Period 13 2012/13 (31 March 2013)
REVENUE
Revenue Projected Variance Revised Annual (favourable) / adverse Budget £m £m
Educational & Social Services Resources Schools Community Support Facilities Management Building Learning Communities Children & Families / Criminal Justice Community Care
6.876 62.833 22.753 14.470 9.331 16.285 46.826
(0.768) 0.013 (0.044) 0.164 0.000 (0.636) 0.053
Educational & Social Services
179.374
(1.218)
Key Points: RESOURCES The variance mainly relates to employee costs outturning lower than previously anticipated principally due to the timing of filling vacant posts. In addition, departmental centrally held funds retained for pension costs; and rates costs for new and refurbished properties were lower than anticipated. CHILDREN AND FAMILIES / CRIMINAL JUSTICE The variance after the line by line adjustment is mainly due to savings from the timing of filling vacancies and slippage on the internal foster care element of the Children and Families service re-design. These savings are partially offset by additional client assistance payments, car mileage and allowances, mobile telephony costs and vehicle hire costs and secure accommodation costs. The department anticipates earmarking the following amounts: No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Description Dunlop Primary School - Phase 1 reconfiguration / extension (approved by Cabinet 6/2/13) School Carry Forwards Health &Safety: Secondary Technical Departments Education Non Domestic Rates: back charges on new or refurbished premises Curriculum for Excellence Moderation: balance of 12/13 grant funding allocation Early Years Change Fund: balance of 12/13 grant funding allocation Literacies Partnership: balance of 12/13 grant funding allocation Premises upgrade: Cumnock Academy Home Economics Dept NHS Advocacy Funding: contract for non-recurring expenditure 13/14 DWP Financial Inclusion: late allocation Nov 2012 - committed to part-fund post 13/14 Childrens' Houses upgrades Police Effective Early Intervention funding - late allocation 12/13 Scottish Strategy for Autism - Funding to implement the Scottish Strategy for Autism Adaptations - work committed (orders raised) Equipment Joint Funding - work committed (orders raised) Resources - Maternity Leave Cover Choose Life - balance of 12/13 funding allocation Total
£m 0.110 0.479 0.076 0.064 0.014 0.040 0.002 0.060 0.009 0.013 0.024 0.025 0.035 0.125 0.084 0.023 0.031 1.214
School Auchinleck Academy Grange Academy James Hamilton Academy Kilmarnock Academy Loudon Academy Stewarton Academy St Joseph's Academy Doon Academy Cumnock Academy Primary Schools Other Schools Total
£m 0.016 0.025 0.096 0.011 0.016 0.118 0.036 0.114 0.047 0.479
Projected Variance Revised Annual (favourable) / adverse Budget £m £m
Finance & Corporate Support Central Management Support Finance Human Resources Corporate Infrastructure Democratic Services Legal, Procurement & Regulatory Council Tax HB/CTB HB/CT Benefit Subsidy Debt Charges
0.169 2.979 2.369 12.661 4.023 2.680 (48.495) 53.856 (53.776) 20.689
0.006 (0.577) (0.075) 0.028 (0.220) (0.145) (1.486) 0.379 (0.285) (0.087)
Finance & Corporate Support
(2.845)
(2.462)
1
Revenue Key Points: FINANCE The variance principally relates to the timing of the implementation of the review of management structure approved by Cabinet last year, resulting in employee cost savings this year. In addition one-off funding has been received in respect of Scottish Welfare Fund and Council Tax Reduction, the majority of which requires to be earmarked. HUMAN RESOURCES The variance relates to employee costs savings due to the timing of the filling of vacancies and management action in preparation towards future years' efficiency requirements. DEMOCRATIC SERVICES The variance primarily results from employee cost savings due to the timing of the filling of vacancies and the timing of the applications of Local Area Grants, some of which required to be earmarked. LEGAL, PROCUREMENT AND REGULATORY The variance is mainly due to savings in relation to sampling costs within Environmental Health and additional licencing income. The departmentNo.anticipates earmarking the following amounts: Description 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Finance - Welfare Reform Set Up funding Finance - Council Tax Reductions - Change Over Funding Finance - Temporary Staffing Finance - VAT Advice re: Leisure Trust Human Resources - FE commitments Human Resources - Temporary Staffing (L&D Officer - 2 years) Human Resources - Specialist Training Equipment Corporate Infrastructure - Greenholm Street Training Suite Work Corporate Infrastructure - Bus Station Site (Contribution to Roads) Corporate Infrastructure - Rothesay House Water Charges (awaiting bill from Scottish Water) Democratic Services - Development Fund Committments Democratic Services - IT Training Democratic Services - Grant Committments Democratic Services - Renewal of Leased Vehicle Democratic Services - Funding Contribution to future Election costs LPR - Temporary Staffing LPR - Environmental Health Committments LPR - Procurment Severances Total
£m 0.043 0.135 0.114 0.010 0.017 0.049 0.007 0.012 0.010 0.030 0.014 0.002 0.033 0.010 0.062 0.025 0.009 0.099 0.681
Projected Variance Revised Annual (favourable) / adverse Budget £m £m
Neighbourhood Services Central Management Support Leisure Services Emergency Planning Police & Fire Planning & Economic Development Roads & Transportation Housing & Environment Service
Neighbourhood Services Key Points:
0.486 7.831 0.041 24.919 4.891 11.225 13.347
(0.028) (0.185) (0.015) (1.963) (1.269) 0.080 (0.300)
62.740
(3.680)
CENTRAL MANAGEMENT The variance mainly relates to managed savings in Supplies and Services. LEISURE SERVICES Th variance The i i due is d to t reduced d d expenditure dit th throughout h t the th service, i as wellll as additional dditi l income i att facilities f iliti which is partly offset by reduced community and games hall income.
