East Ayrshire Performs – Summary Report

Period 8 2012/13 (18 November 2012)

REVENUE

Revised Annual Budget

£m

Projected Variance (favourable) /

adverse£m

7.234 (0.324)Schools 62.282 (0.732)Community Support 22.666 0.028Facilities Management 14.376 (0.147)

9.059 0.000Children & Families / Criminal Justice 16.287 (0.335)

46.658 (0.071)178.562 (1.581)

Key Points:

Revenue

Resources

Building Learning Communities

Community CareEducational & Social Services

Educational & Social Services

Members should note that £2.377m was transferred from the Education and Social Services budget to theTransformation Fund following the line by line review of budgets.

RESOURCESThe variance mainly relates to the timing of filling vacancies and departmental centrally held funds retained forpension costs and the costs of new and refurbished properties.

SCHOOLSThe variance principally relates to school carry forwards taking account of the September 2012 census data and prior

1


£m


adverse£m

0.168 0.0002.644 (0.392)1.965 (0.055)

11.623 0.1923.748 (0.160)2.615 (0.048)

(48.495) (0.500)HB/CTB 53.856 0.000

(53.776) (0.200)21.059 0.000

(4.593) (1.163)

Central Management SupportFinance

Legal, Procurement & RegulatoryCouncil Tax

Finance & Corporate Support

Corporate InfrastructureDemocratic Services

Human Resources

Debt ChargesFinance & Corporate Support

HB/CT Benefit Subsidy

The variance principally relates to school carry forwards taking account of the September 2012 census data and prioryears carry forward balances drawn down in year. Head teachers anticipate earmarking and carrying forward abalance of £0.600m at the year end.

CHILDREN AND FAMILIES / CRIMINAL JUSTICEThe variance after the line by line adjustment is mainly due to savings from the timing of filling vacancies, slippageon the internal foster care element of the Children and Families service re-design and less than budgeted externalfoster care allowances. In addition, a projected saving on secure accommodation placements has been incorporatedin the figures on the basis that no additional costs will be incurred. These savings are partially offset by additionalclient assistance payments, car mileage and allowances, mobile telephony costs, vehicle hire costs and clientsupplies within the children’s residential houses.

1


£m


adverse£m

0.486 (0.022)7.873 (0.095)0.041 (0.001)

24.931 0.0003 738 (0 078)

Emergency Planning

RevenueKey Points:

Planning & Economic Development

Neighbourhood Services

Central Management SupportLeisure Services

Police & Fire

Members should note that £0.223m was transferred from the Finance and Corporate Support budget to theTransformation Fund following the line by line review of budgets.

FINANCEThe variance principally relates to the timing of the implementation of the review of management structure approvedby Cabinet in June last year. The service is continuing towards the staff restructuring agreed in the review butanticipates employee costs savings will be achieved this year.

HUMAN RESOURCESThe variance is as a result of savings on employee costs due to the timing of the filling of vacancies andmanagement action in preparation towards future year’s efficiency requirements.

DEMOCRATIC SERVICESThe variance primarily results from employee cost savings due to the timing of the filling of vacancies. It isanticipated that £0.113m will be earmarked at the year end for future election and grant award requirements.

2

3.738 (0.078)10.605 0.06413.301 (0.169)

60.975 (0.301)

10.102 (1.183)

245 046 (4 228)

Planning & Economic DevelopmentRoads & TransportationHousing & Environment ServiceNeighbourhood Services

Key Points:

Central Services

NET EXPENDITURE

Key Points:

Members should note that £0.645m was transferred from the Neighbourhood Services budget to the TransformationFund Balance following the line by line review of budgets.

CENTRAL MANAGEMENTThe variance mainly relates to managed savings in Supplies and Services.

PLANNING AND ECONOMIC DEVELOPMENTThis variance mainly relates to a projected surplus relating to European funded projects, Princes Trust funding fromCommunity Planning Development Fund, projected savings within Environmental Initiatives and employee costsarising from the timing of filling of vacancies. This is offset by a continuing shortfall in income relating to BuildingWarrants and Planning Fees. The department anticipates requiring to earmark a total of £0.113m at the year end.

The variance relates to centrally held budgets in respect of energy and the Change Fund.

