Period 8 2012/13 (18 November 2012)
REVENUE
Revenue Projected Variance (favourable) / adverse £m
Educational & Social Services
Revised Annual Budget £m
Resources Schools Community Support Facilities Management Building Learning Communities Children & Families / Criminal Justice Community Care
7.234 62.282 22.666 14.376 9.059 16.287 46.658
(0.324) (0.732) 0.028 (0.147) 0.000 (0.335) (0.071)
Educational & Social Services
178.562
(1.581)
Key Points: Members should note that £2.377m was transferred from the Education and Social Services budget to the Transformation Fund following the line by line review of budgets. RESOURCES The variance mainly relates to the timing of filling vacancies and departmental centrally held funds retained for pension costs and the costs of new and refurbished properties. SCHOOLS The variance principally relates to school carry forwards taking account of the September 2012 census data and prior years carry forward balances drawn down in year. Head teachers anticipate earmarking and carrying forward a balance of £0.600m at the year end. CHILDREN AND FAMILIES / CRIMINAL JUSTICE The variance after the line by line adjustment 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 allowances. 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. These savings are partially offset by additional client assistance payments, car mileage and allowances, mobile telephony costs, vehicle hire costs and client supplies within the children’s residential houses.
Revised Annual Budget £m
Finance & Corporate Support
Projected Variance (favourable) / adverse £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 1.965 11.623 3.748 2.615 (48.495) 53.856 (53.776) 21.059
0.000 (0.392) (0.055) 0.192 (0.160) (0.048) (0.500) 0.000 (0.200) 0.000
Finance & Corporate Support
(4.593)
(1.163)
1
Revenue Key Points: Members should note that £0.223m was 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 implementation of the review of management structure approved by Cabinet in June last year. The service is continuing towards 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. DEMOCRATIC SERVICES The variance primarily results from employee cost savings due to the timing of the filling of vacancies. It is anticipated that £0.113m will be earmarked at the year end for future election and grant award requirements.
0.486 7.873 0.041 24.931 3 738 3.738 10.605 13.301
Projected Variance (favourable) / adverse £m (0.022) (0.095) (0.001) 0.000 (0 078) (0.078) 0.064 (0.169)
60.975
(0.301)
Revised Annual Budget £m
Neighbourhood Services Central Management Support Leisure Services Emergency Planning Police & Fire Planning & Economic Development Roads & Transportation Housing & Environment Service
Neighbourhood Services Key Points:
Members should note that £0.645m was transferred from the Neighbourhood Services budget to the Transformation Fund Balance following the line by line review of budgets. CENTRAL MANAGEMENT The variance mainly relates to managed savings in Supplies and Services. PLANNING AND ECONOMIC DEVELOPMENT This variance mainly relates to a projected surplus relating to European funded projects, Princes Trust funding from Community Planning Development Fund, projected savings within Environmental Initiatives and employee costs arising from the timing of filling of vacancies. This is offset by a continuing shortfall in income relating to Building Warrants and Planning Fees. The department anticipates requiring to earmark a total of £0.113m at the year end.
Central Services
10.102
(1.183)
Key Points: The variance relates to centrally held budgets in respect of energy and the Change Fund.
NET EXPENDITURE
245 046 245.046
2
(4 228) (4.228)
Revenue Budgeted Transfer £m 3.245 0.000 0.000 0.000 0.000
Fund Transfers Transfer to Transformation Fund Transfer to Primary Technology Fund Transfer to Welfare Reform Fund Departmental underspend c/f Transfer to uncommitted general fund
Fund Transfers
3.245
Actual Transfer £m (3.245) (0.350) (0.500) (2.023) (1.355)
(7.473)
Projected Variance (favourable) / adverse £m (237.401) 0.000 (1.608) 0.000 (9.282) 0.000
Revised Annual Budget £m
Funded by Aggregate external finance Transfer from Capital Fund Utilisation of Previous Years Balances
Total Funding
Housing Revenue Account E dit Expenditure Income
Net Expenditure
(248.291)
0.000
48 183 48.183 (48.183)
0.402 0 402 (0.480)
0.000
(0.078)
Key Points: Housing Revenue Account The HRA overall favourable variance reflects a reduction of £0.622m since the period 6 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. These have been partly offset by additional spend on the Housing Investment Programme, as previously agreed by Cabinet.
