East Ayrshire Council
Transformation Strategy 2012 - 2017
Cabinet - 5 December 2012 Budget Proposals
1 THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK
2 EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 – 2017 BUDGET PROPOSALS
Report by Executive Director of Finance and Corporate Support
1 PURPOSE OF REPORT
2 To report progress against the Council’s Transformation Strategy and to recommend the General Services Revenue Budget for 2013/14 and draft budgets for 2014/15 to 2016/17 together with the increase in Council House Rents for 2013/14.
3 BACKGROUND
4 The Council on 28 June 2012 approved a Transformation Strategy 2012/17 designed to ensure that council services can remain financially sustainable in the current economic climate.
5 The UK Government has signalled its intention to continue with its austerity programme and consequential reductions in public spending over the medium term. The position for Scotland and for Scottish local government will mirror this and financial planning over the next few years will continue to present a significant challenge. The graph below outlines the continuing direction of public spending in Scotland based on Scottish Government forecasts.
Projected Scottish Government Resources
32
30 7% / £2.1 billion prices) 17% / £5.3 billion 13
‐ 28 2012
26 (£billion,
DEL 24
Scottish 22
20 2010‐11 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17
Current UK Spending Review period Based on UK Government forecast
Source: Scottish Government : Scottish Budget ‐ Draft Budget 2013‐14
3 6 The Scottish Government has stated its desire to continue to deliver a number of key commitments as part of its spending plans. These include:
• Real terms protection for the NHS revenue budget; • Maintaining the commitment for 1,000 additional police officers; • No higher education tuition fees; • Free prescriptions; • Concessionary bus travel; • Council tax freeze; • Maintaining teacher numbers in line with pupil numbers.
7 The terms of a proposed funding package for Scottish local government in 2013/14 were set out in a Local Government Finance Circular issued on 27 November 2012. The figures were broadly in line with the February 2012 Finance Circular which announced a three year funding package. Financial year 2013/14 is essentially a cash-flat budget for local government after adjusting for Police and Fire.
8 In addition the Finance Circular included confirmation of previously anticipated funding for the following items where expenditure has already been identified to match the allocated funds.
Item £m Blue Badge Scheme 0.016 Looked after Children 0.040 Council Tax Support Scheme(this relates to 80% of the 0.501 funding – para 27 refers) Family Support 0.074 Total 0.631
The overall unallocated impact of the Finance Circular is additional income totalling £0.121m.
9 The Council’s Transformation Strategy indicated a projected budget gap of £34.1m by 2016/17. This is on the assumption that year on year funding remains cash-flat and that services continue to be delivered at the same level and in the same way as they are currently. The proposals set out in this report and associated papers recommend specific actions to reduce this gap. Actions proposed take account of the need to deliver against specific targets to achieve the Council’s Strategic Priorities;
• Raise educational attainment and equip our young people for the world of work; • Promote town centre living; • Support older people to live independently in the community.
10 Performance frameworks will allow progress against these priorities to be measured and the budget proposals are designed not to compromise their achievement.
4 11 The 2012/13 budget, agreed in December 2011, included the use of £6.013m of reserves to balance the budget. This was designed to allow the new Council flexibility in determining future strategy and to ensure the Council had “time to plan, time to prepare and time to change”. The use of reserves is non-recurring funding and as such presents an additional pressure within the 2013/14 budget process.
12 A letter from the Cabinet Secretary for Finance, Employment and Sustainable Growth to COSLA dated 20 September 2012, confirmed that if any council does not agree to the full package available then it will have its allocation reduced by its needs based share of a package of resources worth in total £109 million across the whole of local government. This package of resources to be removed is made up of each council’s needs based share of:
• £70 million to deliver a Council Tax freeze; and • £39 million for the teacher commitments.
This would equate to a £2.414m reduction for East Ayrshire.
13 In a departure from the two stage sign-off arrangements agreed for previous settlements, for 2013-14 only those Councils who do not intend to take up the offer and agree the full package of measures set out in the 20 September letter are required to write to the Cabinet Secretary for Finance, Employment and Sustainable Growth setting out the reasons why they do not wish to comply. The Council’s Transformation Strategy and the proposals contained within this report and associated papers assume that the Council will wish to comply.
14 COST PRESSURES
15 All departments and services can point to issues arising from external demand and from aspirations on service levels and quality. The financial position is such however that further demands within services will require to be accommodated from a redesign of existing service models combined with a refocusing of resources to the highest priority areas whilst ensuring that statutory services are maintained. Executive Directors are expected to ensure that services are managed within overall departmental budgets and to take action to resolve any overspends arising during the year, with Cabinet consideration and approval being required where changes to policy or service levels would be needed to do this.
16 Following the pay freeze which has been in place for the last two years, there appears to be an expectation of an easement in this and COSLA has made a pay offer for 2013/14 comprising a 1% increase for all employee groups together with the implementation of a Scottish Local Government Living Wage which could be implemented through a supplement being paid to bring the lowest hourly rate up to £7.50 per hour. The final position will depend upon national negotiations between COSLA and Trade Unions. The implementation of the Living Wage within the Council has been the subject of
5 ongoing dialogue with the Trade Unions and proposed changes in employees terms and conditions will assist in meeting the cost.
17 Unavoidable cost increases such as national insurance pension, contributions and contractual price inflation, including in relation to energy, property costs, transport and carbon reduction commitment costs, have also been factored in.
18 An inflationary uplift on discretionary income of 3% has been applied, other than for Leisure Services although flexibility has been given to Executive Directors and Heads of Service to set appropriate fees and charges for certain services anddetails of existing and proposed charges for 2012/13 are attached at Appendix 2. If Leisure Services are transferred to a new Trust, the trust would be responsible for setting prices and in these circumstances it is proposed that no increase for 2013/14 be included to allow maximum flexibility. Price levels would form part of the discussion with the Council in terms of the Service Level Agreement and Business Plan. If the proposal to establish a Trust is not accepted, the Cabinet would be able to review the position on charges before April 2013. A further report finalising the Educational and Social Services approved rates and charges will be presented to Cabinet once national negotiations have concluded.
19 The previously agreed pricing structure for burial charges had a differential built in for residents / non-residents of East Ayrshire. It is proposed to align the charges to have a single charge regardless of the place of residence of the deceased. The revised charges have been configured to maintain an overall income target increase of 3%.
20 Certain charges, such as planning fees, registration searches and Landfill Tax, are outwith the control of the Council and in such cases may not reflect the 3% inflationary increase.
21 The ten year Capital Programme is now substantially progressed and will be reviewed and extended with proposals being presented to the Cabinet before the start of the new financial year. The Transformation Strategy notes that new capital projects should be expected to demonstrate net savings over the lifetime of the asset.
22 The Capital Fund can be utilised to meet any expenditure of the authority to which capital is properly applicable or to make repayment of the principal element of debt charges. In line with current treasury management estimates, it is proposed to continue to utilise the Capital Fund to repay an element of debt charges each year in order to smooth the impact on the revenue budget arising from the current profile of capital expenditure.
23 Current treasury management forecasts anticipate a projected maximum of £6.131m being drawn down from the Capital Fund in financial year 2012/13 in support of capital expenditure and debt financing costs. Capital financing estimates include a requirement for appropriations from the Capital Fund to continue until 2016/17, with a total draw down not exceeding £10.150m over that period.
6 24 Strathclyde Police and Strathclyde Fire and Rescue will become part of their respective Scotland-wide forces with effect from 1 April 2013, and will then receive funding directly from the Scottish Government. The removal of the Council contribution to running costs in the form of a precept payment, is offset by a commensurate reduction in the grant received from the Scottish Government.
25 Strathclyde Partnership for Transport agreed a two year budget for precept payments last year and as such our contribution will remain unchanged for 2013/14. SPT has indicated that the Concessionary Fares contribution will increase by £0.022m in 2013/14 with inflation linked increases thereafter. There is an expectation that the Ayrshire Valuation Joint Board contribution will remain at the current year’s level.
26 A report to Cabinet on 7 November 2012 updated Members on the details of forthcoming Welfare Reform implementation and the impact on the Council and residents in East Ayrshire. The major aspects of welfare reform will be implemented between 2013 and 2017. Some of these changes will take effect in the next financial year with others scheduled to be phased in over the following three financial years. The changes being implemented over the next twelve months include reductions in Housing Benefit where homes are deemed to have more rooms than the minimum required by the occupants in terms of the regulations. Financial implications for the Council from the entirety of Welfare Reform proposals are not yet quantifiable as many of them have still to be finally defined by government; however, a number of key areas of financial pressure have been identified.
• Costs of the Council Tax Support scheme; • Potential increased costs of collecting rent; • Potential increase in homelessness presentations and costs; • Staff training and awareness; and • Changes to systems and accommodation to deliver new services including Social Fund payments.
27 From April 2013, Council Tax Benefit will end and be replaced by a Council Tax Support scheme which will be local to Scotland. Council Tax Benefit was previously funded directly to local government by the Department for Work and Pensions (DWP). The new arrangements will mean that funding will be channelled through the Scottish Government with a cut of 10% consistent with the UK Government’s aim to reduce welfare spending. The shortfall in funding based on current benefit cases is estimated at £40m for Scotland. The gap will be partlyfunded by the Scottish Government in 2013/14 with additional contribution from the Council estimated at £0.425m, based on current caseload. The Grant Settlement includes an additional £18.4m or 80% of the Government’s contribution. Distribution is based on historic caseload and the Council’s share is £0.501m. The remaining 20% will be distributed to councils based on actual caseload during 2013/14.
28 The financial position taking account of the funding and spending issues discussed above is shown in the table below.
7 29 For years beyond 2013/14, similar spending assumptions have been made, including inflation rates around current levels, below inflation pay increases and any costs arising from increased service demand being met from existing budgets.
30 As indicated at Section 3 above, funding assumptions beyond 2014/15 are more difficult to predict and will depend upon a range of external factors including Scottish, UK and world economic and political conditions and the outcome of the next Spending Review undertaken by the UK Government. Whilst these are uncertain, it is important to plan ahead based on information currently available, accepting that variances are inevitable, and with management arrangements in place to detect changes, estimate their impact and alter plans accordingly. Figures in the Transformation Strategy published in June 2012 have been refined to take account of changes since then including adjustments to Council Tax yield, payroll costs, contract inflation and the recently announced settlement figures as detailed in paragraph 8.
2013/14 2014/15 2015/16 2016/17 £m £m £m £m Total Expenditure 328.212 334.253 342.830 353.513 Total Income 316.335 317.868 317.873 319.509 Budget Gap 11.877 16.385 24.957 34.004
31 TRANSFORMATION STRATEGY
32 The Transformation Strategy, agreed in June 2012, was based on a projected funding gap of £34.1m over the next four years and identified a number of workstreams designed to deliver costs savings and offer proposals for changes in operations to ensure that Council services are financially sustainable into the future.
33 Development of these workstreams resulted in a package of savings measures being prepared by officers in the period leading up to 31 October 2012. These were then subject to an extensive process of consultation and discussion with stakeholders, including special interest groups, staff, trade unions and the wider public of East Ayrshire.
34 The detailed package was made available as part of the overall consultation arrangements.
35 The proposed package of savings outlined below and expanded in associated reports totals £24.974m and is therefore £9.030m short of the revised anticipated funding gap. Work is continuing in all areas of the Council to identify further opportunities to redesign, refocus and possibly terminate certain services to release additional savings with the intention of bringing forward proposals by December 2013. The graph at paragraph 44 of this report highlights the urgency of this.
8 36 The following section of this report provides an update in respect of the various work streams identified within the Strategy and provides an indication of savings that have been identified which inform the draft revenue budget. Agenda references relate to more detailed reports and recommendations forming part of the overall budget.
37 The planning assumptions going forward in relation to workforce planning include a broad estimate for illustrative purposes that £3m will be incurred in both 2013/14 and 2014/15 to meet the cost of termination service redesign. This is in line with average values over the last three years.
9 Agenda Workstream Current Position Reference Cabinet approved the framework for consultation on the Transformation Strategy in August 2012. Between August and October, consultation took place with a number of organisations. There was widespread support for the aims of the strategy and the framework for achievement in the form of strategic imperatives. Consultation on budget proposals took place in Consultation and November 2012 and was an extensive exercise. B1(E) Engagement Plans Whilst some officer proposals have been modified as a result of specific feedback, members will want to ensure that the consultation results inform their decision making. Continued engagement with specific stakeholders and communities is recognised as an essential element in the development and implementation of proposals over the next four years. Proposals for the establishment of a Leisure Trust would result in a saving of £1.047m in 2013/14 with a Alternative Delivery similar saving spread over the next two years. B2 Models 2013/14 2014/15 2015/16 2016/17 Total £1.047m £0.523m £0.524m £0.000m £2.094m
Changes to Early Years provision would result from the Children and Young People Bill to be introduced to Parliament next year. The Bill will include proposals to improve the availability of high quality, flexible, integrated early learning and childcare. This Early Years Services B3(E) workstream will ensure that the Council is ready to take advantage of the final shape of any changes in provision. No savings have been identified in relation to this part of the workstream however savings line 12 within service efficiencies also refers.
10 Agenda Workstream Current Position Reference The Council’s current school transport policy is more generous than legislation requires, with children one mile from their catchment primary school and two miles from their catchment secondary school being provided with free transport. It is proposed to change the distance entitlement to one and a half miles for all primary school pupils and three miles for secondary aged pupils, with effect from August 2013 and to introduce charges for secondary transport between 1.5 and 3 miles. This would reduce the saving by £0.140m to £0.360m per annum(£0.207m for primary, £0.153m for secondary).The proposed change would affect Transport around 1,000 of the 4,200 children who currently B4(E) Arrangements receive free transport at 9 primary and 4 secondary schools. New delivery models are also proposed for Social Work transport which would deliver savings of £0.200m per annum.
2013/14 2014/15 2015/16 2016/17 Total £0.270m £0.290m £0.000m £0.000m £0.560m
Proposals would result in a saving from the redesign and development of a Vibrant Communities Division, Transforming our incorporating teams from within the Community Relationship with the Learning and Development Section in Educational Communities we and Social Services and the Leisure Development Serve Section within Neighbourhood Services.
This workstream on Youth Work has been B5 incorporated into the work of Transforming our (excl press Youth Work Provision Relationship with the Communities we Serve to & ensure a co-ordinated approach is taken to youth public) work provision across East Ayrshire.
Workstream 26 covering grants arrangements will also allow a review of how organisations delivering youth work in communities are funded.
2013/14 2014/15 2015/16 2016/17 Total £0.403m £0.000m £0.201m £0.000m £0.604m
11 Agenda Workstream Current Position Reference Services have proposed additional measures to reduce expenditure and these were set out and discussed during the budget consultation process Service Efficiencies and adjustment has been made to line 1, 5, 6 and 12 B6(E) as a result. 2013/14 2014/15 2015/16 2016/17 Total £4.446m £4.091m £4.977m £1.000m £14.514m
Proposals to roll out Food and Plastics recycling resulting in a reduction in landfill tax paid by the Council and enabling a consequential change to the Waste Management frequency of residual collections would result in a Arrangements requirement to commit £0.195m from the B7 Transformation Fund in 2014/15 with annual savings in future years. 2013/14 2014/15 2015/16 2016/17 Total £0.039m £0.000m £0.205m £-0.075m £0.169m
It is proposed that grant arrangements be streamlined with greater opportunity for members to Grants assess relative priorities. A savings target of B8 (New Workstream) £0.600m is proposed. 2013/14 2014/15 2015/16 2016/17 Total £0.100m £0.250m £0.250m £0.000m £0.600m
Work has started to review current arrangements in respect of customer contact and to consider alternative models for service delivery, including a single customer contact centre. This reflects, preferences expressed in the most recent residents survey and consideration of how other large organisations manage and enhance customer contact. The review will include consideration of how to Customer Contact deliver modern access opportunities, expand the use B9 of digital and telephone services and the delivery of some services via local Post Offices. The transfer of services to Post Offices and the closure of non-hub Local Offices will require to be co-ordinated with The Post Office’s investment programme to ensure continuity of service in local communities.
2013/14 2014/15 2015/16 2016/17 Total £0.000m £0.100m £0.000m £0.000m £0.100m
12 Agenda Workstream Current Position Reference The magnitude of spending reductions over the next four years means that a reduction in the size of the workforce is inevitable. Having regard to the cost of the current redundancy provisions and the Council’s wish to maintain its practice of minimising compulsory redundancies, there is a need to attract volunteers and to support workforce planning.It is therefore proposed to discontinue the enhanced element of the Redundancy Policy with effect from 1 Employee/ B10 January 2014. Whilst a number of employees have Workforce Benefits B11 already enquired about voluntary severance following the consultation meetings, formal expressions of interest will be sought by the Head of Human Resources from certain groups of employees early in 2013. A revised Sickness Absence Management Policy has been developed in consultation with trade unions which is designed to reduce the incidence and cost of absence. The review of income and charging across the Council is considering a number of key issues and looks at opportunities to maximise income, minimise debt due to the Council and minimise the administrative burden (and cost) associated with Income and Charges charging. There are no savings yet identified. B12 The opportunity was taken as part of the consultation to seek views on the application of town centre parking charges. No changes are proposed to the substantive position with free Saturday parking being discontinued from 1 February 2013. The Council provides financial support and advice to companies who want to grow their business, while also improving the employability of local people to Economic enable them to access job opportunities. The Development economic development section communicates regularly with over 840 local companies and the number is constantly growing. The use of social media as a communication tool and the provision of a - range of networking and training sessions for the business community have proved efficient and successful.
Employability Services A saving has been identified from staff rationalisation and from vacating the office at Foregate, Kilmarnock. 2013/14 2014/15 2015/16 2016/17 Total £0.087m £0.000m £0.000m £0.000m £0.087m
13 Agenda Workstream Current Position Reference The Transformation Strategy sets out objectives to reduce the number of council properties by 25%. Elements of workstreams 2 and 19 will contribute to Property and Estate that. This is separate to the review of the school Rationalisation estate to increase average occupancy levels to 85% 2013/14 2014/15 2015/16 2016/17 Total £0.280m £0.920m £1.046m £0.000m £2.246m
Energy costs present a significant pressure over the next four years. The aim is to reduce energy usage in order to mitigate anticipated increases in energy prices. A number of new, energy efficient buildings have been opened over the last few months and it is Energy Efficiency - envisaged that further investment in energy reducing and generation technology together with better energy management will deliver savings. 2013/14 2014/15 2015/16 2016/17 Total £0.600m £0.800m £0.800m £0.000m £2.200m
The review of admin and clerical services is assessing the existing structures and support provided to services and is reviewing developments across the Council, recommending where changes can be implemented to achieve revenue savings, Administrative/ while effectively supporting colleagues. Clerical Functions The review takes into account the use of technology - employed in each area which supports service
provision, including document imaging. The saving Document Imaging is based on a reduction in the overall full time equivalent administrative and clerical staffing complement by 10%. 2013/14 2014/15 2015/16 2016/17 Total £0.300m £0.600m £0.600m £0.000m £1.500m
A new corporate approach to printing designed to achieve significant reductions in paper and ink usage has been developed following a procurement exercise. The new arrangements are being rolled Printing Arrangements out across the Council’s corporate office - accommodation in the first instance and thereafter to schools. 2013/14 2014/15 2015/16 2016/17 Total £0.050m £0.100m £0.150m £0.000m £0.300m
14 Agenda Workstream Current Position Reference Research is being undertaken by the Policy, Planning and Performance Division to examine whole-area and total place approaches. Total Place was designed to establish how public services can Working with secure improved outcomes at less cost through Vulnerable Individuals - greater collaboration between relevant agencies; a and Families deeper engagement with citizens and communities; and a genuine focus on place. This is considered a longer term piece of work and there are no savings identified at the current time. This workstream has initially considered the high level principles involved in adopting an outcome based approach to budgeting. Pilot work in other Community Planning Partnerships has been supported by the Improvement Service and the Outcome Based summary reports from the pilots have been reviewed Planning and - to direct work on this area in the Council. The Budgeting September meeting of the CPP Board agreed to appoint a temporary project manager to take the work forward, commencing with an initial focus on Council spend on alcohol and drugs misuse before extending this to all areas of partnership spend. The Scottish Government proposals for the Integration of Adult Health and Social Care have important implications for the delivery of Council services in the future. It is intended that an Integration Transition Board will be formed early in Integrated Health and the new year to move matters forward in a way that - Social Care ensures the best possible outcomes for the people of East Ayrshire. No savings have been identified in relation to this work stream at this time.
It is widely accepted that demand continues to increase as a consequence of demographic changes resulting from advances in medical treatment enabling children with very complex needs to live longer. In addition, the impact of parental alcohol and drug misuse on children both pre and post natal Supported will place additional demand on adult services. Accommodation for The preferred service model is one of supported - Adults with Complex accommodation with separate support provision and Needs a working group led by the Head of Community Care is developing proposals. There are no savings linked to this work stream at this time.
15 Agenda Workstream Current Position Reference Work is taking place to further develop internal residential child careas a direct alternative to purchasing external residential care. Key outcomes for the Service would include increased placement choice and availability and decreased use of external residential care. Further, Residential Child Care - children would be supported to live in their local community. There are no savings associated with this work stream at the current time, as work is ongoing to develop a proposals paper for future consideration by the Cabinet. The Procurement Transformation Programme is designed to modernise and simplify procurement activity across the Council. A specific project has been identified in relation to the ‘purchase to pay’ Invoicing aspects of procurement. This includes all elements - Arrangements of procurement from ordering the goods through to paying for them, including invoicing. Savings from any proposed changes will be quantified within the business case. A revised national DSM Scheme was approved at the COSLA convention in March 2012 and by the Cabinet Secretary for Education and Lifelong Learning in June 2012. There are no direct financial implications arising from the implementation of the Devolved School revised DSM Scheme, however, there is scope for - Management (DSM) changes to the resources allocated to schools to be made by the Head of Service: Schools. Any changes would be implemented from August 2013 and a report will be brought forward in advance if Cabinet authority is required.
38 The table below shows the indicative budget gap of £34.004m adjusted for savings options identified by officers. The revised budget gap of £9.030m is analysed further in the tables shown below.
2013/14 2014/15 2015/16 2016/17 TOTAL £m £m £m £m £m Indicative Budget Gap 11.877 4.508 8.572 9.047 34.004 Total Savings Identified (7.623) (7.674) (8.752) (0.925) (24.974) Annual Revised Budget Gap 4.254 (3.166) (0.180) 8.122 9.030 Change in Reserves / Budget Gap (4.254) (1.088) (0.908) (9.030)
39 The summarised financial position which would result from acceptance of all measures indicated above and expanded within the supporting reports is shown below.
16 2012/13 2013/14 2014/15 2015/16 2016/17 £m £m £m £m £m Educational & Social Services 179.978 180.043 179.040 179.476 183.019 Neighbourhood Services 34.566 34.272 34.409 35.099 36.417 Police, Fire, Valuation Board & SPT 27.792 2.882 2.905 2.910 2.915 Finance & Corporate Support 21.579 20.726 20.577 20.452 21.063 Other Non Departmental Items 79.006 84.847 86.599 88.188 92.469 Council Wide Workstreams - (2.181) (4.574) (7.344) (7.344) Net Expenditure 342.921 320.589 318.956 318.781 328.539 Grant Income (236.492) (212.969) (212.469) (210.937) (210.937) Council Tax (48.495) (48.970) (48.970) (48.970) (48.970) Other Income (51.921) (54.396) (56.429) (57.966) (59.602) Income (336.908) (316.335) (317.868) (317.873) (319.509) Change in Reserves / Budget Gap (6.013) (4.254) (1.088) (0.908) (9.030)
The table illustrates that even if all proposals are accepted, there remains a gap of £9.030m, the closure of which is likely to mean that even more radical options will require to be considered. All areas of the Council’s business will be further scrutinised over the next few months along with a further review of management structures, with the intention of bringing proposals to the Cabinet, with consultation being carried out in line with the approved methodology.
40 RESERVES AND BALANCES STRATEGY
41 The proposed strategy on the sources and utilisation of Reserves and Balances is set out in Appendix 1.
42 The anticipated position of the balances of these funds at 31 March 2013is shown below:
Forecast Balance at Balance at 31 March Fund 31 March 2012 2013 Statutory Funds £m £m Capital Fund 13.481 7.350 Renewals and Repair Fund 9.104 7.200 Total Statutory Funds 22.585 14.550
General Fund Balances £m £m Earmarked 17.056 12.954 Uncommitted 17.602 12.910 Transformation Fund 0.000 4.202 Total General Fund Balances 34.658 30.066
Total HRA Balance 2.325 2.277
17 43 The projected level of uncommitted General Fund balance at 31 March 2013 is £12.910m which is 3.8% of the Council’s net budgeted expenditure and therefore within the range set as part of the Council’s Reserves Strategy. The minimum balance in terms of the Council’s Reserves Strategy is £6.858m (2%) with a maximum level of £13.717m (4%).
44 The timing of the savings identified will require the utilisation of Uncommitted General Fund Balances each year to meet the identified budget gap together with severance costs. For illustrative purposes, Severance payments of £3.000m per annum have been assumed for 2013/14 and 2014/15 based on previous expenditure
Projected General Fund Uncommitted £14,000,000
£12,000,000
£10,000,000 2% Minimum Balance Surplus £8,000,000 Requirement
£6,000,000
£4,000,000
£2,000,000
£0 March 2013 March 2014 March 2015 March 2016 March 2017 (£2,000,000)
(£4,000,000)
(£6,000,000) Deficit (£8,000,000)
(£10,000,000) As in previous years, services will be encouraged to achieve savings ahead of schedule where practicable, and a mid-year review of spending will be carried out in an effort to rebuild balances from one-off savings. The graph above illustrates the importance of early identification and implementation of measures to close the budget gap.
45 SETTING THE COUNCIL TAX
46 On the basis of the proposals set out in this report the Band D Council Tax for 2013/14 would remain at 2007/08 levels and Council Tax for all Bands would therefore be:
18 Band £ A 792.66 B 924.77 C 1,056.88 D 1,188.99 E 1,453.21 F 1,717.43 G 1,981.65 H 2,377.98
47 HOUSING REVENUE ACCOUNT
48 Cabinet on 10 February 2010 agreed that rents would be increased annually by the greater of RPI plus 1% or 3.5%, plus the additional costs for new house building. The element of increase related to new house building includes those units currently under construction and one third of the total cost of the 134 proposed under the Strategic Local Plan where work should begin on all sites during 2013/14 with completion scheduled for 2014/15. The Council remains on track to achieve the Scottish Housing Quality Standard for all houses by 2015. Application of the formula results in the proposed average rent increase for 2013/14 being £2.76 over 52 weeks or £2.99 over the 48 week payment cycle, equivalent to a 4.83% increase.
49 It is recommended that a similar increase for Lock-Up and Garage Site rentals be implemented. This would result in Garage Sites increasing by £1.33 to £35.37 per annum. For Lockups the cost would increase by £0.18 to £4.91 per week over 52 weeks; or by £0.20 to £5.32 per week over the 48 week payment cycle.
50 Tenants and Residents Associations were consulted as part of the budget process and no adverse comments were received in relation to the proposed increases.
51 EQUALITY IMPACT ASSESSMENT
52 All proposals have been assessed in respect of their potential to affect equality across our communities via the following process:
• the completion of an initial screening assessment of all savings proposals to identify those which could have an impact in terms of equalities; • undertaking an equality analysis of those savings proposals which the screening suggested could have an impact on individuals covered by the nine protected characteristics (age, race, disability, sex, sexual orientation, gender reassignment, pregnancy and maternity, marriage and civil partnership and religion and belief (non-belief); and
19 • taking a strategic overview of the totality of the Council's budget proposals as part of a high level Equality Impact Assessment.
53 The Council is committed to tackling inequality and has ensured that the decision making throughout this year's budget setting process has involved as many members of our community as possible by undertaking extensive online and face-to-face consultation process. Further consultation/engagement will be carried out as and when required in the context of the Transformation Strategy, and further Equality Impact Assessments will be part of this process.
54 RECOMMENDATIONS
55 Cabinet is requested to recommend to Council on 13 December 2012 the following:
(i) that the full package of measures set out in the letter from the Cabinet Secretary for Finance, Employment and Sustainable Growth’s letter of 20 September 2012 to COSLA as described in paragraph 11 be agreed to;
(ii) that all of the proposals contained within this report and associated reports B1 to B12, as recommended for approval by Cabinet, be approved as part of the budget process
(iii) that the Band D Council Tax level for 2013/14 should be maintained at £1,188.99;
(iv) that the increase to fees and charges outlined at Appendix 2 be approved for implementation in 2013/14;
(v) that the Resource Allocations shown at paragraph 39 of this report be approved;
(vi) that departmental service plans be updated accordingly to reflect the Resource Allocations;
(vii) that a council house rent increase for 2013/14 of £2.76 per week over a 52 week period be approved;
(viii) that for 2013/14 Lockups and Garage Site charges increases of £0.18 over 52 weeks for Lockups and £1.33 per annum for Garage Sites be approved;
(ix) approve the Reserves and Balances Strategy set out in Appendix 1;
(x) otherwise note the contents of this report.
Alex McPhee Executive Director of Finance and Corporate Support
29 November 2012
20 LIST OF BACKGROUND PAPERS
Scottish Draft Budget 2013-14, Scottish Government, September 2012
Scottish Government Local Government Finance Circular No. 5/2012 dated 27 November 2012
Letter from the Cabinet Secretary for Finance, Employment and Sustainable Growth’s letter of to COSLA dated 20 September 2012
21 RESERVES AND BALANCES APPENDIX 1
FUND SOURCES OF FUNDS UTILISATION OF FUNDS Capital Fund Credited with all net capital receipts except where It is recommended that in 2013/14 a maximum of £3.334m will be these are related to the overall funding package for a drawn with a total drawdown not exceeding £10.150m over the specific project as well as any in-year Debt Charge period 2016/17. The position will be reviewed on an annual basis to surplus arising from slippage in the capital take account of actual capital spend and the level of borrowing programme. support within the grant settlement. Renewal and Credited other funds available at the Council’s Available for use on capital or revenue expenditure on council assets. Repairs Fund discretion including HRA surpluses and savings in debt charges. Departmental Departmental bottom line underspends not arising Available for use on non-recurring or fixed term projects or to assist Balances from windfall savings. “Windfall” savings include, for in aligning services with resources available over a three year budget example, pay awards being less than budgeted. Such period. Departments should hold no more than 4% of revenue savings will be removed from departmental budgets expenditure by the end of the three year period. Accordingly where during the year. balances significantly in excess of this are held and not identified for future anticipated liabilities or projects, Cabinet may consider transfer of the excess to the uncommitted General Fund balance for use in other areas. An annual review of departmental balances will be carried out following the audit of accounts. General Fund Year end underspends not attributed to departmental Value to be between 2% and 4% of annual budgeted expenditure Balances balances. although it may be prudent from time to time to build up funds in excess of the minimum level to meet known or predicted financial pressures, for example in relation to termination costs and reductions in grant funding. Funds in excess of the limits could be made available for one off expenditure items or fixed life contributions. Transformation Non recurring budget savings as identified during the To be used to enable changes which support elements of the Fund financial year. Transformation Strategy. This may involve capital expenditure or one-off or time limited revenue expenditure and may include grants or other support to external organisations. PPP Credited with surplus PPP related funding including Used to meet the fluctuations in the PPP Unitary Charge payments Earmarked Grant in advance of need, in-year savings specifically throughout the life of the contract. However, the contract is based on Balance arising within the PPP account and additional assumptions for RPI and RPIX together with assumed energy cost appropriations made by the Council. inflation and accordingly transfers to and from the balance may take place to adjust the balance for these or other phasing issues.
