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Period 13 2013/14 (31 March 2014)


REVENUE


Revenue

Resources Schools Community Support Facilities Management Building Learning Communities Children & Families / Criminal Justice Community Care

Revised Annual Budget £m 5.975 63.682 24.501 14.628 9.429 16.924 46.889

Variance (favourable) / adverse £m (0.611) (0.192) (0.139) 0.057 0.138 (0.880) 0.242

Educational & Social Services

182.028

(1.385)

Educational & Social Services

Key Points: £0.979m was transferred from the Education and Social Services budget to the General Fund uncommitted balance following the line by line review of budgets. Resources The variance mainly reflects reduced employee and supplies and services costs including a reduction in the amount required for bad debts and additional funding for Languages which is required to be earmarked. Children & Families / Criminal Justice This variance mainly relates to the timing of filling vacancies and reduced expenditure in respect of secure accomodation costs, partly offset by additional foster care costs and client assistance payments, including interim kinship care. Community Care There are no significant variances to report, however there is an increase in homecare costs which reflects the shift in the balance of care which is partly offset by a reduction in the number of residential and nursing care places. 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

Description Resources - NHS Profiling Exercise funding Resources - balance of funded Financial Inclusion post Resources - languages funding Schools - School Carry Forwards Schools - ICT & Communications Building Learning Communities - Furniture Renewal Fund contribution from FCC Building Learning Communities - Pension Costs under TUPE Facilities Management - Classroom alterations Facilities Management - Onthank Decant Facilities Management - Patna classroom floor Children and Families - Scottish Strategy for Autism Children and Families - children's houses property upgrades Children and Families - Junior ISA commitment Community Care - aids and adaptations - owner / occupiers minor adaptations Community Care - aids and adaptations Community Care - aids and adaptations - equipment joint funding Community Care - aids and adaptations - community equipment Community Care - Choose Life funding Total

Finance & Corporate Support Central Management Support Finance Human Resources Corporate Infrastructure Democratic Services Legal, Procurement & Regulatory

Finance & Corporate Support

1

£m 0.010 0.011 0.096 0.324 0.400 0.095 0.040 0.035 0.090 0.004 0.035 0.004 0.016 0.033 0.085 0.023 0.046 0.010 1.357

School Auchinleck Academy Cumnock Academy Doon Academy Grange Academy James Hamilton Academy Kilmarnock Academy Loudon Academy Stewarton Academy St Joseph's Academy Primary Schools Other Schools Total

£m 0.003 0.011 0.040 0.025 0.030 0.010 0.039 0.126 0.040 0.324

Revised Annual Budget £m 0.175 4.197 2.144 10.262 3.861 2.693

Variance (favourable) / adverse £m 0.009 (0.252) (0.066) (0.122) (0.265) (0.242)

23.332

(0.938)


Revenue Key Points: £0.516m was transferred from the Finance and Corporate Support budget to the General Fund uncommitted balance following the line by line review of budgets. FINANCE The variance mainly relates mainly to Scottish Welfare Fund and DWP funding required to be earmarked for carry forward. HUMAN RESOURCES The variance mainly relates to employee cost savings due to the timing of the filling of vacancies and management action in preparation of future years eficiencies, as well as an underspend in corporate training which will require to be earmarked to meet commitments in 2014/15. DEMOCRATIC SERVICES The variance reflects the timing of filling vacancies, reduced expenditure on supplies and services including the timing of the applications of Local Area Grants, and additional income in respect of Registration fees. Underspends on both the Match Fund and Community Planning Development Fund require to be earmarked to meet commitments in 2014/15. LEGAL, PROCUREMENT AND REGULATORY The variance reflects employee cost savings generated across the service from a number of severences agreed to enable the achievement of future year efficiencies, general turnover, reduced supplies and services expenditure and additional licencing income and grant funding. The department anticipates earmarking the following amounts: No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 19 17 18

Finance - DWP Grants - Benefits Processing Finance - Scottish Welfare Fund Unutilised Balance 2013/14 HR - Employee Excellence Funding HR - Management Development Programme Committments HR - Further Education Commitments HR - Additional support to Head of Human Resources (Opencast Review) Corporate Infrastructure - Asbestos Register Administration Support (Temporary) Corporate Infrastructure - Engineer (Temp) Corporate Infrastructure - HR Relocation cost from Hill Street Corp Infrastructure - Property Maintenance Committed Works Democratic Services - Records Management Assistant (Temporary) Democratic Services - Local Government Election Funding Democratic Services - Local Areas Grants (Committed & Uncommitted) Democratic Services - Work at Records Mangement Centre Democratic Services - Challenge Fund Committments Democratic Services - Match Funding Committments Democratic Services - World War 1 Commemorations LPR - Temporary Solicitors - Funding for 2014/15 LPR - Minor Year End Commitments 2013/14 Total

Neighbourhood Services Central Management Support Leisure Services Emergency Planning Planning & Economic Development Roads & Transportation Housing & Environment Services Payment to East Ayrshire Leisure Trust

Neighbourhood Services

2

£m 0.058 0.123 0.003 0.019 0.011 0.043 0.030 0.043 0.030 0.250 0.047 0.031 0.060 0.006 0.046 0.024 0.010 0.088 0.013 0.935

Revised Annual Budget £m 0.522 1.490 0.052 4.686 11.675 13.023 4.551

Variance (favourable) / adverse £m 0.009 0.025 (0.004) (0.798) (0.344) (0.669) (0.030)

35.999

(1.811)


Revenue Key Points: £1.253m was transferred from the Neighbourhood Services budget to the General Fund uncommitted balance following the line by line review of budgets. PLANNING AND ECONOMIC DEVELOPMENT The variance is mainly due to reprofiled european funded Employability expenditure and reduced employee costs due to increased staff turnover. This is partly offset by shortfalls in income relating to building warrants, planning application fees and additional expenditure on supplies and services. ROADS AND TRANSPORTATION The variance reflects reduced expenditure on overtime, materials, equipment and vehicle maintenance and leasing, partly offset by sub-contractors and a minor reduction in income. HOUSING AND ENVIRONMENT SERVICES The variance mainly reflects reduced expenditure throughout the service including turnover savings in employee costs, savings on temporary homeless accommodation, reduced sub-contractors costs in Outdoor Amenities and reduced supplies and services costs, partly offset by reduced homeless rent income. PAYMENT TO EAST AYRSHIRE LEISURE TRUST The variance relates to the development of an e-books service by the Trust, funding for which was provided by the Council for 2013/14. The Trust has advised that the e-book service will not take place during 2013/14 and £0.030m will require to be earmarked by the Council until the service has been introduced. The department anticipates earmarking the following amounts: No. 1 2 3 4 5 6 7

Description P&ED Employability P&ED Environmental Initiatives Payment to EA Leisure Trust for E-Book system Marie Curie Cancer Field of Hope Business Grants Council Driver Validation Exercise Underwood Depot Improvements Total