245.046 (4.228)NET EXPENDITURE

2

Budgeted Transfer

£m

Actual Transfer£m

3.245 (3.245)0.000 (0.350)0.000 (0.500)0.000 (2.023)0.000 (1.355)

3.245 (7.473)


£m


adverse£m

(237.401) 0.000(1.608) 0.000(9.282) 0.000

(248.291) 0.000

48 183 0 402

Transfer to Welfare Reform Fund

Total Funding

Revenue

Transfer to Transformation Fund

Aggregate external finance

Fund Transfers

Fund Transfers

Funded by

Utilisation of Previous Years BalancesTransfer from Capital Fund

Departmental underspend c/fTransfer to uncommitted general fund

Housing Revenue AccountE dit

Transfer to Primary Technology Fund

3

48.183 0.402(48.183) (0.480)

0.000 (0.078)

Opening Balances

£m

Projected Movement

£m

Projected Closing Balance

£m

Uncommitted (17.602) 4.658 (12.944)Committed and Departmental (17.056) 2.204 (14.852)Transformation Fund 0.000 (4.202) (4.202)Primary Technology Fund 0.000 (0.350) (0.350)Welfare Reform Fund 0.000 (0.500) (0.500)Total (34.658) 1.810 (32.848)

Net Expenditure

General Fund Balances

ExpenditureIncome

Key Points:

Housing Revenue AccountThe 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 inthe void rent loss budget following an increase to reflect actual let times during 2011/12. In addition there is anunderspend in third party payments mainly as a result of savings in environmental works partially offset by additionalcosts in relation to Bellsland Place. There are also savings in debt financing costs and higher than anticipatedincome due to additional recharges to capital. These have been partly offset by additional spend on the HousingInvestment Programme, as previously agreed by Cabinet.

Total (34.658) 1.810 (32.848)

Total (all uncommitted) (2.325) (0.078) (2.403)HRA Balances

3

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

The balance of the 2011/12 academic year savings to be achieved between April and June. 474,040£ 421,040£

Fireworks Display to be self financing 10,000£ -C t A ili ti f t i t i f th t i di t th t th C il i d


Savings 2012/13

Unmet Savings


Comment: The unachieved element of this saving (£53k) relates to classroom assistants whichcontinued to exceed budget for the remainder of academic year 2011/12. There remains a need torespond to individual children's requirements, and the unmet saving is being offset against savings inother areas of the budget.

Comment: A reconciliation of costs against income for the event indicates that the Council was requiredto provide a subsidy of approximately £16,000.

TREASURY

Treasury

2.751 1.597

0.030 0.050 Investments (£'m)

Santander (UK) PLC

Bank of Scotland PLC

Key Points:The Council had a total debt portfolio of £243.775m at the date of the report. 73% of this debt is with thePublic Works Loan Board (PWLB), with the balance being loans with financial institutions. The averageinterest 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 acrossa range of counterparties as permitted within the Treasury Management Strategy. An average interest rateof 0.50% was being earned on these investments. The maximum duration of any one investment is 2weeks, and 47% of the total invested is on "call" terms which essentially means instant access.

2.744

11.330

2.742

ank of Scotland P C

DMO

Barclays Bank PLC

RBS

Coalfield Environmental Initiative

Catrine Community Trust

5

CAPITAL PROGRAMME

Budget Allocation

(£m)

Expenditure to Date (£m)

Forecast Expenditure

(£m)

Current Milestone Status

Darvel Primary School and Nursery School 5.000 4.400 5.000 Complete

Flowerbank Nursery 1.750 0.036 1.750 Tender

Kilmarnock Area Day Centre 2.500 0.118 2.500 Tender

Willowbank School 10.000 6.833 11.500 Construction

New Cumnock Nursery and Primary School 9.600 7.041 8.400 Complete

Patna / St Xavier’s Primary Schools Co-location 10.000 10.007 10.800 Complete

Littlemill Primary School 1.320 1.159 1.320 Complete

Sorn Primary School 1.100 1.049 1.100 Complete

Gargieston Primary School 10.000 8.142 8.900 Complete

Loudoun Academy Leisure Centre 1.050 0.000 1.050 Development

Auchinleck Community Facilities 4.900 2.354 4.900 Construction

School - Knockroon 10.500 0.000 10.500 Development N/A

Galston Community Facilities 1.000 0.989 1.050 Complete

Galston Office Facilities 2.800 0.193 2.800 N/A

General Projects 1.231 0.100 1.045 N/A N/A

Capital


Key Points:Flowerbank Nursery / Kilmarnock Day CentreTender 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 August2013 (dependent on progress with the Willowbank SEN School), with completion by April 2014.