22 APPENDIX 2 Charging for Services 2013/14
2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Education & Social Services Community Learning & Development School Lets 01/04/2011 Various VAT 3.0% Various - Various Community Learning & Development Astroturf Pitch hire 01/04/2011 Various VAT 3.0% Various - Various Early Education and Childcare Day Care for children 01/04/2011 per hour and a 50% reduction for additional children 2.90 Non VAT 3.0% 2.99 - 2.99 Onsite Services School Meals 01/04/2010 standard 2 course meal 1.90 Non VAT 2.6% 1.95 - 1.95 Onsite Services Other Meals - Lunch Clubs 01/04/2011 2.73 Non VAT 2.6% 2.80 - 2.80 Onsite Services Vending Receipts 01/04/2011 Various VAT 3.0% Various - Various Onsite Services Community Centres additional hours Charges based on actual costs incurred. 14.13 VAT 1.0% 14.27 - 14.27 Special Central Section 23 charges N/A Charges based on actual costs incurred. Various Non VAT 1.0% Various - Various Arts & Enterprise Ticket Sales N/A Prices set for individual concerts. Tickets sold by Palace Various VAT Various - Various Theatre 3.0% Arts & Enterprise Music Tuition 15/08/2011 Subject to discount arrangements previously implemented for additional pupils from same family, introductory discounts, and Various Non VAT Various - Various free of charge for study related to Standard Grade and Higher courses 0.0% Social Work Blue badges - disabled parking permits 01/04/2011 Flat rate charge (3 yearly) 20.78 Non VAT 0.0% 20.00 - 20.00 Social Work Charges for day care services 01/04/2011 Flat rate charge per day 2.00 Non VAT 0.0% 2.00 - 2.00 Social Work Community alarms service 01/04/2011 Weekly charge following assessment 3.00 Non VAT 0.0% 3.00 - 3.00 Social Work Care at home services 01/04/2011 Hourly charge following assessment 12.00 Non VAT 0.0% 12.00 - 12.00 Social Work Charges for day care services 01/04/2011 Flat rate charge per day 53.05 Non VAT 3.0% 54.64 - 54.64 Social Work Charges for sensory impairment services 01/04/2011 Charge per hour 38.53 Non VAT 3.0% 39.68 - 39.68 Social Work Service users' care reviews 01/04/2011 Flat rate per individual needs review 154.10 Non VAT 3.0% 158.73 - 158.73 Social Work Charges for adult residential services 01/04/2011 Flat rate weekly charge per placement 1,260.66 Non VAT 3.0% 1,298.48 - 1,298.48 Social Work Charges for adult respite services 01/04/2011 Flat rate weekly charge per placement 1,134.38 Non VAT 3.0% 1,168.41 - 1,168.41 Social Work Children with disability respite services 01/04/2011 Flat rate weekly charge per placement 2,252.29 Non VAT 3.0% 2,319.86 - 2,319.86
Neighbourhood Services Libraries Fines Adult 01/04/2012 per day, per item 0.10 Non VAT 0% 0.10 - 0.10 Libraries Fines Concession 01/04/2012 per day, per item 0.05 Non VAT 0% 0.05 - 0.05 Libraries Maximum Fine 01/04/2012 per item 5.00 Non VAT 0% 5.00 - 5.00 Libraries Maximum Fine - Concessions 01/04/2012 per item 2.50 Non VAT 0% 2.50 - 2.50 Libraries Overdue DVDs - Adult & Children Day Standard 01/04/2012 per day, per item 0.50 Non VAT 0% 0.50 - 0.50 Libraries Overdue DVDs - Concessions Day Standard 01/04/2012 per day, per item 0.25 Non VAT 0% 0.25 - 0.25 Libraries Overdue DVDs Maximum Charge Adult 01/04/2012 per item 16.00 Non VAT 0% 16.00 - 16.00 Libraries Overdue DVDs Maximum Charge - Concessions 01/04/2012 per item 10.00 Non VAT 0% 10.00 - 10.00 Libraries Inter Library Loans 01/04/2012 per item 5.00 Non VAT 0% 5.00 - 5.00 Libraries Inter Library Loans - Concessions 01/04/2012 per item 2.50 Non VAT 0% 2.50 - 2.50 Libraries Replacement Membership Tickets - Adult 01/04/2012 each 1.20 Non VAT 0% 1.25 - 1.25 Libraries Replacement Membership Tickets - Child 01/04/2012 each 0.60 Non VAT 0% 0.65 - 0.65 Libraries Reservations - Adult 01/04/2012 per item 0.45 Non VAT 0% 0.50 - 0.50 Libraries Reservations - Child 01/04/2012 per item 0.00 Non VAT 0% 0.00 - - Libraries Reservations - Concession New per item 0.25 Non VAT 0% 0.25 - 0.25 Libraries Reservations - DVD Adult 01/04/2012 per item 0.45 Non VAT 0% 0.50 - 0.50 Libraries Reservations - DVD Children 01/04/2012 per item 0.00 Non VAT 0% 0.00 - - Libraries Reservations - DVD Concessions 01/04/2012 per item 0.25 Non VAT 0% 0.25 - 0.25 Libraries Reservation Passport (Annual Subscription) 01/04/2012 each 5.00 Non VAT 0% 5.00 - 5.00 Libraries DVD Hire - Day 1 releases (No concessions) 01/04/2012 0.00 Non VAT 0% 2.50 - 2.50 Libraries DVD (including Blueray) Adult 01/04/2012 per item 0.60 Non VAT 0% 1.50 - 1.50 Libraries DVD (including Blueray) - Concession 01/04/2012 per item 0.50 Non VAT 0% 1.00 - 1.00 Libraries DVD Hire - Boxed Set (new no concessions)) 01/04/2012 4.30 Non VAT 0% 4.50 - 4.50 Libraries DVD Hire - Boxed Set 01/04/2012 2.15 Non VAT 0% 2.50 - 2.50 Libraries DVD Hire - Boxed Set - Concession 01/04/2012 3.80 Non VAT 0% 2.00 - 2.00 Libraries Fax - incoming 01/04/2012 per sheet 0.60 Non VAT 0% 0.60 - 0.60 Libraries Fax - Outgoing UK 01/04/2012 per sheet 1.10 Non VAT 0% 1.15 - 1.15 Libraries Fax - Outgoing non- UK 01/04/2012 per sheet 2.10 Non VAT 0% 2.09 - 2.09 Libraries Photocopying A4 01/04/2012 per sheet 0.10 Non VAT 0% 0.10 - 0.10 Libraries Photocopying A3 01/04/2012 per sheet 0.16 Non VAT 0% 0.15 - 0.15 Libraries PC Printout B&W 01/04/2012 per sheet 0.10 Non VAT 0% 0.10 - 0.10 Libraries PC Printout Colour 01/04/2012 per sheet 0.30 Non VAT 0% 0.29 - 0.29 Libraries Book / audio material sales - individually priced Libraries Braille Printing less than 50 pages printed from 01/04/2012 per sheet23 0.10 Non VAT 0% 0.10 - 0.10 Libraries Braille Printing more than 50 pages printed from 01/04/2012 per sheet + £5 per hour 0.10 Non VAT 0% 0.10 - 0.10
E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Libraries Scanning / retyping documents 01/04/2012 per sheet + £5 per hour 0.10 Non VAT 0% 0.10 - 0.10 Libraries ECDL - supported 01/04/2012 each 200.00 Non VAT 0% 200.00 - 200.00 Libraries ECDL - self study 01/04/2012 each 110.00 Non VAT 0% 150.00 - 150.00 Libraries ECDL registration fee 01/04/2012 each 40.00 Non VAT 0% 45.00 - 45.00 Libraries Test & Resits (staff) 01/04/2012 each 10.50 Non VAT 0% 15.00 - 15.00 Libraries Test & Resits non-EALRIS (public) 01/04/2012 each 10.50 Non VAT 0% 10.49 - 10.49 Libraries Advanced ECDL - supported (per module) 01/04/2012 each 95.00 Non VAT 0% 100.00 - 100.00 Libraries Advanced ECDL - self study (per module) 01/04/2012 each 50.00 Non VAT 0% 50.00 - 50.00 Libraries Advanced ECDL - Resit 01/04/2012 each 10.50 Non VAT 0% 10.49 - 10.49 Libraries National Units - Internet Safety & Basics Tutored 01/04/2012 each 21.00 Non VAT 0% 22.00 - 22.00 Libraries National Units - Registration only 01/04/2012 each 10.50 Non VAT 0% 11.00 - 11.00 Libraries PC Passport - Beginners - Tutored Course 01/04/2012 each 72.50 Non VAT 0% 75.00 - 75.00 Libraries PC Passport - Beginners - Registration only 01/04/2012 each 36.00 Non VAT 0% 36.00 - 36.00 Libraries PC Passport - Intermediate - Tutored Course 01/04/2012 each 87.50 Non VAT 0% 90.00 - 90.00 Libraries PC Passport - Intermediate - Registration only 01/04/2012 each 41.50 Non VAT 0% 43.00 - 43.00 Libraries PC Passport - Advanced - Tutored Course 01/04/2012 each 135.00 Non VAT 0% 140.00 - 140.00 Libraries PC Passport - Advanced - Registration only 01/04/2012 each 62.00 Non VAT 0% 62.00 - 62.00 Libraries PC Passport - Group Award (i.e. all 3) - Tutored 01/04/2012 each 290.00 Non VAT 0% 290.00 - 290.00 Libraries PC Passport - Group Award (i.e. all 3) - Registration 01/04/2012 each 139.00 Non VAT 0% 140.00 - 140.00 Libraries Inhouse ICT Courses - Email - 1 week 01/04/2012 2.20 Non VAT 0% 2.50 2.50 Libraries Inhouse ICT Courses - Email - 1 week - Concession 01/04/2012 1.10 Non VAT 0% 1.12 - 1.12 Libraries Inhouse ICT Courses - Internet - 2 weeks 01/04/2012 2.20 Non VAT 0% 2.50 - 2.50 Libraries Inhouse ICT Courses - Internet - 2 weeks - 01/04/2012 1.10 Non VAT 0% 1.50 - 1.50 Libraries Inhouse ICT Courses - Basic Computing - 6 weeks 01/04/2012 2.20 Non VAT 0% 2.50 - 2.50 Libraries Inhouse ICT Courses - Basic Computing - 6 weeks - 01/04/2012 1.10 Non VAT 0% 1.50 - 1.50 Libraries Inhouse ICT Courses - Basic Computing Group 01/04/2012 5.50 Non VAT 0% 7.00 - 7.00 Libraries Inhouse ICT Courses - Basic Computing Group 01/04/2012 2.75 Non VAT 0% 3.50 - 3.50 Libraries Inhouse ICT Courses - Next Steps Email - 1 week 01/04/2012 2.20 Non VAT 0% 2.50 - 2.50 Libraries Inhouse ICT Courses - Next Steps Email - 1 week - 01/04/2012 1.10 Non VAT 0% 1.50 - 1.50 Libraries Inhouse ICT Courses - Next Steps Internet - 2 01/04/2012 2.20 Non VAT 0% 2.50 - 2.50 Libraries Inhouse ICT Courses - Next Steps Internet - 2 01/04/2012 1.10 Non VAT 0% 1.50 - 1.50 Libraries Inhouse ICT Courses - Next Steps Computing - 6 01/04/2012 2.20 Non VAT 0% 2.50 - 2.50 Libraries Inhouse ICT Courses - Next Steps Computing - 6 01/04/2012 1.10 Non VAT 0% 1.50 - 1.50 Libraries Inhouse ICT Courses - Next Steps Computing 01/04/2012 5.50 Non VAT 0% 7.00 - 7.00 Libraries Inhouse ICT Courses - Next Steps Computing 01/04/2012 2.75 Non VAT 0% 3.50 - 3.50 Libraries Ad hoc inhouse courses 01/04/2012 2.20 Non VAT 0% 2.50 - 2.50 Libraries Ad hoc inhouse courses - Concessions 01/04/2012 1.10 Non VAT 0% 1.50 - 1.50 Libraries Learning Centre Hire - Business, Professional, 01/04/2012 Full day 52.00 Non VAT 0% 55.00 - 55.00 Libraries Learning Centre Hire - Business, Professional, 01/04/2012 Half day 26.00 Non VAT 0% 27.50 - 27.50 Libraries Learning Centre Hire - Community Groups / Council 01/04/2012 staff costs Non VAT 0% - - Libraries CDRWs 01/04/2012 each 1.05 Non VAT 0% 1.10 - 1.10 Libraries USB pens 01/04/2012 each 6.40 Non VAT 0% 6.60 - 6.60 Libraries Magnifying sheets/each 01/04/2012 1.90 Non VAT 0% 2.00 - 2.00 Libraries Headphones 01/04/2012 1.10 Non VAT 0% 1.20 - 1.20 Libraries Jute bags 01/04/2012 2.00 Non VAT 0% 2.00 - 2.00 Libraries Jute bags/8 items borrowed 01/04/2012 1.50 Non VAT 0% 1.50 - 1.50 Libraries Paper bags 01/04/2012 0.20 Non VAT 0% 0.10 - 0.10 Libraries Tea / Coffee 01/04/2012 0.60 Non VAT 0% 0.60 - 0.60 Libraries Accommodation Charges - Dalmellington 01/04/2012 115.00 Non VAT 4% 120.00 - 120.00 Libraries Accommodation Charges - Kilmarnock 01/04/2012 115.00 Non VAT 4% 120.00 - 120.00 Libraries Saturday Wedding Fees 01/04/2012 215.00 Non VAT 5% 225.00 - 225.00 Libraries Marriage Outwith Offices - Monday - Friday 01/04/2012 195.00 Non VAT 5% 205.00 - 205.00 Libraries Marriage Outwith Offices - Monday - Friday Outwith 01/04/2012 260.00 Non VAT 4% 270.00 - 270.00 Libraries Marriage Outwith Offices - Saturday 01/04/2012 260.00 Non VAT 4% 270.00 - 270.00 Libraries Marriage Outwith Offices - Sunday / Public Holiday 01/04/2012 260.00 Non VAT 4% 270.00 - 270.00 Libraries Period Approval 01/04/2012 630.00 Non VAT 3% 650.00 - 650.00 Libraries Temporary Approval 01/04/2012 420.00 Non VAT 4% 435.00 - 435.00 Libraries Statutory Marriage Fees 01/04/2012 Charges Set by Registrar General 125.00 Non VAT 16% 145.00 - 145.00 Libraries Citizenship Ceremonies 01/04/2012 Charges Set by Home Office 80.00 Non VAT 0% 80.00 - 80.00 Libraries Naming Ceremonies (Mon-Fri In Office) 01/04/2012 130.00 Non VAT 4% 135.00 - 135.00 Libraries Naming Ceremonies (Saturday In Office) 01/04/2012 295.00 Non VAT 3% 305.00 - 305.00 Naming Ceremonies (Sunday / Public Holidays In Libraries 01/04/2012 295.00 Non VAT - 305.00 Office) 24 3% 305.00 Libraries Naming Ceremonies (Mon-Fri Outwith Office) 01/04/2012 170.00 Non VAT 3% 175.00 - 175.00 Libraries Naming Ceremonies (Saturday Outwith Office) 01/04/2012 330.00 Non VAT 3% 340.00 - 340.00
E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Libraries Naming Ceremonies (Sunday / Public Holidays 01/04/2012 330.00 Non VAT 3% 340.00 - 340.00 Libraries Naming Ceremony During Civil Marriage 01/04/2012 105.00 Non VAT 5% 110.00 - 110.00 Libraries Renewal of Marriage Vows (Mon-Fri In Office) 01/04/2012 130.00 Non VAT 4% 135.00 - 135.00 Libraries Renewal of Marriage Vows (Saturday In Office) 01/04/2012 295.00 Non VAT 3% 305.00 - 305.00 Registration Renewal of Marriage Vows (Sunday / Public 01/04/2012 295.00 Non VAT 3% 305.00 - 305.00 Registration Renewal of Marriage Vows (Mon-Fri Outwith Office) 01/04/2012 170.00 Non VAT 3% 175.00 - 175.00 Registration Renewal of Marriage Vows (Saturday Outwith 01/04/2012 330.00 Non VAT 3% 340.00 - 340.00 Registration Renewal of Marriage Vows (Sunday / Public 01/04/2012 330.00 Non VAT 3% 340.00 - 340.00 Registration Search & Extract Fees - General Search (Assisted) 01/04/2012 Charges Set by Registrar General 15.00 Non VAT 0% 15.00 - 15.00 Registration Search & Extract Fees - Particular Search 01/04/2012 Charges Set by Registrar General 5.00 Non VAT 0% 5.00 - 5.00 Registration Search & Extract Fees - Extract Fee For Current 01/04/2012 Charges Set by Registrar General 10.00 Non VAT 0% 10.00 - 10.00 Registration Search & Extract Fees - Extract Fee Outwith 01/04/2012 Charges Set by Registrar General 15.00 Non VAT 0% 15.00 - 15.00 Registration Roots Magic search 01/04/2012 per hour 30.00 Non VAT 0% 30.00 - 30.00 Registration Additional copies of Roots Magic data 01/04/2012 per copy 20.00 Non VAT 0% 20.00 - 20.00 Registration Photocopy of Historical Extracts (via GRO) 01/04/2012 1.00 Non VAT -50% 0.50 - 0.50 Registration BMC - Hire of Robert Burns Suite 01/04/2012 Half day 195.00 Non VAT 0% 200.00 - 200.00 Registration BMC - Hire of Robert Burns Suite 01/04/2012 Full day 330.00 Non VAT 0% 340.00 - 340.00 Registration BMC - Hire of Training Room 01/04/2012 Half day 100.00 Non VAT 0% 105.00 - 105.00 Registration BMC - Hire of Training Room 01/04/2012 Full day 170.00 Non VAT 0% 180.00 - 180.00 Registration Genealogy Searches (via GRO) 01/04/2012 Daily Rate 15.00 Non VAT 0% 15.00 - 15.00 Registration Genealogy Searches (via GRO) Scotland's People 01/04/2012 15.00 Non VAT 0% 15.00 - 15.00 Registration Archive Fees - General Search (Assisted) 01/04/2012 30.00 Non VAT 0% 30.00 - 30.00 Registration Archive Fees - Tenancy Enquiry for Council House 01/04/2012 30.00 Non VAT 0% 30.00 - 30.00 Registration Photocopy of Archive Material 01/04/2012 per A4 & A3 sheet 0.70 Non VAT 0% 0.70 - 0.70 Registration Internet & Computer Prints 01/04/2012 0.10 Non VAT 0% 0.10 - 0.10 Registration Digital copies on photo paper 01/04/2012 per image up to A4 5.30 Non VAT 0% 5.30 - 5.00 Registration Digital copies on CD Rom 01/04/2012 for a maximum of 5 images 10.60 Non VAT 4% 11.00 - 11.00 Registration Digital copies on CD Rom 01/04/2012 per image thereafter 3.00 Non VAT 0% 3.00 - 3.00 Registration Digital per image sent by email 01/04/2012 5.30 Non VAT -6% 5.00 - 5.00 Registration Reproduction fee for book,magazine video of 01/04/2012 45.00 Non VAT 0% 45.00 - 45.00 Registration Self service photography users own camera 01/04/2012 per day 5.30 Non VAT 0% 5.00 - 5.00 Registration Reproduction of BMC artwork (price dependent on 01/04/2012 0.00 Non VAT 0% - Registration Heritage Charges Family/Local History Enquiry 01/04/2012 per hour 30.00 Non VAT 0% 30.00 - 30.00 Registration Heritage Charges Business Family/Local History 01/04/2012 per hour 60.00 Non VAT 0% 60.00 - 60.00 Registration Heritage Charges A4 Photocopy 01/04/2012 per copy 0.10 Non VAT 0% 0.10 - 0.10 Registration Heritage Charges A3 Photocopy 01/04/2012 per copy 0.15 Non VAT 0% 0.15 - 0.15 Registration Heritage Charges A4 Reader/Printer Copy 01/04/2012 per copy 0.30 Non VAT 0% 0.30 - 0.30 Registration Heritage Charges A3 Reader/Printer Copy 01/04/2012 per copy 0.60 Non VAT 0% 0.60 - 0.60 Registration Heritage Charges PC Printout (B&W) 01/04/2012 per copy 0.10 Non VAT 0% 0.10 - 0.10 Registration Heritage Charges PC Printout (Colour) 01/04/2012 per copy 0.30 Non VAT 0% 0.30 - 0.30 Dean Castle Country Park De Walden Room 01/04/2012 Full day 175.10 Non VAT 0% 175.10 - 175.10 Dean Castle Country Park De Walden Room 01/04/2012 Half day 113.30 Non VAT 0% 113.30 - 113.30 Dean Castle Country Park Glencairn Room 01/04/2012 Full day 175.10 Non VAT 0% 175.10 - 175.10 Dean Castle Country Park Glencairn Room 01/04/2012 Half day 113.30 Non VAT 0% 113.30 - 113.30 Dean Castle Country Park Scott Ellis Room 01/04/2012 Full day 118.50 Non VAT 0% 118.50 - 118.50 Dean Castle Country Park Scott Ellis Room 01/04/2012 Half day 77.25 Non VAT 0% 77.25 - 77.25 Dean Castle Country Park Boyd Room 01/04/2012 Full day 97.85 Non VAT 0% 97.85 - 97.85 Dean Castle Country Park Boyd Room 01/04/2012 Half day 66.95 Non VAT 0% 66.95 - 66.95 Dean Castle Country Park Auditorium 01/04/2012 Full day 164.80 Non VAT 0% 164.80 - 164.80 Dean Castle Country Park Auditorium 01/04/2012 Half day 108.15 Non VAT 0% 108.15 - 108.15 Dean Castle Country Park Evening Rates 01/04/2012 +£25 per hour 103.00 Non VAT 0% 103.00 - 103.00 Dean Castle Country Park Weddings 01/04/2012 370.00 Non VAT 0% 370.00 - 370.00 Dean Castle Country Park Non East Ayrshire School parties 01/04/2012 per pupil 2.05 Non VAT 0% 2.05 - 2.05 Dean Castle Country Park East Ayrshire group visits outwith hours - adult 01/04/2012 per adult 3.20 Non VAT 0% 3.20 - 3.20 Dean Castle Country Park East Ayrshire group visits outwith hours - child 01/04/2012 per child 2.05 Non VAT 0% 2.05 - 2.05 Dean Castle Country Park Non East Ayrshire group visits outwith hours - adult 01/04/2012 per adult 4.10 Non VAT - 4.10 0% 4.10 Dean Castle Country Park Non East Ayrshire group visits outwith hours - child 01/04/2012 per child 3.20 Non VAT - 3.20 0% 3.20 Dean Castle Country Park Minimum outwith hours charge 01/04/2012 68.00 Non VAT 0% 68.00 - 68.00 Dean Castle Country Park Squirrel Club 01/04/2012 Annual Fee 20.60 Non VAT 0% 20.60 - 20.60 Dean Castle Country Park Junior Ranger Club 01/04/2012 Annual Fee 24.75 Non VAT 0% 24.75 - 24.75 Dean Castle Country Park Special Events - Grotto 01/04/2012 per child 5.13 VAT 0% 4.28 0.85 5.13 Dean Castle Country Park Special Events - Mrs Claus 01/04/2012 per child 3.42 VAT 0% 2.85 0.57 3.42 Dean Castle Country Park Special Events - Grotto Photo 01/04/2012 each 25 2.12 VAT 0% 1.77 0.35 2.12 Dean Castle Country Park Special Events - RAW Challenge Affiliated 01/04/2012 15.45 Non VAT 0% 15.45 - 15.45 Dean Castle Country Park Special Events - RAW Challenge Non-Affiliated 01/04/2012 17.50 Non VAT 0% 17.50 - 17.50 E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Dean Castle Country Park Special Events - Cairn Table Affiliated 01/04/2012 5.00 Non VAT 0% 5.00 - 5.00 Dean Castle Country Park Special Events - Cairn Table Non-Affiliated 01/04/2012 7.00 Non VAT 0% 7.00 - 7.00 Dean Castle Country Park Special Events - Ghost Walk (Adult) 01/04/2012 per adult 3.00 Non VAT 0% 3.00 - 3.00 Dean Castle Country Park Special Events - Ghost Walk (Family) 01/04/2012 per person 1.00 Non VAT 0% 1.00 - 1.00 Dean Castle Country Park Children's Parties NEW per child New Non VAT N/A 3.50 - 3.50 Dean Castle Country Park School Holiday Activities NEW per child New Non VAT N/A 2.00 - 2.00 Dean Castle Country Park Special Events - General Family Events NEW per child New Non VAT N/A 1.00 - 1.00 Dean Castle Country Park Special Events - General Family Events NEW per adult New Non VAT N/A 1.00 - 1.00 Dean Castle Country Park Special Events - Evening Events NEW per child New Non VAT N/A 1.00 - 1.00 Dean Castle Country Park Special Events - Evening Events NEW per adult New Non VAT N/A 2.00 - 2.00 Dean Castle Country Park Hardwood Logs NEW 5kg bag New VAT N/A 5.00 1.00 6.00 Dean Castle Country Park Softwood Logs NEW 5kg bag New VAT N/A 4.00 0.80 4.80 Community Recreation Full Hall - Standard 01/04/2012 Adult 22.00 VAT 0% 18.33 3.67 22.00 Community Recreation Full Hall - Standard 01/04/2012 Juvenile 13.60 VAT 0% 11.34 2.26 13.60 Community Recreation Full Hall - 8 Court New Adult 75.85 VAT 0% 63.21 12.64 75.85 Community Recreation Full Hall - 8 Court New Juvenile 54.20 VAT 0% 45.17 9.03 54.20 Community Recreation Full Hall - 4 Court New Adult 37.90 VAT 0% 31.58 6.32 37.90 Community Recreation Full Hall - 4 Court New Juvenile 27.10 VAT 0% 22.58 4.52 27.10 Community Recreation 1/2 Hall - 4 Court New Adult 37.90 VAT 0% 31.58 6.32 37.90 Community Recreation 1/2 Hall - 4 Court New Juvenile 27.10 VAT 0% 22.58 4.52 27.10 Community Recreation 1/2 Hall - 2 Court New Adult 18.90 VAT 0% 15.75 3.15 18.90 Community Recreation 1/2 Hall - 2 Court New Juvenile 13.60 VAT 0% 11.33 2.27 13.60 Community Recreation Dance studio (small) New Adult 19.00 VAT 0% 15.83 3.17 19.00 Community Recreation Dance studio (small) New Juvenile 13.99 VAT 0% 11.66 2.33 13.99 Community Recreation Dance Studio (large) New Adult 25.99 VAT 0% 21.66 4.33 25.99 Community Recreation Dance Studio (large) New Juvenile 21.00 VAT 0% 17.50 3.50 21.00 Community Recreation Gymnasium New Adult 16.30 VAT 0% 13.58 2.72 16.30 Community Recreation Gymnasium New Juvenile 10.80 VAT 0% 9.00 1.80 10.80 Community Recreation Badminton Court 01/04/2012 Adult 5.50 VAT 0% 4.58 0.92 5.50 Community Recreation Badminton Court 01/04/2012 Concession 4.39 VAT 0% 3.66 0.73 4.39 Community Recreation Table Tennis 01/04/2012 Adult 3.00 VAT 0% 2.50 0.50 3.00 Community Recreation Table Tennis 01/04/2012 Concession 2.00 VAT 0% 1.67 0.33 2.00 Community Recreation Conditioning Room 01/04/2012 Adult 3.25 VAT 0% 2.71 0.54 3.25 Community Recreation Conditioning Suite New Juvenile 1.50 VAT 0% 1.25 0.25 1.50 Community Recreation Conditioning Suite New Juvenile/Adult 4.00 VAT 0% 3.33 0.67 4.00 Community Recreation Squash 01/04/2012 Adult 5.50 VAT 0% 4.58 0.92 5.50 Community Recreation Squash 01/04/2012 Concession 4.40 VAT 0% 3.67 0.73 4.40 Community Recreation Children's Sessions 01/04/2012 1/2 hour 0.80 Non VAT 0% 0.80 - 0.80 Community Recreation Children's Sessions 01/04/2012 1 hour 1.60 Non VAT 0% 1.60 - 1.60 Community Recreation Children's Sessions 01/04/2012 1.5 hours 2.00 Non VAT 0% 2.00 - 2.00 Community Recreation Children's Sessions 01/04/2012 2 hours 2.30 Non VAT 0% 2.30 - 2.30 Community Recreation Children's Sessions New 3 hours 3.30 Non VAT 0% 3.30 - 3.45 Community Recreation Children's Weekly Ticket New 10 Hours 10.00 Non VAT 0% 10.00 - 10.50 Community Recreation Season Ticket New 60 Hours 48.00 Non VAT 0% 48.00 - 50.00 Community Recreation Kids Play Party 01/04/2012 1.5 hours max (minimum Charge £60) 2.40 VAT 0% 2.00 0.40 2.40 Community Recreation Kids Play Party + Softplay 01/04/2012 1.5 hours max (minimum Charge £75) 3.00 VAT 0% 2.50 0.50 3.00 Community Recreation Funtastic Theme Parties (31 - 40 children) 01/04/2012 Per child 4.10 VAT 0% 3.41 0.68 4.10 Community Recreation Funtastic Theme Parties (21 - 30 children) 01/04/2012 Per child 4.45 VAT 0% 3.71 0.74 4.45 Community Recreation Funtastic Theme Parties (10 - 20 children) 01/04/2012 Per