Page 1

Period 7 2013/14 (20 October 2013)


REVENUE


Revenue

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

Revised Annual Budget £m 6.794 62.301 24.264 14.538 9.429 16.850 46.668

Projected Variance (favourable) / adverse £m (0.153) 0.295 0.161 0.162 0.030 (0.093) 0.216

Educational & Social Services

180.844

0.618

Educational & Social Services

Key Points: £0.925m has been 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 the timing of filling vacancies, a reduction in the amount required for bad debts and reduced telephone and postage costs, partly offset by additional car mileage. Schools There are no significant variances to report, however the in year profile of supplies and services expenditure within Schools shows costs being incurred earlier than in previous years. Head Teachers are aware of this and confirm that spend is planned to come in on budget by the end of the financial year. The spend will require to be closely monitored in the coming periods.

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

Finance & Corporate Support

Revised Annual Budget £m 0.170 3.513 2.058 9.593 3.640 2.617

Projected Variance (favourable) / adverse £m 0.009 (0.009) 0.000 (0.008) (0.053) (0.088)

21.591

(0.149)

Key Points: £0.516m has been transferred from the Finance and Corporate Support budget to the General Fund uncommitted balance following the line by line review of budgets. DEMOCRATIC SERVICES There are no significant variances to report, however £0.031m will be required to be earmarked at the year end for election funding requirements. LEGAL, PROCUREMENT AND REGULATORY Employee cost savings generated across the service from a number of severences agreed to enable the achievement of future year efficiencies, general turnover and reduced supplies and services expenditure are partly offset by a minor reduction in pest control income. The service anticipates earmarking funding of £0.088m at the year end for the cost of temporary staffing required in 2014/15.

1


Revenue 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

Revised Annual Budget £m 0.524 1.557 0.052 2.837 10.850 13.389 4.526

Projected Variance (favourable) / adverse £m 0.023 0.035 0.000 0.233 0.166 (0.116) (0.030)

33.735

0.311

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. CENTRAL MANAGEMENT The variance relates to additional employee costs in respect of the officer team created for open cast mining and severance costs partly offset by managed savings on supplies and services.

LEISURE SERVICES The variance mainly reflects reduced income and additional property repairs costs partly offset by reduced expenditure on equipment and cleaning costs. PLANNING AND ECONOMIC DEVELOPMENT The variance is mainly due to anticipated shortfalls in income relating to building warrants, planning application fees and letters of comfort, partly offset by reprofiled European funded Employablility expenditure. PAYMENT TO EAST AYRSHIRE LEISURE TRUST The variance relates to the development of an e-books service by the Trust, funding for which was included in the funding provided by the Council for 2013/14. The Trust has advised that the e-book service will not take place during 2013/14 and consequently the £0.030m funding will be retained and earmarked by the Council until the service has been introduced. Revised Annual Budget £m 0.993 9.279 2.592 22.752 (48.970) 55.429 (47.250) (5.175)

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

Central Services

Projected Variance (favourable) / adverse £m (0.114) (2.773) 0.000 0.000 (0.800) 0.000 0.000 (3.687)

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 variance is due to savings of £2.748m reported in Period 6 to be drawn centrally from departmental budgets as part of the Line by Line review in addition to identified savings within centrally held budgets in anticipation of the 2014/15 efficiency target and reduced expenditure on audit fees and grants. The variance is partly offset by £0.761m adverse variance in respect of the reprofiling of three workstreams; £0.244m of the 2013/2014 saving from the establishment of the Leisure Trust, £0.237m of the Administrative/Clerical Functions review and £0.280m on Property and Estates Rationalisation.

2


Revenue Expenditure on Unfunded Superannuation costs (the recurring element of severance costs) is currently projected to outturn on budget after offsetting redundancy payments to be met from the uncommitted General Fund balance previously approved by Cabinet. The workstream to review Council grants has identified a saving in excess of the year 1 target and as a result £0.032m will required to be earmarked to be set against future years targets. The budget has also been adjusted to reflect the savings from the councilwide workstreams that are currently ongoing and which will be offset against departmental budgets.