Willowbank SchoolRoofing, render and window works are complete; internal plaster-boarding is in progress, with first fix mechanical and electricalg p p g p gservice installations on-going. Following discussions with Education colleagues the contractor is now targeting a constructioncompletion for Easter 2013, with commissioning of the facility thereafter over a period of 4 – 8 weeks. As the project hasdeveloped and the impact of delays quantified, the indications are, as noted in previous reports, that the overall costs will exceed10% of the original budget. It is anticipated that the additional cost for the project can be contained within the overall SchoolsCapital Programme.

New Cumnock Nursery and Primary SchoolThe new facilities were complete and available for staff and pupils by the start of the new term in October 2012, 3 months aheadof schedule. It is anticipated that overall costs will be significantly below the approved budget allocation.

Auchinleck Community CentreInternal first fix nearing completion, second fix and finishes on-going. It is currently anticipated that construction works could becompleted by Easter 2013, 1 – 2 months ahead of schedule.

Galston Office FacilitiesA report and associated indicative costs relating to problems with the structural frame of the Co-op building is currently thesubject of legal negotiations with the landlord. Internal meetings have also recently been held to progress an option appraisalexercise in relation to the review of properties and facilities in Galston, which will include potential options for the current localoffice / Co-op site (subject to the outcome of legal discussions).

Budget Allocation

(£m)

Expenditure to Date (£m)

Forecast Expenditure

(£m)

Current Milestone Status


Palace Theatre / Grand Hall 2.981 2.835 2.981 Complete

Ayrshire Athletics Arena 7.025 7.034 7.225 Complete

All Weather Synthetic Sports Pitches 2.000 0.674 2.000 Construction

Muirkirk Nursery Class 0.500 0.447 0.500 Complete

Depot Improvements 5.600 1.362 5.600 Development

Dean Road Bridge 1.000 0.105 1.150 Tender

Kilmarnock Town Centre Regeneration (Johnnie Walker Bond) 4.002 3.996 4.002 Complete

Kilmarnock Town Centre Regeneration (Civic Centre) 5.700 0.658 5.700 Construction

Kilmarnock Town Centre Regeneration (Opera House) 8.413 8.400 8.413 Complete

Cumnock Town Centre (Office) 10.500 9.767 10.500 Complete

Cumnock Town Centre (Retail) 3.466 2.178 4.142 Land Acquisition

Moorfield Industrial Estate Phase 1 1.607 0.063 1.607 Tender

Moorfield Industrial Estate Phase 2 3.837 0.072 3.837 Tender

Council House Building Programme (Phase 4) 1.150 0.913 1.150 Construction


Housing Investment Programme 13.263 8.830 13.858 N/A N/A

Capital

Finance & Corporate Support


Key Points:All Weather Sports PitchesAll Weather Sports PitchesThe synthetic surfaces at both Auchinleck and Loudoun Academies are due to be completed by mid December, slightly behindschedule due to difficulties with external lighting deliveries. Costs for both sites are higher than previously anticipated due tounforeseen issues with ground conditions - this may have an impact on future proposals.

Muirkirk Nursery ClassWorks to move the nursery into the primary school are complete, including the upgrade of the existing heating system.

Dean Road BridgeFurther 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 onthree corners of the South building. As a consequence these have had to be removed (under a road closure order) to allowremedial works to be undertaken. Concerns have also been raised in relation of the stability of the roof props which may requireto 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 forthe 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 havesignificant implications in terms of timescale. Tender award will be held pending planning approval. It is currently anticipated thatworks 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 workshas now been awarded. It is currently anticipated that works will commence on site early January 2013, with completion byAugust 2013. The design allows for a variety of plot sizes and discussions are on-going with potential end users.