child 4.75 VAT 0% 3.96 0.79 4.75 Community Recreation Disco Bounce Party 01/04/2012 Each 145.00 VAT 0% 120.84 24.17 145.00 Community Recreation Adventure World Party 01/04/2012 Each 99.95 VAT 0% 83.29 16.66 99.95 Community Recreation Discomania Childrens Parties 01/04/2012 Each 160.00 VAT 0% 133.34 26.67 160.00 Community Recreation Airzone Party 01/04/2012 Each 180.00 VAT 0% 150.00 30.00 180.00 Community Recreation Face Paints New 32.50 VAT 0% 27.09 5.42 32.50 Community Recreation Balloon Modeller New 32.50 VAT 0% 27.09 5.42 32.50 Community Recreation Additional Castle New 32.50 VAT 0% 27.09 5.42 32.50 Community Recreation Pedal Power 01/04/2012 Per class 3.40 Non VAT 0% 3.40 - 3.40 Community Recreation Disabled Circuit New 3.40 Non VAT 0% 3.40 - 3.40 Community Recreation Body Core (1/2 hour class) New 4.00 Non VAT 0% 4.00 - 4.00 Community Recreation Body Core (20 minute session) New 2.00 Non VAT 0% 2.00 - 2.00 Community Recreation Gym Induction Adult 01/04/2012 Per class 9.00 Non VAT 0% 9.00 - 9.00 Community Recreation Gym Induction Juvenile New 9.00 Non VAT 0% 9.00 - 9.00 Community Recreation Fitness Saver (10 sessions) 01/04/2012 Per class 27.50 Non VAT 0% 27.50 - 27.50 Community Recreation Gym Induction Adult/Juvenile 01/04/2012 26 15.00 Non VAT 0% 15.00 - 15.00 Community Recreation 1 Month Gym Membership Card New 25.00 VAT 0% 20.83 4.17 25.00 Community Recreation 3 Month Gym Membership Card 01/04/2012 60.00 VAT 0% 50.00 10.00 60.00 E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Community Recreation 6 Month Gym Membership Card 01/04/2012 105.00 VAT 0% 87.50 17.50 105.00 Community Recreation 12 Month Gym Membership Card 01/04/2012 195.00 VAT 0% 162.50 32.50 195.00 Community Recreation 3 Month Juvenile Membership New 30.00 VAT 0% 25.00 5.00 30.00 Community Recreation Football Pitches Over 19's per match 01/04/2012 Per Match 28.20 VAT 0% 23.50 4.70 28.20 Community Recreation Football Over 19's training 01/04/2012 Per Session 22.20 VAT 0% 18.50 3.70 22.20 Community Recreation Football Under 19's per match 01/04/2012 Per Match 16.50 VAT 0% 13.75 2.75 16.50 Community Recreation Football Under19's training 01/04/2012 Per Session 13.60 VAT 0% 11.33 2.27 13.60 Community Recreation Soccer 7's 2 01/04/2012 Per hour 9.30 VAT 0% 7.75 1.55 9.30 Community Recreation Broomfield Floodlight Soccer 7's 1/2 Pitch) 01/04/2012 Over 18's per 1 1/2 hours training session 38.50 VAT 0% 32.08 6.42 38.50 Community Recreation Broomfield Floodlight Soccer 7's 1/2 Pitch) 01/04/2012 Under 18's per 1 1/2 hours training session 27.10 VAT 0% 22.58 4.52 27.10 Community Recreation Broomfield Floodlight Soccer 7's Full Pitch) 01/04/2012 Over 18's per 1 1/2 hours training session 54.70 VAT 0% 45.58 9.12 54.70 Community Recreation Broomfield Floodlight Soccer 7's Full Pitch) 01/04/2012 Under 18's per 1 1/2 hours training session 43.90 VAT 0% 36.58 7.32 43.90 Community Recreation Murray Park 01/04/2012 Adult 22.00 VAT 0% 18.33 3.67 22.00 Community Recreation Murray Park 01/04/2012 Junior 13.30 VAT 0% 11.08 2.22 13.30 Community Recreation Synthetic Grass Pitch - Full Pitch - 1 hour New Adult 48.40 VAT 0% 40.33 8.07 48.40 Community Recreation Synthetic Grass Pitch - Full Pitch - 1 hour New Juvenile 30.35 VAT 0% 25.29 5.06 30.35 Community Recreation Synthetic Grass Pitch - 1/2 Pitch New Adult 0.00 VAT 0% 34.63 6.93 41.55 Community Recreation Synthetic Grass Pitch - 1/2 Pitch New Juvenile 15.20 VAT 0% 12.67 2.53 15.20 Community Recreation Synthetic Grass Pitch - 1/3 Pitch New Adult 35.80 VAT 0% 29.83 5.97 35.80 Community Recreation Synthetic Grass Pitch - 1/3 Pitch New Juvenile 23.85 VAT 0% 19.87 3.97 23.84 Community Recreation Fun Fairs Lease of Land - Kilmarnock 01/04/2012 Per week 2,000.00 Non VAT 0% 2,000.00 - 2,000.00 Community Recreation Fun Fairs Lease of Land - Cumnock 01/04/2012 Per week 900.00 Non VAT 0% 900.00 - 900.00 Community Recreation Fun Fairs Lease of Land - Other Areas 01/04/2012 Per week 750.00 Non VAT 0% 750.00 - 750.00 Community Recreation Lease of Playing Fields - Large Events 01/04/2012 3 days or less 530.00 Non VAT 0% 530.00 - 530.00 Community Recreation Local Galas / Festivals 01/04/2012 Half day (max 4hrs) excluding Pavilion 86.50 VAT 0% 72.08 14.42 86.50 Community Recreation Local Galas / Festivals 01/04/2012 Half day (max 4hrs) including Pavilion 130.00 VAT 0% 108.33 21.67 130.00 Community Recreation Local Galas / Festivals 01/04/2012 Full day (max 8hrs) excluding Pavilion 108.50 VAT 0% 90.42 18.08 108.50 Community Recreation Local Galas / Festivals 01/04/2012 Full day (max 8hrs) including Pavilion 195.00 VAT 0% 162.50 32.50 195.00 Community Recreation Hall Hire - Medium Units 01/04/2012 Per hour 55.30 VAT 0% 46.08 9.22 55.30 Community Recreation Hall Hire - Small Units 01/04/2012 Per hour 45.75 VAT 0% 38.13 7.63 45.76 Community Recreation Equipment Hire - Staging 01/04/2012 per unit 32.50 VAT 0% 27.08 5.42 32.50 Community Recreation Equipment Hire - Table 01/04/2012 per unit 2.20 VAT 0% 1.83 0.37 2.20 Community Recreation Equipment Hire - Chair 01/04/2012 per unit 0.90 VAT 0% 0.75 0.15 0.90 Community Recreation Equipment Hire - Delivery 01/04/2012 per unit 40.00 VAT 0% 33.33 6.67 40.00 Community Recreation Equipment Hire - Addabox 01/04/2012 per unit 13.00 VAT 0% 10.83 2.17 13.00 Community Recreation Construction 01/04/2012 per hour 40.00 VAT 0% 33.33 6.67 40.00 Community Recreation Inflatables - 1 item, 2 members of staff 01/04/2012 Maximum 4 hrs 120.00 VAT 0% 100.00 20.00 120.00 Community Recreation Inflatables - 2 item, 3 members of staff 01/04/2012 Maximum 4 hrs 227.00 VAT 0% 189.17 37.83 227.00 Community Recreation Inflatables - 3 item, 4 members of staff 01/04/2012 Maximum 4 hrs 336.00 VAT 0% 280.00 56.00 336.00 Community Recreation Inflatables - 4 item, 5 members of staff 01/04/2012 Maximum 4 hrs 445.00 VAT 0% 370.83 74.17 445.00 Community Recreation Inflatables - Delivery & Uplift 01/04/2012 40.00 VAT 0% 33.33 6.67 40.00 Doon Valley Swimming Pool Adult Swim 01/04/2012 Each 2.60 VAT 0% 2.60 - 2.60 Doon Valley Swimming Pool Juvenile Swim 01/04/2012 Each 1.40 Non VAT 0% 1.40 - 1.40 Doon Valley Swimming Pool Big splash Family Session (2 adults, 5 children) New 3.00 Non VAT 0% 3.00 - 3.00 Doon Valley Swimming Pool Child Swimming Lesson 01/04/2012 Block of 8 21.00 Non VAT 0% 21.00 - 21.00 Doon Valley Swimming Pool Adult Swimming Lesson 01/04/2012 Block of 8 21.00 Non VAT 0% 21.00 - 21.00 Doon Valley Swimming Pool Child Swimming Lesson 01/04/2012 Block of 12 31.50 Non VAT 0% 31.50 - 31.50 Doon Valley Swimming Pool Adult Swimming Lesson 01/04/2012 Block of 12 31.50 Non VAT 0% 31.50 - 31.50 Doon Valley Swimming Pool Parent & Toddler lesson New Block of 8 21.00 Non VAT 0% 21.00 - 21.00 Doon Valley Swimming Pool Parent & Toddler lesson New Block of 12 31.50 Non VAT 0% 31.50 - 31.50 Doon Valley Swimming Pool Primary School Lessons 01/04/2012 Per Child 1.15 Non VAT 0% 1.15 - 1.15 Doon Valley Swimming Pool 30 Minute Ab blast New 2.00 VAT 0% 1.67 0.33 2.00 Doon Valley Swimming Pool Aqua Fitness 01/04/2012 Per Session 3.40 Non VAT 0% 2.83 - 2.83 Doon Valley Swimming Pool Pool Hire 01/04/2012 Per hour 25.00 VAT 0% 20.83 4.17 25.00 Doon Valley Swimming Pool Gym Session (30 mins) New 1.55 VAT 0% 1.29 0.26 1.55 Doon Valley Swimming Pool Gym and Swim 1 Month Card New 28.00 VAT 0% 23.33 4.67 28.00 Doon Valley Swimming Pool Adult Swim 1 Month Card New 23.00 VAT 0% 19.17 3.83 23.00 Doon Valley Swimming Pool 60+ Swim 1 Month card New 10.00 VAT 0% 8.33 1.67 10.00 Doon Valley Swimming Pool RLSS Lifeguard Course 01/04/2012 Per course 207.00 Non VAT 0% 207.00 - 207.00 PPP Schools St Joseph's Climbing Wall 01/04/2012 Per hour 16.30 VAT 0% 13.58 2.72 16.30 PPP Schools Sports Facility Event Hire New By negotiation 0.00 VAT #DIV/0! 0.00 - - Community Recreation Full Hall - Standard - weekend 01/04/2012 Adult 15.40 VAT 0% 12.83 2.57 15.40 Community Recreation Full Hall - Standard - weekend 01/04/2012 Juvenile27 9.50 VAT 0% 7.92 1.58 9.50 Community Recreation Full Hall - 8 Court - weekend New Adult 53.10 VAT 0% 44.25 8.85 53.10 Community Recreation Full Hall - 8 Court - weekend New Juvenile 37.95 VAT 0% 31.62 6.32 37.94 E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Community Recreation Full Hall - 4 Court - weekend New Adult 26.50 VAT 0% 22.08 4.42 26.50 Community Recreation Full Hall - 4 Court - weekend New Juvenile 19.00 VAT 0% 15.83 3.17 19.00 Community Recreation 1/2 Hall - 4 Court - weekend New Adult 26.55 VAT 0% 22.13 4.42 26.55 Community Recreation 1/2 Hall - 4 Court - weekend New Juvenile 19.00 VAT 0% 15.83 3.17 19.00 Community Recreation 1/2 Hall - 2 Court - weekend New Adult 13.20 VAT 0% 11.00 2.20 13.20 Community Recreation 1/2 Hall - 2 Court - weekend New Juvenile 9.50 VAT 0% 7.92 1.58 9.50 Community Recreation Dance studio (small) - weekend New Adult 13.30 VAT 0% 11.08 2.22 13.30 Community Recreation Dance studio (small) - weekend New Juvenile 9.80 VAT 0% 8.17 1.63 9.80 Community Recreation Dance Studio (large) - weekend New Adult 18.20 VAT 0% 15.17 3.03 18.20 Community Recreation Dance Studio (large) - weekend New Juvenile 14.70 VAT 0% 12.25 2.45 14.70 Community Recreation Gymnasium weekend New Adult 11.40 VAT 0% 9.50 1.90 11.40 Community Recreation Gymnasium - weekend New Juvenile 7.55 VAT 0% 6.29 1.26 7.55 Community Recreation Badminton Court - weekend 01/04/2012 Adult 3.85 VAT 0% 3.21 0.64 3.85 Community Recreation Badminton Court - weekend 01/04/2012 Concession 3.10 VAT 0% 2.58 0.52 3.10 Community Recreation Table Tennis - weekend 01/04/2012 Adult 2.10 VAT 0% 1.75 0.35 2.10 Community Recreation Table Tennis - weekend 01/04/2012 Concession 1.40 VAT 1% 1.17 0.23 1.40 Community Recreation Conditioning Room - weekend 01/04/2012 Adult 2.25 VAT -1% 1.87 0.37 2.24 Community Recreation Conditioning Suite - weekend New Juvenile 1.05 VAT -1% 0.87 0.17 1.04 Community Recreation Conditioning Suite - weekend New Juvenile/Adult 2.80 VAT 0% 2.33 0.47 2.80 Community Recreation Squash - weekend 01/04/2012 Adult 3.85 VAT 0% 3.21 0.64 3.85 Community Recreation Squash - weekend 01/04/2012 Concession 3.10 VAT 0% 2.58 0.52 3.10 Community Recreation Children's Sessions - weekend 01/04/2012 1/2 hour 0.55 Non VAT 0% 0.55 - 0.55 Community Recreation Children's Sessions - weekend 01/04/2012 1 hour 1.15 Non VAT 0% 1.15 - 1.15 Community Recreation Children's Sessions - weekend 01/04/2012 1.5 hours 1.40 Non VAT 0% 1.40 - 1.40 Community Recreation Children's Sessions - weekend 01/04/2012 2 hours 2.30 Non VAT 0% 2.30 - 2.30 Community Recreation Children's Sessions - weekend New 3 hours 3.30 Non VAT 0% 3.30 - 3.30 Community Recreation Murray Park - weekend 01/04/2012 Adult 14.75 VAT 0% 12.29 2.46 14.75 Community Recreation Murray Park - weekend 01/04/2012 Junior 9.30 VAT 0% 7.75 1.55 9.30 Community Recreation Synthetic Grass Pitch - Full Pitch - 1 hour - New Adult 34.15 VAT 0% 28.46 5.69 34.15 Community Recreation Synthetic Grass Pitch - Full Pitch - 1 hour - New Juvenile 21.25 VAT 0% 17.71 3.54 21.25 Community Recreation Synthetic Grass Pitch - Full Pitch - Adult Match - 2 New Adult 60.65 VAT 0% 50.54 10.11 60.65 Community Recreation Synthetic Grass Pitch - Full Pitch - Juvenile Match - New Juvenile 41.70 VAT 0% 34.75 6.95 41.70 Community Recreation Synthetic Grass Pitch - 1/2 Pitch - weekend New Adult 32.70 VAT 0% 27.25 5.45 32.70 Community Recreation Synthetic Grass Pitch - 1/2 Pitch - weekend New Juvenile 10.65 VAT 0% 8.88 1.77 10.65 Community Recreation Synthetic Grass Pitch - 1/2 Pitch - weekend New Juvenile Match 20.85 VAT 0% 17.38 3.47 20.85 Community Recreation Synthetic Grass Pitch - 1/3 Pitch - weekend New Adult 25.05 VAT 0% 20.88 4.17 25.05 Community Recreation Synthetic Grass Pitch - 1/3 Pitch - weekend New Juvenile 16.70 VAT 0% 13.92 2.78 16.70 Doon Valley Swimming Pool Adult Swim - weekend New Each 1.80 VAT 0% 1.50 0.30 1.80 Doon Valley Swimming Pool Juvenile Swim - weekend 01/04/2012 Each 1.00 VAT 0% 0.83 0.17 1.00 PPP Schools St Joseph's Climbing Wall - weekend 01/04/2012 Per hour 11.40 VAT 0% 9.50 1.90 11.40 Family Swim (2 adults & 2 children) New 0.00 VAT 0% 5.00 1.00 6.00 Commercial bookings are charged 50% more than the standard charges applied to general public / voluntary group use. Grand Hall Main 01/04/2012 Per hour or part thereof 72.00 Non VAT 0.0% 72.00 - 72.00 Grand Hall Pillar 01/04/2012 Per hour or part thereof 48.00 Non VAT 0.0% 48.00 - 48.00 Grand Hall Art 1 01/04/2012 Per hour or part thereof 48.00 Non VAT 0.0% 48.00 - 48.00 Grand Hall Art 2 01/04/2012 Per hour or part thereof 48.00 Non VAT 0.0% 48.00 - 48.00 Grand Hall Reception 01/04/2012 Per hour or part thereof 48.00 Non VAT 0.0% 48.00 - 48.00 Grand Hall Backstage 01/04/2012 Per hour or part thereof 35.33 Non VAT 0.0% 35.33 - 35.33 Grand Hall Show Charges - 7 hrs (Mon-Thurs 0900-2300) 01/04/2012 First 7 hours access or part thereof 777.00 Non VAT 0.0% 777.00 - 777.00 Grand Hall Show Charges - 7 hrs (Fri-Sat 0900-2300) 01/04/2012 First 7 hours access or part thereof 997.00 Non VAT 0.0% 997.00 - 997.00 Grand Hall Show Charges - 12 hrs (Mon-Thurs 0900-2300) 01/04/2012 First 12 hours access or part thereof 1,103.00 Non VAT 0.0% 1,103.00 - 1,103.00 Grand Hall Show Charges - 12 hrs (Fri-Sat 0900-2300) 01/04/2012 First 12 hours access or part thereof 1,436.00 Non VAT 0.0% 1,436.00 - 1,436.00 Auditorium Additional Access (Mon-Thurs 0900- Grand Hall 01/04/2012 Per hour or part thereof 82.00 Non VAT - 82.00 2300) 0.0% 82.00 Grand Hall Auditorium Additional Access (Fri-Sat 0900-2300) 01/04/2012 Per hour or part thereof 112.00 Non VAT 0.0% 112.00 - 112.00 Grand Hall Merchandise Sales New 10% of merchandise sold by hirer Palace Theatre Auditorium Rehearsal Only (Mon-Thurs 0900-2300) 01/04/2012 First 7 hours access or part thereof 259.00 Non VAT - 259.00 0.0% 259.00 Palace Theatre Auditorium Rehearsal Only (Fri-Sat 0900-2300) 01/04/2012 First 7 hours access or part thereof 299.00 Non VAT 0.0% 299.00 - 299.00 Auditorium Performance Only (Mon-Thurs 0900- Palace Theatre 01/04/2012 First 7 hours access or part thereof 411.00 Non VAT - 411.00 2300) 0.0% 411.00 Palace Theatre Auditorium Performance Only (Fri-Sat 0900-2300) 01/04/2012 First 7 hours access or part thereof 530.00 Non VAT 0.0% 530.00 - 530.00 Auditorium Additional Access (Mon-Thurs 0900- Palace Theatre 01/04/2012 Per hour or part thereof 53.00 Non VAT - 53.00 2300) 28 0.0% 53.00 Palace Theatre Auditorium Additional Access (Fri-Sat 0900-2300) 01/04/2012 Per hour or part thereof 72.00 Non VAT 0.0% 72.00 - 72.00 Palace Theatre Merchandise Sales New 10% of merchandise sold by hirer
E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Museums Non-East Ayrshire School Visits 01/04/2012 Per Pupil 2.10 Non VAT 0% 2.10 - 2.10 Museums East Ayrshire Group Visits Outwith Hours 01/04/2012 Per Adult 4.30 Non VAT 0% 4.30 - 4.30 Museums East Ayrshire Group Visits Outwith Hours 01/04/2012 Per Pupil 2.10 Non VAT 0% 2.10 - 2.10 Museums Non East Ayrshire Group Visits Outwith Hours 01/04/2012 Per Adult 6.41 Non VAT 0% 6.41 - 6.41 Museums Non East Ayrshire Group Visits Outwith Hours 01/04/2012 Per Pupil 3.31 Non VAT 0% 3.31 - 3.31 Museums Minimum Outwith Hours Charge 01/04/2012 70.06 Non VAT 0% 70.06 - 70.06 Museums Enquiries 01/04/2012 Per hour 26.52 Non VAT 0% 26.52 - 26.52 Palace Theatre Youth Theatre - Kilmarnock 01/04/2012 Per term 53.05 Non VAT 0% 53.05 - 53.05 Outdoor Amenities ANNANHILL & CAPRINGTON Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Adult Round - Peak 24.00 VAT 0% 20.00 4.00 24.00 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Adult Round - Off Peak 18.50 VAT 0% 15.42 3.08 18.50 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Concession Round - Peak 12.50 VAT 0% 10.42 2.08 12.50 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Concession Round - Off Peak 10.00 VAT 0% 8.33 1.67 10.00 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Day Ticket - Peak 43.50 VAT 0% 36.25 7.25 43.50 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Day Ticket - Off Peak 31.50 VAT 0% 26.25 5.25 31.50 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Band 1 Season Ticket - One Course 291.50 VAT 0% 242.92 48.58 291.50 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Band 2 Season Ticket - Three Courses 341.50 VAT 0% 284.58 56.92 341.50 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Band 1 Season Ticket - One Course - Concession 107.50 VAT 0% 89.58 17.92 107.50 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Band 2 Season Ticket - Three Courses - Concession 133.00 VAT 0% 110.83 22.17 133.00 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Band 1 U16 Season Ticket - One Course 79.00 VAT 0% 65.83 13.17 79.00 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Band 2 U16 Season Ticket - Three courses 107.50 VAT 0% 89.58 17.92 107.50 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Lockers 11.50 VAT 0% 9.58 1.92 11.50 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Buggy Hire 18.00 VAT 0% 15.00 3.00 18.00 Outdoor Amenities Golf Fees - 18 holes 01/04/2012 Buggy Hire Discount for Season Ticket Holders 16.00 VAT 0% 13.33 2.67 16.00 Outdoor Amenities PATNA 9 HOLE COURSE (2 x 9 HOLES) Outdoor Amenities Golf Fees - Patna 01/04/2012 Adult Round - Peak 15.50 VAT 0% 12.92 2.58 15.50 Outdoor Amenities Golf Fees - Patna 01/04/2012 Adult Round - Off Peak 13.50 VAT 0% 11.25 2.25 13.50 Outdoor Amenities Golf Fees - Patna 01/04/2012 Concession Round - Peak 8.00 VAT 0% 6.67 1.33 8.00 Outdoor Amenities Golf Fees - Patna 01/04/2012 Concession Round - Off Peak 7.50 VAT 0% 6.25 1.25 7.50 Outdoor Amenities Golf Fees - Patna 01/04/2012 Band 1 Season Ticket - Patna 133.00 VAT 0% 110.83 22.17 133.00 Outdoor Amenities Golf Fees - Patna 01/04/2012 Band 2 Season Ticket - Three Courses 341.50 VAT 0% 284.58 56.92 341.50 Outdoor Amenities Golf Fees - Patna 01/04/2012 Band 1 Season Ticket - Patna - Concession 66.50 VAT 0% 55.42 11.08 66.50 Outdoor Amenities Golf Fees - Patna 01/04/2012 Band 2 Season Ticket - Three Courses - Concession 133.00 VAT 0% 110.83 22.17 133.00 Outdoor Amenities Golf Fees - Patna 01/04/2012 Band 1 U16 Season Ticket - Patna 54.00 VAT 0% 45.00 9.00 54.00 Outdoor Amenities Golf Fees - Patna 01/04/2012 Band 2 U16 Season Ticket - Three courses 107.50 VAT 0% 89.58 17.92 107.50 Outdoor Amenities Golf Fees - Patna 01/04/2012 Lockers 11.50 VAT 0% 9.58 1.92 11.50 Outdoor Amenities CAPRINGTON 9 HOLE COURSE Outdoor Amenities Golf Fees - Caprington 9 holes 01/04/2012 Season Ticket 66.50 VAT 0% 55.42 11.08 66.50 Outdoor Amenities Golf Fees - Caprington 9 holes 01/04/2012 Adult Day Ticket 13.50 VAT 0% 11.25 2.25 13.50 Outdoor Amenities Golf Fees - Caprington 9 holes 01/04/2012 Adult Round - 2 x 9 Holes 9.00 VAT 0% 7.50 1.50 9.00 Outdoor Amenities Golf Fees - Caprington 9 holes 01/04/2012 Junior Day Ticket 9.00 VAT 0% 7.50 1.50 9.00 Outdoor Amenities Golf Fees - Caprington 9 holes 01/04/2012 Junior Round - 2 x 9 Holes 5.00 VAT 0% 4.17 0.83 5.00 Outdoor Amenities Outdoor Amenities Replacement Season Ticket 01/04/2012 All Bands (all courses) 10.00 VAT 0% 8.33 1.67 10.00 Outdoor Amenities FEES RELATE TO FULL OR TEMPORARY GREENS Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Adult - Annanhill / Caprington (Mon-Fri) 13.00 VAT 0% 10.83 2.17 13.00 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Adult - Annanhill / Caprington (Sat-Sun) 15.50 VAT 0% 12.92 2.58 15.50 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Adult - Patna (Mon-Fri) 10.50 VAT 0% 8.75 1.75 10.50 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Adult - Patna (Sat-Sun) 11.50 VAT 0% 9.58 1.92 11.50 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Concession - Annanhill / Caprington (Mon-Fri) 7.00 VAT 0% 5.83 1.17 7.00 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Concession - Annanhill / Caprington (Sat-Sun) 8.50 VAT 0% 7.08 1.42 8.50 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Concession - Patna (Mon-Fri) 5.50 VAT 0% 4.58 0.92 5.50 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Concession - Patna (Sat-Sun) 6.50 VAT 0% 5.42 1.08 6.50 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Juvenile (U16) - Annanhill / Caprington (Mon-Fri) 7.00 VAT 0% 5.83 1.17 7.00 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Juvenile (U16) - Annanhill / Caprington (Sat-Sun) 8.50 VAT 0% 7.08 1.42 8.50 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Juvenile - Patna (Mon-Fri) 5.50 VAT 0% 4.58 0.92 5.50 Outdoor Amenities Winter Green Fees (01.11.13 - 28.02.14) 01/04/2012 Juvenile - Patna (Sat-Sun) 6.50 VAT 0% 5.42 1.08 6.50 Evening Green Fees (after 5pm Mon-Sun, May- Outdoor Amenities 01/04/2012 Adult - Annanhill / Caprington (Mon-Sun) 13.50 VAT 2.25 13.50 Aug, based on availability) 0% 11.25 Evening Green Fees (after 5pm Mon-Sun, May- Outdoor Amenities 01/04/2012 Adult - Patna (Mon-Sun) 10.50 VAT 1.75 10.50 Aug, based on availability) 0% 8.75 Evening Green Fees (after 5pm Mon-Sun, May- Outdoor Amenities 01/04/2012 Concession - Annanhill / Caprington (Mon-Sun) 7.00 VAT 1.17 7.00 Aug, based on availability) 0% 5.83 Evening Green Fees (after 5pm Mon-Sun, May- Outdoor Amenities 01/04/2012 Concession - Patna (Mon-Sun)29 6.00 VAT 1.00 6.00 Aug, based on availability) 0% 5.00
E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Evening Green Fees (after 5pm Mon-Sun, May- Outdoor Amenities 01/04/2012 Juvenile U16 - Annanhill / Caprington (Mon-Sun) 7.00 VAT 1.17 7.00 Aug, based on availability) 0% 5.83 Evening Green Fees (after 5pm Mon-Sun, May- Outdoor Amenities 01/04/2012 Juvenile U16 - Patna (Mon-Sun) 6.00 VAT 1.00 6.00 Aug, based on availability) 0% 5.00 Outdoor Amenities Winter Season Ticket (October - March) 01/04/2012 All Courses Adult 157.00 VAT 0% 130.83 26.17 157.00 Outdoor Amenities Winter Season Ticket 01/04/2012 All Courses Concession 62.00 VAT 0% 51.67 10.33 62.00 Outdoor Amenities Winter Season Ticket 01/04/2012 All Courses Juvenile U16 49.50 VAT 0% 41.25 8.25 49.50 Outdoor Amenities Winter Season Ticket 01/04/2012 Patna Adult 60.50 VAT 0% 50.42 10.08 60.50 Outdoor Amenities Winter Season Ticket 01/04/2012 Patna Concession 30.50 VAT 0% 25.42 5.08 30.50 Outdoor Amenities Winter Season Ticket 01/04/2012 Patna Juvenile U16 25.00 VAT 0% 20.83 4.17 25.00 Outdoor Amenities Schools Block Booking (100 rounds, any course) Tuesday - Thursday, 10am-2pm 500.00 VAT 0% 416.67 83.33 500.00 Block of 4 rounds, any course (must be used for 1 x 4 round Outdoor Amenities Chip Card Holders 30.00 VAT 5.00 30.00 package) 0% 25.00
Outdoor Amenities DISCOUNTS - 1 DISCOUNT AT ANY TIME, CANNOT BE USED IN CONJUNCTION WITH ANY OTHER DISCOUNT/PROMOTION.