DEBT CHARGES As indicated in the Council's Treasury Management Strategy it is currently anticipated that there will be a requirement to utilise £3.301m from the Capital Fund to offset debt charges. The amount may reduce further in future periods as in year borrowing is reprofiled.

NET EXPENDITURE

230.995

(2.907)

Budgeted Transfer £m Projected Transfer 0.000 0.000

In Year Fund Transfers Departmental balance c/f Transfer to uncommitted general fund Fund Transfers

£m 0.634 (3.541)

0.000

(2.907)

Revised Annual Budget £m (221.474) (3.301) (0.482) (5.738)

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

(230.995)

0.000

Revised Annual Budget £m 50.317 (50.317)

Projected Variance (favourable) / adverse £m (0.385) 0.111

0.000

(0.274)

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 There are no significant variances to report for period 7. There are lower than budgeted void rent loss savings, debt charges and staff costs from the timing of filling vacancies which are offset by an increase in the provision for rent arrears. In addition a provision of £0.130m for potential legal settlements is no longer required and has been released. Opening Balances £m General Fund Balances Uncommitted Committed and Departmental Transformation Fund

Total

In year Movement £m

Closing Balance at 31/3/14 £m

(11.473) (15.517) (4.202)

(4.548) 3.265 0.367

(16.021) (12.252) (3.835)

(31.192)

(0.916)

(32.108)

(3.283)

(0.274)

(3.557)

HRA Balances

Total (all uncommitted)

3


TREASURY


Treasury

Maturity Profile of Loan Debt 30 30

£'m outstanding

25 25 20 20 15 15 10 10 55

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 2051 2052 2053 2054 2055 2056 2057 2058

00

Year Year of of maturity maturity

Investments (£'m) 0.195 0.566 0.566

2.000

Santander (UK) PLC (3.427m) Bank of Scotland (3.804m) Standard Chartered (2.000m)

3.427

RBS (3.161m)

0.566

Goldman Sachs MMF (0.566m) RBS Sterling Money Market Fund (0.566m) 3.804 3.161

Prime Federation MMF (0.566m) Ignis MMF (0.566m)

0.566

Credit Agricole (2.000m)

2.000

Community group loans (0.195m)

Key Points: The Council had a total debt portfolio of £261.557m at the date of the report. 75% of this debt is with the Public Works Loan Board (PWLB), with the balance being loans with financial institutions. The average interest rate of all loans is 5.12%. The Council had a total investment portfolio of £20.868m 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 0.57% was being earned on these investments. The maturity profile of investments is noted below: - Call (instant access): £11.758m (56%) - Up to 3 months: £4.6m (22%) - Between 3 and 6 months: £3.5m (17%) - Between 6 and 12 months: £1.0m (5%) Community group cashflow loans are currently issued to: - Catrine Community Trust: £110,000 - Scottish Dark Sky Observatory: £50,000 - Loch Doon Caravan Club: £30,000 - Passage to Monthraw: £5,000

6


CAPITAL PROGRAMME


Capital

Educational & Social Services Flowerbank Nursery / Kilmarnock Area Day Centre Willowbank School Loudoun Academy Leisure Centre Muirkirk Nursery Auchinleck Community Facilities School Estate Rationalisation Galston Community Facilities Galston Office Facilities Onthank Primary School Dunlop Primary School Extension Kilmarnock Secondary School General Projects

Budget Allocation (£m)

Expenditure to Date (£m)

Forecast Expenditure (£m)

