East Ayrshire Performs

Period 6 2012/13 (23 September 2012)

REVENUE

Revised Annual Budget

£m

Projected Variance (favourable) / adverse

£m

7.508 (0.032)Schools 61.742 0.134Community Support 22.687 0.158Facilities Management 14.657 (0.351)

9.059 0.000Children & Families / Criminal Justice 16.944 (1.395)

48.008 (0.954)180.605 (2.440)

Revenue

Resources

Building Learning Communities

Community CareEducational & Social Services

Key Points:It is proposed that £2.377m will be transferred from the Education and Social Services budget to the TransformationFund following the line by line review of budgets.

FACILITIES MANAGEMENTThe variance is mainly due to staffing savings within Onsite Services and savings on Additional Support Needs (ASN)transport. These are partially offset by additional property decant costs related to Gargieston Primary, delays at thenew Willowbank school and additional food provisions expenditure within Onsite Services.

CHILDREN AND FAMILIES / CRIMINAL JUSTICEThe variance is mainly due to savings from the timing of filling vacancies, slippage on the internal foster care element ofthe Children and Families service re-design, and less than budgeted external foster care allowance payments. In

1


£m


£m

0.168 0.0002.644 (0.235)2.050 (0.090)

11.661 0.2403.739 (0.091)2.724 (0.109)

(48.495) (0.500)HB/CTB 53.856 0.000

(53.776) (0.300)21.502 0.000

(3.927) (1.085)

Corporate InfrastructureDemocratic Services

Human Resources

Central Management SupportFinance

Legal, Procurement & RegulatoryCouncil Tax

Debt ChargesFinance & Corporate Support

HB/CT Benefit Subsidy

addition, a projected saving on secure accommodation placements has been incorporated in the figures on the basisthat no additional costs will be incurred other than the two current twelve week placements. These savings are partiallyoffset by additional client assistance payments, car mileage and allowances, mobile telephony costs and vehicle hirecosts within the children’s residential houses.

COMMUNITY CAREThe variance is mainly due to savings from the timing of filling vacant posts and additional income from charges toclients for care at home and residential and nursing care services. These savings are partially offset by additional selfdirected services (Direct Payments) costs, additional car mileage and allowances and vehicle hire costs withinTransport. It is anticipated at this early stage of the financial year that the adult care placements budget will be utilisedin full, including funds set-aside for the Ross Court facility.

1


£m


£m

0 515 (0 029)C t l M t S t

RevenueKey Points:

It is proposed that £0.223m will be transferred from the Finance and Corporate Support budget to the TransformationFund following the line by line review of budgets.

FINANCEThe variance principally relates to the timing of the introduction of revised management structures approved byCabinet in June last year. The service is continuing towards implementing the staff restructuring agreed in the reviewbut anticipates employee costs savings will be achieved this year.

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

CORPORATE INFRASTRUCTUREThe variance is due to an anticipated shortfall in fee income from capital project work, partly offset by a reduced levelof property maintenance expenditure. The service is currently reviewing the short and longer term outlook in relation tofee recovery in order to develop a strategy to appropriately manage fee income against sustainable resources.

DEMOCRATIC SERVICESThe variance primarily results from employee cost savings due to the timing of the filling of vacancies.

LEGAL, PROCUREMENT & REGULATORY SERVICESThe variance is due to savings on Tobacco Sales Enforcement as well as achieving higher than budgeted levels ofLicensing income.

2

0.515 (0.029)8.202 (0.330)0.051 (0.009)

24.931 0.0003.361 0.377

10.467 0.08814.043 (0.742)

61.570 (0.645)

Police & Fire

Central Management SupportLeisure ServicesEmergency Planning

Planning & Economic DevelopmentRoads & TransportationHousing & Environment ServiceNeighbourhood Services

Key Points:It is proposed that £0.645m will be transferred from the Neighbourhood Services budget to the Transformation FundBalance following the line by line review of budgets.

CENTRAL MANAGEMENTVariance mainly relates to managed savings in Supplies and Services, along with savings in training and otheremployee related expenses, partly offset by lower staff turnover.