2
Revenue POLICE AND FIRE The variance is due to the accounting treatment of Police and Fire reserves, following the wind-up of the existing Joint Boards. Councils will receive a proportion of the reserves of the former Police and Fire Boards based on the precept contributions. The winding up arrangements are such that councils will also receive the Scottish Governments share with a consequential one – off reduction in grant in 2013/2014. Therefore £0.894m has been earmarked to offset the non recurring grant reduction. PLANNING AND ECONOMIC DEVELOPMENT This variance mainly relates to European funded projects, Environmental Initiatives, Heritage Lottery Funding and Business Grants as well as employee costs arising from the timing of filling vacancies. This is partly offset by reduced Building Warrants income and Planning Fees. HOUSING AND ENVIRONMENT SERVICES The variance is due to reduced expenditure throughout the service, partly offset by reduced homeless rents, recycling income and redundancy costs. The department anticipates earmarking the following amounts: No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Description Private Sector Housing Grants committed but not paid Employability Project Funding Onshore Wind Funding Outdoor Amenities Rents Street Lighting Environmental Initiatives Water Charges at Stewraton Sports Centre Community Recreation - Procurement of Bouncy Castles Rough Sleepers Initiative Funding Disbursement East Ayrshire Youth TheatreProject Balance Outdoor Amenities Equipment Police Joint Board (Scottish Government share) Anti-Graffiti Projects Business Grants Business Gateway Kilmarnock CARS / THI Open Cast Site Survey Cost (Cabinet 24 May 2013) Economic and Social Impact Study Cost (Cabinet 24 May 2013) Contribution to cost of Legal Opinion on Open-Cast Coal Mining (Cabinet 24 May 2013) Total
Central Services
£ 0.064 0.852 0.055 0.013 0.101 0.093 0.008 0.005 0.024 0.002 0.007 0 894 0.894 0.006 0.142 0.018 0.164 0.100 0.020 0.015 2.583
9.595
(3.411)
Key Points: Central Services The variance mainly relates to centrally held budgets in respect of energy; the Change Fund, where actions and outcomes are being delivered within existing departmental budget provisions; the income contingency not required in the current year; and other centrally held funding some of which is required to be earmarked for use in future years. The following amounts are required to be earmarked: No. 1 2 3 4 5 6 7 8 9 10
Description Chief Executive's Office (Health and Safety) Shortlees / Morven Avenue shops projects (Cabinet 22 Feb 12) Cumnock Regeneration (Cabinet 8 Feb 13) European Match Funding Zero Waste Fund Election Funding Family Support Funding Severance Costs Affordable Housing Fireworks Display Total
NET EXPENDITURE
£ 0.040 0.232 0.280 0.171 0.395 0.120 0.074 0.240 0.250 0.020 1.822
248.864 3
(10.771)
Revenue In Year Fund Transfers Transformation Fund Primary Technology Fund Welfare Reform Fund Departmental underspend c/f Transfer to uncommitted general fund Fund Transfers
Budgeted Transfer £m 3.245 0.350 0.500 0.000 0.000
Actual Transfer £m (3.245) (0.350) (0.500) (6.633) (4.138)
4.095
(14.866)
Actual Variance Revised Annual (favourable) / adverse Budget £m £m
Funded by Aggregate external finance Transfer from Capital Fund Utilisation of Previous Years Balances
Total Funding
(238.635) (2.146) (12.178)
0.000 0.000 0.000
(252.959)
0.000
48.183 (48.183) (48 183)
(0.065) (0 893) (0.893)
0.000
(0.958)
Housing Revenue Account Expenditure Income
Net Expenditure Key Points:
Housing Revenue Account The variance on the HRA is mainly due to the timing of filling of vacancies within Housing together with a saving in the void rent loss budget following an budget increase to reflect actual let times. There are savings in debt financing costs which are partly offset by additional costs in respect of Bellsland Place, additional spend on the Housing Investment Programme and additional work on cills and lintels. There is higher than anticipated income in respect of recharges to the Capital Programme and a Hostel Support Grant prior year adjustment. The department anticipates earmarking the following amounts: No. Description 1 Potential loss of Housing Benefit arising from benefits cap implications on hostels. Total
Opening Balances £m General Fund Balances Uncommitted Committed and Departmental Transformation Fund Primary Technology Fund Welfare Reform Fund
Total
£ 0.070 0.070
In year Movement £m
Closing Balance at 31/3/13 £m
(17.602) (17.056) 0.000 0.000 0.000
1.875 2.904 (4.202) (0.350) (0.500)
(15.727) (14.152) (4.202) (0.350) (0.500)
(34.658)
(0.273)
(34.931)
(2.325)
(0.958)
(3.283)
HRA Balances
Total (all uncommitted) 4
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 (£0.053m) relates to classroom assistants which continued to exceed budget for the remainder of academic year 2011/12. While continuing to carefully manage turnover, 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: A reconciliation of costs against income for the event indicates that the Council was required to provide a subsidy of approximately £0.014m. A separate detailed report on the Fireworks Display was previously considered by Cabinet.
5
TREASURY
Treasury
Maturity Profile of Loan Debt 30
£'m outstanding
25 20 15 10 5
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
0
Year of maturity
Investments (£'m)
Santander (UK) PLC (2.935m) Bank of Scotland PLC (4.000m)
0.050 0 060 0.060 2.500
Barclays Bank PLC (0.066m)
0.222 0.040
RBS ((1.700m)) RBS Sterling MMF (2.648m)
2.935
Prime Federation MMF (2.648m) 4.000
5.000
Ignis MMF (2.648m) 0.066 1.700
Goldman Sachs MMF (2.648m) Nationwide BS (5.000m)
2.648 2.648 2.648
Standard Chartered (2.500m)
2.648
Coalfield Environmental Initiative (0.060m) Catrine Community Trust (0.050m) Newmilns Ski Slope (0.222m) Scottish Dark Sky Observatory (0.040m)
Key Points: The Council had a total debt portfolio of £261.806m 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 5.04%. The Council had a total investment portfolio of £27.165m 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 0.53% was being earned on these investments. The maximum duration of any one investment is 1 year with Standard Chartered, and 72% of the total invested is on "call" terms which essentially means instant access.
