contractor at the Transport Depot, Crookedholm. Whilst drilling holes in the road surface, at a vehicle wash bay, in order to secure a new piece of equipment (Vacuum) the Contractor struck an underground cable. An investigation into this incident was conducted by a Safety Advisor, with input from the Transport Manager, on 27th September. The report from the investigation has been completed, concluding that the subcontractors involved had noted the existence of the cables but failed to take reasonable avoidance measures. A safety flash has been issued. Work processes across all Departments, for incidents similar to that above, are investigated, reviewed and control measures implemented as necessary. The Occupation Disease is of Stage 1 Vascular and Sensor Neural HAVS. Non Reportable Incidents 250 200 150 100 50

88

92

96

87 65

51 102

100

69

0 Period 1

Period 2 Period 3 Non‐Reportable: Employees' Injuries

61 37

Period 4 Period 5 Non‐Reportable: Others' Injuries

80 Period 6

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 period. As a result, historic information is subject to a degree of change. These figures include 17 Near Misses as reported during period 6. The main 3 causes of accidents / incidents account for 63% of all non-reportable accidents / incidents. These were Slips-Trips-Falls (32 – 18%), Near Misses (17 – 10%), and Violence and Aggression (62 – 35%).

9


Health and Safety Location of Non- Reportable Incidents Housing Stock or Hostels

6%

Leisure Facilities and public places

6% 8%

Social Work establishments

30%

Council offices and depots

50%

Educational astablishments

0%

20%

40%

60%

Violence & Aggression Reporting

Period 6

Period 5

Period 4

Period 3

Period 2

Period 1

Mar‐‐12

Feb‐‐12

Jan‐‐12

Dec‐‐11

Nov‐‐11

Oct‐‐11

Sep‐‐11

Aug‐‐11

Jul‐‐11

Jun‐‐11

May‐‐11

Apr‐‐11

100 90 80 70 60 50 40 30 20 10 0

Key Points: As above, the 3 main causes of incidents are Slips-Trips-Falls, Near Misses and Violence and Aggression. Violence and Aggression amounting to 35% of all incidents. Of that 35% (62 incidents) the most common locations at which violent and aggressive incidents occur are Educational Establishments (27) and Onsite (16). Average number of days to report incidents

9 6

8

13

8 1

6 2

Period 1 Period 2 Finance & Corporate Support

9

11

5 2

3 3

Period 3 Period 4 Neighbourhood Services

10

8 4

Period 5 Period 6 Educational and Social Services


Health and Safety Percentage of incidents reported with five days (YTD) 80%

None Reported

60% 40%

73% 44%

20% 0% Finance & Corporate Support

Neighbourhood Services

Educational and Social Services

Key Points: It is noted that, of the 180 total Accidents / Incidents, 82 (45.5%) reports took more than 5 days to reach the Safety Section (highest number of days being 70 and 71). As the implementation of SHE Electronic Reporting System is further introduced to all Departments, the specified target timeframe to report an incident electronically will be reduced to 3 days. Consequently it is anticipated that the overall average number of days to report an incident will decrease, in line with the 5-day requirement. Number of days lost to work related stress 400 300 229 200 100 0

282 111 21

22 20

April May Finance & Corporate Support

168

264

49 20

132

122

22 20

62.5

June Period 4 Neighbourhood Services

149.5

Period 5 Period 6 Educational and Social Services

*Note that April to June are monthly periods whereas Period 4 onwards have moved to a 4 weekly reporting period

Key Points: The number of days lost due to work related stress accounts for 7% of the total number of days lost due to sickness absence in Period 6. There have been two incident investigations during period 6. All accident / incident reports are compiled in accordance with the guidance contained in the Health and Safety Executive Document HSG-245 (Investigating Accidents / Incidents). In certain circumstances where learning points arising out of investigations have a corporate, and are of particular, significance, the Depute Chief Executive will issue a Health & Safety Advice Note. In Period 6, 2 such Advice Notes were issued.