Opening Balances £m General Fund Balances Uncommitted Committed and Departmental Transformation Fund Primary Technology Fund Welfare Reform Fund
Total
Projected Movement £m
Projected Closing Balance £m
(17.602) (17.056) 0.000 0.000 0.000
4.658 2.204 (4.202) (0.350) (0.500)
(12.944) (14.852) (4.202) (0.350) (0.500)
(34.658)
1.810
(32.848)
(2.325)
(0.078)
(2.403)
HRA Balances
Total (all uncommitted) 3
SAVINGS
Savings 2012/13
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 The balance of the 2011/12 academic year savings to be achieved between April and June.
£
474,040
£
421,040
Comment: The unachieved element of this saving (£53k) relates to classroom assistants which continued to exceed budget for the remainder of academic year 2011/12. There remains a need to respond to individual children's requirements, and the unmet saving is being offset against savings in other areas of the budget.
Neighbourhood Services Fireworks Display to be self financing
£
10,000
-
Comment: C t A reconciliation ili ti off costs t against i t income i for f the th eventt indicates i di t that th t the th Council C il was required i d to provide a subsidy of approximately £16,000.
TREASURY
Treasury
Investments (£'m) 0.030 1.597
0.050
Santander (UK) PLC
2.751
Bank of Scotland PLC ank of Scotland P C
2.742
DMO 2.744 Barclays Bank PLC RBS Coalfield Environmental Initiative 11.330 Catrine Community Trust
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 £21.244m 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 0.50% was being earned on these investments. The maximum duration of any one investment is 2 weeks, and 47% of the total invested is on "call" terms which essentially means instant access.
5
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 Loudoun Academy Leisure Centre 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 1.750 2.500 10.000 9.600 10.000 1.320 1.100 10.000 1.050 4.900 10.500 1.000 2.800 1.231
4.400 0.036 0.118 6.833 7.041 10.007 1.159 1.049 8.142 0.000 2.354 0.000 0.989 0.193 0.100
5.000 1.750 2.500 11.500 8.400 10.800 1.320 1.100 8.900 1.050 4.900 10.500 1.050 2.800 1.045
Current Milestone
Status
Complete Tender Tender Construction Complete Complete Complete Complete Complete Development Construction Development
N/A
Complete N/A N/A
N/A
Key Points: Flowerbank Nursery / Kilmarnock Day Centre Tender was awarded 20 November 2012. Works to the Kilmarnock Area Day Centre will commence on site early January 2013, with completion by December 2013. It is currently anticipated that works to the Flowerbank Nursery will commence on site August 2013 (dependent on progress with the Willowbank SEN School), with completion by April 2014. Willowbank School Roofing, g render and window works are complete; p internal p plaster-boarding g is in p progress, g with first fix mechanical and electrical service installations on-going. Following discussions with Education colleagues the contractor is now targeting a construction completion for Easter 2013, with commissioning of the facility thereafter over a period of 4 – 8 weeks. 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 The new facilities were complete and available for staff and pupils by the start of the new term in October 2012, 3 months ahead of schedule. It is anticipated that overall costs will be significantly below the approved budget allocation. Auchinleck Community Centre Internal first fix nearing completion, second fix and finishes on-going. It is currently anticipated that construction works could be completed by Easter 2013, 1 – 2 months ahead of schedule. Galston Office Facilities A report and associated indicative costs relating to problems with the structural frame of the Co-op building is currently the subject of legal negotiations with the landlord. Internal meetings have also recently been held to progress an option appraisal exercise in relation to the review of properties and facilities in Galston, which will include potential options for the current local office / Co-op site (subject to the outcome of legal discussions).