4.250

1.263

3.850

11.500 1.250 0.500 4.900 27.500 1.000 2.800 4.000 0.500 33.000 2.112

11.500 0.304 0.587 4.738 0.000 1.059 0.285 0.000 0.097 0.000 0.391

12.000 1.250 0.600 4.900 27.500 1.060 2.800 4.000 0.500 33.000 2.032

Current Milestone

Status

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

N/A

Key Points: Flowerbank Nursery / Kilmarnock Day Centre Works at the Kilmarnock Area Day Centre are on-going, with the second fix installation current in progress. There have been recent problems with service conections which have caused a delay and it is currently anticipated that works will not be completed until January 2014. The works to Flowerbank Nursery has also highlighted some issues with the structural integrity of the existing frame however it is currently anticipated that any resulting delays can be absorbed within the current programme. It is currently projected that there will be a £0.400m underpsend on this combined project. Willowbank School Negotiations are currently on-going with the main contractor regarding the final settlement for construction works. The Council continues to ensure any obligations arising from the delays to the project are assessed and agreed on a fair and reasonable basis, however, it is now evident that additional expenditure will be incurred over and above the approved budget allocation. Based on information primarily provided by the Councils external consultant advisors, it is anticipated that overall costs for the project (including all construction costs, professional fees, furniture and equipment etc) are likely to be up to £0.500m higher than the approved budget allocation. Loudoun Academy Leisure Centre Works are progressing on-site with the blockwork completed and roof structure on-going. However, there has been more areas of asbestos removed than previously anticipated, together with difficulties in obtaining the necessary permits from Scottish Water to drain down the pool, resulting in delays on site. Whilst the contractor has indicated that works may not now be completed until February / March 2014, all efforts are being made to draw the programme back where possible to deliver the project earlier. School Estate Rationalisation The planned review of the school estate is currently on-going with reports being presented to Cabinet with firm proposals in the near future. Onthank Primary School Tender documents were returned on 14 November 2013 are are currently being assessed. It is currently anticipated that a contract for the new accomodation will be awarded by December 2013 with the aim of completing the new facility by the start of the new school term August 2014.

8


Capital

Finance & Corporate Support General Projects 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) Energy Efficiency General Projects Housing Investment Programme

Budget Allocation (£m)

Expenditure to Date (£m)

Forecast Expenditure (£m)

1.750

0.754

1.986

N/A

0.941 4.000 2.110 1.500

0.005 0.000 0.000 0.167

0.941 4.000 3.620 1.500

Development

4.002

3.998

4.002

Complete

8.413

8.450

8.450

Complete

2.700

2.156

2.700

Complete

5.000

0.000

5.000

Development

10.500 4.000 0.700 5.000 0.200 2.100 3.344 29.326 3.000 9.376 14.000

9.792 0.000 0.003 0.000 0.000 1.437 1.910 0.334 0.000 3.801 7.117

9.900 4.000 0.700 5.000 0.200 1.710 2.710 31.612 3.000 8.488 13.988

Current Milestone

Status

N/A

Development Development Tender

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

N/A

N/A

N/A

Key Points: 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. Consultants have been appointed to complete the Environmental Statement to support the planning application. It is currently estimated that the overall costs for the project are approximately £3.600m, however, it is anticipated that the project is still viable on a "spend to save" basis as the overall revenue savings are at least equivalent to the debt repayment associated with the development. Dean Road Bridge The temporary footbridge has now been completed. The revised road bridge tender documents are being finalised and review for issue end November, with an anticipated start on site early 2014.

Cumnock Town Hall External works to the roof and stonework are currently in progress. However, a problem has recently been identified with the existing heating system after it stopped working. Whilst the system has been temporarily repaired, the Council's Mechanical Engineer has concluded that the system is beyond its economic life and requires to be replaced. Pending a decision to allocate additional funding to allow these works to take place, all internal refurbishment works have been deferred; in an anticipation that these works can recommence in early 2014. Dean Castle Country Park Works are on-going with regards to the development of a new facilities at Dean Castle Country Park including a visitor centre, cafe and residential accommodation in conjunction with the Hertitage Lottery Fund (HLF). Recent localised failure of stone within the Castle Keep has highlighted concerns with the intergity of the building. Further more detailed surveys are being undertaken to establish potential costs associated with this to allow an appropriate repair programme to be prepared. It is hoped the works required will attract funding through agencies such as HLF and Historic Scotland and this will be developed by officers over the next few week.