£ 0.711 0.019 0.030 0.020 0.144 0.010 0.021 0.955

Revised Annual Budget £m 0.929 16.850 2.593 22.703 (48.970) 10.524 4.629

Central Services Chief Executive (Internal Audit and Health and Safety) Other Non-departmental expenditure Insurance Debt Charges Council Tax HB/CT Benefit Subsidy

Central Services

Variance (favourable) / adverse £m (0.110) (5.551) (0.099) (0.091) (1.160) (0.249) (7.260)

Key Points: CHIEF EXECUTIVE The variance reflects reduced employee costs within Internal Audit and Health and Safety mainly due to the timing of filling vacancies. OTHER NON-DEPARTMENTAL EXPENDITURE The outturn variance mainly reflects centrally held budgets in respect of energy, the Change Fund, the income contingency not required in the current year, audit fees and other centrally held funding, some of which is required to be earmarked for use in future years. In addition £2.748m has been held centrally from departmental budgets as part of the Line By Line Review exercise. Redundancy costs of £7.306m, including Teachers Refresh have been met from General Fund uncommitted balances. The variance is partly offset by £0.761m adverse variance in respect of the reprofiling of three workstreams; £0.244m of the 2013/14 saving from the establishment of the Leisure Trust, £0.237m of the Administrative/ Clerical functions review and £0.280m on Property and Estates rationalisation. DEBT CHARGES As indicated in the Council's Treasury Management Strategy there was a requirement to utilise £3.252m from the Capital Fund to offset debt charges. 3


p

g

Revenue The following amounts are required to be earmarked: No. 1 2 3 4 5

Description Health and Safety / Internal Audit Leaders Budget commitments (Council 12 December 2013) European Match funding Change Fund Street Lighting funding Total

£m 0.110 0.820 0.275 0.460 0.044 1.709

NET EXPENDITURE

245.988

(11.394)

In Year Fund Transfers

Budgeted Transfer £m 0.000 0.000 0.000 0.000

Actual Transfer £m (5.843) (3.551) (1.000) (1.000)

0.000

(11.394)

Revised Annual Budget £m (223.567) (3.252) (1.705) (15.958)

Variance (favourable) / adverse £m 0.000 0.000 0.000 0.000

(244.482)

0.000

Revised Annual Budget £m 50.317 (50.317)

Variance (favourable) / adverse £m (2.833) 0.225

0.000

(2.608)

Departmental balance c/f Transfer to uncommitted general fund Transfer to Capital Fund Transfer to Renewals and Repairs Fund Transfers The variance noted above assumed that all workstream savings will be achieved in the current year.

Funded by Aggregate external finance Transfer from Capital Fund Transfer from Renewal and Repairs Fund Utilisation of Previous Years Balances

Total Funding

Housing Revenue Account Expenditure Income

Net Expenditure Key Points:

Housing Revenue Account The variance mainly reflects lower than budgeted void rent loss, expenditure on bin corrals, the funding for which is required to be earmarked, the reduction in a legal provision and reduced debt charges partly offset by additional employee costs and severance and agency costs. The department anticipates earmarking the following amounts: No. 1 2 3 4

Description Bin Corrals Dalgleish Avenue Wall Hill Street/Montgomery Street Homeloss Payments Hill Street/Montgomery Street Buy Backs Total

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

Total

£

0.422 0.075 0.125 0.320 0.942

In year Movement Closing Balance at 31/3/14 £m £m

(11.473) (15.517) (4.202)

2.748 0.990 0.078

(8.725) (14.527) (4.124)

(31.192)

3.816

(27.376)

(3.283)

(2.608)

(5.891)

HRA Balances

Total (all uncommitted)

4


Alternative Delivery Models Overview


Alternative Delivery Models East Ayrshire Leisure Trust Income From Charitable Activities Management Fee TOTAL INCOME

-

East Ayrshire Leisure Trust

Revised Annual Budget £m (1.513) (4.551) (6.064)

Variance (favourable) / adverse £m 0.099 0.030 0.129

4.135 0.103 0.801 0.865 0.159 0.001 6.064

(0.179) (0.060) 0.024 (0.161) 0.000 0.045 (0.331)

0.000

(0.202)

Employee Costs Transport Costs Premises Costs Supplies & Services Support Costs Governance Costs and irrecoverable VAT TOTAL RESOURCES EXPENDED

NET POSITION Key Points:

The Trust ended the year with a favourable variance of £0.202m. The variance in the management fee relates to the cost of e-books, the purchase of which has been delayed by the Trust and will now be procured in 2014/15. The funding will be passed to the Trust in 2014/15 following receipt of the e-books. The favourable variance in employee costs is predominantly due to the timing of filling vacancies offset by additional expenditure on sessional staff. The variance in transport costs relates to a saving in leasing costs and the adverse variance in premises costs is due to rates relief on shared premises which is currently being determined by the Assessor. The supplies and services variance is mainly due to set up budgets which were not required offset by additional costs in respect of postage. The Trust anticipate earmarking £0.053m of the overall variance of £0.202m as Designated Funds (earmarked) within the charity. LGE Section Days Average Number of Days lost Available Number of working per FTE per FTE employees days lost employee employee Sport & Community Venues 93.0 210.0 4,615.0 2.26 Cultural & Countryside 128.0 147.0 5,797.5 1.15 Marketing & Development 11.0 0.0 567.0 0.00 Central Support Unit 12.0 13.0 522.0 1.08 Total

244.0

370.0

11,501.5

1.52

Overall, the number of days lost per employee was 1.52 days and is below the target.

Section

Culture & Countrysi de

EXTERNAL FUINDING Name of Funding Funding Provider and Project Obtained

Culture & Countrysi de

Scottish Library and Information Counci l Training in New Technologies Live Literature – WW1 Learning

Sport and Community Venue

SportscotlandCommunity Sport Hub Initiative

Project Progress Start & Completion Date £10,000 August Planning 2014– March 2015 £525 May – December 2014 £50,000 June 2014June 2015

The table shows that external funding of £0.065 has been obtained by the Trust in 2013/2014. 1

Planning and Preparation Planning and preparation


TREASURY


Treasury Principal Outstanding £'m

90.000 80.000 70.000 60.000 50.000 40.000 30.000 20.000 10.000 0.000

Debt Maturity

Investments (£'m) 0.208 2.053

2.053

3.393

2.053

4.149

2.053 3.250

1.000 2.000 2.500

3.249

Santander (UK) PLC (3.393m) Handelsbanken (4.149m) Bank of Scotland (3.250m) Barclays (3.249m) Nationwide B S (2.500m) Nordea (2.000m) DMO (1.000m) Goldman Sachs MMF (2.053m) Blackrock MMF (2.053m) Prime Federation MMF (2.053m) Ignis MMF (2.053m) Community group loans (0.208m)

Key Points: The Council had a total debt portfolio of £275.646m at the date of the report. 76% 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 5.03%. The Council had a total investment portfolio of £27.961m 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 0.47% was being earned on these investments. The maturity profile of investments is noted below: - Call (instant access): £19.622m (70.2%) - Up to 3 months: £5.540m (19.8%) - Between 3 and 6 months: £2.800 (10%) Community group loans as at 31 March 2014 have been issued to: - Catrine Community Trust: £110,000 (£50,000 repaid on 3 April) - Scottish Dark Sky Observatory: £50,000 - Loch Doon Caravan Club: £40,000 (fully repaid on 9 April) - Fenwick Weavers Heritage Project: £8,000 (fully repaid on 20 May) The Council has received £0.250m from the Scottish Government to allow the creation of an Empty Home Loans Fund. To date one application has been approved and an advance of £0.010m has been issued.