11


BUSINESS BRIEFINGS


Business Briefing performance reflects ongoing monitoring and continuous improvement in processing. Further, departmental and service statistics are provided to Executive Directors to allow review as part of the regular meetings with Heads of Service and this is supporting efforts to improve performance. An exercise was undertaken earlier this year to review all payments made during 2011/12. The average time taken to pay an invoice 11.35 days. Period

Target

Result

Number of attendances at all leisure facilities.

Period 6

225,000

224,378

Car Parking Revenue.

Period 6

£592,022

£ 462,422

Period 6

100%

99.9%

Period 6

90%

96%

Period 6

390

440

Status

Neighbourhood Services

Percentage of Gas safety checks carried out within 12 months Percentage of housing repairs completed first time. Number of void housing properties.

Key Points: The total number of visits to East Ayrshire Leisure Services facilities are up 10% at 1,201,254 across Periods 1 to 6 in 2012/13 compared to the same period in 2011/12. The opening of Stewarton Sports Centre in January Jan ar 2012 and the Ayrshire A rshire Athletics Arena in June J ne 2012 in addition to the innovative and extensive programme of events and activities run for residents have contributed to the increase in attendances. Attendances at Leisure facilities remain on target despite poor weather during the summer which disrupted outdoor events and activities. Car parking income is up by 4% in P6 2012/13 compared to the same period in 2011/12 but remains significantly down against the services target of £592,022. It is anticipated that the under-recovery of car parking income will improve as a result of decriminalised parking enforcement, however it will remain below that predicted for 2012/13 as a result of the general economic downturn as well as the impact of the free Saturday car parking trial in Kilmarnock town centre. The volume of void housing stock varies naturally throughout the year. At P6 2012/13 the number of void houses not in the letting pool was 440 compared to 440 in P6 2011/12. The number of void properties has remained the same during P1-6 of 2012/13. The amount of void rent loss at P6 2012/13 stands at £403,573. Housing Services will continue to target void maintenance to reduce the number of voids and amount of void rent loss due to voids. With respect to Economic Development, in the 6 months to September 2012, 3 loans were approved from the West of Scotland Loan Fund with a value of £95,000. 5 Business Grants were approved in the month of September 2012 with a total of 31 grants approved in the 6 months to 30 September. Four business support events were run in September and were fully subscribed: Social Media Masterclass; Selling Skills Workshops; Media Training; and Supplier Development Programme – Environmental Awareness Workshop.


Business Briefing Educational & Social Services Community Care: Number of delayed discharges over 4 weeks Children & Families: Number of young people placed in kinship care

Period

Target

Result

Aug 12*

0

0

Aug 12*

N/A

59

Status

* Financial period updates not available.

Key Points: Supporting older people to return to the community when they are medically able following a stay in hospital is a key community care measure. The current target is that all older people should be discharged within a 6 week period and in East Ayrshire we have met this target consistently since 2008. From April 2013 the new target will be to discharge all older people within 4 weeks of being assessed as medically fit. In August 2012 we have met this target 8 months ahead of schedule. This has been achieved by the development of the community health and social care infrastructure and primarily the Intermediate Care and Enablement Service (ICES). Over the next 2 years we require to maintain this standard and work towards a new standard of 2 weeks from April 2015. As part of the social work sustainability plan for children and families social work services, a commitment was made to support children to live with their own families where it is safe and appropriate for them to do so. Where it is not possible for children to remain with their parents due to care or protection reasons, alternative arrangements will be explored with extended family networks (kinship care). This is a more positive outcome for individual children as well as being a cost effective model of care. care The numbers of children in kinship care have been increasing in line with the strategic approach.