Annanhill - 10% discount on parties of 20 or more (max 28, £5 Outdoor Amenities Special Rates for Party Bookings NR deposit) Caprington - 10% discount on parties of 20 or more (max 28, £5 Outdoor Amenities Special Rates for Party Bookings NR deposit) Patna - 10% discount on parties of 10 or more (max 28, £5 NR Outdoor Amenities Special Rates for Party Bookings deposit) Season Ticket Guest Voucher (Mon-Fri only, All Courses - Adult Band 1 Season - 3 Free Rounds on home Outdoor Amenities excludes Public Holidays, Peak & Competition course times) Season Ticket Guest Voucher (Mon-Fri only, All Courses - Adult Band 2 Season - 4 Free Rounds on any Outdoor Amenities excludes Public Holidays, Peak & Competition course times) Season Ticket Guest Voucher (Mon-Fri only, All Courses - Concessions Band 1 Season - 2 Free Rounds on Outdoor Amenities excludes Public Holidays, Peak & Competition home course times) Season Ticket Guest Voucher (Mon-Fri only, All Courses - Concessions Band 2 Season - 3 Free Rounds on Outdoor Amenities excludes Public Holidays, Peak & Competition any course times) Season Ticket Guest Voucher (Mon-Fri only, All Courses - Juvenile U16 Band 1 Season - 2 Free Rounds on Outdoor Amenities excludes Public Holidays, Peak & Competition home course times) Season Ticket Guest Voucher (Mon-Fri only, All Courses - Juvenile U16 Band 2 Season - 3 Free Rounds on Outdoor Amenities excludes Public Holidays, Peak & Competition any course times) Outdoor Amenities Shout Card Holders Discount 10% on round or day tickets Outdoor Amenities Burial Charges 01/04/2011 Purchase of Lair 416.50 Non VAT 5% 436.66 - 436.66 Outdoor Amenities Burial Charges 01/04/2011 Purchase of Single Lair 139.00 Non VAT 3% 143.17 - 143.17 Outdoor Amenities Burial Charges 01/04/2011 Purchase of Cremation Casket Lair 225.50 Non VAT 29% 290.34 - 290.34 Outdoor Amenities Burial Charges 01/04/2011 Interment of Adult 416.50 Non VAT 10% 456.76 - 456.76 Outdoor Amenities Burial Charges 01/04/2011 Interment of Adult (Public Holidays/Saturday) 833.00 Non VAT 10% 913.53 - 913.53 Outdoor Amenities Burial Charges 01/04/2011 Interment of Child (16yrs and under) 0.00 Non VAT 0% 0.00 - - Outdoor Amenities Burial Charges 01/04/2011 Interment of Ashes 108.50 Non VAT 30% 141.21 - 141.21 Outdoor Amenities Burial Charges 01/04/2011 Interment of Ashes (Public Holidays/Saturday) 217.00 Non VAT 30% 282.43 - 282.43 Outdoor Amenities Burial Charges 01/04/2011 Duplicate Lair Certificates 22.50 Non VAT 3% 23.18 - 23.18 Outdoor Amenities Burial Charges 01/04/2011 Monumental Permit Full Fee (Includes Foundation) 146.50 Non VAT 11% 163.03 - 163.03 Outdoor Amenities Burial Charges 01/04/2011 Monumental Permit -Up to and Inclusive of 24" x 18" 56.50 Non VAT 3% 58.20 - 58.20 Outdoor Amenities Burial Charges 01/04/2011 Monumental Permit - Over 24" x 18" and inclusive of 30" of 24" 84.50 Non VAT 3% 87.04 - 87.04 Outdoor Amenities Burial Charges 01/04/2011 Transfer of lair papers 22.50 Non VAT 3% 23.18 - 23.18 Outdoor Amenities Burial Charges 01/04/2011 Search of records (Public) 22.50 Non VAT 3% 23.18 - 23.18 Outdoor Amenities Burial Charges 01/04/2011 Purchase of Individual Lair - Baby Sections 146.50 Non VAT 3% 150.90 - 150.90 Outdoor Amenities Burial Charges 01/04/2011 Single Lair, Baby Sections 0.00 Non VAT 0% 0.00 - - Outdoor Amenities Burial Charges 01/04/2011 Name of Baby Section Plaque 27.50 Non VAT 3% 28.33 - 28.33 Outdoor Amenities Burial Charges 01/04/2011 Memorial Ancillary Permit (Allows upgrading, relettering etc) 27.50 Non VAT 3% 28.33 - 28.33 Outdoor Amenities Burial Charges 01/04/2011 Green Burial - Purchase of Lair 284.50 Non VAT 3% 293.04 - 293.04 Outdoor Amenities Burial Charges 01/04/2011 Green Burial - Purchase of Lair (Public Holidays/Saturday) 569.00 Non VAT 3% 586.07 - 586.07 Outdoor Amenities Burial Charges 01/04/2011 Green Burial - Interment of Adult 284.50 Non VAT 3% 293.04 - 293.04 Outdoor Amenities Burial Charges 01/04/2011 Green Burial - Interment of Adult (Public Holiday/Saturday) 569.00 Non VAT 3% 586.07 - 586.07 Outdoor Amenities Burial Charges 01/04/2011 Green Burial - Interment of Child (16yrs and under) 0.00 Non VAT 0% 0.00 - - Outdoor Amenities Burial Charges 01/04/2011 Green Burial - Ashes Interment - Meadowland only 108.50 Non VAT 3% 111.76 - 111.76 Outdoor Amenities Burial Charges 01/04/2011 Green Burial - Ashes Interment - Meadowland only (Public 217.00 Non VAT 3% 223.51 - 223.51 Outdoor Amenities Burial Charges 01/04/2011 Green Burial - Memorial Tree 164.00 Non VAT 24% 202.91 - 202.91 Outdoor Amenities Burial Charges 01/04/2011 Green Burial - Memorial Tree (Public Holidays/Saturday) 328.00 Non VAT 24% 405.82 - 405.82 Outdoor Amenities Sharps Recovery New Charge VAT 32.00 6.40 38.40 Waste Management Commercial Waste Charges 01/04/2012 140L 1 uplift per week (residual) - Annual Charge30 147.08 Non VAT 13.0% 166.20 - 166.20 Waste Management Commercial Waste Charges 01/04/2012 140L 2 uplifts per week (residual) - Annual Charge 294.16 Non VAT 13.0% 332.40 - 332.40
E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Waste Management Commercial Waste Charges 01/04/2012 140L 3 uplifts per week (residual) - Annual Charge 441.24 Non VAT 13.0% 498.60 - 498.60 Waste Management Commercial Waste Charges 01/04/2012 240L 1 uplift per week (recycling) - Annual Charge 101.05 Non VAT 3% 104.08 - 104.08 Waste Management Commercial Waste Charges 01/04/2012 240L 2 uplifts per week (recycling) - Annual Charge 202.11 Non VAT 3% 208.17 - 208.17 Waste Management Commercial Waste Charges 01/04/2012 240L 3 uplifts per week (recycling) - Annual Charge 303.16 Non VAT 3% 312.25 - 312.25 Waste Management Commercial Waste Charges 01/04/2012 240L 4 uplifts per week (recycling) - Annual Charge 404.21 Non VAT 3% 416.34 - 416.34 Waste Management Commercial Waste Charges 01/04/2012 240L 5 uplifts per week (recycling) - Annual Charge 505.27 Non VAT 3% 520.42 - 520.42 Waste Management Commercial Waste Charges 01/04/2012 240L 1 uplift per week (residual) - Annual Charge 252.14 Non VAT 13.0% 284.92 - 284.92 Waste Management Commercial Waste Charges 01/04/2012 240L 2 uplifts per week (residual) - Annual Charge 504.28 Non VAT 13.0% 569.83 - 569.83 Waste Management Commercial Waste Charges 01/04/2012 240L 3 uplifts per week (residual) - Annual Charge 756.41 Non VAT 13.0% 854.75 - 854.75 Waste Management Commercial Waste Charges 01/04/2012 240L 4 uplifts per week (residual) - Annual Charge 1,008.55 Non VAT 13.0% 1,139.66 - 1,139.66 Waste Management Commercial Waste Charges 01/04/2012 240L 5 uplifts per week (residual) - Annual Charge 1,260.69 Non VAT 13.0% 1,424.58 - 1,424.58 Waste Management Commercial Waste Charges 01/04/2012 330L 1 uplift per week (recycling) - Annual Charge 138.95 Non VAT 3% 143.12 - 143.12 Waste Management Commercial Waste Charges 01/04/2012 330L 2 uplifts per week (recycling) - Annual Charge 277.90 Non VAT 3% 286.24 - 286.24 Waste Management Commercial Waste Charges 01/04/2012 330L 3 uplifts per week (recycling) - Annual Charge 416.84 Non VAT 3% 429.35 - 429.35 Waste Management Commercial Waste Charges 01/04/2012 330L 4 uplifts per week (recycling) - Annual Charge 555.79 Non VAT 3% 572.46 - 572.46 Waste Management Commercial Waste Charges 01/04/2012 330L 5 uplifts per week (recycling) - Annual Charge 694.74 Non VAT 3% 715.58 - 715.58 Waste Management Commercial Waste Charges 01/04/2012 330L 1 uplift per week (residual) - Annual Charge 346.69 Non VAT 13.0% 391.76 - 391.76 Waste Management Commercial Waste Charges 01/04/2012 330L 2 uplifts per week (residual) - Annual Charge 693.38 Non VAT 13.0% 783.52 - 783.52 Waste Management Commercial Waste Charges 01/04/2012 330L 3 uplifts per week (residual) - Annual Charge 1,040.07 Non VAT 13.0% 1,175.28 - 1,175.28 Waste Management Commercial Waste Charges 01/04/2012 330L 4 uplifts per week (residual) - Annual Charge 1,386.76 Non VAT 13.0% 1,567.04 - 1,567.04 Waste Management Commercial Waste Charges 01/04/2012 330L 5 uplifts per week (residual) - Annual Charge 1,733.45 Non VAT 13.0% 1,958.80 - 1,958.80 Waste Management Commercial Waste Charges 01/04/2012 660L 1 uplift per week (recycling) - Annual Charge 277.90 Non VAT 3% 286.24 - 286.24 Waste Management Commercial Waste Charges 01/04/2012 660L 2 uplifts per week (recycling) - Annual Charge 555.79 Non VAT 3% 572.46 - 572.46 Waste Management Commercial Waste Charges 01/04/2012 660L 3 uplifts per week (recycling) - Annual Charge 833.69 Non VAT 3% 858.70 - 858.70 Waste Management Commercial Waste Charges 01/04/2012 660L 4 uplifts per week (recycling) - Annual Charge 1,111.59 Non VAT 3% 1,144.94 - 1,144.94 Waste Management Commercial Waste Charges 01/04/2012 660L 5 uplifts per week (recycling) - Annual Charge 1,389.48 Non VAT 3% 1,431.16 - 1,431.16 Waste Management Commercial Waste Charges 01/04/2012 660L 1 uplift per week (residual) - Annual Charge 693.38 Non VAT 13.0% 783.52 - 783.52 Waste Management Commercial Waste Charges 01/04/2012 660L 2 uplifts per week (residual) - Annual Charge 1,386.76 Non VAT 13.0% 1,567.04 - 1,567.04 Waste Management Commercial Waste Charges 01/04/2012 660L 3 uplifts per week (residual) - Annual Charge 2,080.13 Non VAT 13.0% 2,350.55 - 2,350.55 Waste Management Commercial Waste Charges 01/04/2012 660L 4 uplifts per week (residual) - Annual Charge 2,773.51 Non VAT 13.0% 3,134.07 - 3,134.07 Waste Management Commercial Waste Charges 01/04/2012 660L 5 uplifts per week (residual) - Annual Charge 3,466.89 Non VAT 13.0% 3,917.59 - 3,917.59 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 1 uplift per week (recycling) - Annual Charge 463.16 Non VAT 3% 477.05 - 477.05 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 2 uplifts per week (recycling) - Annual Charge 926.32 Non VAT 3% 954.11 - 954.11 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 3 uplifts per week (recycling) - Annual Charge 1,389.48 Non VAT 3% 1,431.16 - 1,431.16 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 4 uplifts per week (recycling) - Annual Charge 1,852.64 Non VAT 3% 1,908.22 - 1,908.22 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 5 uplifts per week (recycling) - Annual Charge 2,315.80 Non VAT 3% 2,385.27 - 2,385.27 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 1 uplift per week (residual) - Annual Charge 1,155.63 Non VAT 13.0% 1,305.86 - 1,305.86 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 2 uplifts per week (residual) - Annual Charge 2,311.26 Non VAT 13.0% 2,611.72 - 2,611.72 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 3 uplifts per week (residual) - Annual Charge 3,466.89 Non VAT 13.0% 3,917.59 - 3,917.59 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 4 uplifts per week (residual) - Annual Charge 4,622.52 Non VAT 13.0% 5,223.45 - 5,223.45 Waste Management Commercial Waste Charges 01/04/2012 1100/1280L 5 uplifts per week (residual) - Annual Charge 5,778.15 Non VAT 13.0% 6,529.31 - 6,529.31 Waste Management Commercial Waste Charges 01/04/2012 Chamberlain 1 uplift per week (residual) - Annual Charge 0.00 Non VAT 0% 0.00 - - Waste Management Commercial Waste Charges 01/04/2012 Chamberlain 2 uplifts per week (residual) - Annual Charge 0.00 Non VAT 0% 0.00 - - Waste Management Commercial Waste Charges 01/04/2012 Chamberlain 3 uplifts per week (residual) - Annual Charge 0.00 Non VAT 0% 0.00 - - Waste Management Commercial Waste Charges 01/04/2012 Commercial Sacks( residual)1 uplift per week (per sack) 1.82 Non VAT 13% 2.05 - 2.05 Waste Management Commercial Waste Charges 01/04/2012 Commercial Sacks( blue paper/cardboard) 1 uplift per week(per 0.73 Non VAT 3% 0.75 - 0.75 Waste Management Commercial Waste Charges 01/04/2012 Black/Lilac sacks 0.07 Non VAT 3% 0.07 - 0.07 Waste Management Commercial Waste Charges 01/04/2012 Compost to go sacks 2.00 Non VAT 0% 2.00 - 2.00 Waste Management Commercial Waste Charges 01/04/2012 Loose Card - Regular User 101.05 Non VAT 3% 104.08 - 104.08 Waste Management Commercial Waste Charges 01/04/2012 Loose Card - High User 202.11 Non VAT 3% 208.17 - 208.17 Waste Management Commercial Waste Charges 01/04/2012 Trade waste presented at Transfer station per tonne(> half 167.02 VAT 13.0% 188.74 37.75 226.49 Waste Management Commercial Waste Charges 01/04/2012 Trade waste presented at Transfer station per tonne( < half 113.51 VAT 13.0% 128.26 25.65 153.91 Waste Management Skip Hire 01/04/2012 Per Skip (Recyclate only) 0.00 VAT 0% 87.58 17.52 105.10 Waste Management Skip Hire 01/04/2012 Per Skip (Residual) 177.00 VAT 13.0% 200.01 40.00 240.01 Waste Management Special Uplifts 01/04/2012 Bulky Household Uplift 0.00 Non VAT 0% 0.00 - - Waste Management Special Uplifts 01/04/2012 Commercial Fridge Uplift POA Non VAT 0% POA - POA Waste Management Special Uplifts 01/04/2012 Commercial Double Fridge Uplift POA Non VAT 0% POA - POA Waste Management Special Uplifts 01/04/2012 Commercial Fridge Delivered POA Non VAT 0% POA - POA Waste Management Special Uplifts 01/04/2012 Commercial Double Fridge Delivered POA Non VAT 0% POA - POA Waste Management Special Uplifts 01/04/2012 Kitchen Units & Bathroom Suites 59.36 Non VAT 13% 67.08 - 67.08 Waste Management Supply of refuse/recycling containers to new 01/04/2012 Supply of refuse/recycling containers to new developments 75.25 Non VAT 0% POA - POA Waste Management Commercial Waste Charges Commercial Permit System - Standard Charge 101.05 Non VAT 3% 104.08 - 104.08 Waste Management Commercial Waste Charges Commercial Permit System - Construction & Garden Waste31 715.35 Non VAT 3% 736.81 - 736.81 Roads and Transportation Access Crossings 01/04/2012 Charge per Crossing 779.17 VAT 3% 804.11 160.82 964.93 Roads and Transportation Access Crossings - Administration Fee 01/04/2012 Charge per Crossing 30.00 Non VAT 3% 31.00 - 31.00 E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Roads and Transportation Road Operating Permit for works and excavations 01/04/2012 Charge per permit 115.00 Non VAT 5% 121.00 - 121.00 Roads and Transportation Road Operating Permit for construction of access 01/04/2012 Charge per permit 40.00 Non VAT 5% 42.00 - 42.00 Roads and Transportation Road Occupation Permit for placing materials on 01/04/2012 Charge per permit 58.00 Non VAT 3% 60.00 - 60.00 Roads and Transportation Road Occupation Permit for cranes and other plant 01/04/2012 Charge per permit 40.00 Non VAT 50% 60.00 - 60.00 Roads and Transportation Road Occupation Permit for scaffolding 01/04/2012 Charge per Permit 58.00 Non VAT 3% 60.00 - 60.00 Roads and Transportation Skip Permits 01/04/2012 Charge per Permit 25.00 Non VAT 8% 27.00 - 27.00 Roads and Transportation Temporary Traffic Signal Permit (three way or more) 01/04/2012 Charge per permit 68.00 Non VAT 3% 70.00 - 70.00 01/04/2012 Non VAT 298.00 Roads and Transportation 5 Day Temporary Traffic order (by notice) Charge per Order (plus proposed for 2011/12 a 10% surcharge) 285.00 5% 298.00 - Roads and Transportation Emergency Temporary Traffic order (by notice) 01/04/2012 Charge per Order (plus additional charge for urgent requests) 285.00 Non VAT 5% 298.00 - 298.00 Charge per Order (plus advertising at cost plus addtional 01/04/2012 Non VAT 473.00 Roads and Transportation Temporary Traffic orders (advertised in press) charge) 455.00 4% 473.00 - Roads and Transportation Supply of Traffic Data (different levels of information) 01/04/2012 Charge per request 170.00 Non VAT 3% 175.00 - 175.00 Roads and Transportation Neighbourhood Watch Signs 01/04/2012 Charge per request 25.00 VAT 7% 26.67 5.33 32.00 Roads and Transportation Inspection Charges for Public Undertaker 01/04/2012 Charge per inspecton (statutory) 32.00 Non VAT 0% 32.00 - 32.00 Charge per fine (to be considered during the Decrim. Pkg 01/04/2012 VAT 20.00 Roads and Transportation Car Parking Enforcement charges (Excess Charge) Review) 16.67 0% 16.67 3.33 Charge per fine (to be considered during the Decrim. Pkg 01/04/2012 VAT 30.00 Roads and Transportation Car Parking Enforcement charges (Penalty Notices) Review) 25.00 0% 25.00 5.00 Roads and Transportation Car Parking Charges 01/04/2012 On Street/Off Street/Length of Stay - VAT 0% - - - Roads and Transportation Car Parking Charges 01/04/2012 On Street charge per quarter hour 0.17 VAT 0% 0.17 0.03 0.20 Planning & Economic Development Building Warrant Fees Fee scale set by Scottish Government dependent on value of 100.00-no ceiling Non VAT 0% 100.00-no ceiling - 100.00-no ceiling 01/04/2012 works Planning & Economic Development Planning Fees 01/04/2012 Fee scale set by Scottish Government 319.00-23,925.00 Non VAT 0% 319.00-23,925.00 - 319.00-23,925.00 Planning & Economic Development Letter of Comfort 01/04/2012 225.00 Non VAT 3% 231.75 - 231.75 Planning & Economic Development External Map Charges - Location Plans 01/04/2012 Up to 10 A4 Plans 30.00 Non VAT 3% 30.90 - 30.90 Planning & Economic Development Planning Advert Fees 01/04/2012 per application per advert 102.13 VAT 3% 105.19 21.04 126.23 Exemption Survey/Window Inspection and Planning & Economic Development 01/04/2012 131.49 157.79 Appraisal 127.66 VAT 3% 26.30 Planning & Economic Development Application for Section 50 Certificate 01/04/2012 125.00 VAT 3% 128.75 25.75 154.50 Planning & Economic Development Application for Section 89 Staging Certificate: Minor Fee will be calculated on a cost recovery basis for staff time. Cost Recovery Non VAT N/A Cost Recovery - Cost Recovery 01/04/2012 Staging Planning & Economic Development Application for Section 89 Staging Certificate: £150 for small events where occupant capacity of attendees is 153.19 VAT 3% 31.56 189.35 01/04/2012 157.79 Medium Staging less that 500 people Planning & Economic Development Application for Section 89 Staging Certificate: £300 where occupant capacity of attendees is greater than 500 306.38 VAT 3% 63.11 378.68 01/04/2012 315.57 Medium/Large Staging people but less than 1000 Planning & Economic Development Application for Section 89 Staging Certificate: Large £300 plus £100 per each 1000 people or part thereof where the 306.38 VAT 3% 63.11 378.68 01/04/2012 315.57 Staging occupant capacity is greater than 1000 people Planning & Economic Development Application for Section 89 Staging Certificate: Large per each 1000 people or part thereof where the occupant 102.13 VAT 3% 21.04 126.23 01/04/2012 105.19 Staging capacity is greater than 1000 people Planning & Economic Development Location Plans for Planning & Building Warrant per copy 0.82 VAT 3% 0.17 1.02 01/04/2012 0.85 Applications - additional copies Planning & Economic Development External Map Charges - Location Plans - Extra per copy 0.82 VAT 3% 0.17 1.02 01/04/2012 0.85 Copies for Neighbour Notification Planning & Economic Development Additional Plans Requested for Register Search 01/04/2012 per set (up to 5 drawings) 61.27 VAT 3% 63.11 12.62 75.73 Planning & Economic Development Building Warrant Searches 01/04/2012 61.27 VAT 3% 63.11 12.62 75.73 Planning & Economic Development Planning Application Searches 01/04/2012 61.27 VAT 3% 63.11 12.62 75.73 Planning & Economic Development Copy of Building Warrants/Completion Certificates* 61.27 VAT 3% 12.62 75.73 01/04/2012 63.11 Planning & Economic Development Copy of Planning Application Form, Decision 61.27 VAT 3% 12.62 75.73 01/04/2012 63.11 Notices and A4 plan extract* Planning & Economic Development Copy of Building Warrant or Planning Application 61.27 VAT 3% 12.62 75.73 01/04/2012 63.11 Plans* Planning & Economic Development Exemption Survey/Confirmation Development 127.66 VAT 3% 26.30 157.79 01/04/2012 131.49 Exempt Leisure Development Children's Participation Activities 1 hour 01/04/2011 per session 1.60 Non VAT 3% 1.65 1.65 Leisure Development Children's Participation Activities 1.5 hours 01/04/2011 per session 2.00 Non VAT 3% 2.05 2.05 Leisure Development Children's Participation Activities 2 hours 01/04/2011 per session 2.30 Non VAT 3% 2.35 2.35 Leisure Development Children's Participation Activities 3 hours 01/04/2011 per session 3.30 Non VAT 3% 3.40 3.40 A range of discounts will be applied to Children's activities throughout the year to reflect need, specific time limited initiatives such as Legacy outcomes, and funded programmes. These will be applied using the SHOUT Card or NEC Card. Leisure Development Diversionary Sports Activities 01/04/2011 per session Free Non VAT 3% Free Leisure Development Sports Instruction to Groups 01/04/2011 per session 10.61 Non VAT 3% 10.90 10.90 Leisure Development Adult Participation Activities 1 hour 01/04/2011 per session 1.75 Non VAT 3% 1.80 1.80 Leisure Development Adult Participation Activities 1.5 hours 01/04/2011 per session 2.60 Non VAT 3% 2.65 2.65 Leisure Development Adult Participation Activities 2 hours 01/04/2011 per session 3.00 Non VAT 3% 3.10 3.10 Leisure Development Lifestyle Classes (CHIP) 01/04/2011 per session 1.10 Non VAT 3% 1.15 1.15 Leisure Development Replacement Shout Card 01/04/2011 each 2.15 VAT 5% 1.87 0.38 2.25 Leisure Development Bouncy Castle 01/04/2011 Up to 4 hours 93.00 VAT 3% 80.00 16.00 96.00 Leisure Development Bouncy Castle 01/04/2011 4 - 8 hours32 150.00 VAT 3% 128.75 25.75 154.50 Leisure Development Pre 5 Play Pack 01/04/2011 Up to 4 hours 93.00 VAT 3% 80.00 16.00 96.00 Leisure Development Pre 5 Play Pack 01/04/2011 4 - 8 hours 150.00 VAT 3% 128.75 25.75 154.50 E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Leisure Development Badge Maker 01/04/2011 per unit 3.20 VAT 3% 2.75 0.55 3.30 Leisure Development Badge Components 01/04/2011 per unit 0.30 VAT 3% 0.29 0.06 0.35 Leisure Development Keyring components 01/04/2011 per unit 0.35 VAT 3% 0.33 0.07 0.40 Leisure Development Standard Kits 01/04/2011 per unit 3.20 VAT 3% 2.75 0.55 3.30 Leisure Development Face Paints New per unit 13.20 VAT 4% 11.42 2.28 13.70 Leisure Development Face Paints 01/04/2011 per hour 18.50 VAT 3% 15.88 3.17 19.05 Leisure Development Badge Maker 01/04/2011 per hour 24.50 Non VAT 3% 25.25 25.25 Leisure Development New Games Pack 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Circus Skills Pack 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Traditional Games Pack 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Physical Play Pack 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Balloon modelling kit New per unit 3.20 Non VAT 3% 3.30 3.30 Leisure Development Balloon Modelling Materials New per unit 8.00 Non VAT 3% 8.25 8.25 Leisure Development Balloon Modelling Workshop 01/04/2011 per hour 31.00 Non VAT 3% 31.95 31.95 Leisure Development Drama Kit New per unit 13.20 Non VAT 3% 13.60 13.60 Leisure Development Drama Workshop 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Arts & Crafts Kit New per unit 3.20 Non VAT 3% 3.30 3.30 Leisure Development Arts & Crafts Workshop 01/04/2011 per hour 24.25 Non VAT 3% 25.00 25.00 Leisure Development Wannabe popstars New per unit 6.50 Non VAT 3% 6.70 6.70 Leisure Development Wannabe Popstars Workshop 01/04/2011 per hour 31.00 Non VAT 3% 31.95 31.95 Leisure Development Healthy Lifestyle Pack 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Giant Health Challenge 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Tri Golf 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Sports Pack 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development New Age Kurling 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Strike It Healthy Board Game 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Fun Fitness New per unit 3.20 Non VAT 3% 3.30 3.30 Leisure Development Fun Fitness 01/04/2011 per hour 18.25 Non VAT 3% 18.80 18.80 Leisure Development Face Paints 01/04/2011 per unit 13.20 VAT 3% Remove - already covered at line 282 Leisure Development Mini Fun Day 01/04/2011 Up to 4 hours 220.00 VAT 3% 188.83 37.77 221.60 Leisure Development Mini Fun Day 01/04/2011 4 - 8 hours 400.00 VAT 3% 343.33 68.67 412.00 Leisure Development Mega Fun Day 01/04/2011 Up to 4 hours 400.00 VAT 3% 343.33 68.67 412.00 Leisure Development Mega Fun Day 01/04/2011 4 - 8 hours 750.00 VAT 3% 643.75 128.75 772.50 Leisure Development CHIP Community Event within EAC 01/04/2011 Up to 4 hours 26.50 Non VAT 3% 27.30 27.30 Leisure Development CHIP Community Event within EAC 01/04/2011 4 - 8 hours 53.05 Non VAT 3% 54.65 54.65 Leisure Development CHIP Community Event outwith EAC 01/04/2011 Up to 4 hours 39.75 Non VAT 3% 40.95 40.95 25p Leisure Development CHIP Community Event outwith EAC 01/04/2011 4 - 8 hours 79.60 Non VAT 3% 82.00 82.00 25p Leisure Development CHIP Commercial Event within EAC 01/04/2011 Up to 4 hours 53.05 Non VAT 3% 54.65 54.65 Leisure Development CHIP Commercial Event within EAC 01/04/2011 4 - 8 hours 106.10 Non VAT 3% 109.00 109.00 Leisure Development CHIP Commercial Event outwith EAC 01/04/2011 Up to 4 hours 79.60 Non VAT 3% 82.00 82.00 25p Leisure Development CHIP Commercial Event outwith EAC 01/04/2011 4 - 8 hours 159.15 Non VAT 3% 164.00 164.00 25p Leisure Development Training courses 01/04/2011 per hour 6.55 VAT 3% 5.62 1.13 6.75 Leisure Development Sports Tutor to Groups 01/04/2011 per hour 16.25 VAT 3% 13.95 2.80 16.75 Leisure Development Indoor Hall - Club/Group Shared Use (Mon - Sun) New per hour 25.00 VAT 0% 20.83 4.17 25.00 Leisure Development Indoor Hall - Exclusive 1/2 Hall (Mon - Sun) New per hour 25.00 VAT 0% 20.83 4.17 25.00 Leisure Development Indoor Hall - Exclusive 1/4 Hall (Mon - Sun) New per hour 11.00 VAT 0% 9.17 1.83 11.00 Leisure Development Indoor Hall - Individual Entry (Mon - Sun) New Adult 4.00 VAT 0% 3.33 0.67 4.00 Leisure Development Indoor Hall - Individual Entry (Mon - Sun) New Child 3.00 VAT 0% 2.50 0.50 3.00 Leisure Development Indoor Hall - Full - Exclusive Use - Events only (Mon New Adult - per 3 hours 90.00 VAT 0% 75.00 15.00 90.00 Leisure Development Indoor Hall - Full - Exclusive Use - Events only (Mon New Adult per 1/2 hour thereafter 20.00 VAT 0% 16.67 3.33 20.00 Leisure Development Indoor Hall - Full - Exclusive Use - Events only (Mon New Children - per 3 hours 70.00 VAT 0% 58.33 11.67 70.00 Leisure Development Indoor Hall - Full - Exclusive Use - Events only (Mon New Children per 1/2 hour thereafter 10.00 VAT 0% 8.33 1.67 10.00 Leisure Development Indoor Hall - Full - Exclusive Use - Events only (Sat - New Adult - per 3 hours 100.00 VAT 0% 83.33 16.67 100.00 Leisure Development Indoor Hall - Full - Exclusive Use - Events only (Sat - New Adult per 1/2 hour thereafter 30.00 VAT 0% 25.00 5.00 30.00 Leisure Development Indoor Hall - Full - Exclusive Use - Events only (Sat - New Children - per 3 hours 70.00 VAT 0% 58.33 11.67 70.00 Leisure Development Indoor Hall - Full - Exclusive Use - Events only (Sat - New Children per 1/2 hour thereafter 10.00 VAT 0% 8.33 1.67 10.00 Leisure Development Outdoor Track - Club/Group (Mon - Sun) New Shared Use 22.50 VAT 0% 18.75 3.75 22.50 Leisure Development Outdoor Track - Individual Entry (Mon - Sun) New Adult 3.00 VAT 0% 2.50 0.50 3.00 Leisure Development Outdoor Track - Individual Entry (Mon - Sun) New Child 2.00 VAT 0% 1.67 0.33 2.00 Leisure Development Outdoor Track - Full - Exclusive Use (Mon - Fri) New Adult - per 3 hours 100.00 VAT 0% 83.33 16.67 100.00 Leisure Development Outdoor Track - Full - Exclusive Use (Mon - Fri) New Adult - per 1/2 hour thereafter 30.00 VAT 0% 25.00 5.00 30.00 Leisure Development Outdoor Track - Full - Exclusive Use (Mon - Fri) New Children - per 3 hours 80.00 VAT 0% 66.67 13.33 80.00 Leisure Development Outdoor Track - Full - Exclusive Use (Mon - Fri) New Children - per 1/2 hour thereafter33 10.00 VAT 0% 8.33 1.67 10.00 Leisure Development Outdoor Track - Full - Exclusive Use (Sat - Sun) New Adult - per 3 hours 120.00 VAT 0% 100.00 20.00 120.00 Leisure Development Outdoor Track - Full - Exclusive Use (Sat - Sun) New Adult - per 1/2 hour thereafter 30.00 VAT 0% 25.00 5.00 30.00 E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List APPENDIX 2 2012/13 2013/14
Date of VAT / Department / Service Type of Charge Last Current Charging Structure Current Revised Charge VAT @ Non VAT Increase Charge Uplift for for 2013/14 20% Total Charge 2012/13 £ 2013/14 % £ £ £ Leisure Development Outdoor Track - Full - Exclusive Use (Sat - Sun) New Children - per 3 hours 100.00 VAT 0% 83.33 16.67 100.00 Leisure Development Outdoor Track - Full - Exclusive Use (Sat - Sun) New Children - per 1/2 hour thereafter 10.00 VAT 0% 8.33 1.67 10.00 Leisure Development Outdoor Track Evening - Club/Group New per hour - November - February 25.00 VAT 0% 20.83 4.17 25.00 Leisure Development Outdoor Track Evening - Individual Entry (Mon - Fri) New Adult 4.00 VAT 0% 3.33 0.67 4.00 Leisure Development Outdoor Track Evening - Individual Entry (Mon - Fri) New Child 3.00 VAT 0% 2.50 0.50 3.00 Leisure Development Outdoor Track Evening - Individual Entry (Sat - New Adult 4.00 VAT 0% 3.33 0.67 4.00 Leisure Development Outdoor Track Evening - Individual Entry (Sat - New Child 3.00 VAT 0% 2.50 0.50 3.00 Leisure Development Outdoor Track Evening - Full - Exclusive Use - New Adult - per 3 hours 120.00 VAT 0% 100.00 20.00 120.00 Leisure Development Outdoor Track Evening - Full - Exclusive Use - New Adult - per 1/2 hour thereafter 40.00 VAT 0% 33.33 6.67 40.00 Leisure Development Outdoor Track Evening - Full - Exclusive Use - New Children - per 3 hours 100.00 VAT 0% 83.33 16.67 100.00 Leisure Development Outdoor Track Evening - Full - Exclusive Use - New Children - per 1/2 hour thereafter 10.00 VAT 0% 8.33 1.67 10.00 Leisure Development Outdoor Track Evening - Full - Exclusive Use - New Adult - per 3 hours 150.00 VAT 0% 125.00 25.00 150.00 Leisure Development Outdoor Track Evening - Full - Exclusive Use - New Adult - per 1/2 hour thereafter 40.00 VAT 0% 33.33 6.67 40.00 Leisure Development Outdoor Track Evening - Full - Exclusive Use - New Children - per 3 hours 130.00 VAT 0% 108.33 21.67 130.00 Leisure Development Outdoor Track Evening - Full - Exclusive Use - New Children - per 1/2 hour thereafter 20.00 VAT 0% 16.67 3.33 20.00 Leisure Development School - Full Exclusive Use - Weekday New Events only 1/2 day 40.00 VAT 0% 33.33 6.67 40.00 Leisure Development School - Full Exclusive Use - Weekday New Events only Full Day 60.00 VAT 0% 50.00 10.00 60.00 Leisure Development General Purpose Room (Mon - Sun) New with Kitchen - per hour 12.50 VAT 0% 10.42 2.08 12.50 Leisure Development General Purpose Room (Mon - Sun) New without Kitchen - per hour 10.00 VAT 0% 8.33 1.67 10.00
Finance and Corporate Support LPR - Environmental Health Pest Control Charge 18/08/2010 Eradication / Infestation Charges 50.40 VAT 0% 35.00 7.00 42.00 LPR - Environmental Health Pest Control Charge 18/08/2010 Fumigation Various VAT 0% Various - Various LPR - Trading Standards Metrological 18/08/2010 Charges for examining, testing, certifying, stamping, authorising Various VAT 0% Various - Various or reporting on special weighing or measuring equipment
LPR - Trading Standards Petroleum Licence 18/08/2010 UNDER 2,500 LITRES te-Not Yet Known Non VAT n/a Statute-Not Yet Known - Statute-Not Yet Known LPR - Trading Standards Petroleum Licence 18/08/2010 2,500 TO 50,000 LITRES te-Not Yet Known Non VAT n/a Statute-Not Yet Known - Statute-Not Yet Known LPR - Trading Standards Petroleum Licence 18/08/2010 50,000 LITRES & OVER te-Not Yet Known Non VAT n/a Statute-Not Yet Known - Statute-Not Yet Known LPR - Trading Standards Petroleum Licence 18/08/2010 TRANSFER OF LICENCE te-Not Yet Known Non VAT n/a Statute-Not Yet Known - Statute-Not Yet Known LPR - Licensing Liquor Licences 01/10/2010 Charges based on category of Premises and type of licenceed During 2012/13 Non VAT n/a To Be Reviewed - To Be Reviewed During required During 2013-14 2013-14 LPR - Licensing Gambling Licences n/a Charges based on category of Premises and type of licenceute-Not Yet Known Non VAT n/a Statute-Not Yet Known - Statute-Not Yet Known required LPR - Licensing Civic Government and Miscellaneous Licensing 01/01/2011 Charges based on type of licence required, e.g. taxi operators,ed By 1 April 2012 Non VAT n/a To Be Reviewed By 1 - To Be Reviewed By 1 April street traders, fireworks dealers etc. April 2013 2013 Democratic Services Printroom - Affiliated Organisations n/a Scale of Charges based on size, type and binding of documents Various VAT 0% Various - Various printed Democratic Services Property Certificates n/a Standard & Full Certificates 50.00 Non VAT 0% 50.00 - 50.00 Corporate Infrastructure Applications to purchase land/ property not 09/02/2011 Initial application fee (non refundable) 175.00 Non VAT 3% 180.00 - 180.00 currently being marketed Corporate Infrastructure Applications to purchase land/ property not 09/02/2011 Sales fee incl prep of deed plan (payable on conclusion of 325.00 Non VAT 8% 350.00 - 350.00 currently being marketed transaction). 1% of purchase price subject to minimum as detailed. Corporate Infrastructure Property Rights - Wayleave for utility companies National agreement 150.00 Non VAT 0% 150.00 - 150.00 Corporate Infrastructure Property Rights - Servitudes Cost Recovery Cost Recovery Non VAT 0% Cost Recovery - Cost Recovery Corporate Infrastructure Property Rights - Minutes of Waiver Cost Recovery Cost Recovery Non VAT 0% Cost Recovery - Cost Recovery Corporate Infrastructure Property Rights - Requests for new ground leases Cost Recovery Cost Recovery Non VAT 0% Cost Recovery - Cost Recovery for gas governor/ electricity sub-station purposes
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E:\BUDGET\Budget Final\B0a Fees and Charges 2013‐14 for Cabinet Report ‐ Consolidated Summary v213‐14 List B1
EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 - 2017
CONSULTATION AND ENGAGEMENT
Report by Executive Director of Finance and Corporate Support
1. PURPOSE OF THE REPORT
2. The purpose of this report is to provide an overview of the recent consultation and engagement exercise undertaken in respect of the Transformation Strategy 2012–2017 and associated budget proposals.