6
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 1.231
0.037 0.320 8.506 0.006 0.587 4.738 0.000 1.059 0.286 0.000 0.000 0.000 0.636
1.750 2.500 11.500 1.250 0.600 4.900 27.500 1.060 2.800 4.000 0.390 33.000 0.636
Current Milestone
Status
Construction Construction Construction Development 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 with the timber frame completed and the roof and blockworks nearing completion. It is currently anticipated that the works on site could be completed by Autumn 2013, ahead of schedule. The works to Flowerbank Nursery are currently anticipated to commence on site August 2013 following completion of the Willowbank SEN School. Willowbank SEN School External works are nearing completion, completion with internal finishes being completed on a phased basis. basis Whilst some minor works will continue through to the end of June it is not anticipated that this will impede the set up of the school, including the delivery of furniture / equipment, to allow the school to open for the start of the new term in August. The impact of delays are being quantified and as noted in previous reports it is anticipated that overall costs will exceed 10% of the original budget; Cabinet on 27 March 2013 subsequently approved an appropriate adjustment to the budget, funded from the overall Schools Capital Programme. Auchinleck Community Centre All construction works were completed and the building handed over on 21 March 2013, 2 months ahead of schedule. The facility is now fully operational. Loudoun Academy Leisure Centre Planning approval was granted on 17 May 2013. Tender documents were issued late May, returning by the end of June with an anticipated start on site during July 2013. Onthank Primary School The option of a modular building system is under consideration. Using this construction method would allow the new facilities to be operational by the start of the school term August 2014. Works to create two new classrooms within the existing footprint of the building have been completed. Dunlop Primary School Detailed design work is completed and a building warrant application submitted. Tender documents were returned in early June, with an award anticipated to be made by the end of June. It is currently anticipated that works could commence on site in early July, with a completion of the majority of works prior to the school returning at the end of the summer holidays.
7
Capital Budget Allocation (£m)
Expenditure to Date (£m)
Forecast Expenditure (£m)
1.871
3.953
3.953
N/A
0.950 4.000 1.260 0.850 1.500
0.003 0.000 0.000 0.000 0.108
0.950 4.000 1.260 0.850 1.500
Development Development Development Development Tender
4.002
3.998
4.002
Complete
8.413
8.450
8.450
Complete
2.700
1.422
2.700
Construction
5.000
0.000
5.000
Development
Current Milestone
Status
Finance & Corporate Support General Projects
N/A
Neighbourhood Services Doon Academy Synthetic Pitch Depot Improvements Lugar Waste & Recycling Centre Lugar Outdoor Amenities Dean Road Bridge Kilmarnock Town Centre Regeneration (Johnnie Walker Bond)
Kilmarnock Town Centre Regeneration (Opera House)
Kilmarnock Town Centre Regeneration (Civic Centre)
Kilmarnock Town Centre 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 / Tender 0.700 0.000 0.700 Cumnock Town Hall Development 5.000 0.000 5.000 Other Town Centre Regeneration Development 0.200 0.000 0.200 Dean Castle Country Park Construction 1.607 0.312 1.607 Moorfield Industrial Estate Phase 1 Construction 3.837 0.518 3.837 Moorfield Industrial Estate Phase 2 Tender 29.326 0.110 29.980 Council House Building Programme (SLP) Development 3.000 0.000 3.000 Energy Efficiency N/A N/A 8.199 7.041 7.041 General Projects N/A N/A 13.263 13.691 13.691 Housing Investment Programme Key Points: Dean Road Bridge Despite initial agreements being reached in principle, final agreement regarding access to private gardens could not be reached with one owner. Roads & Transportation have therefore instigated a re-design of the original scheme to move the bridge downstream. An application for listed building consent to remove the existing footbridge is due to be considered at Planning Committee on 14 June. If the application is approved, a tender for an initial contract for a temporary footbridge will be awarded shortly thereafter. The design for the new bridge is being finalised and it is currently anticipated that tender documents will be issued in early July with a start on site in October 2013.
Kilmarnock Town Centre Regeneration (Civic Centre) Works to the South Building are complete with the exception of a roof area to the rear of the building. The scaffold will remain in-situ to allow decorative lighting works to be undertaken; anticipated start June 2013. Works to the North Building are in progress and it is currently anticipated that the stone / roof works will be completed by July with the external lighting completed by August 2013. Cumnock Town Hall Proposals are currently being developed in consultation with the CARS team regarding the final application for funding for external works to Cumnock Town Hall. It is currently anticipated that works could commence on site in July 2013. Proposals are currently being developed regarding the extent of internal works. Moorfield Industrial Estates (Phase 1 and 2) Phase 1 (Speculative Unit) - Construction works have commenced, with completion anticipated by Sept 2013. Phase 2 (Serviced Plots) - Construction works commenced in January 2013, with anticipated completion of the infrastructure development by 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 A number of sites are currently being progressed in relation to the Council House Build programme, including sites at Ayr Road, Cumnock; Chapel Lane / Brewlands Street, Galston; Portland Street / Rennie Street / Witch Road / West Langlands Street / Campbelltown Drive, Kilmarnock; Riccarton Road / Kilwinning Road, Hurlford; Robertland Square, Stewarton; Lochore Terrace, Darvel; and Skeoch Road, Mauchline. Tenders are being prepared and issued on a phased basis, with the first sites anticipated to start in October 2013. General Projects There is slippage on the Traffic capital programme to focus on the A70 Glenbuck realignment project along with small underspends d d in i the th Parks P k Development D l t Programme, P P bli Art Public A t and d CCTV. CCTV Housing Investment Programme The 2012/13 Programme is complete with outturn expenditure in line with levels previously projected. 8
PEOPLE
People 2012/2013 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 Days lost per Number of working days FTE employees lost employee
Chief Executive’s Office and Internal Audit Finance & Corporate Support. Educational & Social Services (LGE). Educational & Social Services (Teachers). Neighbourhood Services.