9


Capital Council House Build Programme Tenders have now been awarded for the sites at Witch Road, Kilmarnock, Robertland Square, Stewarton, Chapel Lane, Galston; Portland Street / Rennie Street / Hillside Crescent, Kilmarnock; site starts on a phased basis from January / Febraury 2014. Tender documents have been returned for sites at Ayr Road, Cumnock which is currently being assessed. Tender documents have also been issued for the remainder of sites at Riccarton Road / Kilwinning Road, Hurlford; Lochore Terrace, Darvel; and Brewlands Street, Galston with an award anticipated on a phased basis for all sites by January 2014. It is anticipated that future projects may also incurr 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.

General Projects The variance on Finance & Corporate Support general projects relates to vehicles which have been purchased rather than leased following option appraisals.

10


PEOPLE


People Period 1 to 7 2013/14 Average Number of Number of working employees days lost

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

21 515 3,157 1,037 1,165 5,894

360.0 1,488.5 14,575.0 2,767.5 5,627.0 24,818.0

Period 1 to 7 2012/13 Days lost per Days lost per FTE employee FTE employee

3.4 4.5 5.6 2.4 6.5 5.0

17.4 2.9 4.6 2.7 4.8 4.2

* including Internal Audit and Health and Safety

Average number of working days lost (All Staff) - Annual Equivalent Value 15.0 10.3 10.0

8.3

7.9

7.0

Period 2

Period 3

Period 4

5.9

7.8

7.2

Period 6

Period 7

5.0 0.0 Period 1

Period 5

2013/14

Period 8

2012/13

Period 9

Period 10

Period 11

Period 12

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 5.0% 4.0% 3.0% 2.0% 1.0% 0.0%

3.9% 2.2% 0.4% Qrt 1

0.7%

0.9%

0.3%

0.7%

0.5%

0.3%

0.5%

0.3%

0.4%

1.1%

1.0%

0.8%

0.6%

Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13 Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 2012/13

2013/14

Vacancies Advertised (Period 1 to 7) Restricted Open Total

2013/14 58 237 295

2012/13 81 183 264

Grievances (Period 7): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total

Stage 1 0 0 0 0 0

Stage 2 0 0 0 2 2

Stage 3 0 0 0 0 0

Stage 4 0 0 0 0 0

Disciplinary Action (Period 7): Chief Executive's Office Finance and Corporate Support Educational and Social Services Neighbourhood Services Total

Verbal / Written 0 0 3 3 6

Final

Dismissal

Other

0 0 0 0 0

0 0 0 0 0

0 0 0 1 1

12


People Reasons days for Absence Period 6(Period 1 to 7) Working lost, by- reason 100.0%

30000 31.3% (1)

80.0%

24.8% (82)

26.6% (1)

7.9% (8)

15000

6.5% (16)

24.7% (8)

18.8% (1)

40.0%

25.1% (33)

8.4% (4)

20.0%

31.3% (1)

10000

25.3% (1)

15.5% (20)

18.8% (1)

20000

20.3% (1) 41.7% (73)

25000 60.0%

8.4% (6) 7.6% (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%

5000

Chief Executive's Office

Total

Skin Conditions

Neurological

Endocrine

Gynaecological

Chronic Fatigue Syndrome

Chronic Fatigue Syndrome

Operations/Recovery/Treatment

Stress – Personal Pregnancy Related

Stress - Both Work & Personal

Workplace Injury

Headache/Migraine

Viral Infection

Neurological

Angina/Heart

Colds/Flu

Stress – Work and Personal

Respiratory

Other Reason

Colds/Flu

Injury - Non Work Related

Other

Stomach/Abdominal

Stress - Work Related

Musculoskeletal

Stress – Work Related Musculo-Skeletal

Stress - Personal

Operations/Recovery/Treatment

All0other Stomach/Abdominal

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 (Period 1 to 7)