1


CAPITAL PROGRAMME


Capital

Educational & Social Services Flowerbank Nursery / Sir Alexander Fleming Centre Muirkirk Nursery Willowbank School Loudoun Academy Leisure Centre School Estate Rationalisation Galston Community Facilities Galston Office Facilities Onthank Primary School Dunlop Primary School Extension Kilmarnock Secondary School Hurlford Primary Dining Facilities Fenwick Primary School Extension Early Learning and Childcare Provision General Projects

Budget Allocation (£m)

Expenditure to Date (£m)

Forecast Expenditure (£m)

4.250

2.919

3.850

0.500 11.500 1.300 27.500 1.000 2.800 4.000 0.500 33.000 0.500 0.500 0.646 1.632

0.587 12.007 1.531 0.000 1.059 0.286 0.937 0.146 0.039 0.002 0.000 0.000 0.823

0.600 12.007 1.550 27.500 1.060 2.800 4.000 0.500 33.000 0.500 0.500 0.646 0.823

Current Milestone

Status

Construction Complete Complete Complete Development Development Development Construction Tender Development Design Development Development N/A

N/A

Key Points: Flowerbank Nursery / Sir Alexander Fleming Centre The roofing and render works are now completed, with internal works on-going. The previous issues noted with the structural integrity of the existing frame have caused a delay but it is anticipated that the facility will be available from August 2014. Loudoun Academy Leisure Centre All works have been completed with the exception of some minor snagging. The costs associated with unavoidable and unforeseen problems on-site such as the existing building foundations, steelwork reinforcement and the removal of more areas of asbestos than previously anticipated are currently being assessed in consultation with the main contractor. It is anticipated that these additional costs cannot be contained within the overall budget allocation resulting in a potential overspend of up to £0.250m. Galston Office Facilities Work is on-going to develop the proposals for the refurbishment of the Council offices and former Chambers at 11 Cross Street. However, following a structural survey the building had to be closed temporarily to allow remedial works to be undertaken. As a result further consideration is being given to options for refurbishing the building, including façade retention if this represents value for money over alternative proposals. Onthank Primary School All modular units have been delivered and assembled. The remainder of works both internal and external are currently on-going. It is currently anticipated that the building will be handed over at the end July, with the demolition of the building which this replaces starting mid-July with the works being full completed by September. Dunlop Primary School (Phase 2) The planning application has now been approved, building warrant is due to be submitted shortly. Detailed design works have been completed and the tender documents have been issued. It is currently anticipated that works will commence on site during the summer holidays with completion of all works on a phased basis by September 2014. It should be noted that given the extent of works required an exceptional closure of the Early Years may be required and / or the incorporation of temporary dining facilities should this be required. Hurlford Primary School Detailed design work is nearing completion however works have been delayed due to changes required to accommodate planning requirements. It is currently anticipated that planning approval will be granted in June 2014, with works starting on site July 2014 with completion by Devember 2014. Early indications are that overall costs may exceed the original budget allocation; primarily as a result of additional works required to existing school toilets and the extent of mechanical and electrical alterations for the new accommodation. Kilmarnock Secondary School The New Project Request (NPR) was agreed by Cabinet on 5 March 2014. The Council has completed the initial Key Stage Review with SFT and the NPR has now been formally accepted by hub South West. Keir Construction has subsequently been selected as the main contracting partner with design development being undertaken by Archial Norr. Design development / consultation with stakeholders has commenced. 1


Capital

Finance & Corporate Support General Projects Energy Efficiency Transformation Strategy Fund Public Services Network Neighbourhood Services Doon Academy Synthetic Pitch Depot Improvements Lugar Recycling/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) Cumnock Town Centre (Office) Cumnock Town Centre Regeneration Cumnock Town Hall Other Town Centre Regeneration Dean Castle Country Park Moorfield Industrial Estate Phase 1 Moorfield Industrial Estate Phase 2 Council House Building Programme (SLP) General Projects Housing Investment Programme

Budget Allocation (£m)

Expenditure to Date (£m)

Forecast Expenditure (£m)

1.750 3.000 5.000 2.300

4.270 0.004 0.400 0.002

4.270 3.000 5.000 2.300

N/A Development

0.941 4.000 2.110 1.850

0.022 0.034 0.006 0.242

0.941 4.000 3.620 1.850

Development

4.002

3.998

4.002

Complete

8.413

8.450

8.450

Complete

2.700

2.468

2.700

Complete

5.000

0.038

5.000

Development

10.500 4.000 1.048 5.000 0.200 2.100 3.344 29.326 8.676 14.000

9.792 0.008 0.265 0.000 0.000 1.828 2.303 3.783 7.718 12.159

9.900 4.000 1.048 5.000 0.200 1.900 2.710 32.033 7.718 12.159

Current Milestone

Status

N/A

Development Development

Development Development Tender

Complete Development Construction Development Development Complete Complete Construction N/A

N/A

N/A

N/A

Key Points: Doon Academy Synthetic Pitch The tender has been awarded for the synthetic pitch at Doon Academy. Works are anticipated to commence on site by June 2014 with completion by September 2014. Proposals relating to the refurbishment of the changing facilities are currently being developed and are anticipated to commence early July with completion by August 2014. Lugar Waste & Recycling and Outdoor Amenities Centre Works are currently on-going to finalise designs / layouts in respect of the new recycling and outdoor amenities centre based at the former Council Offices site in Lugar. Concerns have been raised by consultants as a result of ground contamination which will require to be addressed as part of the development, however, the extent of remediation has been determined following an Environmental Impact Assessment. Cost estimates are currently being updated to ensure the proposed scheme is still justifiable on a "spend to save" basis. Dean Castle Country Park Works are on-going with regards to the development of new facilities at Dean Castle Country Park including a visitor centre, cafe and residential accommodation in conjunction with the Heritage Lottery Fund (HLF), final Stage 2 submission is due August 2014. Recent localised failure of stone within the Castle Keep has highlighted significant concerns with the integrity of the building. A report was approved by Cabinet on 23 April 2014 outlining the extent of the problems, estimated costs and details of the possible funding the project could attract from agencies such as HLF and Historic Scotland. The proposals are now being progressed in partnership with the East Ayrshire Leisure Trust. Dean Road Bridge Tenders have been returned however overall costs are estimated to be approximately £0.350m above the available budget. A report was prepared for Cabinet on 21 May 2014 outlining proposals to re-profile the existing Roads and Transportation Capital budget from future years to offset the additional costs and the additional capital budget provision was approved. 2

Capital


Cumnock Town Hall External works to the roof, stonework and first phase of internal works have been completed. The final phase of internal works commenced on site on 28 April with an anticipated completion by September / October 2014. The final phase of works has been delayed on-site due to the identification of unknown asbestos which required the notification to HSE prior to removal. Council House Build Programme Works have commenced on-site at all locations with the exception of Kilwinning Road, Stewarton, Lochore Terrace, Darvel which were both programmed for later starts. The current schemes have incurred additional extraordinary development costs such as ground remediation, demolition etc which were highlighted in previous Cabinet reports but excluded from budget allocations due to the uncertainty over applicability to individual schemes. The schemes at Skeoch Road, Mauchline and West Langlands Street, Kilmarnock which are being undertaken in partnership with external partners are progressing as planned. Housing Investment Programme Phase 2 of the rendering programme has been held over to be carried out in 2014/15. In addition, the unit prices for gas central heating installations have been lower than originally anticipated.