20 476 2,225 1,188 1,241
273.8 3841.6 24785.3 6995.5 14859.0
13.5 8.1 11.2 5.9 11.8
East Ayrshire Council
5,150
50755.3
9.8
Headcount 8,000
6,586
6,590
6,648
6,617
6,507
6,485
6,433
6,510
6,291
6,220
6,243
6,244
Qrt 1
Qrt 2
Qrt 3
Qrt 4
Qrt 1
Qrt 2
Qrt 3
Qrt 4
Qrt 1
Qrt 2
Qrt 3
Qrt 4
6,000 4,000 2,000 0
2010/11
2011/12
2012/13
Leavers as a percentage of employees 5.0% 5 0% 4.0% 3.0% 2.0% 1.0% 0.0%
3.2% 2.0%
1.5%
1.6%
2.2% 0.42%
Qrt 1
Qrt 2
Qrt 3
Qrt 4
Qrt 1
0.66%
0.92%
0.66%
0.51%
0.29%
0.48%
Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13
2011/12
Vacancies Advertised Restricted Open Total
0.26%
2012/13
2012/13 28 105 133
Grievances (2012/13): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total
Stage 1 0 0 0 0 0
Disciplinary Action (2012/13): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total
Verbal / Written 0 1 12 33 46
9
Stage 2 0 1 7 10 18
Stage 3 0 2 2 0 4
Stage 4 0 0 1 0 1
Final
Dismissal
Other
0 1 8 2 11
0 1 5 0 6
0 0 5 0 5
People Top 5 Reasons for Absence - Period 13 80.0% 70.0% 60.0%
8.8% (59)
24% (14)
40.0% 30.0% 20.0%
13.5% (11)
9.8% (6) 10.4% (10)
10.6% (61)
8.2% (12) 7.5% (24)
17% (26)
21% (14)
9.9% (28) 7.1% (6)
Educational and Social Services
Teachers
Neighbourhood Services
19.4% (5)
18.1% (37)
6.9% (4) 12% (2)
10.0% 0.0%
13.8% (36)
14.2% (37)
50.0%
16.7% (21) Chief Executive's Office and Finance & Corporate Support
Angina/Heart Problem Musculoskeletal Stomach/Abdominal
Colds/Flu Operations/Recovery/Treatment Stress – Personal
10.4% (19)
Headache/Migraine Other Reason Stress – Work Related
Occupational Health Referrals 40 35 30 25 20 15 10 5 0
35
20 13
12
New Referral
0
1
Ongoing
Welfare Referrals
Physiotherapy New Referral Referrals
Short Term
Ongoing
0
1
Welfare Referrals
Physiotherapy Referrals
Long Term
10
HEALTH AND SAFETY
Health and Safety Reportable Incidents 10 8
1
6
4
4
4
2 0
2
1 2
4
Period 1
Period 2
Period 3
RIDDOR ‐ Employees' Injuries
3
1
1 1 1 1
2
1
Period 5
Period 6
Period 7
Period 8
2
4
2 Period 4
RIDDOR ‐ Others' Injuries
1 3
2
1
0
2
Period 9 Period 10 Period 11 Period 12 Period 13
RIDDOR ‐ Dangerous Occurrence
RIDDOR ‐ Reportable Disease
RIDDOR - The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995
Key Points: No RIDDOR reportable accident / incidents were reported during period 13.
Non Reportable Incidents 400 300 200 100 0
87
88
92
65
102
100
51 69
Period 1
Period 2
Period 3
Period 4
145
96 61 37
80
91
Period 5
Period 6
Period 7
Non‐Reportable: Employees' Injuries
162 82 Period 8
222 69
124 49 46
85
77
87
78
82
Period 9 Period 10 Period 11 Period 12 Period 13
Non‐Reportable: Others' Injuries
Key Points: The three main causes of accidents / incidents account for 64% of all non-reportable accidents / incidents. These were Violence and Aggression (68 – 38%) Slips-Trips-Falls (25 – 16%) and Near Misses (16 – 10%) Location of Non- Reportable Incidents Housing Stock or Hostels Social Work establishments Leisure Facilities and public places Council offices and depots Educational astablishments
2% 6% 12% 18% 60% 0%
20%
40%
60%
80%
The majority of incidents (60%) were recorded at educational establishments and although higher in percentage terms, this was a reduction in incident numbers from period 11. 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.
11
Health and Safety Key Points: Violence & Aggression Reporting
Period 13
Period 12
Period 11
Period 10
Period 9
Period 8
Period 7
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 80 60 40 20 0
Average number of days to report incidents 9.0 6.0
8.0
13.0
9.0
11.3
8.0 1.0
6.0 2.0
5.0 2.0
Period 3
Period 4
Period 1 Period 2
2.8 2.5
8.1 4.0
6.3 2.4 5.5
5.5 1.9 3.0
Period 5
Period 6
Period 7
Period 8
Finance & Corporate Support
Neighbourhood Services
3.8 1.7 2.5
2.8 2.8 1.0
5.2 1.8 4.3
3.9 2.1 4.8
3.4 3.3 1.0
Period 9 Period 10 Period 11 Period 12 Period 13
Educational and Social Services
Key Points: The average number of days to report an incident to the Health and Safety Section during Period 13 for the Authority is 3.3 days (decrease of 0.5 of a day since last average reported). This involved 326 accidents/incidents. Number of days lost to work related stress 500 400 300 200 100 0
361
April
324
May
333
June
174
184.5
Period 4
Period 5
317.5
299
288
Period 6
Period 7
Period 8
391 231
335
313
186
Period 9 Period 10 Period 11 Period 12 Period 13
*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 4.9% of the total number of days lost due to sickness absence in Period 13. Where an employee is absent due to work related or personal stress then they are subject to the set early intervention arrangements which require immediate referral to the Occupational Health Service for initial assessment of the reasons for the absence and consideration of whether, at that stage, referral to a medical adviser is required. 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 on-going. During periods 12 and13 (2012/13) a total of nine Fire Risk Assessments were reviewed and three were undertaken. Completed Fire Assessments are returned to Premises Managers who have responsibility for ensuring actions are implemented. Copies of the assessments are sent to Heads of Service.
12
COMPLAINTS
Complaints Complaints Received (1 Sept to 31 Mar) Dealt with
Dealt with Dealt with Under Under Under Stage 1 then Stage 1 only Stage 2 only Stage 2
Total
Finance & Corporate Support. Educational & Social Services Neighbourhood Services. Cross Department
23 22 62 0
0 2 6 1
0 0 5 0
23 24 73 1
East Ayrshire Council
107
9
5
121
Key Points: For the reporting period, aa total total of of 121 121 complaints complaints were were received, received, an indicating increasea of further 30 complaints 30 complaints from Periodreceived being 11 (91 complaints). since PeriodAs11at (91 31 March, complaints). 107 of As these at 31 were March, closed 109 (3 of these which were dealt closedwith (3 of at both stages), which were dealt 1 was with withdrawn at both stages), and 13 1remained was withdrawn open. and 11 remained open.
Complaints Closed (YTD): East Ayrshire Council Number Closed
Number Closed Within Time
Average Days to Respond
102 10
50 (49.0%) 7 (70.0%)
8.2 27.5
Stage 1 Complaints Stage 2 Complaints
Upheld in Full
Partially Upheld p
45 (44.1%) 27 (26.5%) 4 (40.0%) 5 (50%)
Average number of days to respond Finance and EducationaNeighbourhooCross DepartEast Ayrshire Council 35 30 25 20 15 10 5 0
stage 1 stage 2
7.6
7.0 5.0
31.1
8.8 31.1
21.0
8.2 27.5 27.5
21 21.0
7.6
7 7.0
5
8.8
8.2
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 improved from 8.5 days to 8.2 8.0 days since since Period Period 11. 11.However However, thethe number number of days of days to respond to respond to Stage to Stage 2 Complaints 2 Complaints increased increased from 20.5 days from 20.5 days to 27.5 to days 27.5 days sincesince Period Period 11. 11.