General Projects - Bridge StrengtheningThere is slippage anticipated on the Bridge Strengthening projects of approximately £0.500m due to progress being impacted bythe recent flood damage work.

Housing Investment ProgrammeWorks on the phase 1 re-roofing and rendering projects have now been completed. Expenditure on asbestos testing and removalis projected to be higher than initially anticipated due to the volume of work required. The number of gas central heatingreplacements will be higher than originally planned due to lower unit costs. All other elements of the programme are progressingaccording to schedule.

PEOPLE

Number of employees

Number of working days lost

Days lost per

employee

Target - max. 8

days p.a22 6.0 0.3 0.6514 350.0 0.7 0.6

3,223 3140.0 1.0 0.6Educational & Social Services (Teachers). 1,276 770.5 0.6 0.6

1,307 1175.0 0.9 0.66,342 5441.5 0.9 0.6

Period 8

People

Chief Executive’s Office and Internal AuditFinance & Corporate Support. Educational & Social Services (LGE).

Neighbourhood Services. East Ayrshire Council

5.0%Leavers as a percentage of employees

6,586 6,590 6,648 6,617 6,507 6,485 6,433 6,510 6,291 6,220

02,0004,0006,0008,000

Qrt 1 Qrt 2 Qrt 3 Qrt 4 Qrt 1 Qrt 2 Qrt 3 Qrt 4 Qrt 1 Qrt 2

2010/11 2011/12 2012/13

Headcount

8

Note: Leavers statistics are now calculated on a 4-weekly basis in line with reporting periods

Vacancies Advertised Period 853338

Grievances (Period 8): Stage 1 Stage 2 Stage 3 Stage 4Chief Executive's Office 0 0 0 0Finance and Corporate Support 0 0 1 0Educational and Social Services 0 0 0 0Neighbourhood Services 0 0 0 0Total 0 0 1 0

Disciplinary Action (Period 8):Verbal / Written Final Dismissal Other

Chief Executive's Office 0 0 0 0Finance and Corporate Support 0 0 0 0Educational and Social Services 0 2 1 3Neighbourhood Services 0 1 0 0

RestrictedOpenTotal

1.5%

3.2%

2.0% 1.6%2.2%

0.42% 0.66% 0.92%

0.0%

1.0%

2.0%

3.0%

4.0%

Qrt 1 Qrt 2 Qrt 3 Qrt 4 Qrt 1 Period 6 Period 7 Period 8

gTotal 0 3 1 3

8

People

9.29% 7.83%14.73%

7.23%

9.71% 15.19%10.12%

17.79%

17.14% 13.76% 14.54%25.96%

8.57%9.62%

13.37% 8.51%

16.86%

24.04%9.14%8.26%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

Finance & Corporate Support Educational and Social Services Teachers Neighbourhood Services

Top 5 Reasons for Absence (Period 8)

Stress ‐Work Related Stress ‐ Personal Stomach/AbdominalOther Reason Operations/Recovery/Treatment MusculoskeletalColds/Flu

2630

25

30

35

Occupational Health Referrals (Period 8)

9

Key Points:

11

0 03

0 10

5

10

15

20

25

New Referral Ongoing Welfare Referrals

Physiotherapy Referrals

New Referral Ongoing Welfare Referrals

Physiotherapy Referrals

Short Term Long Term

The capturing of absence statistics by financial period was introduced in period 4 2012/13. As aresult 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 abilityto generate precise year to date statistics.

9

HEALTH AND SAFETY

Health and Safety

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

102 100

8788 92

5161

96145 162

100

200

300Non Reportable Incidents

There was 1 RIDDOR reportable accident / incident during period 8. The cause of the incident was violence andaggression.

The reportable incident was recorded by Educational and Social Services (Children and Families & CriminalJustice) as an act of ‘physical’ violence and aggression, against a Council employee.

2 24

2 1 1 2 1

41

4

2 41

3

1

11

0

5

10

Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8

Reportable Incidents

RIDDOR ‐ Employees' Injuries RIDDOR ‐ Others' Injuries

RIDDOR ‐ Dangerous Occurrence RIDDOR ‐ Reportable Disease

10

Key Points:

65 102 100 69 37 80 91 8261

0

Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8Non‐Reportable: Employees' Injuries Non‐Reportable: Others' Injuries

The main 3 causes of accidents / incidents account for 57% of all non-reportable accidents and incidents. Thesewere: violence and aggression (66 – 27%); slips, trips and falls (43 – 18%); and playground / horseplay (30 –12%).