LEISURE SERVICESVariance mainly relates to turnover and staff vacancies, savings on sessional staff, overtime, energy and additionalregistration and football income. This is partly offset by additional expenditure in respect of the Ayrshire AthleticsArena Olympic Torch event and computing and sports equipment.

PLANNING AND ECONOMIC DEVELOPMENTThis variance mainly relates to a shortfall in income relating to Building Warrants, Planning Fees, Letters of Comfortand Other Fees and Charges. This is partly offset by managed reductions in Supplies and Services expenditure andreduced employee costs due to the timing of filling vacancies.

HOUSING ENVIRONMENT SERVICEThis variance mainly reflects managed savings in preparation towards future year’s efficiency requirements, landfillcharges, staff turnover and reduced overtime, reductions in energy and network costs along with additional TradeWaste, Recycling and Street Cleansing income. This is partly offset by additional costs in relation to theimplementation of revised work practices within Waste Management, the provision for bad debts, fuel, tyres, non-p p g , p , , y ,

2

9.986 (0.521)

248.234 (4.691)


£m


£m

(236.901) 0.000(2.051) 0.000(9.282) 0.000

(248.234) 0.000

0.000 (3.245)0.000 (0.125)

0.000 (1.321)

Total Funding

NET EXPENDITURE

Key Points:

RevenueCentral Services

Proposed Transfer from Line by Line Review

Funded byAggregate external finance

Utilisation of Previous Years BalancesTransfer from Capital Fund

Departmental underspend c/fTransfer to uncommitted general fund

The variance relates to centrally held budgets in respect of energy and the Change Fund partly offset by other centrallyrelated expenditure.

3

47.303 (0.480)(47.303) (0.220)

0.000 (0.700)

Opening Balances

£m

Projected Movement

£m

Projected Closing Balance

£m

Uncommitted (17.602) 4.692 (12.910)Committed and Departmental (17.056) 4.102 (12.954)Transformation Fund 0.000 (4.202) (4.202)Total (34.658) 4.592 (30.066)

Total (all uncommitted) (2.325) (0.700) (3.025)HRA Balances

Net Expenditure

General Fund Balances

Housing Revenue AccountExpenditureIncome

Key Points:

HOUSING REVENUE ACCOUNTThe HRA overall favourable variance reflects an additional £0.017m since the period 4 figures previously reported.

The expenditure variance is mainly due to the timing of filling of vacancies within Housing together with a saving in thevoid rent loss budget following an increase to reflect actual let times during 2011/12. In addition there is an underspendin third party payments mainly as a result of savings in environmental works partially offset by additional costs inrelation to Bellsland Place. There are also savings in debt financing costs and higher than anticipated income due toadditional recharges to capital.

2012/13 SAVINGS2012/13 SAVINGSExecutive Directors currently anticipate that all 2012/13 saving targets will be achieved. The current position at period6 is that 73% of actions (38) have been fully met, and 27% (14 actions) are in progress and on course to be achieved.

3

TREASURY

Treasury

1.168 0.030

INVESTMENTS (£'m)Debt Management Office

National Australia Bank

Key Points:

10.050

5.000

5.000

4.995

4.993

4.972 Commonwealth Bank of Australia

Barclays

Bank of Scotland

Santander UK

Royal Bank of Scotland

Coalfield Environmental Initiative

The Council had a total debt portfolio of £243.775m at the date of the report. 73% of this debt is with thePublic Works Loan Board (PWLB), with the balance being loans with financial institutions. The averageinterest rate of all loans is 5.3%.

The Council had a total investment portfolio of £36.208m at the date of the report. This was invested acrossa range of counterparties as permitted within the Treasury Management Strategy. An average interest rateof 0.51% was being earned on these investments. The maximum duration of any one investment is 3months, and 45% of the total invested is on "call" terms which essentially means instant access.