185

200 150 100

129 76

50

61 12

19

Ongoing

Welfare Referrals

9

22

0 New Referral

Physiotherapy Referrals

New Referral

Ongoing

Welfare Referrals

Physiotherapy Referrals

Key Points: Year to date the Council has lost 24,818 working days as a result of staff sickness absence, representing approximately 4.5 days per employee, an improvement from the 5.0 days per employee for the same period last year. Between period 1 and period 7 2013/14 Operations/Recovery/Treatment, Personal Stress, Musculo-Skeletal and Work Stress accounted for 58.6% all of absences. In period 7 2013/14, a total of 476 people, representing 8% of the workforce, were absent from work due to sickness. The majority of absences (59%) were for seven days or less and did not require medical certification. During Period 7, 1 employee had a sickness absence within this period, which, in accordance with the Council’s Sickness Absence Management Policy, resulted in disciplinary action being taken. Within the same period, 4 employees were disciplined in relation to levels of unacceptable sickness absence which had taken place outwith Period 7.

13


HEALTH AND SAFETY


Health and Safety Reportable Incidents 6 5 4 3 2 1 0

1 1

2

2

Period 1

Period 2

3

4

1 1

2

0 Period 3

RIDDOR - Employees' Injuries

Period 4

Period 5

Period 6

Period 7

RIDDOR - Others' Injuries

Period 8

Period 9

Period 10 Period 11 Period 12 Period 13

RIDDOR - Dangerous Occurrence

RIDDOR - Reportable Disease

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

Key Points: During Period 7 there were a total of 2 incidents reported to the Health and Safety Executive (HSE). The 'causes’ of the reported incidents were as follows: vehicle accidents (1) and occupational disease (1).

Non Reportable Incidents 200 150

50

87

85

76 100

73 89

88

51

62

26 33

42

Period 3

Period 4

Period 5

0 Period 1

Period 2

89

67

31 Period 6

Period 7

Non-Reportable: Employees' Injuries

Period 8

Period 9 Period 10 Period 11 Period 12 Period 13

Non-Reportable: Others' Injuries

Key Points: During Period 7 there were a total of 118 non-reportable incidents. The 3 predominant ‘causes’ were: violence and aggression (64 – 51%) slips/trips/falls (18 – 14%) and near miss (6 - 5%).

LocationofofNonNonReportable Incidents (Period 7) Location Reportable Incidents (Period 1 to 6) Housing Stock or Hostels

150

0.024210526 0.068947368 0.091315789

100 Leisure Facilities and public places

0.218947368

50

Educational astablishments

0

0.546578947 Total

Sports & Activity Centres

Hostels

0.4

Adult Day Centres

Residential Establishment

Early Childhood Centres

0.2

Offices

Depots

Children's Houses

Secondary Schools

On Site

Primary Schools

Special Schools

0

0.6

The highest proportion of Non-reportable incidents occurred within special schools (35) – Of this number, 33 were as a result of violence and aggression. Second highest number of incidents occurred in primary schools (21) with 13% as a result of violence and aggression. 19 incidents occurred at various locations ‘onsite’; 30% of which were as a result of violence and aggression.