69%

11%

7%

8%

3%

0% 20% 40% 60% 80%

Educational establishments

Council offices and depots

Social Work establishments

Leisure Facilities and public places

Housing Stock or Hostels

Location of Non- Reportable Incidents

0102030405060708090

100Violence & Aggression Reporting

2012/13

10

Key Points:

Key Points:

Health and Safety

The majority of incidents (69%) were recorded as occuring at educational establishments, with a rise in the numberof incidents reported to Health and Safety Section by both primary and secondary schools since Period 6. IncidentReporting Guidance for schools is currently being developed and will be issued shortly. It is anticipated that thisguidance will assist schools to differentiate between minor play-related accidents, and incidents attributable toworkplace health and safety issues that require to be reported to Corporate Health and Safety through SHE.

1 2 2 3 6 36 8 6 5 3 42

2

98 13

9 118

66

Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8

Average number of days to report incidents

Finance & Corporate Support Neighbourhood Services Educational and Social Services

67%94% 84%

0%

50%

100%

Finance & Corporate Support Neighbourhood Services Educational and Social Services

Percentage of incidents reported with five days

11

Key Points:

Key Points:

The number of days lost due to work related stress accounts for 5% of the total number of days lost due tosickness absence in Period 8. The number of days lost due to work related stress accounts for 5% of the totalnumber of days lost due to sickness absence in Period 8. This is a reduction from a level of 7% in Period6. Where an employee is absent due to work related or personal stress then they are subject to the set earlyintervention arrangements which require immediate referral to the Occupational Health Service for initialassessment of the reasons for the absence and consideration of whether, at that stage, referral to a medicaladviser is required. Also, Executive Directors review on a monthly basis all absences due to stress to ensure thateach case is being appropriately managed.

All Fire Risk Assessments have been completed across Council properties with the process for timely review on-i D i P i d 8 (2012/13) t t l f 4 Fi Ri k A t i d C l t d Fi

It is noted that, of the 244 total accidents and incidents, 37 reports (15.1%) took more than 5 days to reach theHealth and Safety Section.As the implementation of SHE electronic reporting system has now been fully implemented across allDepartments, the specified timeframe to report an incident electronically will be reduced to 3 days. Consequentlyit is anticipated that the overall average number of days to report an incident will decrease.

361 324 333

174 184.5

317.5 299 288

0

100

200

300

400

April May June Period 4 Period 5 Period 6 Period 7 Period 8

Number of days lost to work related stress

going. During Period 8 (2012/13) a total of 4 Fire Risk Assessments were reviewed. Completed FireAssessments are returned to the Premises Manager with copies forwarded on to Heads of Service. Any issuesare raised with Heads of Service.

11

COMPLAINTS

Dealt with Under

Stage 1 only

Dealt with Under

Stage 2 only

Dealt with Under

Stage 1 then Stage 2

Total

Finance & Corporate Support. 7 0 0 7Educational & Social Services 11 0 0 11

26 4 2 320 1 0 144 5 2 51

Number Closed

ClosedWithin Time

Average Days to

Respond

Upheld in Full

Partially Upheld

East Ayrshire Council

Complaints Closed (YTD):

East Ayrshire Council

ComplaintsComplaints Received (1 Sept to 18 Nov)

Neighbourhood Services. Pan-Department

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.

12

Respondp

41 18 (43.9%) 9.3 15 (36.6%) 12 (29.3%)4 3 (75%) 22.3 1 (25%) 3 (75%)

Finance and Educationa NeighbourhooPan-DepartmEast Ayrshire CouncilStage 1 9.1 6.6 10.3 - 9.3Stage 2 - - 22.7 21.0 22.3

Key Points:

Stage 2 Complaints (20 days target)Stage 1 Complaints (5 days target)

The Council’s new complaints process provides valuable feedback on how the Council is providingservices and helps identify how further improvements can be implemented. A Cross-DepartmentalOfficer Working Group meets regularly to review performance and to monitor implementation ofimprovement actions.