3


PEOPLE


People 2013/14

2012/13

Average Number of Number of working days lost employees

Chief Executive’s Office* Finance & Corporate Support. Educational & Social Services (LGE). Educational & Social Services (Teachers). Neighbourhood Services. East Ayrshire Council

20 489 2,283 1,208 1,063 5,063

373 3,112 21,401 6,202 8,869 39,957

Days lost per FTE employee

Days lost per FTE employee

19.1 6.4 9.4 5.1 8.3 7.9

13.5 8.1 11.1 5.9 12.0 9.9

* including Internal Audit and Health and Safety

Average number of working days lost (All Staff) - Annual Equivalent Value 15.0 10.0

10.3 8.3

7.9

7.0

Period 2

Period 3

Period 4

5.9

7.8

7.2

Period 6

Period 7

8.9

8.6

Period 11

Period 12

8.4

8.3

5.9

7.0

5.0 0.0 Period 1

Period 5

2013/14

Period 8

2012/13

Period 9

Period 10

Period 13

Note: data for period 1 to period 3 2012/13 estimated based on April to June data following a change in collection method.

Leavers as a percentage of employees 6.0%

3.9%

4.0% 2.0%

0.3%

0.4%

Period 1

Period 2

1.0%

1.1%

0.8%

0.6%

0.3%

0.5%

0.5%

0.4%

0.5%

Period 5

Period 6

Period 7

Period 8

Period 9

Period 10

Period 11

Period 12

1.0%

0.0% Period 3

Period 4

2013/14

2012/13

Note: data for period 1 to period 5 2012/13 is unavailable following a change in collection frequency.

Vacancies Advertised Restricted Open Total

2013/14 181 384 565

2012/13 28 105 133

Grievances (2013/14): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Council Wide Collective Grievances Total

Stage 1 0 0 2 0 0 2

Stage 2 0 1 4 22 5 32

Stage 3 0 1 2 2 2 7

Stage 4 0 1 0 2 1 4

Disciplinary Action (2013/14): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total

Verbal / Written 0 12 48 64 124

Final

Dismissal

Other

1 1 16 11 29

0 0 8 5 13

0 0 15 3 18

1

Period 13


People Reasons for Absence Period 6(2013/14) Working days lost, by- reason 100.0%

8.4% (6) 7.6% (1)

24.8% (82)

26.6% (1)

7.9% (8)

50,000

31.3% (1)

45,000 80.0% 40,000 60.0% 35,000

25,000

25.1% (33)

8.4% (4)

20,000 20.0%

31.3% (1)

15,000

25.3% (1)

6.5% (16)

24.7% (8)

18.8% (1)

40.0%

41.7% (73)

15.5% (20)

18.8% (1)

30,000

20.3% (1)

5.1% (1)

15.8% (2)

24.1% (1)

14.5% (4) 12.1% (7)

24.3% (4)

20.2% (29)

25.3% (1)

Finance & Corporate Support

Educational and Social Services

Teachers

15.9% (5)

0.0% 10,000

Chief Executive's Office

5,000

Total

Skin Conditions

Endocrine

Chronic Fatigue Syndrome

Stress - Both Work & Personal

Headache/Migraine

Chronic Fatigue Syndrome

Gynaecological

Neurological

Pregnancy Related

Operations/Recovery/Treatment Workplace Injury

Stress – Personal

Neurological

Stress – Work and Personal Viral Infection

Angina/Heart

Injury - Non Work Related

Respiratory

Colds/Flu

Colds/Flu

Other

Stress - Work Related

Musculoskeletal

Stomach/Abdominal

Other Reason

Musculo-Skeletal

Stomach/Abdominal Stress - Personal

Stress – Work Related

Operations/Recovery/Treatment

All0other

Neighbourhood Services

Note: Percentages in this graph represent the percentage of working days lost per department for each reason, while the number in brackets represents the number of staff absent for each reason. These two values are not related as the percentage of working days lost is affected by duration of absence, not the number of staff absent. For example, 10 days were lost for Department X in June, 1 member of staff was absent with the Angina for 9 days, another member of staff was off with Colds/Flu for 1 day. The graph values for Department X would be 90% (1) for Angina and 10% (1) for Colds/Flu.

Occupational Health Referrals (2013/14) 350 300 250 200 150 100 50 0

299 226 160 104

New Referral

14

22

Ongoing

Welfare Referrals

38

20 Physiotherapy Referrals

New Referral

Ongoing

Welfare Referrals

Physiotherapy Referrals

Key Points: The Council introduced a revised Sickness Absence Management Policy effective from 1 April 2013 which was designed to reduce the number of days lost each year. After a year in place, the average number of days lost due to sickness absence has reduced from 9.9 days per employee in 2012/13 to 7.9 days per employee in 2013/14, a reduction of 2 working days per employee. During Financial Year 2013/14, a total of 907 employees, representing 15.14% of the workforce, met an absence trigger point by either having had 3 spells of absence in a rolling 6 month period or where an absence had exceeded 8 working days within a 12 month rolling period. A total of 118 employees, representing 1.97% of the workforce, had disciplinary action taken against them in respect of absence.

Disciplinary action in respect of absence DEPARTMENT

CHIEF EXECUTIVE'S OFFICE FINANCE AND CORPORATE SUPPORT EDUCATIONAL AND SOCIAL SERVICES (LGE) EDUCATIONAL AND SOCIAL SERVICES - TEACHERS NEIGHBOURHOOD SERVICES TOTALS