13
SPI's
Statutory Performance Indicators Introduction In the pages which follow, detailed information is provided on the full range of performance information that is reported by the Council. This data falls into two categories based on guidance from Audit Scotland. The first of these categories is ‘Corporate Management’ and the second is ‘Service Performance’. It should be noted that for a small number of indicators, 2012/13 performance data is not yet available. This is due to a time lag in the production of the data and relates mainly to indicators which are collected by agencies external to East Ayrshire Council. The reporting framework is subject to annual review. This can sometimes result in an indicator being changed, indicators being merged or a new indicator being introduced. Where an indicator has changed, these are marked with a ‘C’; where indicators have been merged, these are marked with an ‘M’; and where new indicators have been introduced, these are marked with an ‘N’. Where possible, performance data covering the last three financial years is included. With regard to the Complaints indicator, only 7 months data has been provided from 1 September 2012 to 31 March 2013, due to the introduction of the new complaints handling procedure.
2010/11
2011/12
2012/13
-
-
49.0%
-
-
44.1%
-
-
26.5%
-
-
70.0%
-
-
40.0%
-
-
50.0%
90.3%
89.9%
87.6%
£12.89
£11.44
£12.32
Percentage of Council Tax that was received during the year.
94.2%
94.3%
93.8%
Overall percentage of Council Tax income for all prior years that was received.
96.5%
97.4%
96.7%
85.2%
88.1%
90.6%
£14.55
£14.69
£14.69
CORPORATE MANAGEMENT RESPONSIVENESS TO COMMUNITIES 1.
Complaints (C): Percentage of complaints responded to in full at Stage 1 within time. Percentage of complaints responded to in full at Stage 1 which were upheld. Percentage of complaints responded to in full at Stage 1 which were partially upheld. Percentage of complaints responded to in full at Stage 2 within time. Percentage of complaints responded to in full at Stage 2 which were upheld. Percentage of complaints responded to in full at Stage 2 which were partially upheld.
2.
Freedom of Information (FOI): Percentage of FOI requests responded to in 20 working days.
REVENUES AND SERVICE COSTS 3.
Council Tax: Cost of collecting Council Tax per dwelling.
4.
5.
Council Tax:
Invoices: Number of invoices paid within 30 calendar days of receipt as a percentage of all invoices paid.
6.
Home Care: The unit cost of home care.
14
2010/11
2011/12
2012/13
Statutory Performance Indicators 7.
Arts & Museums: Cost per visit across Arts and Museums facilities.
8.
9.
10.
£2.87
£2.69
£3.79
Average cost of producing school meals.
£2.43
£2.87
Available July 2013
Satisfaction levels.
96.6%
96.8%
100.0%
Cost of winter maintenance per km of road network.
£1,229
£694
Cost per gritted km of priority roads network.
£2,443
£1,747
89%
93%
84%
11%
7%
16%
£8.77
£2.63
£2.29
Average number of days lost for teachers.
5.6
5.1
5.9
Average number of days lost for other local government employees.
10.9
10.8
11.0
33.6%
35.9%
35.1%
40.4%
43.7%
43.8%
9.4%
8.2%
8.4%
92.7%
94.3%
97.5%
80.1%
78.9%
82.3%
85.2%
85.3%
84.8%
22.8
23.2
21.8
320,764
319,948
323,992
School meals:
Winter maintenance:
Road maintenance expenditure: Percentage of actual maintenance expenditure that is planned/proactive. Percentage of actual maintenance expenditure that is reactive.
11.
Available October 2013 Available October 2013
Recycling: Net cost of recycling per premise.
EMPLOYEES 12.
13.
14.
Sickness absence:
Equal opportunities: Percentage of highest paid 2% of earners among council employees that are women. Percentage of highest paid 5% of earners among council employees that are women. Turnover: Leavers in the last year as a percentage of the average total staff.
ASSETS 15.
16.
Assets: Proportion of operational accommodation that is in a satisfactory condition. Proportion of operational accommodation that is suitable for its current use. Energy performance: Percentage of buildings rated ‘F’ or above.
17.
Office Accommodation (M): Occupancy rates for office accommodation expressed as square metres per Full Time Equivalent (FTE). Extent of operational portfolio expressed in square metres.
15
2010/11
2011/12
2012/13
Statutory Performance Indicators 18.
19.
Condition of the School Estate: Percentage of schools graded A (Good).
19.3%
18.2%
18.9%
Percentage of schools graded B (Satisfactory).
61.4%
65.5%
68.0%
Percentage of schools graded C (Poor).
15.8%
14.5%
11.3%
Percentage of schools graded D (Bad).
3.5%
1.8%
1.9%
16.3%
9.3%
7.0%
25.6%
25.6%
30.2%
41.9%
51.2%
41.9%
16.3%
14.0%
20.9%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
22.2%
22.2%
77.8%
55.6%
55.6%
22.2%
22.2%
22.2%
0.0%
0.0%
0.0%
47.5%
46.8%
48.0%
Percentage of schools achieving: Bronze.
77.2%
78.6%
80.4%
Percentage of schools achieving: Silver.
64.9%
71.4%
71.4%
Percentage of schools achieving: Green Flag Status.
26.3%
35.7%
42.9%
66.7%
66.0%
79.7%
0.7%
0.7%
0.7%
0.5%
0.4%
0.3%
School capacity: Percentage of primary is 0-40%. Percentage of primary is 41-60%. Percentage of primary is 61-80%. Percentage of primary is 81-100%.
schools where ratio of pupils to places schools where ratio of pupils to places schools where ratio of pupils to places schools where ratio of pupils to places
School capacity: Percentage of primary schools where ratio is 101% or more. Percentage of secondary schools where places is 0-40%. Percentage of secondary schools where places is 41-60%. Percentage of secondary schools where places is 61 61-80%. 80% Percentage of secondary schools where places is 81-100%. Percentage of secondary schools where places is 101% or more. PROCUREMENT
of pupils to places ratio of pupils to ratio of pupils to ratio of pupils to ratio of pupils to ratio of pupils to
20.