Capital
Finance & Corporate Support General Projects Neighbourhood Services Palace Theatre / Grand Hall Ayrshire Athletics Arena All Weather Synthetic Sports Pitches Muirkirk Nursery Class 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)
1.871
0.585
1.871
N/A
2.981 7.025 2.000 0.500 5.600 1.000
2.835 7.034 0.674 0.447 1.362 0.105
2.981 7.225 2.000 0.500 5.600 1.150
Complete
4.002
3.996
4.002
Complete
5.700
0.658
5.700
Construction
8.413
8.400
8.413
Complete
10.500 3.466 1.607 3.837 1.150 12.135 13.263
9.767 2.178 0.063 0.072 0.913 3.990 8.830
10.500 4.142 1.607 3.837 1.150 8.032 13.858
Complete
Current Milestone
Status
N/A
Complete Construction Complete Development Tender
Land Acquisition Tender Tender Construction N/A
N/A
N/A
N/A
Key Points: All Weather Sports Pitches The synthetic surfaces at both Auchinleck and Loudoun Academies are due to be completed by mid December, slightly behind schedule due to difficulties with external lighting deliveries. Costs for both sites are higher than previously anticipated due to unforeseen issues with ground conditions - this may have an impact on future proposals. Muirkirk Nursery Class Works to move the nursery into the primary school are complete, including the upgrade of the existing heating system. Dean Road Bridge Further progress on the Dean Road bridge project is dependent on resolution of all outstanding legal issues with private owners, and a subsequent retendering of the works. KilmarnockTown Centre Regeneration (Civic Centre) Following the commencement of works, the contractor has raised concerns over the stability of high level stonework pediments on three corners of the South building. As a consequence these have had to be removed (under a road closure order) to allow remedial works to be undertaken. Concerns have also been raised in relation of the stability of the roof props which may require to be replaced. Further assessment of similar areas will be required on the North Building. Moorfield Industrial Estates (Phase 1 and 2) Phase 1 (Speculative Unit) - Following concerns regarding the presence of mine workings below the original site in Phase 1 for the speculative unit and the associated cost implications, it has been agreed to move the unit to the new Phase 2 development. As a result the planning application will require to be resubmitted, however it is currently anticipated that this will not have significant implications in terms of timescale. Tender award will be held pending planning approval. It is currently anticipated that works in relation to the speculative unit could start on site February 2013, with completion by August 2013. Phase 2 (Serviced Plots) - The site has been procured from Land Improvement Holdings and the tender for construction works has now been awarded. It is currently anticipated that works will commence on site early January 2013, with completion by August 2013. The design allows for a variety of plot sizes and discussions are on-going with potential end users. General Projects - Bridge Strengthening There is slippage anticipated on the Bridge Strengthening projects of approximately £0.500m due to progress being impacted by the recent flood damage work. Housing Investment Programme Works on the phase 1 re-roofing and rendering projects have now been completed. Expenditure on asbestos testing and removal is projected to be higher than initially anticipated due to the volume of work required. The number of gas central heating replacements will be higher than originally planned due to lower unit costs. All other elements of the programme are progressing according to schedule.
PEOPLE
People Period 8
Number of employees Chief Executive’s Office and Internal Audit Finance & Corporate Support. Educational & Social Services (LGE). Educational & Social Services (Teachers). Neighbourhood Services.
22 514 3,223 1,276 1,307
East Ayrshire Council
6,342
Number of Days lost per working days lost employee 6.0 0.3 350.0 0.7 3140.0 1.0 770.5 0.6 1175.0 0.9 5441.5
Target max. 8 days p.a 0.6 0.6 0.6 0.6 0.6 0.6
0.9
Headcount 8,000
6,586
6,590
6,648
6,617
6,507
6,485
6,433
6,510
6,291
6,220
Qrt 1
Qrt 2
Qrt 3
Qrt 4
Qrt 1
Qrt 2
Qrt 3
Qrt 4
Qrt 1
Qrt 2
6,000 4,000 2,000 0
2010/11
2011/12
2012/13
Leavers as a percentage of employees 5.0%
4.0%
3.2%
3.0% 2.0%
2.0%
1.5%
2.2%
1.6%
1.0%
0.42%
0.66%
0.92%
Period 6
Period 7
Period 8
0.0% Qrt 1
Qrt 2
Qrt 3
Qrt 4
Qrt 1
Note: Leavers statistics are now calculated on a 4-weekly basis in line with reporting periods
Vacancies Advertised Restricted Open Total
Period 8 5 33 38
Grievances (Period 8): 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 8): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood g Services Total
Verbal / Written 0 0 0 0 0
8
Stage 2 0 0 0 0 0
Stage 3 0 1 0 0 1
Stage 4 0 0 0 0 0
Final
Dismissal
Other
0 0 2 1 3
0 0 1 0 1
0 0 3 0 3
People Top 5 Reasons for Absence (Period 8) 80.00% 70.00% 60.00%
8.26%
24.04%
9.14% 16.86%
9.62%
8.57%
17.14%
13.76%
14.54%
9.71%
15.19%
9.29%
7.83%
Finance & Corporate Support
Educational and Social Services
40.00% 30.00%
25.96%
20.00% 10.00% 0.00%
Stress ‐ Work Related Other Reason Colds/Flu
8.51%
13.37%
50.00%
10.12%
17.79%
14.73%
7.23%
Teachers
Neighbourhood Services
Stress ‐ Personal Operations/Recovery/Treatment
Stomach/Abdominal Musculoskeletal
Occupational Health Referrals (Period 8) 35
30
30
26
25 20 15
11
10 5 0 New Referral
0
0
Ongoing
Welfare Referrals
3
Physiotherapy New Referral Referrals
Short Term
Ongoing
0
1
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.