Period

Target

Result

Period 6

50.0%

54.2%

Period 6

14.2

20.3

Period 6

80.0%

91.7%

Status

Finance and Corporate Support Percentage of Council Tax received Benefits Processing: Average time taken to process new claims and change events Percentage of Invoices paid within 30 calendar days of receipts

Key Points: The percentage of Council Tax received by the end of Period 6 was 54.2 % which is higher than a the same period last year, when the percentage collected was 49.7%. This is partially due to a timing issue, with an additional direct debit run included this year. Further, council tax payers now have a choice of three payment dates over the twelve months, when paying by direct debit, and in addition, our new Sheriff Officer is assisting in terms of tightening up the recovery timetable for outstanding Council Tax payments. Performance within the Revenues and Benefits division in terms of time to process applications has deteriorated. There has been an increase in the number of claims received but the recruitment and training of staff has lagged behind this. This is an important service both for customers and for the Council in terms of ability to pay and steps have been taken to increase staffing levels using DWP Grant. Payment of invoices has improved when compared to the previous year. This improved



RISK REGISTER


Risks Risk No.

1a

1b

1c

2

Risk

Risk Owner

Overall Risk

We consider the overall risk rating to be High as there remains significant uncertainty within the United Kingdom as to the longer term impact of the Comprehensive Spending Review on Public Sector finance across Scotland and unquantifiable effects from the current issues within the Eurozone. Current Executive projections anticipate a budget gap of ÂŁ34.1m by 2016/17. Economic climate Director of Reviews of existing structures / financial controls / service delivery models are The level of grant funding available in the Finance and ongoing to maintain strong financial management across the Council. The Corporate Council's transformation strategy is designed to ensure a sustainable platform future will not support Support existing service levels. from which to deliver services. Measures to close the projected budget gap will mitigate this risk. Consultation will begin on these measures in November, with the 2013/14 budget being set in December. Red We consider the overall risk at present to be Medium as recent and imminent reforms to benefits, and job losses in the area could have a severe impact Executive across Council services. Economic climate Director of The anticipated downturn has been reflected in Council budgets with an income The current economic Finance and contingency identified for 2012/13. A review of the impact of welfare reform is position will have an Corporate being finalised as more information becomes available and a report will impact on the income Support collected by the Council presented to Cabinet in November.

Economic climate The local economic position will have a direct impact on the residents of East Ayrshire and their demand for Council services.

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. Executive With regards to SOA committements, the Community Planning and Partnership Director of Board reviews progress on an annual basis and implements a Performance Finance and Improvement Plan to ensure continuous improvement. The Community Corporate Planning Partnership held a Youth Employ Sumit on 21 August 2012 and Support identified a range of policy actions to tackle youth unemployment.

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 consequences Depute Chief Health and Safety for employees, service users and the Council. Exec / implementation of new We have arrangements in place to manage health and safety across the Executive arrangements fails to Council which are kept under review. The Chief Exec's Helath and Safety Director of adequately address Strategy Group, which includes Trade Union representation, continues to keep Neighbourho risk. under review both policy and relevant and related operational matters. od Services

3

Executive Protection of Children Director of and Vulnerable Adults Educational - individuals are not and Social adequately protected. Services

4

Financial Risk - Equal Pay and Equal Value Claims will have a significant financial impact on the Council

5

Fraud and misappropriation of council resources the Council is faced with financial loss through fraudulent activities.

Head of Human Resources

Executive Director of Finance and Corporate Support

Amber The overall risk is Medium - the impact for individuals could be severe and would adversely impact on the Council’s reputation. Targeted service redesign including work force and organisational development continues across the Council and partner agencies to support a continuous improvement agenda. The Chief Officer Group maintains an ongoing strategic review of this important area. Amber We consider the overall risk to be Medium as there remains an element of uncertainty in respect of the total expected cost of resolving these, and potential future claims. A reasonable provision has been identified to fund claims which are being managed by the Council with its external advisers. 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 information received from colleagues in other areas and anti-fraud networks is assessed as received. The Chief Executive chairs a Strategic Anti-Fraud Steering Group which is reviewing the corporate approach. Strategic meetings have recently been held with the SCDEA and Strathclyde Police to ensure our risk assessments and intelligence are as relevant as possible. Amber 14


Turn static files into dynamic content formats.

Create a flipbook
Issuu converts static files into: digital portfolios, online yearbooks, online catalogs, digital photo albums and more. Sign up and create your flipbook.