15


Health and Safety Key Points: Number of violence and aggression incidents (All locations, excluding schools) 100 50

21

17

17

Period 1

Period 2

Period 3

10

15

14

Period 4

Period 5

Period 6

17

0 Period 7

2013/14

Period 8

2012/13

Number of violence and aggression incidents (Schools) 100

2013/14

2012/13

77

64 50

Period 9 Period 10 Period 11 Period 12 Period 13

47

46

26 3

7

Period 4

Period 5

0 Period 1

Period 2

Period 3

Period 6

Period 7

Period 8

Period 9 Period 10 Period 11 Period 12 Period 13

Average number of days to report incidents 10.0 5.7

5.0

1.9 1.0

4.5 2.9 2.0

2.72.9 2.0

4.1 3.2 2.0

3.1 2.2

Period 2

Period 3

Period 4

Period 5

3.2 2.3

4.4 2.6 1.0

Period 6

Period 7

0.0 Period 1

Finance & Corporate Support

Period 8

Neighbourhood Services

Period 9 Period 10 Period 11 Period 12 Period 13

Educational and Social Services

Key Points: The number of Violent and Aggressive incidents reported during Period 7 was 64. During Periods 1 – 7 of 2013/14 an analysis demonstrates a downward trend, the main contributor to which is a significant decrease during Periods 4 and 5 which covers the summer holiday period for schools. The average number of days to report an incident to the Health and Safety Section during Period 7 was 2.8. When comparing Period 7 (2013/14) with Period 7 (2012/13) there is a decrease of 2 days. This demonstrates the positive impact of SHE electronic incident reporting system.

Number of days lost to work related stress 600.0

400.0

276.0

354.0

297.5

278.0

241.5

240.0

Period 5

Period 6

186.0

200.0 0.0 Period 1

Period 2

Period 3

Period 4

2013/14

Period 7

Period 8

2012/13

Period 9 Period 10 Period 11 Period 12 Period 13

Key Points: The number of days lost due to work related stress accounts for 5.5% of the total number of days lost due to sickness absence in period 7. Where an employee is absent due to work related or personal stress then they are subject to the set early intervention arrangements which require immediate referral to the Occupational Health Service for initial assessment of the reasons for the absence and consideration of whether, at that stage, referral to a medical adviser is required. Also, Executive Directors review on a monthly basis all absences due to stress to ensure that each case is being appropriately managed.

16


COMPLAINTS


Complaints Complaints Received (Period 1 to 7) Dealt with Dealt with Dealt with Under Total Under Under Stage 1 Stage 1 only Stage 2 only then Stage 2 16 3 1 20

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

9 82 0 107

2 10 1 16

2 5 0 8

13 97 1 131

Key Points: For the reporting period, a total of 131 complaints were dealt with. As at 20 October, 117 of these were closed (5 of which were dealt with at both stages), 2 were withdrawn and 12 remained open.

Complaints Closed (YTD): East Ayrshire Council

Stage 1 Complaints Stage 2 Complaints

Number Closed

Number Closed Within Time

Average Days to Respond

108 14

66 (61.1%) 8 (57.1%)

8.0 27.3

Upheld in Full

Partially Upheld

36 (33.3%) 28 (25.9%) 3 (21.4%) 4 (28.6%)

Average number of days to respond 50.0

stage 1 stage 2

40.0

Finance and Corporate Educational Support Neighbourhood and Social Services Cross Services Department East Ayrshire Council 10.0 17.0 6.6 8.0 38.3 14.5 38.3 26.4 27.3

20.0

27.3

26.4

30.0

10.0

14.5

10.0

17.0 8.0

6.6

0.0 Finance and Corporate Support

Educational and Social Neighbourhood Services Services stage 1

Cross Department

East Ayrshire Council

stage 2

Key Points: The average number of days to respond to Stage 1 Complaints has decreased from 8.1 days to 8.0 days since Period 6. The number of days to respond to Stage 2 Complaints has decreased from 28.7 days to 27.3 days since Period 6.