3. BACKGROUND
4. The Council approved its Transformation Strategy 2012-2017 on 28 June 2012. The Strategy identified the Council’s approach to delivering financial sustainability and addressing an estimated budget gap of £34.1m. Underpinning the Strategy is a set of Strategic Imperatives which govern the actions necessary for the achievement of longer term financial sustainability whilst delivering priority outcomes. Built into the agreed Strategic Imperatives is a commitment to consultation and engagement.
5. The Strategy highlights the importance of ensuring that all parties affected by proposed changes are aware of why change is necessary, have access to information on services under scrutiny, are consulted on how changes can be effected and are kept advised of progress and decision making. The approach was further underpinned by the Guiding Principles relating to Consultation and Engagement Arrangements, as detailed in the Cabinet Report of 15 August 2012.
6. Following approval of the August report, a time limited officer working group was established to develop a new approach to consulting and engaging with local people about the budget savings proposals within the context of the Council’s Transformation Strategy and building upon the awareness raising work which had previously been carried out with key stakeholders.
7. The ‘Future East Ayrshire’ consultation process included a week long programme of events and a consultation survey, which provided opportunities to inform local people, employees and a range of key stakeholders about budget proposals and for them to engage in the process, express their views and share ideas about the future of East Ayrshire Council. The consultation process was initially implemented from 5 -11 November 2012 and subsequently extended until 16 November 2012.
8. The Council asked external advisers who carry out the Residents’ Survey to provide comments regarding the proposed questionnaire and to also provide advice in relation to analysing the responses. No issues were raised in respect of the format of the questions asked. The questionnaire provided the opportunity for people to explain or qualify their responses and to add 35 B1
additional comments. All comments received have been made available on the Council website. Further, it has been verified that the size of the pool of respondents is sufficient to allow the responses to be factored into the decision making process.
9. FUTURE EAST AYRSHIRE - BUDGET CONSULTATION 2012 SURVEY RESULTS
10. A report is attached at Appendix 1 which provides full details of the consultation process adopted, including development of the questionnaire, methodology and the outcomes from the survey. We received 1,558 completed questionnaires and the attached report provides the full results in relation to all questions asked.
11. Outwith the budget consultation survey, the Council received 31 items of additional correspondence in relation to the budget proposals. A petition with 161 signatures (as at 27 November 2012) was submitted by ‘Onthank Nursery Parents and Friends’ in opposition of the proposal of headship between Early Years establishments and Primary Schools. An online petition called ‘Hands off our Buses’ was received in opposition to the proposed change to school transport arrangements in line with the statutory minimum, with 378 signatures (as at 27 November 2012).
12. Following consultation, Officers have revised their proposals in relation to School Transport, Early Years and Tenancy Support Officer vacancies.
13. Concern was expressed in some areas about the impact of adopting statutory criteria for school transport provision and some modifications are proposed within the report at agenda Item B4.
14. Over 50 comments in respect of the early years management review, the majority of which were negative, with respondents expressing concerns regarding shared headships. Concerns included the belief that there could be a negative impact on educational attainment, that head teachers would not have enough experience in respect of either the nursery or primary sector and that in some cases the establishment would be too large.
15. Some respondents noted that they would agree with the proposal for smaller establishments, but not larger ones and particular concerns were raised in relation to Onthank Primary and Nursery. As outlined at Paragraph 10, in addition to comments received via the consultation, a petition was received which related specifically to Onthank Primary and Nursery.
16. The feedback in relation to the challenges which would arise from a Shared Headship at Onthank has been considered as part of the report at Agenda Item B3.
17. Recent Housing legislation which will result in more onerous duties in relation to homelessness from 2013 and employees expressed concern about the impact of reducing the number of Tenancy Support posts in advance of this. This has been accepted and alternative efficiency savings within Supplies and Services lines have been proposed as outlined in the report at agenda item B6. 36 B1
18. TRADE UNIONS’ RESPONSE
19. The Council is committed to working closely with the Trade Unions on all aspects of the Transformation Strategy and recognises the key role that Trade Unions are able to play. The Chief Executive has met with the Collective Bargaining Group on a regular basis to provide updates and discuss any issues arising in relation to the Strategy. In addition, briefings have been provided to Central, and Departmental, Joint Consultative Committee meetings.
20. The Joint Staff/Manual and Craft Trade Unions’ Response to East Ayrshire Council’s Budget Consultation Exercise 2012 has been fully considered by Officers.
21. The Trade Unions have called on the Council, at Elected Member and Officer level, to make the following six commitments:
i) No compulsory redundancies in East Ayrshire Council or any Arms Length External Organisations the Council creates. ii) That the staff (those who transfer and new starts) employed by the proposed ALEO to run Leisure, Culture and Community Services will be employed on the same terms and conditions, including pensions, as East Ayrshire Council staff. Furthermore the ALEO will recognise the relevant staff trade unions and both the Council and ALEO will facilitate the representation of each other’s staff by union representatives employed by either organisation. iii) That there will be a post on the Leisure, Culture and Community Services ALEO Board (Shadow and Actual) for a representative elected by staff directly affected and for a nominee of the East Ayrshire Council joint staff trade unions. iv) That the Council recognises that this budget will have a massive impact on its employees and that robust communication, consultation and negotiation will be required to achieve it. Therefore the Council commits to facilitate the staff trade unions fully engaging in processes around its implementation. v) That the Council commit to the introduction of the Scottish Living Wage (or better subject to national negotiations) from 1 April 2013 and that Council services should be procured on the basis that suppliers will evidence they pay their staff the Scottish Living Wage thus demonstrating the Council’s social responsibility to workers beyond its own employees. vi) Severance Arrangements - The joint trade unions have submitted a counter proposal to Cabinet which would help to alleviate some of the pain and suffering which will be borne by our members who will feel the need to leave the Council through Voluntary Severance. We believe that their loyalty to East Ayrshire Council should bear some reward in the form of an enhancement above the statutory minimum.
22. In relation to compulsory redundancies, the Council will continue to make every effort to avoid compulsory redundancies, as it has done previously.
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23. Staff transferring to the Leisure Trust will do so under TUPE regulations. Issues of Trade Union representation will be a matter for the Leisure Trust Board, but it is anticipated that this will be agreed. The composition of the Shadow Board including employee and Trade Union representation will be considered by the Council.
24. The Council is committed to ensuring that there is effective involvement and engagement with the Trade Unions in addressing issues arising from the implementation of the budget.
25. The Council is committed to implementing the Living Wage from 1 April 2013 subject to alternative funding being available and factors which will allow that to happen will shortly be in place.
26. Severance arrangements are the subject of a separate report at Agenda Item B10, and it is considered that the revised arrangements are fair, reasonable and reflect the Council’s financial position, as well as addressing effective workforce planning.
27. FINANCIAL IMPLICATIONS
28. A breakdown of the total direct expenditure incurred during the budget consultation is provided below:
Description Cost Newspaper Advertising (Cumnock Chronicle, Kilmarnock Standard and £ 4,366 Ayrshire Post) (Circulation – 6,500, 15,585 and 23,943, respectively) Radio Advertising (Westsound) (140,000 Listeners) £ 2,565 Consultation Booklet Printing (8,000 booklets printed) £ 2,256 Website Advertising (Cumnock Chronicle, Kilmarnock Standard and £ 967 Ayrshire Post) Overtime £ 636 Lowland Market Research £ 200 Lets £ 52 TOTAL £11,042
29. RECOMMENDATIONS
30. It is recommended that Elected Members:
i) note the findings of the Future East Ayrshire budget consultation as detailed within the report attached at Appendix 1; ii) note the revised proposals in respect of Early Years and School Transport; iii) note the Joint Trade Union response to the Council’s Budget Consultation;and iv) Otherwise, note the content of the report.
Alex McPhee Executive Director of Finance and Corporate Support 28 November 2012
BACKGROUND PAPERS
i) Joint Staff/Manual and Craft Trade Unions’ Response to East Ayrshire Council’s Budget Consultation Exercise 2012 38
futureeast ayrshire
Budget Consultation 2012 Survey Results
Draft: 21 November 2012
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 - 2017
FUTURE EAST AYRSHIRE: BUDGET CONSULTATION RESULTS
1. INTRODUCTION
1.1 This report details the findings to emerge from the consultation carried out between 1-16 November 2012. The surveyand meetings allowed local residents, employees and a range of stakeholders to comment on a list of budget proposals to inform the future direction of the Council.
1.2 The results of the consultation have provided a comprehensive summary of the views expressed by East Ayrshire residents, employees and a range of stakeholders.
2. BACKGROUND
2.1 Over the next four years it is estimated that savings of £34.1 million will be needed in order to balance spending on Council services in line with the forecast reduction in Government grant.
2.2 In order to ensure that services remain financially viable in the current economic climate, the Council approved its Transformation Strategy 2012-2017, in June 2012, which identified an approach to deliver financial sustainability over the period.
2.3 One of the workstreams identified related to ensuring appropriate consultation and engagement and a time limited officer working group was established to develop a new approach to consulting and engaging with local people about the budget savings proposals within the context of the Council‟s Transformation Strategy and building upon the awareness raising work which had previously been carried out with key stakeholders. The approach was underpinned by the Guiding Principles relating to Consultation and Engagement Arrangement detailed in the Cabinet Report of 15 August 2012.These stated that consultation should:
include all relevant stakeholders; be carried out at a time when proposals are still at a formative stage; include sufficient reasons for the particular proposals to allow those consulted to give consideration and response; and be fit for purpose, i.e. tailored to suit the relevant workstream and client group.
2.4 A list of budget savings proposals was prepared by officers in line with the Transformation Strategy which detailed options for making the required level of savings. This was made available on the Council‟s website, alongside the consultation survey.
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3. FUTURE EAST AYRSHIRE: CONSULTATION AND ENGAGEMENT PROCESS
3.1 The „Future East Ayrshire‟ consultation process included a week long programme of events and a consultation survey, which provided opportunities to inform local people, employees and a range of key stakeholders about budget proposals and for them to engage in the process, express their views and share ideas about the future of East Ayrshire Council. The consultation process was initially implemented from 5 -11 November 2012 and subsequently extended until 16 November 2012.
3.2 A series of consultation events was implemented between 5-11 November 2012, providing people with an opportunity to find out more about the budget proposals and discuss their ideas and concerns, as follows:
It’s Time to Talk Community Roadshows were held in Stewarton, Cumnock, Kilmarnock, Dalmellington and Galston. The roadshows included information points relating to future topic areas. The information points were staffed by senior Council Officers. In addition, there was an opportunity to attend a series of six themed workshops on each of the topics, including a presentation, and question and discussion sessions. Participants also had an opportunity to complete the budget consultation questionnaire.
Its Time to Talk Special Interest Focus Groups were held with the Older People‟s Forum, the Young People‟s Forum, the Equalities Forum, the Voluntary Sector, Chairs of Parent Councils and an inclusive workshop with adults in conjunction with VIP Partners. These events included an overview presentation about Future East Ayrshire and detailed information about savings proposals; a question and discussion session; and an opportunity for participants to complete the budget consultation questionnaire. Responding directly to a local request, a further consultation session was held with members of Cumnock Blind Club. The attendance at each of the events is recorded in the table below.
Number of people Event Date attending Stewarton Roadshow 5 November 2012 24 Older People‟s Forum 6 November 2012 18 Cumnock Roadshow 6 November 2012 50 Inclusive Session for Adults 7 November 2012 16 Voluntary Sector Event 7 November 2012 41 North West Kilmarnock Roadshow 7 November 2012 66 Young People‟s Forum 8 November 2012 23 Cumnock Blind Club 8 November 2012 17 DalmellingtonRoadshow 8 November 2012 56 Chairs of Parent Councils 8 November 2012 20 Equalities Forum Event 9 November 2012 17 Galston Roadshow 9 November 2012 41 Total attendance 389
3.3 Publicity and promotion of the Future East Ayrshire Budget Consultation Weekincluded adverts on Westsound radio; adverts and editorial in the Cumnock Chronicle and Kilmarnock Standard newspapers and websites; the distribution of posters and flyers; promotion on partners‟ websites; a promotional campaign on the Council‟s Twitter and Facebook pages; and a promotional display at libraries and local offices. 42
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4. PURPOSE OF THE CONSULTATION QUESTIONNAIRE
4.1 The primary purpose of the consultation questionnaire is to:
gain an understanding of the views of residents, employees and stakeholders on a range of Council budget proposals; and inform the budget setting process for 2013/14 and the future direction of East Ayrshire Council.
5. QUESTIONNAIRE DEVELOPMENT AND DISSEMINATION
5.1 The budget consultationquestionnaire was developed in-house with support from Lowland Market Research. Further discussion took place with Lowland Market Research to identify methods for presenting results.
5.2 The questionnaire comprised background information, a total of 33 statements for consideration by respondents and eight sections for comments, which were grouped under the following seven themes:
Future Council Future Community Future Leisure Future Wellbeing Future Education Future Economy Future Environment.
5.3 The survey was made available online in a special Future East Ayrshire web area, and paper copies were available in all libraries, local offices and partner organisations‟ premises, including East Ayrshire Council of Voluntary Organisations, East Ayrshire North Communities Federation and the Coalfield Communities Federation. The questionnaire was also issued to the 961 members of East Ayrshire Residents‟ Panel and distributed widely across an extensive range of local networks.
6. METHODOLOGY AND RESPONDENT PROFILE
Methodology
6.1 Respondents were asked to rate their agreement with each of the 33 statements included in the questionnaire using an eleven point likert scale, with 0 (zero) representing “Strongly Disagree” and 10 (ten) representing “Strongly Agree”.
Strongly 0 1 2 3 4 5 6 7 8 9 10 Strongly disagree agree Neutral Negative response Positive response response
6.2 The data generated by combining results from the questionnaire were analysed to identify patterns in the responses. From this data, it was considered appropriate to group responses into the three following categories:
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Negative responses, whichinclude any response between 0 (zero) and 4 (four). Neutral responses – The pattern of responses indicatesa consistency in the frequency of responses at 5 (five) and 6 (six). As a consequence,these responses have been grouped into a single neutral category. Positive responses, whichinclude any response between 7 (seven) and 10 (ten).
6.3 A frequency graph, providing a detailed breakdown of all responses between 0 (zero) and 10 (ten), is provided for all questions.
6.4 The eight comments sections have been thematically analysed to identify common themes related to specific budget proposals and recurring ideas for the Council to make savings. This qualitative analysis has been subject to peer review to ensure that a wide range of views and opinions are included.
Respondent Profile
6.5 The following tables summarise the geodemographic attributes of the residents and stakeholders who completed the questionnaire:
Number of Percentage of Gender respondents respondents Male 542 34.8% Female 799 51.3% Not stated 217 13.9% Total 1,558 100%
Number of Percentage of Ethnicity respondents respondents Black African 1 0.1% Black Other 1 0.1% Indian 1 0.1% Mixed Race 1 0.1% Other Asian 1 0.1% Pakistani 2 0.1% White 1,417 90.9% Not stated 134 8.6% Total 1,558 100% NB: Percentages may not total to 100% due to rounding.
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Number of Percentage of Age respondents respondents Under 17 years 55 3.5% 18-24 years 46 3.0% 25-34 years 140 9.0% 35-44 years 350 22.5% 45-54 years 282 18.1% 55-59 years 131 8.4% 60-64 years 138 8.9% 65+ years 286 18.4% Not stated 130 8.3% Total 1,558 100% NB: Percentages may not total to 100% due to rounding.
Number of Percentage of Disability/Illness/Impairment respondents respondents Learning Disability/Difficulty 37 2.4% Long Standing illness 288 18.5% Sensory Impairment 48 3.1% Physical Impairment 125 8.0% Mental Health Condition 52 3.3%
Number of Percentage of Multi Member Ward respondents respondents Annick 93 6.0% Ballochmyle 160 10.3% Cumnock and New Cumnock 107 6.9% Doon Valley 104 6.7% Irvine Valley 148 9.5% Kilmarnock and Hurlford 155 9.9% Kilmarnock North 151 9.7% Kilmarnock South 72 4.6% Kilmarnock West and Crosshouse 176 11.3% Not stated 392 25.1% Total 1,558 100%
Number of Percentage of Respondents in datazones respondents respondents 0-15% datazones 187 12.0% 15-30% datazones 303 19.4% 30-100% datazones 713 45.8% Not stated 355 22.8% Total 1,558 100%
Margins of Error
6.6 All sample surveys are subject to a degree of random error. It has become customary to provide an indication of the error margin by calculating the 95% confidence intervals for a simple random sample of the same size.
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6.7 The margins of error are calculated based on an infinite population. These values are provided in the table below:
Number of respondents Margin of error 1,300 +/- 3% 400 +/- 5% 250 +/- 7% 100 +/- 10%
6.8 The size of the sample for each question should be considered when interpreting the results. For example, 70.5% of respondents agreed that the Council should continue to work in partnership with other organisations and share services wherever savings can be made. Taking into consideration the number of respondents who answered this question (1,558), we can be 95% certain that the results, if we were to repeat this survey with an entirely different group of people, would fall somewhere between 67.5% or 73.5%, that is 3% below or 3% above the 70.5% response.
6.9 The Future East Ayrshire budget consultation questionnaire is self-selecting and available to an infinite population. As a consequence of this, the profile of respondents will not match the geodemographic profile of East Ayrshire as a whole.
6.10 In addition, the online questionnaire was not limited to only East Ayrshire residents. In this regard, we were unable to identify the area of residence of 392 (25.1%) respondents who did not provide the requested postcode information in their completed questionnaires.
7. SUMMARY OF KEY FINDINGS
7.1 The following information provides examples of the strongestlevels of agreement with the individual statements identified within each theme in the consultation questionnaire:
70.5% of respondents agreed that the Council should continue to work in partnership and share services with other organisations wherever savings can be made, compared to 11.4% of respondents who disagreed. 72.7% of respondents agreed that the Council should invest in services where early intervention can reduce longer term costs and dependency, compared to 7.9% of respondents who disagreed. 68.8% of respondents agreed that the Council should support and enable local communities to identify local priorities, develop local action plans and increase volunteering opportunities, compared to 10.0% of respondents who disagreed. 85.4% of respondents agreed that the Council should support older people to help them live independently in their own homes and actively participate in their local community, compared to 4.2% of respondents who disagreed. 74.8% of respondents agreed that the Council should work together with voluntary partners to provide information and advice about benefits and finances to those who will be affected by welfare reform, compared to 9.2% who disagreed.
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86.6% of respondents agreed that school buildings should be available for community use outside of school hours and during school holidays, compared to 6.2% who disagreed. 80.7% of respondents agreed that the Council should continue to support as many local companies as possible, compared to 6.2% of respondents who disagreed. 83.7% of respondents agreed that the Council must continue to help local people who are out of work to access local job opportunities, compared to 5.7% of respondents who disagreed. 89.8% of respondents agreed that households should be encouraged to recycle household waste to reduce the cost of sending waste to landfill, compared to 4.0% of respondents who disagreed. 78.3% of respondents agreed that the Council should continue to support and promote active travel including safe walking and cycling routes, compared to 8.0% of respondents who disagreed.
7.2 The following information provides examples of the strongest levels of disagreement with the individual statements identified within each theme in the consultation questionnaire:
26.2% of respondents disagreed that the Council should concentrate on protecting the most vulnerable in our society and support the local economy even if that means reducing or stopping other services, compared to 48.7% of respondents who agreed. 29.3% of respondents disagreed that the Council should consider transferring a service if it can be delivered safely, more cost effectively and efficiently by community, voluntary sector or private sector organisations, compared to 47.4% of respondents who agreed. 27.1% of respondents disagreed that the Council should review customer contact arrangements and consider new ways of delivering services locally through the Post Office network and the provision of mobile services, compared to 48.5% of respondents who agreed. 25.5% of respondents disagreed that the Council, through the Leisure, Culture and Community Trust, should reduce the number of community buildings and make more efficient use of existing buildings and other community space to reduce costs and improve service quality, compared to 57.1% who agreed. 29.2 % of respondents disagreed that the Council should improve school occupancy levels to ensure the effective and efficient delivery of education by reducing the number of educational buildings, compared to 50.1% of respondents who agreed. 38.3% of respondents disagreed that the Council should only provide free school transport in line with the minimum statutory requirements, compared to 48.9% of respondents who agreed. 45.8% of respondents disagreed that the Council should apply parking charges to improve town centre turnover and help fund roads maintenance, compared to 31.6% of respondents who agreed.
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8. DISSEMINATION OF RESULTS
8.1 The results of the budget consultation, including a comprehensive list of all the additional comments submitted within the consultation questionnaire, will be made available on East Ayrshire Council‟s website at:www.eac.eu/future.
8.2 In addition, the range of comments and ideas under each of the themes have been collated for consideration by the Council‟s Heads of Service to inform future service delivery and design.
9. ADDITIONAL CORRESPONDENCE
9.1 Outwith the budget consultation survey, the Council received 31 items of additional correspondence in relation to the budget proposals. A petition with 132 signatures was submitted by „Onthank Nursery Parents and Friends‟ in opposition of the proposal of headship between Early Years establishments and Primary Schools. An online petition was received in opposition to the proposed change to school transport arrangements in line with the statutory minimum, with 372 signatures (as at 20 November 2012).
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FUTURE COUNCIL
The following information provides a summary of results for the four statements included in the Future East Ayrshire consultation questionnaire in relation to „Future Council‟.
1. East Ayrshire Council should continue to work in partnership with other organisations and share services with other organisations wherever savings can be made.
Of the 1,558 respondents who completed the survey, a total of 1,496 (96.0%) indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,055 (70.5%) 270 (18.0%) 171 (11.4%)
The majority of respondents (70.5%) agreed that East Ayrshire Council should continue to work in partnership with other organisations and share services with other organisations wherever savings can be made, while 11.4% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
2. East Ayrshire Council should concentrate on protecting the most vulnerable in our society and support the local economy even if that means reducing or stopping other services.
Atotal of 1,474 (94.6%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 718 (48.7%) 370 (25.1%) 386 (26.2%)
In total, 48.7% of respondents agreed that East Ayrshire Council should concentrate on protecting the most vulnerable in our society and support the local economy even if that means 49
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3. East Ayrshire Council should consider transferring a service if it can be delivered safely, more cost effectively and efficiently by community, voluntary sector or private sector organisations.
At total of 1,496 (96.0%) of the 1,558respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 709 (47.4%) 349 (23.3%) 438 (29.3%)
In total, 47.4% of respondents agreed that East Ayrshire Council should consider transferring a service if it can be delivered safely, more cost effectively and efficiently by community, voluntary sector or private sector organisations, while 29.3% of respondents disagreed.A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
4. East Ayrshire Council should invest in services where early intervention can reduce longer term costs and dependency.
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A total of 1,499 (96.2%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,090 (72.7%) 291 (19.4%) 118 (7.9%)
The majority of respondents (72.7%) agreed that East Ayrshire Council should invest in services where early intervention can reduce longer term costs and dependency, while 7.9% disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
Future Council - Comments Received
Respondents were asked to provide additional information in respect of any statements they disagreed with and to identify any ways the Council could reduce costs. All comments have been reviewed and full details will be made available on the Council‟s website. Nearly 300 comments were received under „Future Council‟ and a summary of the topics on which we received most comments isprovided below: Transfer of Council Services to community, voluntary sector or private sector organisations; Funding for Community and Voluntary Organisations; Capacity within the Community and Voluntary Sectors; Management structures within the Council; and Shared services, in particular proposals to merge the three Ayrshire Councils;
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FUTURE COMMUNITY
The following information provides a summary of results for the five statements included in the Future East Ayrshire consultation questionnaire in relation to „Future Community‟.
414 East Ayrshire Council should support and enable local communities to identify local priorities, develop local action plans and increase volunteering opportunities.
Of the 1,558 respondents who completed the survey, at total of 1,511 (97.0%) indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,040 (68.8%) 320 (21.2%) 151 (10.0%)
The majority of respondents (68.8%) agreed that East Ayrshire Council should support and enable local communities to identify local priorities, develop local action plans and increase volunteering opportunities, while 10.0% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
2. East Ayrshire Council should identify a named officer for each community to be the first point of contact for advice and information about community-led regeneration and development.
A total of 1,508 (98.8%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses
997 (66.1%) 298 (19.8%) 213 (14.1%) The majority of respondents (66.1%) agreed that East Ayrshire Council should identify a named officer for each community to be the first point of contact for advice and information about 52
RESTRICTED community-led regeneration and development, while 14.1% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
3. East Ayrshire Council should enable and support communities to make local events and activities self-sustaining in the future.
A total of 1,504 (96.5%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,002 (66.6%) 325 (21.6%) 177 (11.8%)
The majority of respondents (66.6%) agreed that East Ayrshire Council should enable and support communities to make local events and activities self-sustaining in the future,while 11.8% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
4. East Ayrshire Council should develop service and facility hubs in Kilmarnock, Cumnock, Galston, Stewarton and Dalmellington/Patna.
A total of 1,530 (98.2%)of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who53 did not provide a response, are as follows:
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Positive Responses Neutral Responses Negative Responses 814 (53.2%) 338 (22.1%) 378 (24.7%)
The majority of respondents (53.2%) agreed that East Ayrshire Council should develop service and facility hubs in Kilmarnock, Cumnock, Galston, Stewarton and Dalmellington/Patna, while 24.7% respondents disagreed.A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
5. East Ayrshire Council should review customer contact arrangements and consider new ways of delivering services locally through the Post Office network and the provision of mobile services.
A total of 1,525 (97.9%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 740 (48.5%) 371 (24.3%) 414 (27.1%)
In total, 48.5% agreed that East Ayrshire Council should review customer contact arrangements and consider new ways of delivering services locally through the Post Office network and the provision of mobile services, while 27.1% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
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Future Community – Comments Received
Respondents were asked to provide additional information in respect of any statements they disagreed with and to identify any ways the Council could reduce costs. All comments have been reviewed and full details will be made available on the Council‟s website. Over 200 comments were received under „Future Community‟ and a summary of the topics on which we received most comments is provided below
Named officers for community-led regeneration and development; Development of service and facility hubs; and Transfer of services to Post Offices.
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FUTURE LEISURE
The following information provides a summary of results for the five statements included in the Future East Ayrshire consultation questionnaire in relation to „Future Leisure‟.
1. East Ayrshire Council should establish a Leisure, Culture and Community Trust to manage and develop its facilities and services and to make savings through the tax efficiencies available to a Trust.
Of the 1,558 respondents who completed the survey, at total of 1,502 (96.4%) indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 787 (52.4%) 366 (24.4%) 349 (23.2%)
The majorityof respondents (52.4%) agreed that East Ayrshire Council should establish a Leisure, Culture and Community Trust to manage and develop its facilities and services and to make savings through the tax efficiencies available to a Trust, while 23.2% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
2. East Ayrshire Council should include Community representation on the board of a local Leisure, Culture and Community Trust.
A total of 1,499 (96.2%) of the 1,558 respondents indicated a response to this statement. . The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses
1,016 (67.8%) 289 (19.3%) 194 (12.9%) The majority of respondents (67.8%) agreed that East Ayrshire Council should include Community representation on the board of a local Leisure, Culture and Community Trust, while 56
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12.9% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
3. The way that we deliver library services should be reviewed to include greater use of new technology relating to e-book lending, self-service points and the use of mobile libraries.