9.16.6

10.3 9.3

22.721.0 22.3

0

5

10

15

20

25

Finance and Corporate Support

Educational and Social Services

Neighbourhood Services Pan‐Department East Ayrshire Council

Average number of days to respond

Stage 1 Stage 2

12

BUSINESS BRIEFINGS

Period Target Result Status

Aug 12* 90.0% 96.8%

2011/12 Quartile 1 60

2011/12 Quartile 1 £10.01

2011/12 Quartile 1 1.08* Financial period updates not available.

Business Briefing


Cleaning: Cost per square metre for all areascleaned (£)Cleaning: Ratio of square metres to annualschedule hours (secondary schools)

School Meals: Pupil Total satisfaction level withh l lSchool Meals: Quality assurance and

stakeholder consultation process

Key Points:

Facilities Management collects a range of measures to ensure that the service provides a qualityservices and can demonstrate best value.

This year’s school meal pupil survey shows young people have a very positive attitude towards schoollunches, with an overall satisfaction level of 96.8% being achieved. Pupils also indicated that they didtry to eat well. Young people said they followed healthy lifestyle messagesby choosing healthieroptions, which included eating more fruit and vegetables and being more active.

The (Association of Public Service Excellence) APSE Performance Network benchmarking results forschool catering show that East Ayrshire performs around the median in relation to cost indicators, hasroom for improvement in uptake and continues to perform well in a range of qualitative measures.


Period 8 67.0% 68.6%

Period 8 93% 94.5%

October 85% 63.2%

Period 8 1,300 1,438

Percentage of Benefits Claims processed within 30 calendar days of receipt.

Percentage of invoices paid within 30 calendar days of receipt


Percentage of Council Tax Received

Number of Licensing Board Applications

Key Points:

APSE Performance networks results for building cleaning show that East Ayrshire continues toperform 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 theseventh consecutive year. The service has been accredited to Investors in People standard since2005 providing recognition of our existing and on-going commitment to the training and developmentof our staff across a range of areas including Business Strategy, Learning and Development,Involvement, Empowerment and Performance Measurement.

The Council Tax team are continuing to target non-payers of Council Tax at an early stage, includinginvolving Sheriff Officers at an early point, resulting in a slight improvement in the collection levelwhen 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 inperformance.


Period 8 225,000 253,060

Business Briefing


Number of attendances at all leisure facilities

The percentage of benefits claims processed within 30 calendar days of receipt deteriorated duringOctober 2012 to 63.2%, compared to 71.9% in the previous month and a target level of 85%. Thisdecline in performance is attributed to the relocation to the Opera House, where approximately fourdays processing were lost, increased volumes of applications, and increased annual leave, maternityleave and sickness absence, where an additional 70 work days were lost compared to the previousmonth, and 10.5 vacancies within Revenues and Benefits during Period 8. This is an importantservice both for customers and for the Council in terms of ability to pay and steps have been taken toincrease staffing levels using DWP Grant. Throughout November, employees have been workingovertime and four vacancies have recently been filled, with new employees undergoing extensivetraining. A major upgrade to the integrated system is currently ongoing that will deliver the mostcurrent version supported by the software provider. The implementation will require an element ofdowntime, and a further deterioration of this indicator is therefore likely. It is however, expected thatimprovements 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 anincrease on the previous year when 1,288 were received. It is important to note that although thenumber 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 Licenseor Extended Hours Applications only cost £10, whilst a new premises license could cost between£160 - £1,600.

YTD £793,192 £636,872

Period 8 90% 95.3%

Period 8 100% 99.3%

Period 8 390 419

Percentage of Gas safety checks carried outwithin 12 monthsNumber of void housing properties

Key Points:

Car Parking Revenue

Percentage of housing repairs completed firsttime

The total number of visits to East Ayrshire Leisure Services facilities are up 12% at 1,693,161 acrossPeriods 1 to 8 in 2012/13 compared to the same period in 2011/12. The opening of Stewarton SportsCentre in January 2012 and the Ayrshire Athletics Arena in June 2012 in addition to the innovativeand extensive programme of events and activities run for residents have contributed to the increase inattendances.