4

CAPITAL PROGRAMME

Budget Allocation

(£m)

Expenditure to Date (£m)

Forecast Expenditure

(£m)

Current Milestone Status

Darvel Primary School and Nursery School 5.000 4.359 5.000 Complete

Flowerbank Nursery 1.750 0.029 1.750 Tender

Kilmarnock Area Day Centre 2.500 0.109 2.500 Tender

Willowbank School 10.000 5.410 11.500 Construction

New Cumnock Nursery and Primary School 9.600 5.216 8.600 Construction

Patna / St Xavier’s Primary Schools Co-location 10.000 9.521 10.500 Complete

Littlemill Primary School 1.320 1.008 1.320 Construction

Sorn Primary School 1.100 1.030 1.100 Complete

Gargieston Primary School 10.000 8.073 9.000 Complete

Loudoun Academy Leisure Centre 1.050 0.000 1.050 Development

Muirkirk Nursery / Library 0.500 0.206 0.500 Construction

Auchinleck Community Facilities 4.900 2.049 4.900 Construction

School - Knockroon 10.500 0.000 10.500 Development N/A

Galston Community Facilities 1.000 0.989 1.050 Construction

Galston Office Facilities 2.800 0.182 2.800 N/A

General Projects 1.231 0.048 1.231 N/A N/A

Capital

Educational & Social Services

Key Points:Fl b k N / Kil k D C tFlowerbank Nursery / Kilmarnock Day CentreTender documents were returned on 29 August and are currently being assessed. It is anticipated that thecontract will be awarded during Oct with the Day Care Centre starting on site early Nov 2012. The delay on theWillowbank SEN School is currently being monitored closely to determine the overall impact on the start on sitewith regard to the Flowerbank Nursery project.

Willowbank SchoolRoofing works are nearing completion, windows are being installed. External and internal blockwork completed;render in progress. Mechanical and electrical service installations are on-going. The Project Team continue toexplore measures to absorb the delay within the remaining programme, however, following discussions withEducation colleagues the contractor is now targeting a phased handover for Easter 2013. As the project hasdeveloped and the impact of delays quantified the indications are, as noted in previous reports, that the overallcosts will exceed 10% of the original budget. It is anticipated that the additional cost for the project can becontained within the overall Schools Capital Programme.

New Cumnock Nursery and Primary SchoolWorks are progressing well on site; areas of the existing school are being completed on a phased basis, withinternal and external works to the nursery nearing completion. Indications are that construction works will becompleted well ahead of schedule with the school moving after the October school holiday. Overall costs are alsoanticipated to be below the approved budget allocation.

Littlemill Primary SchoolWorks are completed on site with the school available to staff and pupils at the end of September.

Auchinleck Community CentreExternal block work and windows completed; render on-going. Internal first fix nearing completion. Currentlyanticipated that construction works could be completed early 2013, ahead of schedule.

Muirkirk Nursery, Library and Local Office RelocationWorks to move the nursery into the primary school are on-going. Heating system in progress, anticipatedcompletion October. Works to form new car park at Victory Park ongoing. Currently anticipated that the works toform the new nursery will be completed by October with the pupils transferring over after the school holidays.

Budget Allocation

(£m)

Expenditure to Date (£m)

Forecast Expenditure

(£m)

Current Milestone Status


Palace Theatre / Grand Hall 2.981 2.765 2.981 Construction

Ayrshire Athletics Arena 7.025 6.988 7.225 Complete

All Weather Synthetic Sports Pitches 2.000 0.043 2.000 Construction

Depot Improvements 5.600 1.362 5.600 Development

Dean Road Bridge 1.000 0.103 1.150 Tender

Kilmarnock Town Centre Regeneration (Johnnie Walker Bond) 4.002 3.975 4.002 Complete

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

Kilmarnock Town Centre Regeneration (Opera House) 8.413 7.943 8.413 Complete

Cumnock Town Centre (Office) 10.500 9.742 10.500 Construction

Cumnock Town Centre (Retail) 3.466 2.178 4.142 Land Acquisition

Moorfield Industrial Estate Phase 1 1.607 0.052 1.607 Tender

Moorfield Industrial Estate Phase 2 3.837 0.054 3.837 Tender

Council House Building Programme (Phase 4) 1.150 0.545 1.150 Construction


Housing Investment Programme 13.263 5.730 13.995 N/A N/A

Finance & Corporate Support

Neighbourhood Services

Capital

Key Points:All Weather Sports PitchesWork commenced at Loudoun Academy and Auchinleck Academy schemes on 6 August, with an anticipatedcompletion by late November 2012. Additional in-fill was required at both sites due to unforeseen issues withground conditions. The proposed scheme at Dalmellington is currently on hold pending further discussions with thelocal football team.