PECOS: Value of spend through PECOS as a percentage of council (non-pay) spend. SUSTAINABLE DEVELOPMENT 21.
Eco-schools:
EQUALITIES AND DIVERSITY 22.
23.
Accessibility: Percentage of council buildings in which all public areas are suitable for and accessible to disabled people. Ethnic minority: Percentage of the local population who are from an ethnic minority. Percentage of the total workforce who are from an ethnic minority.
16
2010/11
2011/12
2012/13
Statutory Performance Indicators 24.
Disabilities: Percentage of workforce who have declared they are disabled under the terms of the Disability Discrimination Act 1995.
0.6%
0.7%
0.9%
£39.74
£38.65
£38.74
14.0 days
14.5 days
16.0 days
Percentage of claims processed within 14 days of receiving all information.
85.3%
83.9%
65.3%
Percentage of claims processed accurately.
95.6%
94.9%
97.6%
517.5
571.1
598.1
98.2%
98.5%
98.6%
46.2%
47.1%
50.9%
88.0%
89.9%
90.9%
-
-
96.6%
3.8
3.9
4.2
0.0
0.0
0.0
67.1%
73.3%
82.4%
SERVICE PERFORMANCE BENEFITS ADMINISTRATION 25.
Administration costs: Gross administration costs per benefits case.
26.
Benefits Processing: Average time for processing claims.
COMMUNITY CARE 27.
Homecare: Number of homecare hours per 1,000 population age 65+. As a proportion of home care clients age 65+, the number receiving personal care. As a proportion of home care clients age 65+, the number receiving a service during evenings/overnight. As a proportion of home care clients age 65+, the number receiving a service at weekends.
28.
29.
30.
Living At Home (N): Percentage of older people aged 65 or older, who live in housing rather than a care home or hospital setting. Accessibility: Number of people waiting longer than target for assessment per ‘000 population. Number of people waiting longer than target time for service per ‘000 population. Staff qualifications: The percentage of personal carers who are qualified to SSSC (Scottish Social Services Council) standard.
17
2010/11
2011/12
2012/13
Statutory Performance Indicators 31.
Respite care: Total number of overnight respite weeks provided: 18-64.
690
684
652
Total number of overnight respite weeks provided: 65+.
930
1,048
917
Total number of daytime respite weeks provided: 18-64.
2,977
3,073
3,075
Total number of daytime respite weeks provided: 65+.
1,622
1,590
1,663
Total number of respite weeks provided: 18-64.
3,667
3,757
3,727
Total number of respite weeks provided: 65+.
2,552
2,638
2,580
Number of reports submitted to the courts during the year.
1,028
1,092
999
Percentage of these submitted by the due date.
99.3%
98.7%
98.6%
Number of attendances per 1,000 population for pools.
2,517
2,722
2,742
Number of attendances per 1,000 population for other indoor sports and leisure facilities, excluding pools in a combined complex.
7,391
7,970
9,503
2,231
2,235
2,667
1,580
1,525
1,433
Number of visits per 1,000 population.
4,624
4,274
4,141
Borrowers as a percentage of the resident population.
17.8%
16.7%
15.5%
87.0%
97.0%
96.1%
598.4
588.3
574.6
4.8%
4.6%
4.6%
CRIMINAL JUSTICE SOCIAL WORK 32.
Social Enquiry Reports:
CULTURAL & COMMUNITY SERVICES 33.
34.
35.
36.
37.
Pools/other leisure facility attendances:
Visits to and use of museums: Number of visits to/usages of council funded or part funded museums per 1,000 population. Number of those visits that were in person per 1,000 population. Library usage:
Adult literacy: Number of adult literacy learners achieving intermediary outcomes as set in their Individual Learning Plans. Learning Centres: Number of times Learning Centre terminals are used per 1,000 population. Percentage of resident population who use Learning Centres.
18
2010/11
2011/12
2012/13
Statutory Performance Indicators PLANNING 38.
39.
Planning applications (C): Average time (weeks) to deal with the major planning applications determined during the year (all applications). Average time (weeks) to deal with major planning applications (from 2009 onwards). Average time (weeks) to deal with local planning applications determined during the year.
-
-
195.0
-
-
39.5
-
-
12.4
96.4%
96.8%
95.4%
99.3%
99.0%
99.9%
Average income per warrant.
£672
£356
£363
Income as a percentage of the value of development plans submitted.
0.5%
0.8%
0.9%
-
15.4 weeks
12.6 weeks
81.9%
83.0%
Available December 2013
34%
36%
35%
33%
Percentage of school leavers entering training
6%
6%
Percentage of school leavers entering employment.
12%
15%
12%
10%
0%
0%
54.8
76.3
Number of exclusion incidents per 1,000 pupils: Primary.
10.7
10.6
Number of exclusion incidents per 1,000 pupils: Secondary.
84.2
92.4
Number of exclusion incidents per 1,000 pupils: Special.
69.7
82.1
Building warrants: Percentage of warrants determined within 6 days of receipt of all outstanding information. Percentage of applications responded to within 20 days of being valid. Building warrants:
The average time to process building warrants. EDUCATION OF CHILDREN 40.
41.
Additional Support: Percentage of pupils with Individual Education Plans meeting targets. Destination of school leavers: Percentage of school leavers entering full-time higher education. Percentage of school leavers entering full-time further education.
Percentage destination.
of
school
leavers
entering
other
known
Percentage of school leavers entering unknown destination. 42.
43.
Looked after children: Average tariff scores of all looked after children in S4 and S5 in the current academic year.
Available December 2013
Available September 2013
Exclusion rates:
19
Available September 2013
2010/11
2011/12
2012/13
Statutory Performance Indicators 44.
Pupil to staff ratio: Pupil to staff ratio in educational establishments: Primary.
15.6:1
16.0:1
16.5:1
Pupil to staff ratio in educational establishments: Secondary.
12.7:1
12.6:1
12.7:1
Pupil to staff ratio in educational establishments: Special.
4.2:1
4.2:1
4.4:1
18
12
13
68.0%
68.0%
Available July 2013
3 (100%)
11 (100%)
7 (100%)
89.2%
88.6%
91.3%
71.0%
78.1%
86.1%
1.9%
2.6%
2.2%
Average re-let time for non low demand stock.
46 days
56 days
42.0 days
Average re-let time for low demand stock.