9
HEALTH AND SAFETY
Health and Safety Reportable Incidents 10 1 5
0
4 4 2
1 2
Period 1
Period 2
4
2
4
2
1
1 1 1 1
Period 3 Period 4 RIDDOR ‐ Employees' Injuries
Period 5 Period 6 RIDDOR ‐ Others' Injuries
RIDDOR ‐ Dangerous Occurrence
RIDDOR ‐ Reportable Disease
3 2
1
Period 7
Period 8
RIDDOR - The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995
Key Points: There was 1 RIDDOR reportable accident / incident during period 8. The cause of the incident was violence and aggression. The reportable incident was recorded by Educational and Social Services (Children and Families & Criminal Justice) as an act of ‘physical’ violence and aggression, against a Council employee. Non Reportable Incidents 300 200 100 0
88
92
102
100
87 65 Period 1
96
51
61 37
69
Period 2 Period 3 Period 4 Non‐Reportable: Employees' Injuries
80
145
162
91
82
Period 5 Period 6 Period 7 Non‐Reportable: Others' Injuries
Period 8
Key Points: The main 3 causes of accidents / incidents account for 57% of all non-reportable accidents and incidents. These were: violence and aggression (66 – 27%); slips, trips and falls (43 – 18%); and playground / horseplay (30 – 12%). Location of Non- Reportable Incidents Housing Stock or Hostels
3%
Leisure Facilities and public places
8%
Social Work establishments
7%
Council offices and depots
11%
Educational establishments
69% 0%
20%
40%
60%
Violence & Aggression Reporting 100 90 80 70 60 50 40 30 20 10 0 2012/13
10
80%
Health and Safety Key Points: The majority of incidents (69%) were recorded as occuring at educational establishments, with a rise in the number of incidents reported to Health and Safety Section by both primary and secondary schools since Period 6. Incident Reporting Guidance for schools is currently being developed and will be issued shortly. It is anticipated that this guidance will assist schools to differentiate between minor play-related accidents, and incidents attributable to workplace health and safety issues that require to be reported to Corporate Health and Safety through SHE. Average number of days to report incidents
9 6 Period 1
13
8 8 1 Period 2
6 2 Period 3
Finance & Corporate Support 100%
9
11
5 2 Period 4
3 3 Period 5
Neighbourhood Services
4
6 2 6
6 2 3
Period 6
Period 7
Period 8
8
Educational and Social Services
Percentage of incidents reported with five days
50%
94%
84%
Neighbourhood Services
Educational and Social Services
67% 0% Finance & Corporate Support
Key Points: It is noted that, of the 244 total accidents and incidents, 37 reports (15.1%) took more than 5 days to reach the Health and Safety Section. As the implementation of SHE electronic reporting system has now been fully implemented across all Departments, the specified 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. Number of days lost to work related stress 400 300 200
361
324
333
100
174
184.5
Period 4
Period 5
317.5
299
288
Period 6
Period 7
Period 8
0 April
May
June
Key Points: The number of days lost due to work related stress accounts for 5% of the total number of days lost due to sickness absence in Period 8. The number of days lost due to work related stress accounts for 5% of the total number of days lost due to sickness absence in Period 8. This is a reduction from a level of 7% in Period 6. 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. All Fire Risk Assessments have been completed across Council properties with the process for timely review ongoing. i D i During P i d 8 (2012/13) a total Period t t l off 4 Fire Fi Ri k Assessments Risk A t were reviewed. i d C Completed l t d Fire Fi Assessments are returned to the Premises Manager with copies forwarded on to Heads of Service. Any issues are raised with Heads of Service. 11
COMPLAINTS
Complaints Complaints Received (1 Sept to 18 Nov) Dealt with Under Stage 1 only
Dealt with Dealt with Under Under Stage 1 then Stage 2 only Stage 2
Total
Finance & Corporate Support. Educational & Social Services Neighbourhood Services. Pan-Department
7 11 26 0
0 0 4 1
0 0 2 0
7 11 32 1
East Ayrshire Council
44
5
2
51
Key Points: For the reporting period, a total of 51 complaints were received. As at 18 November 2012, 45 complaints had been closed with 6 open at that time.