A total of 1,508 (96.8%) of the 1,558 respondents answered indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response,are as follows:
Positive Responses Neutral Responses Negative Responses 877 (58.2%) 276 (18.3%) 355 (23.5%)
The majority of respondents (58.2%) agreed that East Ayrshire Council should review the delivery of library services to include greater use of new technology relating to e-book lending, self-service points and the use of mobile libraries,while 23.5% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
4. East Ayrshire Council, through the Trust, should reduce the number of community buildings and make more efficient use of remaining buildings and other community space, to reduce costs and improve service quality.
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A total of 1,500 (96.3%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response are as follows:
Positive Responses Neutral Responses Negative Responses 857 (57.1%) 261 (17.4%) 382 (25.5%)
The majority of respondents (57.1%) agreed that East Ayrshire Council, through the Trust, should reduce the number of community buildings and make more efficient use of remaining buildings and other community space, to reduce costs and improve service quality,while 25.5% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
5. East Ayrshire Council, through the Trust, should support community and voluntary groups who wish to take on responsibility for properties which the Council can no longer afford to operate by providing specialist support and help.
A total of 1,501 (96.3%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 909 (60.6%) 303 (20.2%) 289 (19.3%)
The majority of respondents (60.6%) agreed that East Ayrshire Council, through the Trust, should support community and voluntary groups that wish to take on responsibility for properties which the Council can no longer afford to operate by proving specialist support and help,while 19.3% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
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Future Leisure – Comments Received
Respondents were asked to provide additional information in respect of any statements they disagreed with and to identify any ways the Council could reduce costs. All comments have been reviewed and full details will be made available on the Council‟s website. Over 250 comments were received under „Future Leisure‟ and a summary of the topics on which we received most comments is provided below Democratic accountability and scrutiny of the proposed Trust; Development of service centres or hubs; Reducing the number of local leisure and community facilities; and Library services.
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FUTURE WELLBEING
The following information provides a summary of results for the five statements included in the Future East Ayrshire consultation questionnaire in relation to „Future Wellbeing‟.
1. East Ayrshire Council should support older people to help them live independently in their own homes and actively participate in their local community.
Of the 1,558 respondents who completed the survey, at total of 1,520 (97.6%) indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,298 (85.4%) 158 (10.4%) 64 (4.2%)
The majority of respondents (85.4%) agreed that East Ayrshire Council should support older people to help them live independently in their own homes and actively participate in their local community, while 4.2% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
2. East Ayrshire Council should work to ensure that resources for care services are allocated in relation to need to support and empower vulnerable adults and their carers to live as healthy a life as possible.
A total of 1,517 (97.4%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,294 (85.3%) 163 (10.7%) 60 (4.0%)
The majority of respondents (85.3%) agreed that East Ayrshire Council should work to ensure that resources for care services are allocated in relation to need to support and empower vulnerable adults and their carers to live as healthy a life as possible, while 4.0% of respondents 60
RESTRICTED disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
3. East Ayrshire Council should provide support services which allow vulnerable children and young people to stay at home with their families, where it is safe to do so.
A total of 1,516 (97.3%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,133 (74.7%) 249 (16.4%) 134 (8.8%)
The majority of respondents (74.7%) agreed that East Ayrshire Council should provide support services which allow vulnerable children and young people to stay at home with their families, where it is safe to do so, while 8.8% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
4. East Ayrshire Council should promote and encourage volunteering to help run activities for our most vulnerable residents.
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A total of 1,511 (97.0%) of respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 908 (60.1%) 330 (21.8%) 273 (18.1%)
The majority of respondents (60.1%) agreed that East Ayrshire Council should promote and encourage volunteering to help run activities for our most vulnerable residents, while 18.1% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
5. East Ayrshire Council and our voluntary sector partners should work together to provide information and advice about benefits and finances to those who will be affected by welfare reform.
A total of 1,514 (97.2%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,132 (74.8%) 243 (16.1%) 139 (9.2%)
The majority of respondents (74.8%) agreed that East Ayrshire Council and our voluntary sector partners should work together to provide information and advice about benefits and finances to those who will be affected by welfare reform, while 9.2% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
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Future Wellbeing – Comments Received
Respondents were asked to provide additional information in respect of any statements they disagreed with and to identify any ways the Council could reduce costs. All comments have been reviewed and full details will be made available on the Council‟s website. Nearly 200 comments were received under „Future Wellbeing‟ and a summary of the topics on which we received most comments is provided below
Volunteers; Protection of children and young people; Provision of care and support for vulnerable residents; Supporting older people to live independently; and Welfare Reform.
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FUTURE EDUCATION
The following information provides a summary of results for the five statements included in the Future East Ayrshire consultation questionnaire in relation to „Future Education‟.
1. East Ayrshire Council should review the management of learning and teaching for children aged 3-8 years to include shared headships and the development of early childhood hubs.
Of the 1,558 respondents who completed the survey, at total of 1,488 (95.5%) indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 820 (55.1%) 342 (23.0%) 326 (21.9%)
The majority of respondents (55.1%) agreed that East Ayrshire Council should review the management of learning and teaching for children aged 3-8 years to include shared headships and the development of early childhood hubs, while 21.9% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
2. East Ayrshire Council should improve school occupancy levels to ensure the effective and efficient delivery of education by reducing the number of educational buildings.
A total of 1,482 (95.1%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 743 (50.1%) 306 (20.6%) 433 (29.2%)
The majority of respondents (50.1%) agreed that East Ayrshire Council should improve school occupancy levels to ensure the effective and efficient delivery of education by reducing the 64
RESTRICTED number of educational buildings, while 29.2% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
3. School buildings should be available for community use outside of school hours and during school holidays.
A total of 1,505 (96.6%) of 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,303 (86.6%) 108 (7.2%) 94 (6.2%)
The majority of respondents (86.6%) agreed that school buildings should be available for community use outside of school hours and during school holidays, while 6.2% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
4. East Ayrshire Council should only provide free school transport in line with the minimum statutory requirements.
A total of 1,502 (96.4%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows: 65
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Positive Responses Neutral Responses Negative Responses 734 (48.9%) 193 (12.8%) 575 (38.3%)
In total, 48.9% of respondents agreed that East Ayrshire Council should only provide free school transport in line with the minimum statutory requirements,while 38.3% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
5. Some extra-curricular activities such as music, sport and culture could be delivered by working with voluntary and community organisations.
A total of 1,487 (96.1%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 862 (58.0%) 303 (20.4%) 322 (21.7%)
The majority of allrespondents (58.0%) agreed that some extra-curricular activities such as music, sport and culture could be delivered by working with voluntary and community organisations, while 21.7% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
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Future Education – Comments Received
Respondents were asked to provide additional information in respect of any statements they disagreed with and to identify any ways the Council could reduce costs. All comments have been reviewed and full details will be made available on the Council‟s website. Over 300 comments were received under „Future Education‟ and a summary of the topics on which we received most comments is provided below School transport provision; Joint headships for nursery and primary provision; Music provision; and Improving school occupancy and reducing the number of educational buildings.
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FUTURE ECONOMY
The following information provides a summary of results for the four statements included in the Future East Ayrshire consultation questionnaire in relation to „Future Economy‟.
1. East Ayrshire Council should continue to provide economic development services and promote sustainable economic growth.
Of the 1,558 respondents who completed the survey, at total of 1,497 (96.1%) indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,141 (76.2%) 269 (18.0%) 87 (5.8%)
The majority of respondents (76.2%) agreed that East Ayrshire Council should continue to provide economic development services and promote sustainable economic growth, while 5.8% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
2. East Ayrshire Council should continue to support as many local companies as possible.
A total of 1,510(96.9%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,219 (80.7%) 198 (13.1%) 93 (6.2%)
The majority of respondents (80.7%) agreed that East Ayrshire Council should continue to support as many local companies as possible, while 6.2% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
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3. Packages of business support should be developed to specifically assist businesses in local growth sectors.
A total of 1,495 (96.0%)of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,092 (73.0%) 292 (19.5%) 111 (7.4%)
The majority of respondents (73.0%) agreed that packages of business support should be developed to specifically assist businesses in local growth sectors, while 7.4% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
4. East Ayrshire Council must continue to help local people who are out of work to access local job opportunities. 69
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A total of 1,508 (96.8%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,262 (83.7%) 160 (10.6%) 86 (5.7%)
The majority of respondents (83.7%) agreed that East Ayrshire Council must continue to help local people who are out of work to access local job opportunities, while 5.7% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
Future Economy – Comments Received
Respondents were asked to provide additional information in respect of any statements they disagreed with and to identify any ways the Council could reduce costs. All comments have been reviewed and full details will be made available on the Council‟s website. Over 150 comments were received under „Future Economy‟ and a summary of the topics on which we received most comments is provided below Role of the Council in relation to economic development; Impact of Council reductions on the wider economy; and Inward investment.
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FUTURE ENVIRONMENT
The following information provides a summary of results for the five statements included in the Future East Ayrshire consultation questionnaire in relation to „Future Environment‟.
1. East Ayrshire Council should encourage more people to live in and around town centres to help to regenerate our communities.
Of the 1,558 respondents who completed the survey, at total of 1,499 (96.2%) indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 798 (53.2%) 366 (24.4%) 335 (22.3%)
The majority of respondents (53.2%) agreed that East Ayrshire Council should encourage more people to live in and around town centres to help to regenerate our communities, while 22.3% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
2. All households should be encouraged to recycle household waste, including food and plastics, to reduce the amount and cost of sending waste to landfill.
A total of 1,513 (97.1%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses
1,359 (89.8%) 93 (6.1%) 61 (4.0%)
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The majority of respondents (89.8%) agreed that all households should be encouraged to recycle household waste, including food and plastics, to reduce the amount and cost of sending waste to landfill, while 4.0% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
3. East Ayrshire Council should apply parking charges to improve town centre turnover and help fund roads maintenance.
A total of 1,504 (96.5%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 476 (31.6%) 339 (22.5%) 689 (45.8%)
In total, 31.6%of respondents agreed that East Ayrshire Council should apply parking charges to improve town centre turnover and help fund roads maintenance, while 45.8% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
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4. Local roads services should be delivered by an all-Ayrshire authority to ensure better value for money and a more sustainable service in the future.
A total of 1,505 (96.6%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,118 (74.3%) 261 (17.3%) 126 (8.4%)
The majority of respondents (74.3%) agreed that local roads services should be delivered by an all-Ayrshire authority to ensure better value for money and a more sustainable service in the future, while 8.4% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
5. East Ayrshire Council should continue to support and promote active travel, including safe walking and cycling routes.
A total of 1,504 (96.5%) of the 1,558 respondents indicated a response to this statement. The valid percentage results, excluding respondents who did not provide a response, are as follows:
Positive Responses Neutral Responses Negative Responses 1,178 (78.3%) 205 (13.6%) 121 (8.0%)
The majority of respondents (78.3%) agreed that East Ayrshire Council should continue to support and promote active travel, including safe walking and cycling routes, while 8.0% of respondents disagreed. A detailed breakdown of the number of responses received is provided below, where 0-4 denotes a negative response; 5-6 denotes a neutral response; and 7-10 denotes a positive response.
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Future Environment – Comments Received
Respondents were asked to provide additional information in respect of any statements they disagreed with and to identify any ways the Council could reduce costs. All comments have been reviewed and full details will be made available on the Council‟s website. Over 350 comments were received under „Future Council‟ and a summary of the topics on which we received most comments is provided below Parking charges; and Town centre regeneration and town centre living.
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EAST AYRSHIRE COUNCIL
Future East Ayrshire: Budget Consultation 2012
Summary of Results
Positive Neutral Negative Response Response Response FUTURE COUNCIL 1. East Ayrshire Council should continue to work in partnership with other organisations and share services 70.5% 18.0% 11.4% with other organisations wherever savings can be made. 2. East Ayrshire Council should concentrate on protecting the most vulnerable in our society and support the local 48.7% 25.1% 26.2% economy even if that means reducing or stopping other services. 3. East Ayrshire Council should consider transferring a service if it can be delivered safely, more cost effectively 47.4% 23.3% 29.3% and efficiently by community, voluntary sector or private sector organisations. 4. East Ayrshire Council should invest in services where early intervention can reduce longer term costs and 72.7% 19.4% 7.9% dependency. FUTURE COMMUNITY 1. East Ayrshire Council should support and enable local communities to identify local priorities, develop local action 68.8% 21.2% 10.0% plans and increase volunteering opportunities. 2. East Ayrshire Council should identify a named officer for each community to be the first point of contact for advice 66.1% 19.8% 14.1% and information about community-led regeneration and development. 3. East Ayrshire Council should enable and support communities to make local events and activities self- 66.6% 21.6% 11.8% sustaining in the future. 4. East Ayrshire Council should develop service and facility hubs in Kilmarnock, Cumnock, Galston, Stewarton and 53.2% 22.1% 24.7% Dalmellington/Patna. 5. East Ayrshire Council should review customer contact arrangements and consider new ways of delivering 48.5% 24.3% 27.1% services locally through the Post Office network and the provision of mobile services. FUTURE LEISURE 1. East Ayrshire Council should establish a Leisure, Culture and Community Trust to manage and develop its facilities 52.4% 24.4% 23.2% and services and to make savings through the tax efficiencies available to a Trust. 2. East Ayrshire Council should include Community representation on the board of a local Leisure, Culture and 67.8% 19.3% 12.9% Community Trust.
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Positive Neutral Negative Response Response Response FUTURE LEISURE 3. The way that we deliver library services should be reviewed to include greater use of new technology relating 58.2% 18.3% 23.5% to e-book lending, self-service points and the use of mobile libraries. 4. East Ayrshire Council, through the Trust, should reduce the number of community buildings and make more 57.1% 17.4% 25.5% efficient use of remaining buildings and other community space, to reduce costs and improve service quality. 5. East Ayrshire Council, through the Trust, should support community and voluntary groups who wish to take on responsibility for properties which the Council can no 60.6% 20.2% 19.3% longer afford to operative by providing specialist support and help. FUTURE WELLBEING 1. East Ayrshire Council should support older people to help them live independently in their own homes and actively 85.4% 10.4% 4.2% participate in their local community. 2. East Ayrshire Council should work to ensure that resources for care services are allocated in relation to 85.3% 10.7% 4.0% need to support and empower vulnerable adults and their carers to live as healthy a life as possible. 3. East Ayrshire Council should provide support services which allow vulnerable children and young people to stay 74.7% 16.4% 8.8% at home with their families, where it is safe to do so. 4. East Ayrshire Council should promote and encourage volunteering to help run activities for our most vulnerable 60.1% 21.8% 18.1% residents. 5. East Ayrshire Council and our voluntary sector partners should work together to provide information and advice 74.8% 16.1% 9.2% about benefits and finances to those who will be affected by welfare reform. FUTURE EDUCATION 1. East Ayrshire Council should review the management of learning and teaching for children aged 3-8 years to 55.1% 23.0% 21.9% include shared headships and the development of early childhood hubs. 2. East Ayrshire Council should improve school occupancy levels to ensure the effective and efficient delivery of 50.1% 20.6% 29.2% education by reducing the number of educational buildings. 3. School buildings should be available for community use 86.6% 7.2% 6.2% outside of school hours and during school holidays. 4. East Ayrshire Council should only provide free school 48.9% 12.8% 38.3% transport in line with the minimum statutory requirements. 5. Some extra-curricular activities such as music, sport and culture could be delivered by working with voluntary and 58.0% 20.4% 21.7% community organisations.
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FUTURE ECONOMY 1. East Ayrshire Council should continue to provide economic development services and promote sustainable 76.2% 18.0% 5.8% economic growth. 2. East Ayrshire Council should continue to support as many 80.7% 13.1% 6.2% local companies as possible. 3. Packages of business support should be developed to 73.0% 19.5% 7.4% specifically assist businesses in local growth sectors. 4. East Ayrshire Council must continue to help local people 83.7% 10.6% 5.7% who are out of work to access local job opportunities. FUTURE ENVIRONMENT 1. East Ayrshire Council should encourage more people to live in and around town centres to help to regenerate our 53.2% 24.4% 22.3% communities. 2. All households should be encouraged to recycle household waste including food and plastics to reduce the amount and 89.8% 6.1% 4.0% cost of sending waste to landfill. 3. East Ayrshire Council should apply parking charges to improve town centre turnover and help fund roads 31.6% 22.5% 45.8% maintenance. 4. Local roads services should be delivered by an all-Ayrshire authority to ensure better value for money and a more 74.3% 17.3% 8.4% sustainable service in the future. 5. East Ayrshire Council should continue to support and promote active travel including safe walking and cycling 78.3% 13.6% 8.0% routes. Note: Percentages may not total to 100% due to rounding. November 2012
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 – 2017
ESTABLISHMENT OF A LEISURE TRUST
Report by Depute Chief Executive/ Executive Director of Neighbourhood Services
1. PURPOSE OF REPORT
1.1 To seek approval for the establishment and introduction of an Arms Length External Organisation (ALEO) or Leisure Trust to manage a range of Leisure, Culture and Community Services.
2. BACKGROUND
2.1 At its meeting on 19th May 2010 Cabinet approved a report entitled Efficiency Strategy 2011/12 – 2013/14 (SRB2) which included reference to examining alternative delivery models (Trusts, LLPS etc). Consideration of Alternative Delivery Models for Council Services also forms part of the Council’s Transformation Strategy 2012-2017 which was approved by Council on 28th June 2012, which includes a Strategic Imperative relating to Alternative Delivery Models which states that ‘where services can be delivered safely, more cost effectively and efficiently, by third sector parties, or arms length and external organisations, there should be a presumption in favour of externalisation, with full consideration being given to understanding and managing the risks inherent in such an approach’.
2.2 At its meeting on 24th October 2012 Cabinet recommended to Council the establishment, in principle of an Arms Length External Organisation to manage a range of Leisure, Culture and Community Services. Council approved this recommendation on 1st November 2012.
2.3 The proposal to establish a Leisure Trust was the subject of public consultation as part of the Future East Ayrshire budget consultation programme which ran from 5th November 2012 to 16th November 2012.
2.4 The Business Case which formed the basis of the report to Cabinet on 24th October 2012 has been updated and has been available onthe members’ portal from 23rd November 2012.
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3. RESOURCE TRANSFER
3.1 Further to the Council’s decision on 1 November, the resources that would transfer to the Leisure Trust can be summarised as follows:
Division 2013/14 Budget Employee £m Budget FTE Libraries, Registration & Information 1.844 67.0 Cultural & Countryside Services 1.612 53.2 Leisure & Community Facilities 3.086 127.9 Administration 0.235 2.0 Total 6.777 250.1
There remains some work to be done on minor elements of cost which will transfer once clarification has been received including for example Directors Liability Insurance and VAT advice but these are not significant.
3.2 Council budget saving proposals indicate that savings of £2.1m will be required over three years, and Council grant support will reduce accordingly.
2013/14 £1,047,000; 2014/15 £523,500; 2015/16 £523,500
Savings in 2013/14 will primarily be met from reductions in Non Domestic Rates payments. Savings in 2014/15 and 2015/16 will be primarily generated from the review of community facilities/assets. The review of community assets/facilities forms part of the Transformation Plan and was included in the proposals covered during the public consultation programme. The review of community asset/facilities forms part of the Transformation Plan and was included in the proposals covered during the public consultation programme. The review will be carried out jointly by the Council and the Leisure Trust and will be carried out on a community by community basis with recommendations submitted to Council for consideration. A Community Asset/Facility Review programme will be submitted for Cabinet approval in the new year.
4. SERVICE LEVEL AGREEMENTS
4.1 If the proposal to establish a Leisure Trust based on the range of facilities and resources previously agreed is approved it will be necessary to develop a detailed Service Level Agreement that will define the Council’s service scope and quality requirements and set out service outcomes and monitoring arrangements and agreed charges.
4.2 As the Council will continue to provide Corporate Support Services for the Leisure Trust it will also be necessary to develop and implement a Service Level Agreement to cover these services. Preliminary work has taken place to develop this agreement and it will be completed early in the New Year.
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5. IMPLEMENTATION PLAN
5.1 Should the introduction of a Leisure Trust be approved, there are a series of key tasks that will need to be successfully completed if the new organisation is to be ready to take responsibility for service delivery from 1st July 2013 or earlier if possible. The full implementation programme is included in Appendix 1 of Schedule 1 to this report, the key elements can be summarised as follows:
Governance
Appoint Shadow Board January 2013 Application for Charitable Status January 2013 Secure Charitable Status February 2013 Recruit and Appoint Full Board April 2013
Employees
Identify complete list of transferring staff December 2012 Apply for Strathclyde Pension Fund admitted body status January 2013 Register with Disclosure Scotland January 2013
Trust Development
Develop Service Level Agreement Jan/Feb 2013 Begin due diligence checks re: titles/contracts/licences December 2012 Create new operational policies/procedures May 2013
5.2 Alongside these key tasks, communications and consultations with staff groups and Trade Unions will take place throughout the implementation period. Where appropriate, Organisational Development staff will support the transition from Council to Trust services and will assist with ensuring that staff input into the establishment of the new organisation.
5.3 Achieving the July 1st start date will require concentrated effort from Leisure Services staff with full support from colleagues across the Council. A seamless transfer will be required and services to customers and communities will be maintained during and after the transfer.
6. DRAFT BUSINESS PLAN
6.1 A draft Business Plan for the Leisure Trust is attached as Schedule 1 to this report. The plan describes the resources that would transfer to the Leisure Trust and sets out the initial priorities and objectives of the organisation.
Additional detail is required to complete the full business plan for consideration and approval by the Trust Board and Cabinet in due course.
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7. LEISURE TRUST BOARD COMPOSITION
7.1 Discussions with the Office of the Scottish Charity Regulator (OSCR) are ongoing and proposals for the composition of the Trust Board will be submitted to Council when this matter has been concluded.
7.2 Trade Unions have requested that the Leisure Trust Board includes both Trade Union and staff representatives, this request will be considered when the overall arrangements for Board membership are being developed for Council approval.
8. FINANCIAL IMPLICATIONS
8.1 There are no additional financial implications arising from this report. The creation of a Leisure Trust with the appropriate scope of services will assist in meeting the Council’s budget reduction requirements in future years.
9. LEGAL IMPLICATIONS
9.1 There are no additional legal implications arising from this report.
10. CONCLUSIONS
10.1 Establishing a Leisure Trust to deliver the services previously agreed will generate significant savings and ensure that more services are sustainable in the current financial climate.
10.2 The formation of a Scottish Charitable Incorporated Organisation with appropriate Board level representation from Council nominees will assist in the delivery of cost effective services which support the delivery of the outcomes of the Community Plan. Development of an effective Service Level Agreement will ensure that the partnership between the Council and the Leisure Trust operates effectively towards the delivery of shared goals.
11. RECOMMENDATIONS
11.1 It is recommended that Cabinet:
i) approves the establishment of a Scottish Charitable Incorporated Organisation to manage the range of services previously agreed in principle, by Council on 1st November 2012 and as set out in the Draft Business Plan attached to this report;
ii) remits to the Depute Chief Executive/Executive Director Neighbourhood Services to submit to Cabinet a Final Business Plan and Service Level Agreement for approval in due course; and
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iii) note that a further report regarding the composition of the Leisure Trust Board will be submitted to Council in due course; and
iv) Otherwise notes the content of this report
Elizabeth Morton Depute Chief Executive/Executive Director Neighbourhood Services 29 November 2012
LIST OF BACKGROUND PAPERS
Draft Business Case
Any person wishing further information on this report should contact Elizabeth Morton, Depute Chief Executive/Executive Director of Neighbourhood Services
Implementation Officer: John Griffiths, Head of Leisure Services
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DRAFT BUSINESS PLAN
A LEISURE TRUST FOR LEISURE, CULTURE AND COMMUNITY SERVICES IN EAST AYRSHIRE
84 EAST AYRSHIRE – LEISURE TRUST - DRAFT BUSINESS PLAN
Contents
1. INTRODUCTION
2. THE LEISURE TRUST
3. SCOPE OF SERVICES
4. POLICY CONTECT
5. INITIAL PRIORITIES AND OBJECTIVES
6. RESOURCES TRANSFERRING FROM THE COUNCIL
7. SERVICE LEVEL AGREEMENT
8. PERFORMANCE MONITORING
APPENDICES
Appendix 1 Implementation Plan
Appendix 2 Facilities, Pavilions & Sports Pitches List
Appendix 3 Initial Action Plan
Appendix 4 Performance Monitoring
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1. INTRODUCTION
1.1 This document contains the initial draft Business Plan for the proposed Leisure Trust to be established to manage Leisure, Culture and Community Services on behalf of East Ayrshire Council. The main purpose of this draft plan is to describe the range of services to be delivered by the Leisure Trust and to confirm the resources that will transfer from the Council to the Trust.
1.2 Some elements of the draft Business Plan remain as work in progress as there are still some aspects of the plan that require more detailed consideration.
1.3 The draft Business Plan builds on the decision of Cabinet, taken on October, and approved by Council on November to establish, in principle, an Arms Length External Organisation (a Leisure Trust) to deliver Leisure, Culture and Community Services.
1.4 A detailed Implementation Plan is included as Appendix 1 to this draft Business Plan and outlines the key tasks and target dates within the process that will be followed to establish the Leisure Trust by July 2013.
2. THE LEISURE TRUST
2.1 The Leisure Trust will be a Scottish Charitable Incorporated Organisation (SCIO) and will meet the requirements of the Office of the Scottish Charity Regulator (OSCR) to ensure that it achieves and retains charitable status. The Council will make the necessary decision to establish a Board of Trustees to manage the Trust. Details of the Boards governance arrangements will be included in final Business Plan in due course.
2.2 The purposes of the new organisation will be agreed by Board of Trustees in due course, however the purposes should include:
i) To advance public participation in sport and active leisure activities
ii) To advance the arts, heritage and culture
iii) To provide facilities and activities for the whole community with the aim of improving quality of life
iv) To advance education
v) To advance citizenship and community development (including promotion of civic responsibility, volunteering and the efficiency and effectiveness of charities)
vi) To promote, establish, operate and/or support other similar schemes and projects which further charitable purposes.
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vii) To relieve those in need by reason of age, ill health, disability, financial hardship or other disadvantage.
3. SCOPE OF SERVICES
3.1 The Leisure Trust will be responsible for a wide range of facilities and activities currently delivered by East Ayrshire Council covering the following service areas:
i) Community Recreation
Management of sports and community facilities, including joint use facilities on school sites. Buildings include Ayrshire Athletics Arena, Stewarton Sports Centre, Doon Valley Leisure Centre and sports pitches and pavilions. Community facilities would also include those currently in the Community Learning and Development remit. The Firework Display is organised by Community Recreation and this event would also be the responsibility of the Trust if the Council makes funding available.
ii) Culture and Countryside Services
Management of Arts and Museum Services, Dean Castle Country Park and Countryside Ranger Service. Buildings include Dean Castle, Palace Theatre/Grand Hall, Dick Institute (Museums and Galleries), Doon Valley Museum, Baird Institute and Burns House Museum.
iii) Library and Family History Services
Management of community library/buildings and mobile libraries, and Family History services.
Buildings include: Dick Institute (Library), Cumnock Library, Burns Monument Centre, Galston Library, (Local Office and Registration Services will remain with the Council).
iv) Leisure Development
A Sports Development Officer would transfer from Leisure Development Services to co-ordinate sports development activities in the Trust. (Leisure Development Services are being reviewed separately with Community Learning and Development Services)
v) Other Services
In addition to the above services there is potential to add the East Ayrshire Woodlands project to the services to transfer and to integrate the Galleon Centre in the future subject to negotiation with the Kilmarnock Leisure Centre Trust. The final scope of the ‘other services’ to transfer will be recommended when work on the final Business Plan is completed.
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3.2 Work to explore the integration of the East Ayrshire Woodlands project to the Leisure Trust is ongoing but has not been completed. Discussions with the Kilmarnock Leisure Centre Trust will commence when the Leisure Trust is formally established with a view to the integration of the Galleon Leisure Centre in the future, if appropriate, and subject to the agreement of both parties.
3.3 A full list of facilities to transfer to the Leisure Trust is show in Appendix 2.
3.4 Corporate Support Services i.e. Human Resources, Legal and Finance will continue to be provided by the Council for an initial three-year period. The Leisure Trust will be allocated funding to buy back services from the Council via a Service Level Agreement (SLA). The SLA is still to be finalised, however it will reflect the current level of service provided by Corporate Support staff and will be subject to annual review.
4. POLICY CONTEXT
4.1 Links to the Community Plan and Single Outcome Agreement
The Business Plan for the Trust is closely aligned to the Council’s objectives and priorities as outline in the Community Plan and the Single Outcome Agreement.
All sections within the Trust will deliver services that reflect the four underlying themes, as set out below:
• Delivering Community Regeneration
We will contribute to the Delivering Community Regeneration theme of the Community Plan. A number of sections have ownership of targets under Aim 4: To Grown Tourism and increase visits and participation in cultural and leisure activities.
• Improving Community Safety
We will contribute to the Improving Community Safety theme by working with young people to reduce the likelihood of them getting involved in crime or anti- social behaviour.
• Improving Health and Wellbeing
We will support some of the detailed actions for health improvement and services that maintain or improve the wellbeing of residents.
• Promoting Lifelong Learning
We will contribute to this aim through our Libraries, Community Recreation and Cultural and Countryside activities and venues and will also play a part in helping the community groups get access to community facilities.
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4.2 New National and Local Policy Initiatives
The cost-cutting agenda that continues to reshape local government across Scotland will be the major influence on the future of local service delivery. This will continue to have a fundamental impact on our ability to deliver services over the next few years, and perhaps beyond.
4.3 Legislation
The Trust will be set up to incorporate and reflect of the service the core legislative framework which underpins the services it will provide. Most notably, this legislation includes the following: The Local Government (Scotland) Act 1984 which gives Local Authorities the duty to ‘ensure that there is adequate provision of facilities for recreational, cultural and social activities; The Public Libraries Consolidation (Scotland) Act 1887(covering the need to provide adequate library and museum provision); The Land Reform (Scotland) Act 2003 which supports for our countryside access provision; and Section 1 of the Education (Scotland) Act 1980 outlines the provision required for Community Learning Services.
All areas of the Trust will also have a duty to comply with equality legislation, including the Disability Discrimination Act (1995) and (2005), the Race Relations Act (1976) and Race Relations (Amendment) Act (2000), and the Equality Act 2006.
4.4 National Policies, Responsibilities and Strategies
Scotland’s strategy for sport is known as Reaching Higher: Building on the Success of Sport21. It is focussed on the two key targets of increased participation and improved performance. The identified responsibilities for local authorities within the Reaching Higher Strategic framework are:
• strategic planning and partnership working; • developing a strategic approach to the provision and management of sports facilities; • increasing participation; • strengthening pathways and improving performance; • supporting the development of a well trained workforce; and • monitoring and implementation.
4.5 Let’s Make Scotland More Active: A Physical Activity Strategy (2003) is the Scottish Government’s broad framework of objectives and priorities for the development of physical activity in Scotland. The vision for the strategy is that: “People in Scotland will enjoy the benefits of having a physically active life.” Physical activity in the strategy is given a broad description to include active living, recreational activity, sport, exercise, play and dance.
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5. INITIAL PRIORITIES AND OBJECTIVES
5.1 The initial priority will be to set up the Trust and implement its business objectives outlined in this plan and agreed by East Ayrshire Council as a clearly defined Service Level Agreement.