Dean Road BridgeFurther progress on the Dean Road bridge project is dependent on resolution of all outstanding legal issues withprivate owners. As the original tender has now expired, the works will have to be retendered; subject to theoutcome of discussions with private owners.KilmarnockTown Centre Regeneration (Civic Centre)Works started on site early Sept; completing late March 2013. Further proposals are currently being developed inrespect of the “shop front” facades of both the Civic Centre North and South buildings.Moorfield Industrial Estates (Phase 1 and 2)Tender documents for the speculative unit have been returned, however award has been withheld pendingresolution of outstanding legal issues with Land Improvement Holdings. Alternative options are being considered ifan appropriate resolution cannot be reached with Land Improvement Holdings. Currently anticipated that workscould start on site early November 2012, with completion by May 2013. Tender documents for the Phase 2 landworks were returned 31 August and are being assessed. Start on site is dependent on early resolution ofoutstanding legal issues. The current design allows for a variety of plot sizes, however discussions are already on-going with potential end users.Housing Investment ProgrammeWorks on the current re-roofing works have now been completed,. This was later than planned due to unforeseenissues with water damaged insulation requiring removal. Expenditure on asbestos testing and removal isanticipated to be higher due to the volume of work required.

PEOPLE

Number of employees

Number of working days lost

Number of staff

absent

Days lost per

employee22 3.0 2 0.14508 242.5 42 0.48

3,184 2450.5 355 0.77Educational & Social Services (Teachers). 1,213 458.5 114 0.38

1,341 1378.5 169 1.036,268 4533.0 682 0.72

Period 6

People

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

Neighbourhood Services. East Ayrshire Council

Leavers as a percentage of employees

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

02,0004,0006,0008,000

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

2010/11 2011/12 2012/13

Headcount

7

Vacancies Advertised Period 682836

Grievances (Period 6): Stage 1 Stage 2 Stage 3 Stage 4Chief Executive's Office 0 0 0 0Finance and Corporate Support 0 1 0 0Educational and Social Services 0 0 0 0Neighbourhood Services 0 0 0 0Total 0 1 0 0

Disciplinary Action (Period 6):Verbal / Written Final Dismissal Other

Chief Executive's Office 0 0 0 0Finance and Corporate Support 0 0 0 0Educational and Social Services 2 0 0 0N i hb h d S i 0 0 0 0

RestrictedOpenTotal

1.6%

3.4%

1.5%

2.9%

1.5%

3.2%

2.0% 1.6%2.2%

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

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

2010/11 2011/12 2012/13

Leavers as a percentage of employees

Neighbourhood Services 0 0 0 0Total 2 0 0 0

7

People

8.25% 14.83%

7.20%22.20% 19.01%

26.80%15.63%

10.52%10.91%

10.31% 7.26% 12.21%

14.43% 16.06%9.16%

13.35%

6.08%

10.85%

8.45%8.67%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

Finance & Corporate Support Educational and Social Services Teachers Neighbourhood Services

Top 5 Reasons for Absence

Viral Infection Stress ‐Work Related Stress ‐ PersonalStomach/Abdominal Other Reason Operations/Recovery/TreatmentMusculoskeletal Injury ‐ Non Work Related Colds/FluChronic Fatigue Syndrome

39

354045

Occupational Health Referrals (Period 6)

8

Key Points:

12

1 0

8

20

28

051015202530

New Referral Ongoing Welfare Referrals

Physiotherapy Referrals

New Referral Ongoing Welfare Referrals

Physiotherapy Referrals

Short Term Long Term

The capturing of absence statistics by financial period was introduced in period 4 2012/13. As aresult no trend information is currently available. Further, the change to the indicator from the“percentage of working days lost” to the “number of days lost per employee” has removed the abilityto generate precise year to date statistics. The projection for 2012/13 absence, based on the period 6actual, is currently 9.4 days lost per employee.

The number of days lost due to work related stress accounts for 7% of the total number of days lost due tosickness absence in Period 6.

8

HEALTH AND SAFETY

Health and Safety

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

There were 4 RIDDOR reportable accidents / incidents during period 6. The causes of the 4 incidentswere: Slips-Trips-Falls (1), Occupational Disease (1), Dangerous Occurrence (1), and Sport Activity (1).