NUMBER OF EMPLOYEES HITTING ABSENCE TRIGGER

NUMBER OF EMPLOYEES DISCIPLINED

NUMBER OF APPEALS

2 109 510 96 190 907

0 10 54 5 49 118

0 2 4 0 6 12

2

OUTCOME

Not upheld Not Upheld Not upheld 0


3


HEALTH AND SAFETY


Health and Safety Reportable Incidents 6 1

4 1

2

2

0

4

3

2

1

Period 7

Period 8

2

0 Period 1

Period 2

Period 3

RIDDOR - Fatality

Period 4

Period 5

Period 6

RIDDOR - Employees' Injuries

1

4

1 1

2

1

2

1

Period 9 Period 10 Period 11 Period 12 Period 13

RIDDOR - Others' Injuries

RIDDOR - Dangerous Occurrence

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

Key Points: During 2013/14 there were a total of 1,826 incidents reported to the Health and Safety Team. This is a decrease of 268, when compared to incidents reported during 2012/13, where the figure was 2,094. It is considered that proactive safety measures, such as unannounced inspections and the issuance of guidance documents and Safety Flashes, has contributed to the downward trend. There were a total of 6,939 recorded unannounced inspections undertaken during 2013/14. Of the 1,826 incidents reported to the Health and Safety Team during 2013/14, 29 required to be reported to HSE in line with RIDDOR. The ‘Causes’ of the 29 incidents reported to HSE were as follows: Slips-Trips-Falls (10) Manual Handling (6) Vehicle Accident (4) Operator Error (1) Playground/Horseplay (1) Occupational Disease (1) Contact with Needle/Sharp (1) Struck by Falling Materials (1) Struck by Moving Vehicles (1) Violence and Aggression (1) Other not listed (2). Non Reportable Incidents 300 200 100 0

53

71

86 Period 1

87

85

62 56

23 29

42 31

89

51 67

Period 2

Period 3

Period 4

Period 5

Period 6

Period 7

Non-Reportable: Employees' Injuries

63

96

96

93

Period 8

26 40

88

83

96

104

100

80

Period 9 Period 10 Period 11 Period 12 Period 13

Non-Reportable: Others' Injuries

Key Points: Of all the ‘non-reportable’ incidents reported to the Health and Safety Team, the 3 main ‘Causes’ were: Violence and Aggression (57%), Slips-Trips-Falls (12%) and Near Miss (6%)

Location of Non- Reportable Incidents (2013/14)

2000 1500 1000 500 0

Total

School Crossing

Janitorial Services

Car Parks

Resource/Day Centres

Supported Learning Centres

Community Centres

Catering Services

Service User’s Home

Cleaning Services

Residential Establishment

EAST

Hostels

Children’s Houses

Depots

Day Centres

Offices

Early Childhood Centres

Secondary Schools

On Site

Primary Schools

Special Schools

The highest proportion of ‘non-reportable’ incidents occurred within Special Schools (52%), Primary Schools ( 14%) and Secondary schools ( 7%).

1


Health and Safety Key Points: Number of violence and aggression incidents 140 120 100 80 60 40 20 0

91

81

67

64

43

Period 1

Period 2

Period 3

13

22

Period 4

Period 5

Period 6

Number of violence and aggression incidents (Schools)

46

50

78

64 26 0

0 Period 1

Period 3

73

89

41

Period 7

Period 8

Period 9 Period 10 Period 11 Period 12 Period 13

150

97

84

47

107

Number of violence and aggression incidents (All locations, excluding schools)

150 100

119

95

90

83

66

32

100 50

6

21 17 17 13 17 17 11 15 13

9

22 24 23

0

Period 5

2013/14

Period 7

Period 9 Period 11 Period 13

Period 1

2012/13

Period 3

Period 5

Period 7

Period 9

2013/14

Period 11 Period 13

2012/13

Average number of days to report incidents 10.0

7.7 5.7

5.0

1.9 1.0

5.4 3.9

4.5 2.9 2.0

2.72.9 2.0

4.1 3.2 2.0

3.1 2.2

3.2 2.3

4.4 2.6 1.0

4.0

Period 2

Period 3

Period 4

Period 5

Period 6

Period 7

Period 8

3.6 3.4

2.9

2.6 2.2 1.0

3.5 3.1

2.32.8

0.0 Period 1

Finance & Corporate Support

Neighbourhood Services

Period 9 Period 10 Period 11 Period 12 Period 13

Educational and Social Services

Key Points: There were a total of 922 incidents of Violence and Aggression reported to the Health and Safety Team during 2013/14. Of the 922 incidents of Violence and Aggression, 471 (51%) occurred within Special Schools. The figure of 471 is an increase of 69% when comparing incidents of Violence and Aggression within Special Schools during 2012/13, when the figure was 147. The average number of days to report an incident during 2013/14 was 3.5 days, which is a decrease of 2.1 days when comparing to 2012/13, where the average was 5.6 days.

Number of days lost to work related stress 500.0 400.0 300.0

354.0 276.0

297.5

278.0

241.5

240.0

200.0

282.0 186.0

205.0

Period 7

Period 8

162.5

150.0

206.0

222.0

100.0 0.0 Period 1

Period 2

Period 3

Period 4

Period 5

Period 6

2013/14

Period 9 Period 10 Period 11 Period 12 Period 13

2012/13

Key Points: The number of days lost due to work related stress accounts has reduced by 9.8% from 3,404 working days in 2012/13 to 3,101 working days in 2013/14. In total, stress accounts for approximately one in five days lost due to staff absence. 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. 2


3


COMPLAINTS


Complaints Complaints Received (2013/14) Dealt with Dealt with Dealt with Under Number of Under Under Stage 1 complaints Stage 1 only Stage 2 only then Stage 2 22 3 1 26

Finance & Corporate Support. Educational & Social Services Neighbourhood Services. Cross Department East Ayrshire Council

15 122 0 159

2 12 1 18

1 9 0 11

18 143 1 188

Key Points: For the reporting period, a total of 188 complaints were dealt with. As at 31 March 2014, 181 of these were closed (11 of which were dealt with at both stages), 2 were withdrawn and 5 remained open. During 2013/14 a total of 25 Improvement Activities were identified, which was an increase of one from the previous reporting period. The range of Improvement Activities that have been implemented demonstrate that Services are taking the learning from individual complaints and applying it to improve service delivery. The emerging themes from the Improvement Activities relate to training for employees on Customer Service, procedural changes to strengthen communication with customers and Service specific operational improvements.

Complaints Closed (YTD): Complaints Closed (2013/14) Number Closed Within Time

Number Closed

Stage 1 Complaints Stage 2 Complaints

165 27

96 (58.2%) 16 (59.3%)

Average Days to Respond

Upheld in Full

Partially Upheld

7.8 27.1

52 (31.5%) 6 (22.2%)

37 (22.4%) 8 (29.6%)

Average number of days to respond Finance and Education NeighbourhoodCross DepartComplaints Closed (2013/14) 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0

stage 1 stage 2

8.9 15.3

15.1 38.3

6.7 24.8

76.0

76.0

7.8 27.1

38.3 27.1

24.8 8.9

15.3

Finance and Corporate Support

15.1

Educational and Social Services

7.8

6.7 Neighbourhood Services

stage 1

Cross Department

Complaints Closed (2013/14)

stage 2

Key Points: The average number of days to respond to Stage 1 Complaints has decreased slightly from 8.0 days to 7.8 days since period 10. The average number of days to respond to Stage 2 Complaints has decreased from 28.9 days to 27.1 days since Period 10.