Complaints Closed (YTD):
Number Closed Stage 1 Complaints (5 days target) Stage 2 Complaints (20 days target)
41 4
East Ayrshire Council Average Closed Upheld in Partially Days to Within Time Full Upheld p Respond 18 (43.9%) 9.3 15 (36.6%) 12 (29.3%) 3 (75%) 22.3 1 (25%) 3 (75%)
Average number of days to respond 25
Stage 1 Stage 2
20
Ayrshire22.3 Council Finance and Educationa NeighbourhooPan-DepartmEast 22.7 21.0 9.1 6.6 10.3 9.3 22.7 21.0 22.3
15 10
10.3
9.1
9.3
6.6
5 0 Finance and Corporate Educational and Social Neighbourhood Services Support Services Stage 1
Pan‐Department
East Ayrshire Council
Stage 2
Key Points: The Council’s new complaints process provides valuable feedback on how the Council is providing services and helps identify how further improvements can be implemented. A Cross-Departmental Officer Working Group meets regularly to review performance and to monitor implementation of improvement actions.
12
BUSINESS BRIEFINGS
Business Briefing Educational & Social Services School Meals: Pupil Total satisfaction level with h l l School Meals: Quality assurance and stakeholder consultation process Cleaning: Cost per square metre for all areas cleaned (£) Cleaning: Ratio of square metres to annual schedule hours (secondary schools)
Period
Target
Result
Aug 12*
90.0%
96.8%
2011/12
Quartile 1
60
2011/12
Quartile 1
£10.01
2011/12
Quartile 1
1.08
Status
* Financial period updates not available.
Key Points: Facilities Management collects a range of measures to ensure that the service provides a quality services and can demonstrate best value. This year’s school meal pupil survey shows young people have a very positive attitude towards school lunches, with an overall satisfaction level of 96.8% being achieved. Pupils also indicated that they did try to eat well. Young people said they followed healthy lifestyle messagesby choosing healthier options, which included eating more fruit and vegetables and being more active. The (Association of Public Service Excellence) APSE Performance Network benchmarking results for school catering show that East Ayrshire performs around the median in relation to cost indicators, has room for improvement in uptake and continues to perform well in a range of qualitative measures. APSE Performance networks results for building cleaning show that East Ayrshire continues to perform particularly well on cost and productivity measures which are both in the top quartile. In October 2012 Facilities Management maintained its Investors in People accreditation for the seventh consecutive year. The service has been accredited to Investors in People standard since 2005 providing recognition of our existing and on-going commitment to the training and development of our staff across a range of areas including Business Strategy, Learning and Development, Involvement, Empowerment and Performance Measurement.
Period
Target
Result
Period 8
67.0%
68.6%
Period 8
93%
94.5%
October
85%
63.2%
Period 8
1,300
1,438
Status
Finance and Corporate Support Percentage of Council Tax Received Percentage of invoices paid within 30 calendar days of receipt Percentage of Benefits Claims processed within 30 calendar days of receipt. Number of Licensing Board Applications
Key Points: The Council Tax team are continuing to target non-payers of Council Tax at an early stage, including involving Sheriff Officers at an early point, resulting in a slight improvement in the collection level when compared to the same period in the previous year. The percentage of invoices paid within 30 calendar days has been improving throughout the year, and remained above target at the end of Period 8. This represents a continuing increase in performance.