The Dangerous Occurrence related to an incident involving a Contractor at the Transport Depot,Crookedholm. Whilst drilling holes in the road surface, at a vehicle wash bay, in order to secure a newpiece of equipment (Vacuum) the Contractor struck an underground cable. An investigation into thisincident was conducted by a Safety Advisor, with input from the Transport Manager, on 27th September.The report from the investigation has been completed, concluding that the subcontractors involved hadnoted the existence of the cables but failed to take reasonable avoidance measures. A safety flash hasbeen issued.

2 24

2 1 1

41

4

2 41

1

11

0

2

4

6

8

10

Period 1 Period 2 Period 3 Period 4 Period 5 Period 6

Reportable Incidents

RIDDOR ‐ Employees' Injuries RIDDOR ‐ Others' Injuries RIDDOR ‐ Dangerous Occurrence RIDDOR ‐ Reportable Disease

9

Key Points:

65102 100 69 37

80

8788 92

5161

96

0

50

100

150

200

250


Non Reportable Incidents

Non‐Reportable: Employees' Injuries Non‐Reportable: Others' Injuries

As incidents are not necessarily reported to the Health and Safety Section before the quarterly statisticsare produced, historic Health & Safety statistics require to be recalculated at the end of each period. Asa result, historic information is subject to a degree of change.

These figures include 17 Near Misses as reported during period 6. The main 3 causes of accidents /incidents account for 63% of all non-reportable accidents / incidents. These were Slips-Trips-Falls (32 –18%), Near Misses (17 – 10%), and Violence and Aggression (62 – 35%).

been issued.

Work processes across all Departments, for incidents similar to that above, are investigated, reviewedand control measures implemented as necessary.

The Occupation Disease is of Stage 1 Vascular and Sensor Neural HAVS.

9

Health and Safety

50%

30%

8%

6%

6%

0% 20% 40% 60%

Educational astablishments

Council offices and depots

Social Work establishments

Leisure Facilities and public places

Housing Stock or Hostels

Location of Non- Reportable Incidents

0102030405060708090100

‐11

‐11

‐11

‐11

‐11

‐11

‐11

‐11

‐11

‐12

‐12

‐12

d 1

d 2

d 3

d 4

d 5

d 6

Violence & Aggression Reporting

10

Key Points:

Apr‐

May‐

Jun‐ Jul‐

Aug‐

Sep‐

Oct‐

Nov

‐

Dec‐

Jan‐

Feb‐

Mar‐

Perio

Perio

Perio

Perio

Perio

Perio

As above, the 3 main causes of incidents are Slips-Trips-Falls, Near Misses and Violence andAggression.

Violence and Aggression amounting to 35% of all incidents. Of that 35% (62 incidents) the mostcommon locations at which violent and aggressive incidents occur are Educational Establishments (27)and Onsite (16).

1 2 2 36 8 6 5 3 4

98 13

9 118


Average number of days to report incidents

Finance & Corporate Support Neighbourhood Services Educational and Social Services

10

Key Points:

Health and Safety

73%44%

0%

20%

40%

60%

80%

Finance & Corporate Support Neighbourhood Services Educational and Social Services

Percentage of incidents reported with five days (YTD)

It is noted that, of the 180 total Accidents / Incidents, 82 (45.5%) reports took more than 5 days to reachthe Safety Section (highest number of days being 70 and 71).

As the implementation of SHE Electronic Reporting System is further introduced to all Departments, thespecified target timeframe to report an incident electronically will be reduced to 3 days. Consequently itis anticipated that the overall average number of days to report an incident will decrease, in line with the5-day requirement.

229300

400Number of days lost to work related stress

None Reported

11

*Note that April to June are monthly periods whereas Period 4 onwards have moved to a 4 weekly reporting period

Key Points:

The number of days lost due to work related stress accounts for 7% of the total number of days lost dueto sickness absence in Period 6.

There have been two incident investigations during period 6. All accident / incident reports are compiledin accordance with the guidance contained in the Health and Safety Executive Document HSG-245(Investigating Accidents / Incidents).

In certain circumstances where learning points arising out of investigations have a corporate, and are ofparticular, significance, the Depute Chief Executive will issue a Health & Safety Advice Note. In Period6, 2 such Advice Notes were issued.