1


STATUTORY PERFORMANCE INDICATORS


Statutory Performance Indicators 2011/12

2012/13

2013/14

Introduction In the pages which follow, detailed information is provided on the full range of performance information that is reported by the 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 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’. ‘Corporate Management’ and the second is ‘Service Performance’. It should be noted that for a small number of indicators, 2013/14 performance data is not yet available. This is due to a time It should noted thatofforthe a small number of indicators, data is not available. This istodue to Ayrshire a time lag in thebe production data and relates mainly to 2013/14 indicatorsperformance which are collected byyet agencies external East lag in the production of the data and relates mainly to indicators which are collected by agencies external to East Ayrshire Council. Council. The reporting framework is subject to annual review. Any changes made to the previous year's reporting framework have beenreporting identifiedframework with a 'C'. Figurestopresented in 'italics' reflect a made small to number of updates haveframework been made to the The is subject annual review. Any changes the previous year'swhich reporting have statistics previously presented to Cabinet in June 2013. been identified with a 'C'. Figures presented in 'italics' reflect a small number of updates which have been made to the statistics previously presented to Cabinet in June 2013. 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 for 2012/13 (from 1 September 2012 to 31 March 2013), due to the introduction of the new complaints handling procedure, while full year data has been provided for 2013/14.

2011/12

2012/13

2013/14

-

49.0%

58.2%

-

44.1%

31.5%

-

26.5%

22.4%

-

70.0%

59.3%

-

40.0%

22.2%

-

50.0%

29.6%

89.9%

87.6%

83.7%

£11.44

£12.32

£10.95

Percentage of Council Tax that was received during the year.

94.3%

93.8%

93.7%

Overall percentage of Council Tax income for all prior years that was received.

97.4%

96.7%

97.5%

88.1%

90.6%

90.6%

£14.69

£14.69

£14.83

£2.69

£3.79

£3.49

Average cost of producing school meals.

£2.87

£3.02

Satisfaction levels.

96.8%

100.0%

CORPORATE MANAGEMENT RESPONSIVENESS TO COMMUNITIES Complaints: 1. Percentage of complaints responded to in full at Stage 1 within time.

2.

Percentage of complaints responded were upheld. Percentage of complaints responded were partially upheld. Percentage of complaints responded time. Percentage of complaints responded were upheld. Percentage of complaints responded were partially upheld. Freedom of Information (FOI):

to in full at Stage 1 which to in full at Stage 1 which to in full at Stage 2 within to in full at Stage 2 which to in full at Stage 2 which

Percentage of FOI requests responded to in 20 working days. REVENUES AND SERVICE COSTS Council Tax: 3. Cost of collecting Council Tax per dwelling. 4.

5.

6.

Council Tax:

Invoices: Number of invoices paid within 30 calendar days of receipt as a percentage of all invoices paid. Home Care: The unit cost of home care.

7.

Arts & Museums: Cost per visit across Arts and Museums facilities.

8.

School meals: Available July 2014 Available July 2014


Statutory Performance Indicators 9.

2011/12

2012/13

£694

£689

£1,747

£1,737

93%

84%

7%

16%

£2.63

£2.29

£9.42

Average number of days lost for teachers.

5.1

5.9

5.1

Average number of days lost for other local government employees.

10.8

11.0

8.8

35.9%

35.1%

41.2%

43.7%

43.8%

43.7%

8.2%

8.4%

11.6%

94.3%

97.5%

97.8%

78.9%

82.3%

88.7%

85.3%

84.8%

85.5%

23.2

21.8

21.1

319,948

323,992

334,896

Percentage of schools graded A (Good).

18.2%

18.9%

28.6%

Percentage of schools graded B (Satisfactory).

65.5%

67.9%

66.1%

Percentage of schools graded C (Poor).

14.5%

11.3%

5.4%

Percentage of schools graded D (Bad).

1.8%

1.9%

0.0%

Winter maintenance: Cost of winter maintenance per km of road network. Cost per gritted km of priority roads network.

10.

2013/14

Available October 2014 Available October 2014

Road maintenance expenditure: Percentage of actual planned/proactive.

maintenance

expenditure

that

is

Percentage of actual maintenance expenditure that is reactive.

Available October 2014 Available October 2014

11. Recycling: Net cost of recycling per premise. EMPLOYEES 12. Sickness absence:

13. 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. 14. Turnover: Leavers in the last year as a percentage of the average total staff. ASSETS 15. Assets: Proportion of operational accommodation that is in a satisfactory condition. Proportion of operational accommodation that is suitable for its current use. 16. Energy performance: Percentage of buildings rated ‘F’ or above. 17. Office Accommodation: Occupancy rates for office accommodation expressed as square metres per Full Time Equivalent (FTE). Extent of operational portfolio expressed in square metres. 18. Condition of the School Estate:


Statutory Performance Indicators 2011/12

2012/13

2013/14

9.3%

7.0%

4.8%

25.6%

30.2%

35.7%

51.2%

41.9%

40.5%

14.0%

20.9%

19.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

22.2%

22.2%

22.2%

55.6%

55.6%

55.6%

22.2%

22.2%

22.2%

0.0%

0.0%

0.0%

46.8%

48.0%

56.8%

Percentage of schools achieving: Bronze.

78.6%

80.4%

80.0%

Percentage of schools achieving: Silver.

71.4%

71.4%

74.5%

Percentage of schools achieving: Green Flag Status.

35.7%

42.9%

47.3%

66.0%

79.7%

83.3%

0.7%

0.7%

1.3%

0.4%

0.3%

0.3%

0.7%

0.9%

0.8%

19. School capacity: Percentage of primary schools 0-40%. Percentage of primary schools 41-60%. Percentage of primary schools 61-80%. Percentage of primary schools 81-100%. Percentage of primary schools 101% or more.

where ratio of pupils to places is where ratio of pupils to places is where ratio of pupils to places is where ratio of pupils to places is where ratio of pupils to places is

School capacity: Percentage of secondary schools where ratio of pupils to places is 0-40%. Percentage of secondary schools where ratio of pupils to places is 41-60%. Percentage of secondary schools where ratio of pupils to places is 61-80%. Percentage of secondary schools where ratio of pupils to places is 81-100%. Percentage of secondary schools where ratio of pupils to places is 101% or more. PROCUREMENT 20. PECOS: Value of spend through PECOS as a percentage of council (nonpay) spend. SUSTAINABLE DEVELOPMENT 21. Eco-schools:

EQUALITIES AND DIVERSITY 22. Accessibility: Percentage of council buildings in which all public areas are suitable for and accessible to disabled people. 23. Ethnic minority: Percentage of the local population who are from an ethnic minority. Percentage of the total workforce who are from an ethnic minority. 24. Disabilities: Percentage of workforce who have declared they are disabled under the terms of the Disability Discrimination Act 1995.


Statutory Performance Indicators 2011/12

2012/13

2013/14

£38.65

£38.89

£44.75

14.5 days

16.0 days

15.8 days

Percentage of claims processed within 14 days of receiving all information.

83.9%

65.3%

38.5%

Percentage of claims processed accurately.

94.9%

97.6%

98.3%

571.1

598.1

610.5

98.5%

98.6%

98.6%

47.1%

50.9%

54.3%

89.9%

90.9%

91.4%

-

96.6%

96.5%

3.9

4.2

3.1

0.0

0.0

0.0

73.3%

82.4%

90.7%

684

652

656

Total number of overnight respite weeks provided: 65+.