Car parking income across all of the Council's car parks and on-street parking is up by 6.85% in P82012/13 compared to the same period in 2011/12 and down 19.71% compared to the services targetof £793,192. It is anticipated that car parking income will remain below that predicted for 2012/13 asa result of the general economic downturn as well as the impact of the free Saturday car parking trialin Kilmarnock town centre.

The volume of void housing stock varies naturally throughout the year. At P8 2012/13 the number ofvoid houses not in the letting pool was 419 compared with 505 in P8 2011/12. The number of voidproperties has increased by 21 during P1-8 of 2012/13. The amount of void rent loss at P8 2012/13stands at £643,305. Housing Services will continue to target void maintenance to reduce the numberof voids and the consequential loss of rent.q

RISK REGISTER

Risk No. Risk Risk Owner Overall Risk

We consider the overall risk rating to be High as there remains significant uncertaintywithin the United Kingdom as to the longer term impact of the Comprehensive SpendingReview and the recently announced Autumn Statement on Public Sector finance acrossScotland, and unquantifiable effects from the current issues within the Eurozone. Currentprojections anticipate a budget gap of £34m by 2016/17.Reviews of existing structures / financial controls / service delivery models are ongoing tomaintain strong financial management across the Council. The Council's transformationstrategy is designed to ensure a sustainable platform from which to deliver services.Measures to close the projected budget gap will mitigate this risk. Council on the 13December approved the 2013/14 budget together with indicative proposals for the periodup to 2017. This identified savings proposals totalling £24.974m.

RedWe consider the overall risk at present to be High as recent and imminent reforms tobenefits, and job losses in the area could have a severe impact across Council services.The anticipated downturn has been reflected in Council budgets with an incomecontingency identified for 2012/13. The anticipated impact of welfare reform is beingreviewed on an ongoing basis and a report was presented to Cabinet in November.Further review reports will be considered by the Governance and Scrutiny Committee.The HRA budget has been reviewed and appropriate revisions made in anticipation of theimpact of welfare reform on rent arrears.

RedWe consider the overall risk to be High as recent and imminent reforms to benefits, and joblosses in the area will have a severe impact on residents and indeed across Councilservices.The Community Planning Partnership held a Youth Employment Summit on 21 August2012 and identified a range of policy actions to tackle youth unemployment. It isanticipated that Welfare Reform will have an acute impact on East Ayrshire residents andwork is progressing to ensure support mechanisms are in place through FinancialInclusion and other appropriate services.

RedThe overall risk is Medium recognising that there has been an increase in focus on Healthand 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 arekept under review. The Chief Exec's Health and Safety Strategy Group, which includesTrade Union representation, continues to keep under review both policy and relevant andrelated operational matters.

AmberThe overall risk is Medium - the impact for individuals could be severe and would adverselyimpact on the Council’s reputation.Targeted service redesign including work force and organisational development continuesacross the Council and partner agencies to support a continuous improvement agenda.The Chief Officer Group maintains ongoing strategic overview of this important area.

AmberWe consider the overall risk to be Medium as there remains an element of uncertainty inrespect of the total expected cost of resolving these, and potential future claims.A reasonable provision has been identified to fund claims which are being managed by theCouncil with its external advisers.

AmberThe overall risk is Medium as the nature of the activity is such that new attacks areincreasingly likely.Enhanced procedures are in place to prevent and detect fraud, these were recentlyescalated and information received from colleagues in other areas and anti-fraud networksis assessed as received. The Chief Executive chairs a Strategic Anti-Fraud SteeringGroup which is reviewing the corporate approach. An internal review of readiness torespond to serious organised crime will shortly be concluded - strategic meetings havebeen held with the SCDEA and Strathclyde Police to inform this work. The biennial NFIexercise has also commenced and is in the data gathering phase.

Amber

Risks

Executive Director of






1a

1b

1c

Economic climate - The current economic position will have an impact on the income collected by the Council

Economic climate - The level of grant funding available in the future will not support existing service levels.

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

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

Head of Human

Resources

5

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



4

2

Health and Safety - implementation of new arrangements fails to adequately address risk.

Depute Chief Exec /



3

Protection of Children and Vulnerable Adults - individuals are not adequately protected.


Educational and Social Services

15

East Ayrshire Performs – Summary Report

Documents

Transcript of East Ayrshire Performs – Summary Report