21 20 20 20111

22 49 22 62.5149.5

229282 264

132 122

168

0

100

200

April May June Period 4 Period 5 Period 6Finance & Corporate Support Neighbourhood Services Educational and Social Services

11

BUSINESS BRIEFINGS

Period Target Result Status

Period 6 225,000 224,378

Period 6 £592,022 462,422£

Period 6 100% 99.9%

Period 6 90% 96%

Period 6 390 440Number of void housing properties.

Key Points:

Car Parking Revenue.

Business Briefing


Number of attendances at all leisure facilities.

Percentage of Gas safety checks carried outwithin 12 monthsPercentage of housing repairs completed firsttime.

The total number of visits to East Ayrshire Leisure Services facilities are up 10% at 1,201,254 acrossPeriods 1 to 6 in 2012/13 compared to the same period in 2011/12. The opening of StewartonSports Centre in Jan ar 2012 and the A rshire Athletics Arena in J ne 2012 in addition to the

performance reflects ongoing monitoring and continuous improvement in processing. Further,departmental and service statistics are provided to Executive Directors to allow review as part of theregular meetings with Heads of Service and this is supporting efforts to improve performance.

An exercise was undertaken earlier this year to review all payments made during 2011/12. Theaverage time taken to pay an invoice 11.35 days.

Sports Centre in January 2012 and the Ayrshire Athletics Arena in June 2012 in addition to theinnovative and extensive programme of events and activities run for residents have contributed to theincrease in attendances.

Attendances at Leisure facilities remain on target despite poor weather during the summer whichdisrupted outdoor events and activities.

Car parking income is up by 4% in P6 2012/13 compared to the same period in 2011/12 but remainssignificantly down against the services target of £592,022. It is anticipated that the under-recovery ofcar parking income will improve as a result of decriminalised parking enforcement, however it willremain below that predicted for 2012/13 as a result of the general economic downturn as well as theimpact of the free Saturday car parking trial in Kilmarnock town centre.

The volume of void housing stock varies naturally throughout the year. At P6 2012/13 the number ofvoid houses not in the letting pool was 440 compared to 440 in P6 2011/12. The number of voidproperties has remained the same during P1-6 of 2012/13. The amount of void rent loss at P62012/13 stands at £403,573. Housing Services will continue to target void maintenance to reduce thenumber of voids and amount of void rent loss due to voids.

With respect to Economic Development, in the 6 months to September 2012, 3 loans were approvedfrom the West of Scotland Loan Fund with a value of £95,000. 5 Business Grants were approved inthe month of September 2012 with a total of 31 grants approved in the 6 months to 30 September.

Four business support events were run in September and were fully subscribed: Social MediaMasterclass; Selling Skills Workshops; Media Training; and Supplier Development Programme –Environmental Awareness Workshop.


Aug 12* 0 0

Aug 12* N/A 59

* Financial period updates not available.

Key Points:

Business Briefing

Educational & Social ServicesCommunity Care: Number of delayeddischarges over 4 weeksChildren & Families: Number of young peopleplaced in kinship care

Supporting older people to return to the community when they are medically able following a stay inhospital is a key community care measure. The current target is that all older people should bedischarged within a 6 week period and in East Ayrshire we have met this target consistently since2008. From April 2013 the new target will be to discharge all older people within 4 weeks of beingassessed as medically fit. In August 2012 we have met this target 8 months ahead of schedule. Thishas been achieved by the development of the community health and social care infrastructure andprimarily the Intermediate Care and Enablement Service (ICES). Over the next 2 years we require tomaintain this standard and work towards a new standard of 2 weeks from April 2015.

As part of the social work sustainability plan for children and families social work services, acommitment was made to support children to live with their own families where it is safe andappropriate for them to do so. Where it is not possible for children to remain with their parents due tocare or protection reasons, alternative arrangements will be explored with extended family networks(kinship care). This is a more positive outcome for individual children as well as being a cost effectivemodel of care The numbers of children in kinship care have been increasing in line with the strategic


Period 6 50.0% 54.2%

Period 6 14.2 20.3

Period 6 80.0% 91.7%

Finance and Corporate Support

Percentage of Council Tax received

Percentage of Invoices paid within 30 calendardays of receipts

Key Points:

Benefits Processing: Average time taken toprocess new claims and change events

model of care. The numbers of children in kinship care have been increasing in line with the strategicapproach.