71 days
90 days
84.5 days
Average period that low demand properties were void.
377 days
326 days
220 days
2.6%
2.8%
4.7%
1.3%
1.4%
2.6%
60.5%
59.1%
56.1%
7.4 weeks
7.5 weeks
7.7 weeks
57.1%
55.2%
42.9%
CHILD PROTECTION AND CHILDREN'S SOCIAL WORK 45.
Child Protection re-registrations: Number of Child Protection re-registrations in-year.
46.
Children’s Reporter Liaison: Percentage of reports submitted to the Scottish Children's Reporter Administration (SCRA) by the due date.
47.
Child Protection Orders: Number and percentage of Child Protection Orders made within 24 hours. HOUSING AND HOMELESSNESS 48.
Repairs to council dwellings: Overall percentage of repairs completed within target.
49.
50.
Housing Quality: Proportion of the council council’s s housing stock which meets the Scottish Housing Quality Standard. Voids: Total annual rent loss (from council dwellings) due to voids, expressed as a percentage of the total amount rent due in the year.
51.
52.
Re-lets:
Tenant arrears: Current tenant arrears as a percentage of the net amount of rent due in the year. Percentage of current tenants owing more than 13 weeks rent at year end, excluding those owing less than £250. Proportion of those tenants giving up their tenancy during the year that were in rent arrears. Average debt owed by tenants leaving in arrears as a proportion of the average weekly rent. Proportion of arrears owed by former tenants that was either written off or collected during the year.
20
2010/11
2011/12
2012/13
Statutory Performance Indicators 53.
Homelessness: Number of households assessed during the year (Permanent Accommodation). Percentage of decision notifications issued within 28 days of initial presentation (Permanent Accommodation).
460
349
285
98.7%
100.0%
100.0%
49.9%
50.9%
53.4%
7.8%
6.3%
4.2%
205
205
124
100.0%
100.0%
100.0%
10.2%
8.8%
8.1%
66.2%
63.4%
57.2%
94.8%
92.1%
96.0%
3.0 days
5.4 days
3.7 days
-
94.6%
96.2%
99 8% 99.8%
99 9% 99.9%
100 0% 100.0%
1,181
921
403
620
504
221
6
13
8
555
404
174
0.9
2.5
0.7
0.8
1.0
0.8
Percentage of consumer complaints completed within 14 days.
71.1%
67.7%
75.7%
Percentage of business advice requests completed wtihin 14 days.
100.0%
97.8%
100.0%
Percentage who are housed (Permanent Accommodation). Percentage of cases reassessed within 12 months of completion of duty (Permanent Accommodation). Number of households assessed during the year (Temporary Accommodation). Percentage of decision notifications issued within 28 days of initial presentation (Temporary Accommodation). Percentage of cases reassessed within 12 months of completion of duty (Temporary Accommodation). Percentage of those provided with permanent accommodation in council stock who maintained tenancy for at least 12 months.
54.
Repairs: Percentage of repairs appointments kept. Average end to end time to complete a repair, from the time that the repair is logged to completion of the job to the tenants’ satisfaction.
Housing repairs – first time fix rate. 55.
Gas Safety: Percentage of gas appliances with current safety certificates certificates.
56.
Domestic noise complaints: a) The number of domestic noise complaints received during the year. i) Settled without the need for attendance on site. ii) Requiring attendance on site. iii) Dealt with under part V of the Antisocial Behaviour Scotland Act 2004. Domestic noise complaints: b) For those in a)ii above, the average time (hours) between the time of the complaint and attendance on site. For those in a)iii above, the average time (hours) between the time of the complaint and attendance on site.
57.
Trading Standards:
21
2010/11
2011/12
2012/13
Statutory Performance Indicators 58.
Non domestic noise complaints: Number of complaints of non domestic noise received during the year settled without the need for formal action. Number of complaints of non domestic noise received during the year requiring formal action.
65
56
64
2
4
2
2 days
30 days
1 day
5
10
3
100.0%
80.0%
100.0%
45.3%
42.8%
40.6%
43.7%
40.6%
39.7%
97.4%
95.3%
97.1%
95.7%
94.6%
95.8%
12.0%
13.6%
13.3%
1.9%
1.9%
1.3%
5.9%
5.7%
5.7%
2.9%
2.9%
2.9%
74
150
139
88%
83%
87%
Net cost per premises of refuse collection.
£63.59
£67.92
£57.57
Net cost per premises of refuse disposal.
£93.13
£93.04
£97.28
43.9%
46.2%
44.5%
74
76
74
Average time (calandar days) to institute formal action. 59.
Antisocial behaviour: Number of Antisocial Behaviour Orders Applications. Percentage of Antisocial Behaviour Orders Applications raised within 7 working days from agreeing instruction with Housing.
ROADS AND LIGHTING 60.
61.
Roads maintenance: Percentage of the road network that should be considered for maintenance treatment. Street Lighting and Traffic Lights (M): Percentage of street lighting columns over 30 years old. The percentage of street lighting repairs completed within 7 days. The percentage of traffic light repairs completed within 48 hours.
62.
63.
Bridges: The percentage of council bridges not meeting the European Standard of 40 tonnes. The percentage of council bridges that have a weight or width restriction placed on them. The percentage of private bridges not meeting the European Standard of 40 tonnes. The percentage of private bridges that have a weight or width restriction placed on them. Road Condition: Number of reactive maintenance repairs.
Percentage of reactive maintenance repairs responded to within target. WASTE MANAGEMENT SERVICES 64.
65.
66.
Refuse collection and disposal:
Waste Recycling: Percentage of household waste collected that was recycled and composted. Cleanliness: The cleanliness index achieved following inspection of a sample of streets and other relevant land.
22
BUSINESS BRIEFINGS
Business Briefing Educational & Social Services The number of exclusion incidents reported by schools Percentage of personal carers who are qualified to SSSC Standard Percentage of social enquiry reports submitted to the Courts by the due date
Period
Target
Result
Mar 2013
150
90
2012/13
80%
82%
2012/13
100%
98.5%
Status
Key Points: Exclusions - In total 90 exclusions were reported in March 2013, which is similar to the same period in 2011/12 (84). The exclusion rate recorded in March 2012 was the lowest level reported in the last five years. Schools continue to implement positive behaviour strategies and restorative practices to ensure that all children and young people benefit from strong personal discipline and a commitment to their learning.