5.2 On a day-to-day basis the delivery of the core objectives outlined in the Trust’s Action Plans will form its operational framework. This is a detailed set of objectives which charts the core operational outputs and outcomes that East Ayrshire Council wishes to achieve through the Trust and links directly to the Community Plan and the Leisure and Cultural Strategy. Initial Action Plans are included as Appendix 3. These plans will be further developed for Trust Board approval and East Ayrshire Council agreement in due course.
5.3 The Trust is charged with making £2.1m of savings during next three years and this will be aligned with the review of community facilities during this period.
5.4 Business Objectives
In its first year, the Leisure Trust will work towards the following Business Objectives:
Cultural and Countryside Services
• Maintain participation levels in Cultural and Countryside activities. • Ensure that Cultural and Countryside activities are cost-effective. • Provide high quality nature and heritage based tourist attractions for residents and tourists across Cultural and Countryside Services. • Maximise income from Dower House, Visitor Centre and Palace and Grand Hall Complex.
Community Recreation
• Maintain revenue levels from Community Recreation facilities. • Maintain use of Community Recreation facilities. • Maintain use of swimming pools. • Implement a programme of activities to encourage young people to adopt an active and healthy Lifestyle.
Libraries
• Maintain resident use of libraries. • Provide a wide and balanced range of library materials for all groups. • Promote access to information to enable users to make informed choice. • Develop and promote the Family History Services at the Burns Monument Centre.
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5.5 Service Realignment/Redesign
During the first year of this Business Plan the Trust will review operational requirements and merge administration and marketing functions. It will create a strong brand identity, based around a whole service experience. The aim will to build an even stronger community service ethos, coupled with a sharp and customer focus and high quality service delivery.
6. RESOURCES TRANSFERRING FROM THE COUNCIL
6.1 A summary of the total operation budgets and staff numbers transferring from the Council to the Trust is shown in the table below:
Division 2013/14 Employee Budget £m Budget FTE
Libraries, Registration & Information 1.844 67.0
Cultural & Countryside Services 1.612 53.2
Leisure & Community Facilities 3.086 127.9
Administration 0.235 2.0
Total 6.777 250.1
6.2 It should be noted that the budget for Corporate Support services which the council will provide for the Trust has still to be determined and a Service Level Agreement to underpin this arrangement will be developed in due course.
6.3 Council budget saving proposals indicate that savings of £ 2.1m will be required over three years, allocated as follows:
2013/14 £1,047,000; 2014/15 £523,500; 2015/16 £523,500
Savings in 2013/14 will primarily be met from reductions in Non Domestic Rates payments. Savings in 2014/15 and 2015/16 will be primarily generated from the review of community facilities/assets.
7. SERVICE LEVEL AGREEMENTS
7.1 The Service Level Agreement which defines the scope of services to be delivered, service quality standards and performance monitoring requirements will be developed when the scope of services to transfer and the level of resources to transfer are agreed by the Council. This is a key document as it underpins the relationship between the Council and the Leisure Trust and sets performance standards and outcomes against which the effectiveness of the Leisure Trust and the value for money achieved for the Council’s ongoing financial investment can be
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measured. The document will also specify the agreed charges for services to be provided by the Leisure Trust.
8. PERFORMANCE MONITORING
8.1 The Council currently utilises an Electronic Performance Monitoring System (EPMS) which allows analysis of performance across a wide range of indicators. It is proposed to continue to use this system as it has proved to be efficient and effective. Once the Service Level Agreement has been concluded the current performance measures will be reviewed and a suite of measures, approved by the Council and the Trust will be introduced.
Examples of information currently available from the EPMS are shown in Appendix 4.
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TRUST IMPLEMENTATION PROGRAMME
MONTH (2012/13) DEC JAN FEB MAR APRIL MAY JUNE JULY
49 50 51 52 2 3 4 5 6 7 8 WEEK 1 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
GOVERNANCE
IDENTIFY SHADOW BOARD
CONVENE BOARD
AGREE NAME/PURCHASE
IDENTIFY COMPANY SECTRETARY
CONFIRM REGISTERED OFFICE
MEMORANDUM AND ARTICLES
INCORPORATE COMPANY
APPLY FOR CHARITABLE STATUS
PREPARE DETAILED DESCRIPTION OF OSCR
COMPLETE AND SUBMIT OSCR APPLICATION
TRANSFER AGREEMENT
LICENCE
LEASE
CONFIRM CLAIMS POTENTIAL
FULL BOARD
AGREE SELECTION PROCEDURE
RECRUIT AND APPOINT
FULL BOARD MEET
TRUST FULLY OPERATIONAL
EMPLOYEES
IDENTIFY STAFF FOR TRANSFER
TUPE TRANSFER AGREEMENT
REGISTER WITH DISCLOSURE SCOTLAND
TRANSFER STAFF
APPLY FOR ADMITTED BODY STATUS TO SPF
EAC CONFIRM AS GUARANTOR
TRUST DEVELOPMENT
CREATE DRAFT BUSINESS PLAN
EAC APPROVES TRUST AND DRAFT BUSINESS PLAN
CREATE SERVICE/FUNDING AGREEMENTS
AGREE SERVICE FUNDING AGREEMENTS
FINANCIAL WORKSTREAMS
DESIGN AND SET UP TRADING SUBSIDIARY
CARRY OUT DUE DILIGENCE RE TITLES/CONTRACTS/LICENCES
RISK ANALYSIS AND MANAGEMENT
PRODUCE AND AGREE COLLECTIONS AGREEMENT
CREATE/AGREE OPERATIONAL POLICIES/PROCESSES/PROCEDS
CREATE/AGREE THREE YEAR BUSINESS PLAN
EAC AGREE THREE YEAR BUSINESS PLAN
CREATE/AGREE MARKETING/COMMUNICATION PLAN
DESIGN AND AGREE STAFF STRUCTURE
CARRY OUT ANY RECRUITMENT
TRUST IS FULLY OPERATIONAL
STAFF COMMUNICATION/EXTERNAL
PUBLIC CONSULTATION
STAFF CONSULATION/NEWSLETTERS
TRADE UNION CONSULTATION KEY STAKEHOLDERS 93
Colour key Key Milestones Task Period Trust Go Live Target EAST AYRSHIRE – COMMUNITY ALEO BUSINESS PLAN
Appendix 2
Facilities
&
Sports Pitches and Pavilions
94 EAST AYRSHIRE – COMMUNITY ALEO BUSINESS PLAN
Community Resources * Cumnock Town Hall 62 Glaisnock Street, Cumnock Community Resources * Darvel Town Hall & Lesser Hal 12 West Main Street, Darvel Community Resources Fenwick Fulton Memorial & Hall 91 Main Rd, Fenwick Community Resources Stewarton Area Centre 17c Avenue Street, Stewarton Community Resources The Jougs, Kilmaurs Community Resources Newmilns Morton Hall 123 Main Street, Newmilns Libraries Crosshouse Area Centre 0A Annandale Gardens, Crosshouse Libraries Galston Library 30 Henrietta Street, Galston Libraries Dick Inst. Library K K 1 Elmbank Avenue, Kilmarnock Libraries New Cumnock Library - Libraries Mauchline Library Libraries Rothesay House Library Libraries A M Brown Inst.Library Catrine 2 Institute Avenue, Catrine Libraries Muirkirk Library 2 Burns Avenue, Muirkirk Libraries Dalmellington Library 1 Townhead, Dalmellington Libraries Patna Library 9 Doonside Avenue, Patna Libraries Drongan Library 22A Mill of Shield Road, Drongan Libraries * Newmilns Library 2 Craigview Road, Newmilns Libraries Bellfield Library K K 79 Whatriggs Road, Kilmarnock Libraries Kilmaurs Library 11 Irvine Road, Kilmaurs Libraries Ochiltree Library 47 Main Street, Ochiltree Libraries Dalrymple Library 38 Barbieston Road, Dalrymple Libraries Hurlford Library 3 Blair Road, Hurlford Libraries Burns Monument Centre 1 Kay Park, Kilmarnock Museums and Art Galleries Dick Inst. Museum K K 1 Elmbank Avenue, Kilmarnock Museums and Art Galleries Baird Inst Museum Cumnock 3 Lugar Street, Cumnock Museums and Art Galleries Cathcartston 9 Cathcartston, Dalmellington Museums and Art Galleries Burns Museum Mauchline 4 Castle Street, Mauchline Museums and Art Galleries * Dean Castle Museum 0 Dean Estate, Kilmarnock Palace Theatre * Palace Theatre 15 Green Street, Kilmarnock Palace Theatre * Grand Hall Suite 1A London Road, Kilmarnock Sports Centres Muirkirk Games Hall 21A Pagan Walk, Muirkirk Sports Centres Mauchline Games Hall 31 Kilmarnock Road, Mauchline Sports Centres Drongan Games Hall 22B Mill of Shield Road, Drongan Sports Centres New Cumnock Games Hall 58 Castle, New Cumnock Sports Centres Patna Games Hall 100 Whitehill Avenue, Patna Sports Centres Catrine Games Hall 1 Station Yard, Catrine Sports Centres Gavin Hamilton Centre 18A Jamieson Road, Darvel Sports Centres Stewarton Sports Centre - Sports Centres St Joseph's Leisure Centre - Sports Centres Grange Leisure Centre - Sports Centres Hunter Fitness Suite North West Area Centre, Kilmarnock Sports Centres Ayrshire Athletics Arena - Sports Centres Loudoun Leisure Centre - Sports Centres Auchinleck Leisure Centre - Swimming Pools Doon Valley Leisure Centre 18B Ayr Road, Dalmellington Dean Castle Country Park Dean Castle Country Park - Golf Unit Caprington Golf Course - Golf Unit Annanhill Golf Course - Golf Unit Patna Golf Course 1A Hillside, Patna
95 EAST AYRSHIRE – COMMUNITY ALEO BUSINESS PLAN
Community Facilities Galston Community Centre 38 Orchard Street, Galston Community Facilities Hurlford Comm Ed 37A Cessnock Road, Hurlford Kilmarnock Community Facilities Kilmaurs Comm Ed 2A East Park Drive, Kilmaurs Kilmarnock Community Facilities Stewarton Comm Ed 7 Standalane, Stewarton Kilmarnock Community Facilities Crookedholm Comm Ed 50A Grougar Road, Crookedholm Kilmarnock Community Facilities Hareshaw Comm Ed 21 Main Road, Waterside Kilmarnock Community Facilities Gateway Comm Ed 1 Foregate Square, Kilmarnock Community Facilities Onthank Comm Ed 10 Kirkton Road, Kilmarnock Community Facilities Auchinleck Comm Ed 30 Well Road, Auchinleck Cumnock Community Facilities Barshare Comm Wing 2A John Weir Avenue, Cumnock Community Facilities Catrine Comm Ed 2 Institute Avenue, Catrine Mauchline Community Facilities Dalmellington Centre Com Ed 38 Ayr Road, Dalmellington Ayr Community Facilities Dalrymple Centre Comm Ed 38B Barbieston Road, Dalrymple Ayr Community Facilities Barrhill Comm Ed Team 19 Bank Avenue, Cumnock Community Facilities Drongan Comm Ed 2A Millmannoch Avenue, Drongan Ayr Community Facilities Mauchline Comm Ed 29 Kilmarnock Road, Mauchline Community Facilities Netherthird Comm Ed 9 Ryderstone Drive Cumnock Community Facilities New Cumnock Comm Ed 28A Castle, New Cumnock Cumnock Community Facilities Ochiltree Comm Ed 45 Main Street, Ochiltree Cumnock Community Facilities Patna Comm Ed 7 Doonside Avenue, Patna Ayr Community Facilities Rankinston Comm Ed 51 Littlemill Place, Rankinston Ayr Community Facilities Bonnyton Community Centre 51 Garrier Place, Kilmarnock Community Facilities Gatehead Village Hall 2A Fairlie View, Gatehead Kilmarnock Community Facilities Riccarton Community Centre 23 Campbell Street, Kilmarnock Community Facilities New Farm Loch Comm Centre 2A Fraser Walk, Kilmarnock Community Facilities Cumnock Day Centre Community Facilities Muirkirk Day Centre Community Facilities Catrine Day Centre Community Facilities Logan Day Centre Community Facilities Patna Day Centre Community Facilities Crosshouse Community Centre Community Facilities Muirkirk Community Centre Community Facilities Bellsbank Community Wing Community Facilities Newmilns Senior Citizens Centre Community Facilities Galston Senior Citizens Centre Community Facilities Witch Road Senior Citizens Centre Community Facilities Grange Street Lunch Club Community Facilities Shortlees Community Centre Community Facilities Bellfield Community Centre 113 Whatriggs Rd, Kilmarnock
*Common Good facilities
96 EAST AYRSHIRE – COMMUNITY ALEO BUSINESS PLAN
Pitches and Pavilions
ANNICK • Cocklebie Pitch and Pavilion, Stewarton • Dunlop Pitch and Pavilion, Dunlop • Millhill Avenue, Pitch and Pavilion, Kilmaurs
KILMARNOCK AREA • Pitch and Pavilion, New Farm Loch • Pitches and Pavilion, Dean Park • Pitch and Pavilion, Knockentiber • Pitch and Pavilion, Bellfield • Pavilion Only, Howard Park, Kilmarnock • Lindsey Park and Pavilion, Crosshouse • Pitch and Pavilion, Newlands Drive • Pitch and Pavilion, Riccarton • Pitches and Pavilion, Scott Ellis • Pitches and Pavilion, Altonhill (to be handed over from developer) • Pitch and Pavilion, Moorfield (to be handed over from developer)
IRVINE VALLEY • St Marys Holm Pitch and Pavilion, Galston • Barrmill Pitch and Pavilion, Galston • Western Road Pitch and Pavilion, Galston • Jamieson Road Pitch and Pavilion, Newmilns • Richardson Park Pitch and Pavilion, Hurlford • Pitch and Pavilion, Crookedholm • Pitch and Pavilion, Fenwick • Pitch only, Gavin Hamilton Sports Centre
CUMNOCK AREA • Mason Avenue Pitch and Pavilion, New Cumnock • Beechgrove Terrace Pitch and Pavilion, Mauchline • Park Terrace Pitch and Pavilion, Muirkirk • Mill Street Pitch and Pavilion, Ochiltree • Broomfield Park/Track and Pitch, Cumnock • Riverside Park Pitch and Pavilion, Catrine • Pitch and Pavilion, Lugar/Logan • Netherthird Pavilion and Pitch • Merlin Pavilion and Pitch
DOON VALLEY • Pitch and Pavilion, Dalmellington • Carnshalloch Ave Pitch and Pavilion, Patna (Pavilion temp closed) • Pitch and Pavilion, Drongan • Pitch and Pavilion, Dalrymple
97 APPENDIX 3
INITIAL ACTION PLAN
This section sets out the actions that are needed to take place to deliver the service plan in the coming year.
Key Action Anticipated Outcome Responsible Timescale Source Monthly Progress Update Assets Complete schedule of Deliver buildings on CE TRUST 2013/14/15/16 BP capital projects time and on budget
Workforce – Community/Asset/Facility Deliver the review and More efficient service CE TRUST 2013/14/15/16 Budget meet savings targets and delivery Requirement implement by new financial year Finance Deliver savings target for Meet the corporate CE TRUST 2013/15/16 Budget all areas of Trust targets Requirement
Process Maintain service All applicable services All Trust 2013/14/15 accreditation across all maintain accreditation Managers applicable areas Continue to maintain KPI’s Targets met across the All Trust 2013/14/15 in line with set targets portfolio of KPIs Managers
98 Appendix 4
ARTS AND MUSEUMS – ATTENDANCES AT ALL VENUES
2010/11 2011/12 Period 1 17,086 26,968 Period 2 26,769 44,078 Period 3 32,800 44,088 Period 4 36,528 25,340 Period 5 30,506 26,332 Period 6 26,607 28,881 Period 7 30,930 32,012 Period 8 41,653 34,351 Period 9 33,941 36,780 Period 10 41,753 41,655 Period 11 24,623 39,009 Period 12 43,625 43,911 Period 13 38,300 31,234 Total 425,121 454,639
Attendance at Arts and Museum Venues 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period Period 10 Period 11 Period 12 Period 13 Period
2011/12 2010/11
99 Appendix 4
SPORT CENTRES – ATTENDANCES AT ALL VENUES
2010/11 2011/12 April 47,403 39,979 May 46,469 45,629 June 47,046 50,108 July 43,433 37,694 August 45,681 40,797 September 51,434 48,606 October 60,377 57,530 November 58,734 60,584 December 35,988 35,791 January 48,016 51,188 February 55,438 64,974 March 62,522 71,199 Total 602,541 604,079
Attendance at Sport Centres 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 January May February July March April August June October November September December
2011/12 2010/11
100 Appendix 4
DEAN CASTLE COUNTRY PARK – ATTENDANCES
2010/11 2011/12 April 20,230 26,703 May 19,522 25,459 June 16,716 41,627 July 21,360 62,737 August 23,404 29,552 September 15,829 18,248 October 13,341 18,196 November 6,748 8,604 December 11,453 17,914 January 7,788 8,569 February 8,559 9,930 March 12,497 14,586 Total 177,447 282,125
Attendance at Dean Castle Country Park 70,000
60,000
50,000
40,000
30,000
20,000
10,000
0 October January May February July March April August June November September December
2011/12 2010/11
101 Appendix 4
VISITS TO LIBRARIES
2010/11 2011/12 April 40,109 34,753 May 43,068 42,155 June 42,640 40,783 July 42,485 33,795 August 43,999 43,423 September 41,925 40,132 October 45,546 40,183 November 47,038 42,699 December 30,469 29,754 January 39,509 37,589 February 41,328 40,609 March 45,253 44,426 Total 503,369 470,301
Visit to Libraries 50,000 40,000 30,000 20,000 10,000 0 October January May February March July April August June November September December
2011/12 2010/11
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 - 2017
EARLY LEARNING AND CHILDCARE
Report by Executive Director of Educational & Social Services
1. PURPOSE OF REPORT
1.1 The purpose of this report is to set out proposals in respect of Early Education and Childcare to support the implementation of Curriculum for Excellence Early Level and the Early Years Framework.
2. BACKGROUND
2.1 As part of the Council’s Transformation Strategy a workstream relating to Early Years was established. The scope of the workstream is:
Consideration of the Early Years Review and links between the nine work streams identified and the Early Years Change Fund; Development of a multi-agency commissioning strategy based on a clear needs assessment including day care places for 2 year old children who are looked after; parenting support; nurture approaches; consideration of service hubs with associated outreach Produce common financial information based on strategic needs which will support service redesign, aligned and pooled budgets; Improve integrated working across agencies and increase capacity of practitioners working with children pre-birth to age eight; Develop a model of provision based on common standards of the proposed 600 hours of early year education and childcare for ante and pre- school children and for vulnerable two year olds; confirm associated budget implications and Review should focus initially on 0 – 5 years.
2.2 In taking forward the workstream consideration has been given to the key messages arising from the Early Years Review and the nine workstreams set out in the Cabinet paper of 31 August 2011.
2.3 Only some aspects of the workstream are being addressed in this report as part of the Council’s efficiency proposals and specifically budget line 12. The remaining elements will be subject to a separate report to Cabinet.
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3. CONTEXTUAL INFORMATION
3.1 Evolution of Service
3.1.1 Local Authorities have a statutory responsibility through the Standards in Scotland’s Schools etc Act 2000 and associated statutory guidance to provide an ante and pre-school educational place for every child whose parent wishes one. East Ayrshire Council meets this statutory obligation, however, some children who are three years of age may be offered a split session.
3.1.2 The Council has a diverse provision of pre-school and ante pre-school education. Nursery Schools and Nursery and Family Centres were previously established by Strathclyde Regional Council. Nursery classes were predominately developed by East Ayrshire Council to meet the then Scottish Executive’s policy of providing an ante and pre-school educational place for every child whose parent wished one.
As a result there are:
11 Nursery Schools 3 Nursery & Family Centres 2 Primary, Nursery & Family Centres 17 Nursery Classes 9 Partner Providers
3.1.3 There has been a policy direction to improve the quality of the early years workforce through the establishment of the Scottish Social Services Council (SSSC) linked to the specific requirements in terms of qualifications for staff. The establishment of the Care Commission and subsequently, Care Inspectorate, has challenged all providers through a regulatory and inspectorial framework, to improve standards. These bodies carry enforcement powers. All providers of pre-school education are inspected by the Care Inspectorate and separately Education Scotland on a proportionate basis. Both the SSSC and Care Commission were established through the Regulation of Care (Scotland) Act 2001.
3.2 Ante and Pre- School Education:
3.2.1 Since 2000, the number of Partner Providers to the Council has reduced from 18 to 9. Some Partners have closed because managers have not wished to undertake qualifications to enable them to register as managers with the SSSC; others ceased trading as a result of withdrawal of funding by the Local Authority due to concerns regarding quality, and more recently the Council rationalised provision to achieve budget savings.
3.2.2 In 2011 a procurement exercise was undertaken, resulting in the award of contracts to 9 Partner Providers commencing in 2012-13, contracted for a three year period.
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3.2.3 In terms of ante and pre-school education, nursery class provision has extended in:
New Farm Nursery Class from a 20:20 (40 sessional places) provision to a 30:30 (60 sessional places), in 2007/8 Greenmill Nursery Class from a 30:30 (40 sessional places) up to 46:46 (92 sessional places), in 2011/12 Lainshaw Nursery Class up to 40:40 (80 sessional places), in 2012/13 St Andrew’s Nursery Class up to 50:50 (100 sessional places), in 2011/12 Barshare Nursery Class up to 40:40 (80 sessional places), in 2012/13 An afternoon nursery class opened in Onthank Primary School for 20 sessional places, in 2008/09.
All of the above have been developed due to demand.
3.2.4 Cabinet approved recommendations on 8 July 2009 for a replacement Darvel Nursery School on the Darvel Primary School Campus and on 19 March 2008, a replacement New Cumnock Nursery School in the new New Cumnock Primary School Campus. Due to population changes in New Cumnock, the new build will be able to provide a service to children 2-3 years of age subject to available staffing resources. Darvel Nursery School opened at the start of the academic session 2012-13.
3.2.5 In 2007/08 the Strategic Review of the Revenue Budget identified that resources allocated to the provision of nursery teachers in East Ayrshire was more than 10% above the GAE. As a consequence of that review, from 2008 onwards the Early Education and Childcare Service required to save £365,000 over a 3 year period. The bulk of this funding has come from the reconfiguration of teacher input to pre and ante pre-school children to a peripatetic teaching model, from full time teachers in nursery classes and seven nursery schools.
3.2.6 Current Nursery School and Nursery Class Provision
There are 11 nursery schools in total, 8 of which are either on the same campus as a primary school or in the same building as a primary school.
Appendix 1 sets out the number of places available, location and uptake of places in nursery. The size of the nursery schools varies from 80 sessional places to 140 sessional places.
Appendix 2 sets out the size of nursery classes for comparison. The smallest nursery class has an uptake of 10 places and only operates as an afternoon service and the largest has 100 sessional places.
Appendix 3 and Appendix provides a summary of uptake of places in nursery schools and nursery classes respectively from 2008/09 onwards.
As some three year old children have split places, the number of children attending are more than the registered places.
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3.3 Children 0-3 Years:
3.3.1 Over the last ten years a number of developments have taken place in the local authority sector. Sure Start funding in 2001/02 enabled the Local Authority to review its provision in areas where children are most vulnerable and particularly those under three years of age, in line with the overall policy objectives of SureStart. This resulted in the reconfiguration in 2004 of the nursery class in Netherthird Primary School to become a Nursery & Family Centre for children 0- 5 years with 56 FTE places on an integrated campus with the Primary Head Teacher having overall responsibility for the range of services.
3.3.2 Provision in Hillbank Nursery & Family Centre extended in 2006 from 43 FTE to 59 FTE places when it was incorporated into the new build North West Area Centre. These additional places were for children zero to 5 years.
3.3.3 In 2007, and again funded partly through SureStart, Shortlees Nursery School was reconfigured to become a Nursery & Family Centre with 64 FTE places, integrated on the campus of the Primary School and managed by the Primary Head Teacher.
3.3.4 The Early Education and Childcare Best Value Review which reported to Committee in 2006 identified that the gap in provision remained for 0-3 places and recognised that within the context of a universal service a clear focus required to remain in respect of children 3-5 years of age who were most vulnerable in line with the Council’s Admission Policy. This remains the policy, with a sharper focus as a result of the publication of the Early Years Framework in 2008 and subsequent interim guidance published in 2012 from the Early Years Task Force. A pre birth to age eight commissioning strategy is being developed with Community Planning Partners. This paper sits within the context of that work.
3.4 Childcare Support:
3.4.1 In 1999, Childcare Strategy Funding was provided by the then Scottish Executive to develop integrated early education and childcare to support working families or families returning to education and employment. When Better Neighbourhood Services Funding was introduced in 2001/02 and latterly Community Regeneration Funding, and Fairer Scotland Funding, wraparound care services were introduced in Onthank Nursery School, Cairns Nursery School and Shortlees Nursery School. Catrine Nursery School also provides wraparound care places. The balance of usage in all of the above places is for children who are vulnerable. The most recently developed wraparound care places in New Cumnock Nursery School (2008) are generally balanced in use equally between vulnerable children and support for parents in education, training or employment.
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4. CURRENT CONTEXT
4.1 Community Planning
The provision of early learning and care sits within the context of:
National Outcome 4: our children have the best start in life and are ready to succeed; National Outcome 5: our children are successful learners, confident individuals; effective contributors and responsible citizens National Outcome 8: we have improved the life chances of children, young people and families at risk; National Outcome 11: we have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others.
4.2 In respect of the Community Plan, provision sits within the context of:
Local Outcome 1: Literary and numeracy skills for children, young people and adults improved
Local Outcome 3: Community capacity, spirit and cohesion developed
Local Outcome 5: Children and young people, including those in early years and their carers, assisted to be active, healthy, nurtured and included
4.3 Council approved its Transformation Strategy in June 2012. This included a strategic priority, to raise educational attainment and equip our young people for the world of work. This starts at a child’s earliest age in terms of their learning and development.
4.4 The Transformation Strategy identified Early Years Services as a key workstream, and it was agreed that the work would include consideration of the Early Years Review and links to Early Years Change Fund; development of a multi-agency commissioning strategy; production of common financial information based on strategic needs; improve integrated working across agencies and developing a model of provision based on common standards of the proposed 600 hours of early year education and childcare.
4.5 A Joint Commissioning Strategy (Pre-Birth to Age Eight) is being developed which will bring together the concept of early childhood networks set within the context of the nine workstreams identified in the previous Early Years Review. This will be the subject of a separate report.
4.6 Curriculum for Excellence
4.6.1 The early level of Curriculum for Excellence spans pre-school and primary as it is designed to meet the needs of most children from 3 years until the end of primary 3.
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4.6.2 The concept of the early level promotes better continuity and progression of learning across the age group and recognises that innovative approaches are required to ensure that every child has meaningful and progressive learning experiences at this stage. Practitioners across the pre-school and primary sectors are developing a better shared understanding which should support a seamless transition for children in their development and learning.
4.6.3 The emphasis on continuity in the early level provides primary schools with a renewed impetus to develop more active learning approaches and plan more responsively. The false barrier that existed previously between the 3 to 5 framework and 5 to 14 curriculum no longer exists.
4.6.4 The early level provides more opportunity for building meaningful relationships between children, parents and staff from age three upwards. It is with this backdrop that the opportunity is being taken to look at how the Council can continue to support full implementation of early level by reviewing management arrangements where feasible.
4.7 Proposed Children and Young People Bill
4.7.1 The Scottish Government has recently concluded consultation on a new Children and Young People Bill. One of the proposals is to establish 600 hours of early learning and care for all 3 and 4 year olds and vulnerable 2 year olds (defined as children looked after). This has implications for establishments which currently have split sessions for 3 and 4 year olds; staffing levels and potential physical infrastructure issues. The recent investment in some nurseries to increase capacity will assist in the planning and preparation for the new legislation. The proposed changes support a move to an integrated approach between learning and care.
4.8 Scottish Social Services Council
4.8.1 Managers/lead practitioners in day care of children services are defined as workers who hold responsibilities for the overall development, management and quality assurance of service provision including the supervision of staff and the management of resources. From 2011 managers of day care of children’s service will have revised registration requirements. The term ‘manager’ shall be taken to include ‘lead practitioner’ as the responsibilities for both positions are the same.
4.8.2 Currently, the head teachers of nursery schools are the designated managers of the 11 nursery schools. As qualified teachers with an additional qualification in early years they meet the criteria for the lead practitioner/manager as set out by the Scottish Social Services Council (SSSC). As this group are also registered with the General Teaching Council for Scotland (GTCS) they do not require to hold dual registration with both regulatory bodies.
4.8.3 The 6 Depute Managers in the Council either hold or are now working towards their BA: Childhood Practice (SCQF Level 9 qualification) and are registered as lead practitioners/managers.
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4.8.4 There are 29 Senior Early Years Worker posts across nursery and family centres and those nursery schools and classes where the registered classes are 40 FTE or more. These posts are currently registered as practitioners with the SSSC.
7 Senior Early Years Workers hold or are working towards the level 9 qualification. 4 Senior Early Years Workers hold the level 8 qualification, (PDA) 6 Senior Early Years Workers hold the level 7 qualification (HNC) 6 hold the former NNEB qualification which does not hold credits on the Scottish Qualifications Framework (SQF) 6 senior early years workers posts are currently in the process of being appointed.
4.8.5 It is the intention to work with staff to be in a position that all Senior Early Years Worker posts have an appropriate degree qualification.
5. BENCHMARKING
5.1 In June 2012, Education Scotland published Quality and Improvement in Scottish Education, Trends in Inspection Findings 2008 to 2011.
5.2 The pre-school centres inspected between 28 April 2008 and 31 March 2012 accounted for 44% of all private, public and voluntary pre-schools open at September 2011.
5.3 The undernoted table sets out information in respect of inspection of local authority provision across Scotland and specifically in East Ayrshire. Across all indicators, East Ayrshire performs better.
Evaluation of Pre-School Centres
Scottish Local East Ayrshire Authority Provision Local Authority Provision (52% of centres)
Satisfactory Good Very Satisfactory Good or Very Good or better or Good or or better better or better better better Improvements 100% 87.5% 37.5% in Performance Children’s 100% 87.5% 43.7% experiences 96 79 32 Meeting 100% 68.7% 31.0% Learning needs Note (1) Includes all private, public and voluntary pre-schools open at September 2011.
Source: Education Scotland: Quality and Improvement in Scottish Education, Trends in Inspection Findings 2008 to 2011
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5.4 Information was sought from other Authorities about their structures. It has not been possible to provide meaningful comparison as all have had a different baseline. One of the questions in the consultation bill for children and young people relating to 600 hours of early learning and childcare was whether local authorities should all be required to offer the same range of options. ADES, COSLA and East Ayrshire’s position is that all local authorities have a different baseline and configuration of services therefore this would not be helpful.
6. RESEARCH: EDUCATIONAL AND CARE AND WELFARE ISSUES
6.1 The Early Years Framework set out the case for intervening early in a child’s life, on the premise that the first years of life is a major influence on the later outcomes for that child.