The percentage of Council Tax received by the end of Period 6 was 54.2 % which is higher than a thesame period last year, when the percentage collected was 49.7%. This is partially due to a timingissue, with an additional direct debit run included this year. Further, council tax payers now have achoice of three payment dates over the twelve months, when paying by direct debit, and in addition,our new Sheriff Officer is assisting in terms of tightening up the recovery timetable for outstandingCouncil Tax payments.

Performance within the Revenues and Benefits division in terms of time to process applications hasdeteriorated. There has been an increase in the number of claims received but the recruitment andtraining of staff has lagged behind this. This is an important service both for customers and for theCouncil in terms of ability to pay and steps have been taken to increase staffing levels using DWPCouncil in terms of ability to pay and steps have been taken to increase staffing levels using DWPGrant.

Payment of invoices has improved when compared to the previous year. This improved

RISK REGISTER

Risk No. Risk Risk Owner Overall Risk

We consider the overall risk rating to be High as there remains significantuncertainty within the United Kingdom as to the longer term impact of theComprehensive Spending Review on Public Sector finance across Scotland andunquantifiable effects from the current issues within the Eurozone. Currentprojections anticipate a budget gap of £34.1m by 2016/17.Reviews of existing structures / financial controls / service delivery models areongoing to maintain strong financial management across the Council. TheCouncil's transformation strategy is designed to ensure a sustainable platformfrom which to deliver services. Measures to close the projected budget gap willmitigate this risk. Consultation will begin on these measures in November, withthe 2013/14 budget being set in December.

RedWe consider the overall risk at present to be Medium as recent and imminentreforms to benefits, and job losses in the area could have a severe impactacross Council services.The anticipated downturn has been reflected in Council budgets with an incomecontingency identified for 2012/13. A review of the impact of welfare reform isbeing finalised as more information becomes available and a report willpresented to Cabinet in November.

AmberWe consider the overall risk to be Medium as recent and imminent reforms tobenefits, and job losses in the area is likely to have a severe impact onresidents and indeed across Council services.With regards to SOA committements, the Community Planning and PartnershipBoard reviews progress on an annual basis and implements a PerformanceImprovement Plan to ensure continuous improvement. The CommunityPlanning Partnership held a Youth Employ Sumit on 21 August 2012 andidentified a range of policy actions to tackle youth unemployment.

AmberThe overall risk is Medium recognising that there has been an increase in focuson Health and Safety. Failure in this area would have significant consequencesfor employees, service users and the Council.We have arrangements in place to manage health and safety across theCouncil which are kept under review. The Chief Exec's Helath and SafetyStrategy Group, which includes Trade Union representation, continues to keepunder review both policy and relevant and related operational matters.

AmberThe overall risk is Medium - the impact for individuals could be severe andwould adversely impact on the Council’s reputation.Targeted service redesign including work force and organisational developmentcontinues across the Council and partner agencies to support a continuousimprovement agenda. The Chief Officer Group maintains an ongoing strategicreview of this important area.

AmberWe consider the overall risk to be Medium as there remains an element ofuncertainty in respect of the total expected cost of resolving these, and potentialfuture claims.A reasonable provision has been identified to fund claims which are beingmanaged by the Council with its external advisers.

AmberThe overall risk is Medium as the nature of the activity is such that new attacksare increasingly likely.Enhanced procedures are in place to prevent and detect fraud, these wererecently escalated and information received from colleagues in other areas andanti-fraud networks is assessed as received. The Chief Executive chairs aStrategic Anti-Fraud Steering Group which is reviewing the corporate approach.Strategic meetings have recently been held with the SCDEA and StrathclydePolice to ensure our risk assessments and intelligence are as relevant aspossible.

Amber

2

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

Depute Chief Exec /

Executive Director of


3

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


Educational and Social Services

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

Head of Human

Resources

5

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



4

Risks







1a

1b

1c

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

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

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

14

East Ayrshire Performs

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Transcript of East Ayrshire Performs