1,048

917

873

Total number of daytime respite weeks provided: 18-64.

3,073

3,075

3,146

Total number of daytime respite weeks provided: 65+.

1,590

1,663

1,665

Total number of respite weeks provided: 18-64.

3,757

3,727

3,802

Total number of respite weeks provided: 65+.

2,638

2,580

2,538

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. Living At Home: Percentage of older people aged 65 or older, who live in housing rather than a care home or hospital setting. 29. 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. 30. Staff qualifications: The percentage of personal carers who are qualified to SSSC (Scottish Social Services Council) standard. 31. Respite care: Total number of overnight respite weeks provided: 18-64.


Statutory Performance Indicators 2011/12

2012/13

2013/14

Number of reports submitted to the courts during the year.

1,092

999

871

Percentage of these submitted by the due date.

98.7%

98.6%

99.0%

Number of attendances per 1,000 population for pools.

2,722

2,742

2,106

Number of attendances per 1,000 population for other indoor sports and leisure facilities, excluding pools in a combined complex.

7,970

9,503

9,565

2,235

2,667

3,209

1,525

1,433

1,427

Number of visits per 1,000 population.

4,274

4,141

3,802

Borrowers as a percentage of the resident population.

16.7%

15.5%

14.1%

97.0%

96.1%

88.8%

588.3

574.6

645.1

4.6%

4.6%

4.9%

-

195.0

CRIMINAL JUSTICE SOCIAL WORK 32. Social Enquiry Reports:

CULTURAL & COMMUNITY SERVICES 33. Pools/other leisure facility attendances:

34.

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.

35. Library usage:

36. Adult literacy: Number of adult literacy learners achieving intermediary outcomes as set in their Individual Learning Plans. 37.

Learning Centres: Number of times Learning Centre terminals are used per 1,000 population. Percentage of resident population who use Learning Centres.

PLANNING 38. Planning applications (C): Average time (weeks) to deal with the major planning applications determined during the year. (2012/13 data based on all major planning applications; 2013/14 data based on major planning applications from 2009 onwards in line with the Scottish Government's revised guidance). 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. 39.

39.4

-

39.5

-

12.4

17.4

96.8%

95.4%

93.1%

99.0%

99.9%

99.5%

Average income per warrant.

£356

£363

£525

Income as a percentage of the value of development plans submitted.

0.8%

0.9%

0.5%

15.4 weeks

12.6 weeks

9.5 weeks

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.

The average time to process building warrants.


Statutory Performance Indicators 2011/12

2012/13

2013/14

83.0%

83.6%

Available September 2014

36%

31.5%

33%

37.6%

Percentage of school leavers entering training

6%

4.1%

Percentage of school leavers entering employment.

15%

16.8%

Percentage of school leavers entering other known destination.

10%

9.0%

Percentage of school leavers entering unknown destination.

0%

1.0%

76.3

94.7

Number of exclusion incidents per 1,000 pupils: Primary.

10.6

16.0

Number of exclusion incidents per 1,000 pupils: Secondary.

92.4

81.6

Number of exclusion incidents per 1,000 pupils: Special.

82.1

65.2

Pupil to staff ratio in educational establishments: Primary.

16.0:1

16.5:1

16.9:1

Pupil to staff ratio in educational establishments: Secondary.

12.6:1

12.7:1

12.5:1

Pupil to staff ratio in educational establishments: Special.

4.2:1

4.4:1

4.4:1

12

13

15

68.0%

78.0%

68.0%

11 (100%)

7 (100%)

19 (94.7%)

EDUCATION OF CHILDREN 40. Additional Support: Percentage of pupils with Individual Education Plans meeting targets. 41. Destination of school leavers: Percentage of school leavers entering full-time higher education. Percentage of school leavers entering full-time further education.

Available December 2014

42. Looked after children: Average tariff scores of all looked after children in S4 and S5 in the current academic year.

Available December 2014

43. Exclusion rates:

Available September 2014

44. Pupil to staff ratio:

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.


Statutory Performance Indicators 2011/12

2012/13

2013/14

88.6%

91.3%

92.0%

78.1%

86.1%

91.7%

2.6%

2.2%

2.0%

Average re-let time for non low demand stock.

56 days

42.0 days

30.3 days

Average re-let time for low demand stock.

90 days

84.5 days

80.2 days

Average period that low demand properties were void.

326 days

220 days

181 days

2.8%

4.7%

5.7%

1.4%

2.6%

6.0%

59.1%

56.1%

61.2%

7.5 weeks

7.7 weeks

7.9 weeks

55.2%

42.9%

26.6%

349

285

175

100.0%

100.0%

100.0%

50.9%

53.4%

51.4%

6.3%

4.2%

6.3%

205

124

86

100.0%

100.0%

100.0%

8.8%

8.1%

9.3%

63.4%

57.2%

54.3%

HOUSING AND HOMELESSNESS 48. Repairs to council dwellings: Overall percentage of repairs completed within target. 49. Housing Quality: Proportion of the council’s housing stock which meets the Scottish Housing Quality Standard. 50. Voids: Total annual rent loss (from council dwellings) due to voids, expressed as a percentage of the total amount of rent due in the 51. Re-lets:

52. 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 ÂŁ250. 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. 53. Homelessness: Number of households assessed during the year (Permanent Accommodation). Percentage of decision notifications issued within 28 days of initial presentation (Permanent Accommodation). Percentage who are housed (Permanent Accommodation). Percentage of cases reassessed within 12 completion of duty (Permanent Accommodation). Number of households assessed during the year Accommodation). Percentage of decision notifications issued within initial presentation (Temporary Accommodation). Percentage of cases reassessed within 12 completion of duty (Temporary Accommodation).

months of (Temporary 28 days of months of

Percentage of those provided with permanent accommodation in council stock who maintained tenancy for at least 12 months.


Statutory Performance Indicators 2011/12

2012/13

2013/14

92.1%

96.0%

99.3%

5.4 days

3.7 days

2.9 days

94.6%

96.2%

96.5%

99.9%

100.0%

100.0%

921

383

369

i) Settled without the need for attendance on site.

504

201

234

ii) Requiring attendance on site.

13

8

0

iii) Dealt with under part V of the Antisocial Behaviour Scotland Act 2004.

404

174

135

b) For those in a)ii above, the average time (hours) between the time of the complaint and attendance on site.

2.5

0.7

0

For those in a)iii above, the average time (hours) between the time of the complaint and attendance on site.

1.0

0.8

0.6

Percentage of consumer complaints completed within 14 days.

67.7%

75.7%

76.1%

Percentage of business advice requests completed within 14 days.

97.8%

100.0%

100.0%

56

64

40

4

2

1

30 days

1 day

22 days

10

3

4

80.0%

100.0%

100.0%

54. Repairs: Percentage of repairs appointments kept. Average end to end time taken 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. 56. Domestic noise complaints: a) The number of domestic noise complaints received during the year.

Domestic noise complaints:

57. Trading Standards:

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. Average time (calendar 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.