Qualified Personal Carers - The percentage of personal carers qualified to SSSC Standard has increased from 73.3% in 2011/12 to 82.4% in 2012/13 a rise of 12.4% in year. East Ayrshire’s target is to have 100% of personal carers qualified to SVQ level 2 by the end of 2014/15 which is in line with the Reshaping Care for Older People agenda which requires us to shift the balance of care from institution to community, consequently requiring modern home care services and solutions quite different from that in the past.
Social Enquiry Reports - The number of social enquiry reports submitted by the Criminal Justice Service to the Courts Service by the due date in 2012/13 was 98.5%; this is slightly lower than 2011/12 position at 98.7%. This result is notable in that there was an 18% rise in the number of social enquiry requested by the Court Service in 2012/13.
Period
Target
Result
Percentage of Council Tax received
2012/13
94%
93.8%
Percentage of invoices paid within 30 calendar days of receipt
2012/13
90%
90.6%
Percentage of benefit claims processed accurately.
2012/13
95%
97.6%
Percentage of FOI requests responded to in 20 working days.
2012/13
90%
87.6%
Finance and Corporate Support
23
Status
Business Briefing Key Points: The percentage of Council Tax received by the end of Period 13 was 93.8%, which is a slight reduction from the performance reported in 2011/12. The Council Tax & Benefits system was upgraded to the latest version (Open Revenues) in December 2012 with a number of operating changes being bedded in currently. The SPI indicator (which excludes all non VAT registered payments) for percentage of invoices paid within 30 calendar days has improved to 90.6% (from 88.1% in 2011/12). When all payments are considered then the indicator has improved to 94.3% (from 93.2% in 2011/12). The percentage of benefit claims processed accurately has increased from 94.9% in 2011/12 to 97.6% in 2012/13. This improvement has been delivered during a period of significant legislative change supported by additional resources and training. The percentage of FOI requests responded to in 20 working days has deteriorated from 89.9% in 2011/12 to 87.6% in 2012/13. Departments have allocated additional resources to support the processing of FOI requests, but the increasing number of requests continues to impact on overall performance.
Neighbourhood Services Number of attendances at all leisure facilities Car Parking g Revenue Percentage of housing repairs completed first time Percentage of Gas safety checks carried out within 12 months Number of void housing properties
Period
Target
Result
Period 13 YTD Period 13
140,000 ÂŁ1,087,090 , , 90%
250,670 ÂŁ1,155,701 , , 96.2%
Period 13
100%
100.0%
Period 13
390
378
Status
Key Points: The total number of attendances at all Leisure facilities continues to perform above target, this is mainly due to the success of the new facilities in Stewarton and Kilmarnock and innovative programming across all services. Car parking income across all of the Council's car parks and on-street parking is up by 21% in 2012/13 compared to 2011/12 but is 13% below the original target of ÂŁ1.314m. It is anticipated that car parking income will remain below budgeted levels as a result of the general economic downturn as well as the impact of the free Saturday car parking trial in Kilmarnock town centre. However, car parking income has outturned in excess of the revised budget following the line by line review of revenue budgets. 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 for the year, which compares favourably with a prior year end figure for 2011/12 of 56 days. Re-let performance for low demand stock has reduced from 90 days to 84.5 days for 2012/13. A series of efficient initiatives to improve and steamline processes has delivered positive results and provides a firm foundation for further consolidation. The number of void houses has reduced to 378 which again 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.
24
RISK REGISTER
Risks Risk No.
1a
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 announced Autumn Statement on Public Sector finance across Scotland, and unquantifiable effects from the current issues within the Eurozone. Current projections anticipate a budget gap of £37m by Economic climate Executive 2016/17. The level of grant Director of Reviews of existing structures / financial controls / service delivery models are ongoing to maintain funding available in the Finance and strong financial management across the Council. The Council's transformation strategy is designed to future will not support Corporate ensure a sustainable platform from which to deliver services. Measures to close the projected budget gap will mitigate this risk. Council on the 13 December approved the 2013/14 budget together with existing service levels. Support indicative savings proposals (£24.974m) for the period up to 2017. 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 to close the remaining gap.
1b
Economic climate The current economic position will have an impact on the income collected by the Council
1c
Economic climate The local economic position will have a direct impact on the residents of East Ayrshire and their demand for Council services.
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 2012/13. The anticipated impact of welfare reform is being monitored on an ongoing basis with an Finance and update report considered by Cabinet on 13 March. Further monitoring reports will also be considered Corporate by the Governance and Scrutiny Committee. The HRA budget has also been reviewed and Support appropriate revisions made in anticipation of the impact of welfare reform on rent arrears. Current trends indicate rent arrears could increase by £0.500m in 2013/14. 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. Executive It is anticipated that Welfare Reform will have an acute impact on East Ayrshire residents. Work is Director of progressing to ensure support mechanisms are in place through Financial Inclusion and other Finance and appropriate services including CAB. Officers are liaising with CAB to identify larger premises for the Corporate Bureau. In addtion, a senior officer group comprising officers from social services, housing, finance Support and communications meet regularly to plan an appropriate response in terms of service delivery.
Depute Chief Exec / Executive Director of Neighbourho od Services
2
Financial Risk – Certain Liabilities in relation to opencast coal sites may fall to the Council to resolve
3
Depute Chief Health and Safety Exec / implementation of new Executive arrangements fails to Director of adequately address Neighbourho risk. od Services
4
Protection of Children and Vulnerable Adults individuals are not adequately protected.
5
6
Overall Risk
Financial Risk - Equal Pay and Equal Value Claims will have a significant financial impact on the Council Fraud and misappropriation of council resources the Council is faced with financial loss through fraudulent activities.
Executive Director of Educational and Social Services
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 is being commisisoned to support these efforts. 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 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. Head of A reasonable provision has been identified to fund claims which are being managed by the Council Human Resources with its external advisers. A year end review has resulted in no change to the provision held.
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 Executive information received from colleagues in other areas and anti-fraud networks is assessed as received. Director of The Chief Executive chairs a Strategic Anti-Fraud Steering Group which is reviewing the corporate Finance and approach. An internal review of readiness to respond to serious organised crime has been concluded Corporate strategic meetings have been held with the former SCDEA and Strathclyde Police to inform this work. A revised Fraud Strategy, taking account of current risk issues, will be presented to Cabinet for Support approval. Amber 25