18


BUSINESS BRIEFINGS


Business Briefing Educational & Social Services Community Care- % of adaptations requested and achieved within time Number of older people in nursing / residential care placements Delayed Discharges over 2 Weeks

Period

Target

Result

Sep 13

95%

99%

Sep 13

720

718

Sep 13

0

1

Status

Key Points: Adaptations: The provision of aids and adaptations is a vital component of the care at home service provided by the Community Care Service. This service helps maintain service users independence and facilitates them staying in their own home instead of an admission to a residential care home. In September 2013 at total of 403 requests for adaptations were received by the adaptations service of which 399 were completed within agreed timescales. Overall the adaptations service performance from April to September 2013 has been consistently high at between 96% and 99%. Nursing / Residential Care Placements / Delayed Discharges: The number of people supported in a care home between April and September 2013 has remained constant at between 710-720 placements. During the same time period the delayed discharge below 4 weeks figure has been maintained at zero by the service. The September 2013 figures show that 1 person due to be discharged from hospital had been delayed for up to two weeks. This performance has been achieved through the implementation of the re-ablement policy.

Playing Naturally in Schools: East Ayrshire has been chosen by Grounds for Learning to receive £75,000 of Scottish Government funding for 5 Primary schools to exemplar their Playing Naturally in Schools Project. The main activity of the project will be to support schools to develop their play spaces and their play practices, creating environments that offer non-prescriptive opportunities for play that is child led. The 5 Project schools will receive £15,000 each to consult with pupils and teachers on the design of their play area, with the agreed design being built and opened by April 2014. Training for teachers and non-teaching staff in how to supervise and support outdoor free play will also be provided. The project will run from April 2014 to June 2015.

Period

Target

Result

Period 7

95%

94.6%

Period 7

59%

58.8%

Period 7

£3.00m

£2.95m

Status

Finance and Corporate Support Percentage of Payment of Invoices Paid within 30 days Percentage of Council Tax received during current year to date Procurement - the total amount of monthly spend via PECOS

Key Points: The percentage of Payment Invoices paid within 30 days has improved from 94.35% for the same period last year (i.e. year to date at period 7). Period 6 and 7 individual figures are both less than 93% and require improvement to maintain the improved overall performance levels.

Council Tax received by the end of Period 7 was 58.8%, which has slightly improved compared to period 6. While the measure remains within tolerance against its target of 59% it des still signal a slight decrease in collection rates. Work continues to ensure that all debts are addressed at an early stage and all recovery options are optimised.

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Business Briefing Period

Target

Result

Percentage of housing repairs completed first time

Period 7

90.0%

96.5%

% of Gas safety checks carried out within 12 months

Period 7

100%

99.6%

Number of void housing properties

Period 7

390

374

Status

Neighbourhood Services

Key Points: The improved performance in percentage of housing repairs completed first time is due to a combined effort of close scrutiny of those jobs not completed first time in order to identify and put in place actions to prevent reoccurrence, improved work descriptions at point of contact, as well as regular reminders to those responsible for delivering the response repair service at Housing Asset Services' objective to strive to deliver a first time fix service to our customers. This will continue to be monitored together with imprest stock to ensure that response repair operatives are carrying core stock and part items to allow a first time fix, whenever possible, without the need to order material. The percentage of properties that had gas safety checks carried out within 12 months of the previous check has risen from 99.2% in period 1 to 99.6% in period 7. Processes have been reviewed and revised to ensure that the trend continues. The small number of properties that did not receive a safety check within 12 months includes properties where legal action is required to be taken to gain access. Voids and re-lets and void rent loss remain a key focus for the department. The average days to let for not low demand voids has reduced to 24.3 days within the current year, which compares favourably with a prior year end figure for 2012/13 of 42 days. Re-let performance for low demand stock has reduced from 85 days to 71 days for 2013/14. The number of void houses has increased from 350 in period 6 to 374 in period 7 but remains below the 406 properties reported at the start of the year. While process re-design has delivered performance improvement, the level of low demand has continued to increase, creating particular difficulty in identifying new tenants for available properties across a number of settlements.

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RISKS


Risks Risk No.