Statutory Performance Indicators 2011/12

2012/13

2013/14

42.8%

40.6%

41.7%

40.6%

39.7%

37.0%

95.3%

97.1%

97.1%

94.6%

95.8%

98.6%

13.6%

13.3%

13.2%

1.9%

1.3%

0.9%

5.7%

5.7%

4.5%

2.9%

2.9%

2.3%

Number of reactive maintenance repairs.

150

139

103

Percentage of reactive maintenance repairs responded to within target.

83%

87%

89%

Net cost per premises of refuse collection.

£67.92

£57.57

£53.93

Net cost per premises of refuse disposal.

£93.04

£97.28

£102.90

46.2%

44.5%

49.1%

76

74

75

ROADS AND LIGHTING 60. Roads maintenance: Percentage of the road network that should be considered for maintenance treatment. 61. Street Lighting and Traffic Lights: 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. 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. 63. Road Condition:

WASTE MANAGEMENT SERVICES 64 Refuse collection and disposal:

65 Waste Recycling: Percentage of household waste collected that was recycled and composted. 66 Cleanliness: The cleanliness index achieved following inspection of a sample of streets and other relevant land.


RISKS


Risks Risk No.

Risk

1a

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

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.

2

Risk Owner

Overall Risk

We consider the overall risk rating to be High as there remains significant uncertainty within the United Kingdom as to the longer term impact of the Comprehensive Spending Review, recent Budget announcements and the ongoing austerity measures. Projections included in the Transformation Strategy Update Report presented to Cabinet on 11 December 2014, anticipate a budget gap of £1.017m by 2016/17 following the approval of a number of further savings, and taking into account all previously approved efficiencies and workstreams. Reviews of existing structures / financial controls / service delivery models are Executive ongoing to maintain strong financial management across the Council. The Council's Director of transformation strategy is designed to ensure a sustainable platform from which to Finance and deliver services. Measures to close the projected budget gap will mitigate this risk. Corporate Council on the 12 December approved the 2014/15 budget together with indicative Support savings proposals for the period up to 2017. Officers have analysed recent budget announcements at UK and Scottish levels to ascertain the local impact of these. Information on additional budget pressures from demographic changes has also been gathered and where appropriate incorporated into the budget strategy. The Transformation Plan Strategic Board meet on a fortnightly basis to challenge progress being made in delivery of the programme and consider opportunities to close the remaining gap. Funding forecasts continue to be modelled and the 2015/16 budget preparations will commence shortly. 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 Director of contingency identified for 2013/14 and beyond. The anticipated impact of welfare Finance and reform is being monitored on an ongoing basis with an update report considered by Corporate Cabinet on 13 November. The HRA budget will be reviewed given the recent Support changes to Discretionary Housing Payments and the impact this will have on rent arrears due to under occupancy. Red We consider the overall risk to be High as recent and imminent reforms to benefits, and job losses in the area will have a severe impact on residents and indeed across Council services. It is anticipated that Welfare Reform will have an acute impact on East Ayrshire residents. Work is progressing to ensure support mechanisms are in place through Executive Financial Inclusion and other appropriate services including CAB. Officers have Director of recently identified larger premises for the Bureau to allow some capacity issues to be Finance and addressed. In addition, a senior officer group comprising officers from social Corporate services, housing, finance and communications meet regularly to plan an Support appropriate response in terms of service delivery. The recent changes to Discretionary Housing Payments regulations will enable addtional payments to be awarded to those tenants affected by under occupancy.

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 Financial Risk – engineering advice has been commissioned to support these efforts and the Certain Liabilities in Depute Chief independent review group recently completed its work with a report subsequently relation to opencast coal Executive received by Council. An update report on "Steps to Recovery" was also considered sites may fall to the by Council in January 2014. Members will continue to receive updates on risks as Council to resolve information becomes available. Prior to the year end £0.070m was received in respect of the Glenmuckloch Conveyor and two further bonds totalling £0.950m were received in April 2014 in respect of the Powharnal site. It is anticipated that a further £6m will be received shortly in respect of two further bonds for Dunstonhill and Ponesk.

1

Red


Risks Risk No.

3

4

5

6

7

Risk

Risk Owner

Overall Risk

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. Acting We have arrangements in place to manage health and safety across the Council Health and Safety Executive which are kept under review and the Violence at Work policy has been relaunched. implementation of new Director of The Chief Executive's Health and Safety Strategy Group, which includes Trade arrangements fails to Neighbourho Union representation, continues to keep under review both policy and relevant and adequately address risk. od Services related operational matters. Regular Safety Flashes are issued to ensure awareness across the organisation of key Health and Safety issues. Amber The overall risk is Medium - the impact for individuals could be severe and would Executive adversely impact on the Council’s reputation. Protection of Children Director of Targeted service redesign including work force and organisational development and Vulnerable Adults Educational continues across the Council and partner agencies to support a continuous individuals are not and Social improvement agenda. The Chief Officer Group maintains an ongoing strategic adequately protected. review of this important area. Services

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

Head of Human Resources

Amber We consider the overall risk to be Medium as there remains an element of uncertainty in respect of the total expected cost of resolving these, and potential future claims. A reasonable provision has been identified to fund claims which are being managed by the Council with its external advisers. The 2013/2014 year end review resulted in an increase to the provision to reflect legal fees being charged at settlement.

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, information received from colleagues in other areas and anti-fraud networks is assessed as received. Actions taken in response to PSN compliance will increase resilience in relation to information governance, loss of data and inappropriate access to systems. The Head of Finance chairs a Strategic Anti-Fraud Steering Group which is reviewing and ensuring a corporate approach is taken. A revised Fraud Strategy, taking account of Fraud and current risk issues, was approved by Cabinet on 19 June 2013. Executive misappropriation of Director of Close liaison is being maintained with Police Scotland in relation to their Counter council resources - the Finance and Corruption work and the recently launched Integrity Model. An initial meeting has Council is faced with Corporate taken place with Det Insp Sharp of the Public Sector Counter Corruption Unit, with a financial loss through number of opportunities for close working identified. In March 2014, the Internal Audit Support fraudulent activities. Manager (Client Services) attended a three-day investigators course hosted by the Counter Corruption Unit. In May 2014, following information received by Finance and Internal Audit, with regard to the increasing number of national attacks on creditors, contact was made with Det Insp Sharp to discuss preventative actions and in turn he has referred the intelligence gathered to the Police Scotland Economic Crime Unit.

Business Risk - the Council is unable to properly manage the impact of multiple internal and external change programmes.

Amber The overall risk is Medium as failure to manage the consolidated impact of the current range of internal and external change programmes could be significant. The Corporate Management Team, Transformation Plan Strategic Board and Corporate Risk Advisory Group are all well placed to consider the consolidated Executive impact of change programmes. It will however, be important for individual project Director of leads to maintain specific risk registers and for the CMT to take an overview of the Finance and consolidated risks reporting to Cabinet as appropriate. PRINCE2 methodology is Corporate well deployed across the Council and provides the framework for managing projects Support including the identification and management of risk.

Amber

2


Ea performs