Business Briefing The percentage of benefits claims processed within 30 calendar days of receipt deteriorated during October 2012 to 63.2%, compared to 71.9% in the previous month and a target level of 85%. This decline in performance is attributed to the relocation to the Opera House, where approximately four days processing were lost, increased volumes of applications, and increased annual leave, maternity leave and sickness absence, where an additional 70 work days were lost compared to the previous month, and 10.5 vacancies within Revenues and Benefits during Period 8. 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. Throughout November, employees have been working overtime and four vacancies have recently been filled, with new employees undergoing extensive training. A major upgrade to the integrated system is currently ongoing that will deliver the most current version supported by the software provider. The implementation will require an element of downtime, and a further deterioration of this indicator is therefore likely. It is however, expected that improvements will be delivered in the early part of 2013. The number of Licensing Board applications received by the end of Period 8 was 1,438. This is an increase on the previous year when 1,288 were received. It is important to note that although the number of applications has increased, income has decreased slightly compared to the previous year. This reflects the different types of applications which are dealt with; for example, Occassional License or Extended Hours Applications only cost £10, whilst a new premises license could cost between £160 - £1,600. Period
Target
Result
Status
Neighbourhood Services Number of attendances at all leisure facilities Car Parking Revenue Percentage of housing repairs completed first time Percentage of Gas safety checks carried out within 12 months Number of void housing properties
Period 8
225,000
253,060
YTD
£793,192
£636,872
Period 8
90%
95.3%
Period 8
100%
99.3%
Period 8
390
419
Key Points: The total number of visits to East Ayrshire Leisure Services facilities are up 12% at 1,693,161 across Periods 1 to 8 in 2012/13 compared to the same period in 2011/12. The opening of Stewarton Sports Centre in January 2012 and the Ayrshire Athletics Arena in June 2012 in addition to the innovative and extensive programme of events and activities run for residents have contributed to the increase in attendances. Car parking income across all of the Council's car parks and on-street parking is up by 6.85% in P8 2012/13 compared to the same period in 2011/12 and down 19.71% compared to the services target of £793,192. It is anticipated that car parking income 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 P8 2012/13 the number of void houses not in the letting pool was 419 compared with 505 in P8 2011/12. The number of void properties has increased by 21 during P1-8 of 2012/13. The amount of void rent loss at P8 2012/13 stands at £643,305. Housing Services will continue to target void maintenance to reduce the number of voids and the consequential q loss of rent.
RISK REGISTER
Risks Risk No.
1a
1b
1c
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 and the recently announced Autumn Statement on Public Sector finance across Scotland, and unquantifiable effects from the current issues within the Eurozone. Current Executive projections anticipate a budget gap of ÂŁ34m by 2016/17. Economic climate Director of Reviews of existing structures / financial controls / service delivery models are ongoing to The level of grant funding available in the Finance and maintain strong financial management across the Council. The Council's transformation Corporate strategy is designed to ensure a sustainable platform from which to deliver services. future will not support Support existing service levels. Measures to close the projected budget gap will mitigate this risk. Council on the 13 December approved the 2013/14 budget together with indicative proposals for the period up to 2017. This identified savings proposals totalling ÂŁ24.974m. Red We consider the overall risk at present to be High as recent and imminent reforms to benefits, and job losses in the area could have a severe impact across Council services. Executive The anticipated downturn has been reflected in Council budgets with an income Economic climate Director of contingency identified for 2012/13. The anticipated impact of welfare reform is being The current economic Finance and reviewed on an ongoing basis and a report was presented to Cabinet in November. position will have an Corporate Further review reports will be considered by the Governance and Scrutiny Committee. impact on the income The HRA budget has been reviewed and appropriate revisions made in anticipation of the Support collected by the Council impact of welfare reform on rent arrears.
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
Health and Safety implementation of new arrangements fails to adequately address risk.
Depute Chief Exec / Executive Director of Neighbourho od Services
3
Protection of Children and Vulnerable Adults individuals are not adequately protected.
Executive Director of Educational and Social 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.
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. The Community Planning Partnership held a Youth Employment Summit on 21 August 2012 and identified a range of policy actions to tackle youth unemployment. It is anticipated that Welfare Reform will have an acute impact on East Ayrshire residents and work is progressing to ensure support mechanisms are in place through Financial Inclusion and other appropriate services. 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. The Chief Exec'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 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 ongoing strategic overview 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. Head of A reasonable provision has been identified to fund claims which are being managed by the Human Resources 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 Executive escalated and information received from colleagues in other areas and anti-fraud networks Director of is assessed as received. The Chief Executive chairs a Strategic Anti-Fraud Steering Finance and Group which is reviewing the corporate approach. An internal review of readiness to Corporate respond to serious organised crime will shortly be concluded - strategic meetings have Support been held with the SCDEA and Strathclyde Police to inform this work. The biennial NFI exercise has also commenced and is in the data gathering phase. Amber
15