1a

1b

1c

2

Risk

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

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

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

Risk Owner

Overall Risk

We consider the overall risk rating to be High as there remains significant uncertainty within the United Kingdom as to the longer term impact of the Comprehensive Spending Review and the recently Budget announcement, and unquantifiable effects from the current issues within the Eurozone. Projections included in the Transformation Strategy Update Report presented to Cabinet on 30 October anticipate a budget gap of £11m by 2016/17 taking into account all previously approved efficiencies and workstreams. Reviews of existing structures / financial controls / service delivery models are ongoing to maintain strong financial management across the Council. The Council's transformation strategy is designed to ensure a sustainable platform from which to Executive deliver services. Measures to close the projected budget gap will mitigate this risk. Director of Council on the 13 December approved the 2013/14 budget together with indicative Finance and savings proposals (£24.974m) for the period up to 2017. Officers have analysed Corporate recent budget announcements at UK and Scottish levels to ascertain the local impact Support of these. Information on additional budget presures from demographic changes has also being gathered and where appropriate has been incorporated into 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 gap. Management actions totalling £6.251m and consultation proposals totalling £3.750m were identified in the budget strategy report, with final proposals to be considered by Council in December. The indicative gap assuming all these proposals were accepted would reduce to £0.818m by 2016/17. 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 a further update report Corporate considered by Cabinet on 13 November. The HRA budget has also been reviewed and revisions made in anticipation of the impact of welfare reform on rent arrears, with Support the bad debt provision at Period 7 projected to increase by in excess of £0.600m. 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 Executive residents. Work is progressing to ensure support mechanisms are in place through Director of Financial Inclusion and other appropriate services including CAB. Officers have Finance and recently identified larger premises for the Bureau to allow some capacity issues to be Corporate addressed. In addition, a senior officer group comprising officers from social Support services, housing, finance and communications meet regularly to plan an appropriate response in terms of service delivery.

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. Financial Risk – Certain Work is progressing at a national level through a Scottish Government led task force Liabilities in relation to Depute Chief and the Council has significant representation on this group. Legal and specialist opencast coal sites may Executive engineering advice has been commissioned to support these efforts and the fall to the Council to independent review group will shortly complete its work within the Council. A report resolve entitled "Steps to Recovery" was submitted to Council on 19 September 2013 and Members will continue to receive updates on risks as information becomes available. A further report is due to come to Council in December. Red

23


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. We have arrangements in place to manage health and safety across the Council Acting 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 Union arrangements fails to Neighbourho representation, continues to keep under review both policy and relevant and related adequately address risk. od Services 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 adversely impact on the Council’s reputation. Executive Protection of Children Targeted service redesign including work force and organisational development Director of and Vulnerable Adults continues across the Council and partner agencies to support a continuous Educational individuals are not improvement agenda. The Chief Officer Group maintains an ongoing strategic review and Social adequately protected. 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. A year end review has resulted in no change to the provision held and the calculations were recently audited as part of the annual external audit of the Financial Statements.

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 Fraud and Executive from colleagues in other areas and anti-fraud networks is assessed as received. The misappropriation of Director of Head of Finance chairs a Strategic Anti-Fraud Steering Group which is reviewing and council resources - the Finance and and ensuring a corporate approach is taken. A revised Fraud Strategy, taking account Council is faced with Corporate of current risk issues, was approved by Cabinet on 19 June 2013. The Council were financial loss through represented at a recent Public Sector Counter Corruption Conference hosted by Support fraudulent activities. Police Scotland and this will inform future work in this important area.

Business Risk - the Council is disconnected from the PSN.

Amber The overall risk is Medium as disconnection from the PSN would have a significant impact on the continuity of business with other agencies. Executive Officers in Corporate Infrastructure are in the process of making priority amendments Director of to ICT infrastructure that are key to achieving compliance. Further extensive reviews Finance and of infrastructure and controls will be required thereafter and a programme of work is Corporate being scoped and costed, to ensure that compliance is maintained. Support Amber

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