6.2 The Framework states that there is evidence that exposure to high levels of parental stress, neglect and abuse can have a severe effect of brain development. “At age 3, children at higher risk of poor outcomes can be identified on the basis of their chaotic home circumstances, their emotional behaviour, their negativity and poor development”.
6.3 A longitudinal study funded by the Department of Education and Skills (DfES), the Effective Provision of Pre-School Education (EPPE) Project investigated the effects of pre-school education and care on children’s development for children aged 3-7 years old. Data was collected on children’s development profiles, background characteristics relating their parents, child’s home learning environments and the pre-school settings children attended. Although the research was published in 2004 it is still considered to be the main published research in relation to the impact of pre-school education, in Scotland.
6.4 The aims of EPPE was to explore key questions:
Impact of pre-school children’s intellectual and social/behaviour development; Effectiveness of different settings e.g. nursery schools; classes; integrated centres Impact of the home and childcare history on children’s development.
6.5 The key findings of the research are:
Pre-school experiences, compared to none, enhances all round development An earlier start at pre-school (between 2 and 3 years) is linked to better intellectual attainment Full time attendance led to no better gains than part time provision Disadvantaged children benefit significantly from good quality pre-school experiences Good quality can be found across all settings, however quality was higher overall in settings integrating care and education and in nursery schools Settings that have staff with higher qualifications have higher quality scores and their children make more progress.
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Quality indicators include warm interactive relationships with children and having a trained teacher as a manager Where settings view educational and social development as complementary and equal in importance, children make better all round progress. Pre-school was particularly beneficial to children who are more disadvantaged.
6.6 In November 2012, Education Scotland published a report ‘Making the Difference, The Impact of Staff Qualifications on Children’s Learning in Early Years’. The key findings included: the BA Childhood Practice is beginning to show a positive impact on children’s learning in the early years;
where a teacher has a background in early years methodology, this tends to make a positive difference to children’s learning; and
findings show that the best experiences for children are found where there are a range of staff with complementary skills and relevant higher – level qualifications.
7. SUMMARY OF KEY ISSUES
7.1 One of the key challenges is to deliver a high quality service and improve outcomes at the same time as resources available are reducing. The introduction of curriculum for excellence and the concept of early level for children 3-8 years makes it incumbent on us to ensure that a child’s early experience is as seamless as possible.
7.2 With the pending introduction of 600 hours of early learning and care and the implementation of the Early Years Framework providers are challenged to look at family support in a more integrated way with early learning and care and also recognises the need, based on research, to provide early learning and care to children who are 2 years of age and are vulnerable. It also signals an important shift from a traditional divide of childcare and early education; and sets the stage for more fundamental consideration of how we provide high quality, integrated early learning and childcare that meets the needs of all children, families, parents and employers.
7.3 The Early Years Task Force has issued interim guidance about family support, for all families but, particularly those who require additional help. It will be important to build on the experience in the Council’s Nursery and Family Centres, and within the resources available, develop family support and advice and information for families with young children.
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7.4 The proposals described below seeks to meet these challenges taking into account research in relation to a child’s early development, and the need to truly embed the concept of curriculum for excellence in a seamless way. It is incumbent on providers of services to support the development of a child based on his/her individual needs and linked to the seven key outcomes for children, currently known in the GIRFEC practice model as SHANARRI i.e.
Safe Healthy Active Nurtured Achieving Respected and responsible Included
The proposals set out in this paper seeks to establish shared headships and to put in place the concept of early childhood networks to support the vision of the Early Years Taskforce and associated Early Years Framework.
7.5 Early Childhood Networks
7.5.1 The Scottish Government has an ambition to develop high quality, flexible, early learning and childcare for all children and families that matches the best in Europe and to provide an integrated system of universal family support.
7.5.2 The Early Years Review approved by Cabinet in August 2011 identified a number of key themes that supports the development of early years service networks providing family support and flexible early learning and childcare. Some of the themes included:
(i) the key role of staff and their associated core skills and competencies in developing high quality services (ii) the importance of secure attachments for children is critical and the need to support parents develop these attachments, along with other key professionals (iii) Transitions was identified as a workstream and the proposals set out in this paper will further improve transitions and will strengthen the early level concept of Curriculum for Excellence (iv) literacy and numeracy was identified as a workstream and is being taken forward within the wider Curriculum for Excellence programme. The focus of early childhood literacy for children under three will be supported through the proposed networks (v) Partnership working is integral to the success of early childhood networks and the important role community nursing staff will continue to have.
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7.5.3 A Joint Commissioning Strategy (Pre-Birth to Age Eight) is being developed which will bring together the concept of early childhood networks on a partnership basis with both community planning partners and the third sector. This will be the subject of a separate report.
7.5.4 The vision for our early years service networks, using the strength of universal services, is one where there will be:
models of early learning and care which are flexible to meet the needs of children and parents outreach support provided by Family Care Workers that meets the needs of parents and families with low level support needs in addition to current duties towards more vulnerable and looked after children and their families and carers Helping children, families and communities secure outcomes for themselves family support in the home; parenting programmes; health visitor drop in sessions and clinics; relationship support; community learning and development; money and welfare advice; volunteering, training and employability support; play, crèche, toddler groups; support groups; and combinations of support; contact arrangements for children looked after community hubs of children and family information with links to CARIS (Childcare and Recreation Information service)
8. PROPOSAL
8.1 Taking into account all of the above the proposal is to establish a Shared Headship between nursery schools and primary schools along with Centre Managers and/or Depute Managers in some establishments. Shared Headships will be established between the undernoted establishments, as and when a vacancy arises:
Auchinleck Nursery School/Auchinleck Primary Cairns Nursery School/Hillhead Primary School Drongan Nursery School/Drongan Primary School Galston Nursery School/Galston Primary School Crosshouse Nursery School/Crosshouse Primary School Catrine Nursery School/Catrine Primary School
8.2 Due to the level of vulnerability of children in Cairns Nursery School it is proposed that one of the existing Senior Early Years Workers is redesignated a Depute Centre Manager to manage provision for the youngest children in anticipation of 600 hours of early learning and care.
8.3 In anticipation of the 600 hours of early learning and care and the vision set out in the Early Years Task Force, it is proposed to establish a Centre Manager in Darvel Nursery School; New Cumnock Nursery School; Kilmaurs Nursery School and Onthank Nursery School. The original consultation proposal was to establish a shared headship on the Onthank campus. Based on the feedback during the Council’s consultation process it is proposed that Onthank is part of
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the Centre Manager proposals and therefore a shared headship on the campus will not be taken forward.
8.4 No changes are proposed at present in respect of Riccarton Nursery School.
8.5 In 2013/14 a review of the Teacher Access Programme will be undertaken coupled with the piloting of a more integrated approach to teacher access in Primary Schools with nursery classes.
8.6 The Council will move towards the concept of early childhood networks and will establish a service network to cover the localities of:
Cumnock, Mauchline, Auchinleck (lead establishment: Netherthird Nursery and Family Centre) Doon Valley and Drongan (lead establishment: Bellsbank Nursery and Family Centre) Kilmarnock South comprising Shortlees; Riccarton; Bellfield (lead establishment: Shortlees Nursery and Family Centre) Kilmarnock North comprising New Farm Loch; Altonhill; Southcraigs; Knockinlaw; Longpark; Hillhead (lead establishment: Hillbank Nursery and Family Centre; Cairns Nursery and Onthank Nursery) Kilmarnock Central comprising Bonnyton; Crosshouse; Town Centre; Grange; Gargieston (lead establishment: Flowerbank Nursery and Family Centre) Irvine Valley (lead establishment: Darvel Nursery) New Cumnock, Muirkirk and Catrine area (lead establishment: New Cumnock Nursery) Kilmaurs, Stewarton, Dunlop area (lead establishment: Kilmaurs Nursery)
NB (Localities may be subject to change)
8.7 Over time, support provided to families and children aged 0-8 years by the existing Family Care Workers based in the 5 nursery and family centres will be reconfigured around the early years service networks.
8.8 To reflect the changes taking place it is proposed that all early learning and care provision is now called Early Childhood Centres.
9. HUMAN RESOURCES
9.1 The proposals will be implemented as and when a vacancy arises in either the Primary School or Nursery School. Human resource implications will be subject to normal due process and in line with appropriate Standard and JNCT Circulars.
9.2 There are currently Head Teacher vacancies at Kilmaurs Nursery School and Darvel Nursery School. It is proposed that, subject to Cabinet approval those posts are advertised with immediate effect as Centre Managers.
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9.3 An organisational development strategy will be put in place to support the transition to the new model.
This will need to reflect:
ongoing professional development linked to a skilled workforce support from senior education managers and principal officers learning from the shared headship in Bellsbank Primary School and Bellsbank Nursery and Family Centre.
10. FINANCIAL IMPLICATIONS
10.1 The saving associated with the proposals set out in this report is £127,860. This is based on an Early Years Worker being appointed to adhere to adult:child staffing ratios.
10.2 Implementation of the Scottish Government proposals is to establish 600 hours of early learning and care for all 3 and 4 year olds and vulnerable 2 year olds would have additional financial implications dependent upon the requirements of the legislation.
11. POLICY/LEGAL IMPLICATIONS
11.1 The Council has a statutory responsibility to ensure an ante or pre-school educational place is available for every child whose parent wishes one as set out in the Standards in Scotland’s Schools etc Act 2000.
12. COMMUNITY PLANNING IMPLICATIONS
12.1 The provision of quality early education and childcare is central to all of the themes of the Community Plan. Early Education supports not just a child’s early educational development, but emotional wellbeing, which has an impact on the future life chances of very young children.
13. EQUALITY IMPACT ASSESSMENT
13.1 An Equality Impact Assessment has been carried out which concluded an overall medium risk relating to access to a teacher. The piloting of a more integrated approach to teacher access in primary school campuses will be undertaken in 2013/14, which if successful, will fully mitigate any risks and may improve access.
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14. RECOMMENDATIONS
14.1 It is recommended that:
(i) When vacancies arise Shared Headships are established in: Auchinleck Nursery School/Auchinleck Primary Cairns Nursery School/Hillhead Primary School Drongan Nursery School/Drongan Primary School Galston Nursery School/Galston Primary School Crosshouse Nursery School/Crosshouse Primary School Catrine Nursery School/Catrine Primary School;
(ii) When vacancies arise, Centre Manger are appointed in: Kilmaurs Nursery School Darvel Nursery School; New Cumnock Nursery School; and Onthank Nursery School
(iii) a Senior Early Years Worker post is redesignated as a Depute Centre Manager in Cairns Nursery when the Shared Headship is appointed; and
(iv) the concept of early childhood service networks are developed;
(v) nursery schools; nursery classes and nursery and family centres are renamed early childhood centres;
(vi) Cabinet notes that the implementation of proposals relating to 600 hours of early learning and care will have additional resource implications; and
(vii) Cabinet otherwise notes the content of the report.
Graham R Short Executive Director of Educational & Social Services
28 November 2012 KG/SR
LIST OF BACKGROUND PAPERS
1. Early Years Framework 2008 2. Early Years Taskforce Interim Guidance 2012
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Members wishing further information should contact Kay Gilmour, Head of Service: Community Support, Tel: 01563 576104.
IMPLEMENTATION OFFICER: KAY GILMOUR APPENDIX 1 EAST AYRSHIRE COUNCIL
EDUCATIONAL & SOCIAL SERVICES DEPARTMENT
Nursery Total Uptake Wraparound Primary Campus Off Unit School Sessional of School Standalone School Cost Places Places Joined Campus 2011/12 (staffed) 2011/12 Capacity Auchinleck 120 100 - √ 1,749
Cairns 140 140 Yes √ 2,303
Catrine 80 55 Yes √ 1,929
Crosshouse 80 67 - √ 1,956
Darvel 120 119 - √ 1,675
Drongan 80 80 - √ 1,898
Galston 120 91 - √ 1,700
Kilmaurs 80 77 - √ 1,834
New 80 70 Yes √ 2,543 Cumnock
Onthank 140 178 Yes √ 2,280
Riccarton 100 96 - √ 1,734
Note: property costs not included to ensure comparison with nursery classes. Wraparound care unit costs higher due to adult:child staffing ratio of 1:8 children
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APPENDIX 2 EAST AYRSHIRE COUNCIL
EDUCATIONAL AND SOCIAL SERVICES DEPARTMENT
NURSERY CLASS TOTAL UPTAKE OFF SCHOOL UNIT COST SESSIONAL OF CAMPUS 2011/12 PLACES PLACES Capacity 2011/12 2011/12 Barshare NC 40 51 n/a 1,450
Dalrymple NC 40 36 n/a 1,436
Dalmellington NC 36 27 n/a 1,597
Dunlop NC 40 43 n/a 1,429
Onthank - Gaelic NC 40 30 n/a 1,845
Gargieston NC 60 63 n/a 1,813
Greenmill NC 92 93 n/a 909
Hurlford NC 40 40 n/a 1,444
Lainshaw NC 40 48 n/a 1,448
Littlemill NC 16 10 n/a 1,849
Logan NC 40 26 n/a 1,475
Mauchline NC 80 64 n/a 1,045
Muirkirk NC 40 32 n/a 1,823
Nether Robertland NC 80 85 n/a 1,204
New Farm NC 60 59 n/a 1,367
Patna NC 60 55 n/a 1,160
St Andrew’s NC 100 104 n/a 1,129
Note: (i) Property costs not included (ii) Gaelic incorporates Gaelic immersion (am and English nursery class (pm) (iii) ½day per week per Head Teacher
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APPENDIX 3
EAST AYRSHIRE COUNCIL
EDUCATIONAL AND SOCIAL SERVICES DEPARTMENT
UPTAKE OF PLACES
Uptake of Places
Establishment Capacity 2008/09 2009/10 2010/11 2011/12
Auchinleck 120 100 103 107 100
Cairns 140 121 137 122 140
Catrine 80 57 50 57 55
Crosshouse 80 57 61 59(i) 67
Darvel 120 104 109 103 119
Drongan 80 88 88 73 80
Galston 120 107 119 98 91
Kilmaurs 80 78 80 67 77
New Cumnock 96 61 55 50 70
Onthank 140 149 152 194 178
Riccarton 100 90 93 99 96
(i) Places limited due to Gargieston decant
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APPENDIX 4
EAST AYRSHIRE COUNCIL
EDUCATIONAL AND SOCIAL SERVICES DEPARTMENT
UPTAKE OF PLACES
Uptake of Places
Establishment Capacity 2008/09 2009/10 2010/11 2011/12
Barshare NC 40 45 50 50 51
Dalmellington 36 30 33 26 27 NC
Dalrymple NC 40 33 41 45 36
Dunlop NC 40 36 39 41 43
Gaelic NC (am) 20 13 7 11 12 Onthank NC 20 13 17 20 18 (pm)
Gargieston NC 60 76 76 66 63
Greenmill NC 92 (60)* 75 78 78 93
Hurlford NC 40 39 40 39 40
Lainshaw NC 40 38 47 50 48
Littlemill NC 10 (16)* 3 4 10 10
Logan NC 40 31 26 23 26
Mauchline NC 80 (60)* 49 58 75 66
Muirkirk NC 40 23 23 27 32
Nether Rob NC 80 65 89 80 85
New Farm NC 60 (40)* 60 60 60 59
Patna NC 60 38 49 62 55
St Andrews NC 100 (80)* 88 84 99 104
* previous registered capacity
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 - 2017
EDUCATIONAL AND SOCIAL SERVICES TRANSPORT
Report by Executive Director of Educational and Social Services
1. PURPOSE OF REPORT
1.1 The purpose of this report is to propose changes to the current Educational and Social Services transport policies following a review of the current service and feedback from the Transformation Strategy and budget consultation.
2. BACKGROUND
2.1 At its meeting of 29th June 2012 Council agreed The Transformation Strategy which sets out the principles to ensure that Council services remain financially sustainable in the current economic climate.
2.2 Within the Transformation Strategy is was recognised that the Council in the operation of all its services requires the use of vehicles to deliver direct services such as refuse collection, grounds maintenance and roads maintenance. A range of community contact and service support activities require Council staff to visit a range of locations around the East Ayrshire area, including Social Work, Housing and Corporate Infrastructure.
2.3 A review of the transport budget was undertaken as part of the Council’s previous efficiency strategy, Strategic Review of the Revenue Budget 2. The review examined fleet arrangements, hire, purchase and lease of vehicles and plant, fuel usage, business mileage and vehicle tracking.
2.4 During the 2011/12 budget process there was a proposal that mainstream transport provision for all secondary pupils be reduced in line with the statutory distance of 3 miles where a safe walking route could be identified. The majority of Councils in Scotland now offer only the statutory service on school transport; however, the proposed change was not implemented as it was considered that further work was required to assess the potential for extra traffic and congestion around school gates and to ensure that a school travel plan was in place for every school.
2.5 At its meeting of 30th May 2012 Cabinet committed to the recommendations following the review of school travel plans and traffic management at schools. The recommendations included the continuation of the Journey to School Group, the allocation of budget to address traffic management issues and the further development of School Travel Plans.
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2.6 In addition, the Council’s expenditure in relation to Social Work Transport is approximately £0.7 million. This is an area which has been identified by the Head of Service for review in relation to the identification of potential savings.
2.7 Social Work Transport was considered as part of a report presented to Governance and Scrutiny Committee on 28 October 2011 Transport for Health and Social Care. This outlined a report published by Audit Scotland in August 2011 which looked at the range of transport services across NHS and Council services to health and social care including day care provision. The recommendations from the report highlight the need for greater joint working across partners, improvements in management information, greater planning with voluntary and private providers, consideration of user needs.
3 SERVICE DELIVERY APPROACH
3.1 In considering the review of transport across Educational and Social Services (ESS) the principles of the Transformation Strategy provide a strong basis in setting the direction of approach in how the service can be delivered and the future aims of the service.
3.2 The Transport provision within Educational and Social Services has been developed to meet the Council’s statutory obligations and to provide support to service users across a range of service areas. The scale of services across the geography of East Ayrshire can offer support to families and service users in getting from a to b, plus provide greater benefits to the wider community, and therefore the wider outcomes in relation to community planning objectives should be established.
3.3 It remains of significant importance that vehicles are used as safely, efficiently and cost effectively as possible, although it should be remembered that transport can offer further opportunities to provide additional benefits in terms of the environment, the local economy and support aspects of early intervention and inclusion and this should be considered in approaches to procurement.
3.4 Although the Transport provision across ESS has been developed to meet particular aspects of the department’s statutory obligations, including mainstream education transport, Additional support needs transport, social work day care and support for vulnerable families, it also provides opportunities to link with community transport and create synergies across services. Integration of provision and flexibility across service demands should be sought to ensure delivery models are joined up and provide best value.
3.5 Central to the successful development of transport it is essential to involve service users and their families in looking for better ways of providing the service. In line with the Transformation Strategy options should be developed around individual communities and service users. Therefore it should be recognised that in some instances options could involve direct support to families or communities to provide their own solution.
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3.6 The service is provided currently through a full range of delivery models including direct in-house provision for Social Work Transport, private sector provision through contracts let by the council and others let by SPT to bus and taxi providers and provision organised through local community transport organisations. The service will continue to review the operational arrangements and further develop opportunities to support community transport.
3.7 The provision of transport is essential to support access to a range of educational and social services from universal education in schools, providing access and inclusion for vulnerable groups and to offer specific respite or provide interventions to support families. It therefore should remain a focus of the service that the provision continues to focus on meeting identified needs of children and families with an emphasis on supporting access to preventative support and opportunities for independent and sustainable travel.
4. SCHOOL TRANSPORT BUDGET PROPOSAL FOR CONSULTATION
4.1 As part of the budget consultation officers proposed to reduce the current discretionary level of school transport in line with the statutory obligations, with the separate distinction at the end of primary therefore;
It was proposed that, from August 2013, the Council will only provide free transport to the following groups:
Children who are registered pupils at their catchment primary school and live more than 2 miles from the school.
Children who are registered pupils at their catchment secondary school and live more than 3 miles from the school.
4.2 The proposal would reduce the level of free transport solely based on distance, as currently transport is provided to children who are registered pupils at their catchment primary school and live more than 1 miles from the school or who are registered at their catchment secondary school and live more than 2 miles from the school.
4.3 Although this proposal remains above the statutory level it was considered appropriate that the separation in definition be at 11 years old or primary and secondary education rather than 8 years old as specified in the legislation.
4.4 The Council’s discretionary provision of transport has been provided to support parents in meeting their duties in ensuring their children attend school. The current level of provision has been established prior to the creation of East Ayrshire Council.
4.5 Currently school transport provision operates through a range of external contracts transferring 4295 pupils from home to school and back again, with
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eligibility mainly based on distance criteria. In addition the requirements of Additional Support for Learning legislation which includes the transfer of 419 pupils to school who require additional support or are unable to get to school without transport.
4.6 The current school transport provision identifies the secondary school provision as the significant proportion of the overall service. Currently there are 923 children transported to 33 of the 43 primary schools and 3202 children to 8 of the 9 secondary schools.
4.7 The review of the existing transport arrangements identifies approximately 1000 children who currently receive discretionary transport as they are out with the proposed distance criteria and following a change these children would no longer be provided with free school transport on the grounds of distance.
4.8 The proposed change in discretionary transport affects 14 schools and associated communities.
Primary Schools Areas Affected Pupils Distance Kirkstyle Primary Caprington 19 Max 1.5 Loanhead Primary Hill Street / London Road areas 28 Max 1.5 New Farm Primary Crookedholm 33 Max 1.2 St Andrews Primary Irvine Rd/Dundonald Rd/ Shortlees/ Hurlford Max 2.0 66 areas Galston Primary Cessnock Rd / Maxwell Road areas 55 Max 1.2 Newmilns Primary Newmilns east 59 Max 1.5 Auchinleck Primary Pennylands 12 Max 1.1 Catrine Primary Mauchline Road 3 Max 1.1 St John’s Primary Various areas around Cumnock 18 Max 1.5 Gaelic (Grange Various areas around Kilmarnock Max 3.0 22 &Onthank)
Secondary Schools Areas Affected Pupils Distance Cumnock Academy Logan, Craigens 55 Max 2.2 Grange Academy Crosshouse/Knockintiber, Max 3.0 360 Shortlees/Bellfield James Hamilton Onthank/Southcraigs Max 3.0 170 Academy St Josephs Academy Southcraigs/Dundonald Max 3.0 120 Rd/Hurlford/Shortlees/ Bfield
4.9 The largest impact of the proposed changes would be in secondary schools where the catchment area incorporates communities between 2 and 3 miles from the school. Many primary schools catchments are within 1 mile or incorporate rural communities these will not be affected. In the main, families on the outskirts of a community, particularly when the school is at the other end of the town will be affected. A number of communities will be significantly affected around Kilmarnock where currently large numbers of children are transported.
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5. CONSIDERATIONS OF THE PROPOSAL
5.1 All Schools have a School Travel Plan, the key objectives of a successful School Travel Plan are:
i) Increase the number of children walking or cycling to school in safety; ii) Promote education, training and awareness of road safety issues; and iii) Improve traffic management arrangements to reduce traffic congestion and associated pollution.
5.2 Traffic Management issues around schools are considered in the School Travel Plan and at its meeting of 30th May 2012 Cabinet committed to the recommendations following the review of school travel plans and traffic management at schools. The recommendations included
i) The establishment of a Journey to School Working Group to co-ordinate arrangements and issues around traffic management and the journey to school to ensure integrated working across all service areas;
ii) An Authority wide promotional campaign is run to highlight the progress of improvements and school actions and clarify how behaviours of parents, pupils, teachers and other drivers can help in line with the guide to improving school transport;
iii) Approved and committed budget to implement a programme of works to address traffic and safety issues at schools.
5.3 In addition a range of activity supporting Road Safety Education in schools continues to be supported with the introduction of 20 mile per hour zones around schools, the introduction of Traffic Orders to make all School Keep Clear markings legally enforceable, continue to invest in road safety improvements across the road network.
5.4 Initial safety assessments have been carried out on routes identified above in line with the current policy requirements. It is anticipated that the route between Newmilns and Galston would not be a suitable route and continue to require transport under safety grounds, all other routes have been identified with suitable walking routes.
5.5 The majority of Councils in Scotland now offer only the statutory service on school transport; Only 6 Authorities have the same discretionary level of free transport as East Ayrshire.
5.6 The largest impact of the proposed changes will be in secondary schools where It is noted that where the responsibility for transport is transferred to parents for the children currently receiving transport who would fall short of the proposed entitled distance the practicalities and convenience of the current transport provision would be lost and families would require to consider their personal circumstances and put in place an alternative arrangement. Many families within the same communities who are under the current entitlement distance at
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present have to consider these issues in meeting their responsibility of getting their child to school, however it would be anticipated that any implementation of the change would provide sufficient timescale for families to consider alternative arrangements.
6. CONSULTATION AND FEEDBACK
6.1 As part of the budget consultation a range of events were organised and opinions were sought within the future Council package, which included the question ‘East Ayrshire Council should only provide free school transport in line with the minimum statutory requirements ‘ which had 48.9% providing a positive response and 38.3% providing a negative response. In addition the question 'East Ayrshire Council should continue to support and promote active travel including safe walking and cycling routes' received a 78.3% positive response and an 8.0% negative response.
6.3 Through the range of consultation events including public meetings, consultation with parent council representatives and pupil representatives a number of issues and suggestions were raised;
6.4 Questions and clarification was sought to the approach, content and level of safety assessments that were carried out to determine a safe walking route. Although initial assessments have been carried out and current walking routes were reviewed it was raised that additional factors out with the road safety assessment did cause anxiety with parents. This included community and personal safety of children walking unaccompanied or behaviour and bullying by pupils if unsupervised. The current road safety assessment is based on a child accompanied by an adult as necessary, taking reasonable care.
6.5 Many responses were returned regarding the impact on the communities of North West Kilmarnock including views on the crossing over the Lauder bridge at the Dean Ford and the lack of alternative service bus routes direct to James Hamilton and St Josephs.
6.6 The impact on families affected by the change of the distance did generate responses that highlighted the practical impacts on certain families such as; being in two places at once where they had children at primary and secondary, the maximum potential walking time of 60 minutes and how this would restrict other extracurricular activities and impact on learning.
6.7 Traffic Management was raised with specific reference to the impact on the Academies in Kilmarnock and the significant numbers of children and potential increase in cars that would be dropping off around the school. Suggestions were received to stagger start times to reduce the impact around schools and potentially offer more efficient use of vehicles. It was also suggested that schools could improve storage facilities to reduce the need for pupils to carry books home or somewhere to put wet clothes on rainy days.
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6.8 Respondents also suggested alternatives that could reduce transport costs, while maintaining current service levels. These included the opportunity for parents to pay for a transport service, reducing pick up points or providing a bus services during winter months only.
6.9 In addition to consultation with communities, discussions were held with a group of current transport providers. Feedback and suggestions were explored around; additional areas for improving efficiency by combining routes and where practical, changing school times to allow double journeys; establishing additional paid services for school transport beyond existing scheduled services however this did not offer consistent income and had commercial risks which required investment in fleet which contractors believed were high risk commercially; or for the Council to consider other areas of work that could mitigate their loss of business.
7 SCHOOL TRANSPORT PROPOSAL TO CABINET
7.1 In considering the issues raised through the consultation and the principles of the Transformation Strategy it is proposed that;
PRIMARY SCHOOLS
7.2 The impact of the proposal on Primary Schools is fairly limited due to the geography of local settlements and the location of the primary schools within them. The exception is St Andrews Primary School, Kilmarnock where the catchment area covers a larger area within the boundary of Kilmarnock.
7.3 For Primary School pupils, recognising the community boundaries, it is proposed to set the entitlement to free school transport at a distance of 1.5 miles from the catchment school.
7.4 This retains the expectation that parents take responsibility to support their children in getting to school during their primary education. This would however keep walking times to under 30 minutes per journey.
7.5 The proposal would also recognise the larger catchment areas for Authority wide and denominational schools, in particular St Andrews Primary, where the current catchment covers a larger area within the community boundary of Kilmarnock.
7.6 In providing this proposal it would also be recommended that where privilege seats are available on existing school contracts a charge of £1.20 per day would be set for parents to contribute to the transport costs, to be paid on a termly basis.
7.7 To support families and schools in managing the implementation of the changes further support to parent councils and schools will be provided to improve school travel plans including greater communication of walking routes, identification of park and stride and additional road safety measures. Further
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assistance to develop walking buses with parent volunteers and utilise school crossing staff at locations identified to best support walking to school.
SECONDARY SCHOOLS
7.8 For Secondary schools the impact of the proposal is focused on a number of communities and therefore it would be proposed to reduce the entitlement to free transport to 3 miles and provide access to paid transport for those living between 1.5 miles and 3 miles from the catchment school.
7.9 Analysis of the community boundaries in East Ayrshire aligns well with the 3 mile and 1.5 mile distances. This proposal would increase the access to a transport alternative for parents currently below the 2 mile distance within a number of communities.
7.10 It would be proposed to work with the local service bus providers to offer bus passes to children to allow access onto current registered service bus services that would provide transport to children for at least part of the route. Bus passes would be available through the council at £1.20 per day, to be paid for, ideally by direct debit, on a weekly, four weekly or termly basis.
7.11 Where current registered service bus routes were not available or sufficient to meet the pupil numbers to a particular school the Council would, if required, establish a contract service with a charge of £1.20 per day per pupil, to be paid for, ideally by direct debit, on a weekly, four weekly or termly basis. .
7.12 In recognising that the financial implications of charging for transport for, in particular, the poorest families within our communities it would be proposed to offer free passes to families where their children are in receipt of free school meals and are living between 1.5 and 3 miles from the catchment school. This further promotes the prioritisation of need rather than distance and offers children between 1.5 and 2 miles from their catchment school access to transport. This would be offered on the same basis as above with the use of current service bus routes being the first preferred option.
7.13 The current levels of free meals within the communities affected by the proposal are above average and it is anticipated this would therefore retain free transport for around 285 children. Some of which are not entitled to free transport at present as they currently live between 1.5 and 2.0 miles. It is also hoped that by further promoting the value of free meal entitlement within the Secondary Schools it will encourage further uptake of school meals and provide additional benefits.
ROAD SAFETY ASSESSMENT
7.14 Walking Route assessments are currently carried out by a Road Safety Officer following guidance in the West of Scotland Road Safety Forum document ‘Guidelines on Assessing Walking Routes to Schools’ This has been used since 2004 and continues to be utilised across 12 West of Scotland Local Authorities that form the West of Scotland Road Safety Forum.
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7.15 The ‘Guidelines on Assessing Walking Routes to Schools’ was developed following the publication of the ‘Identification of hazards and the assessment of risk of walked routes to school, published in 2002 by the Local Authority Safety Officers Association which is now Road Safety GB. Road Safety GB has this year published an updated document ‘Assessment of Walking Routes to Schools’. We are recommending to the West of Scotland Road Safety Forum that their guidelines should be reviewed in line with the updated Road Safety GB document.
7.16 It is also recommended that walking routes to schools continue to be assessed by Road Safety Officers following the most up to date methodology and guidance, exercising their professional judgement to determine suitability of a route. This assessment should then be considered by the Journey to School Group, which includes officers from Education, Roads and Health & Safety, who will be able to consider the need for additional resources including school crossing patrol staff, Road Safety Engineering work and traffic management arrangements to further support walking routes to school.
8 ADDITIONAL SUPPORT NEEDS TRANSPORT
8.1 Under the Education (Additional Support for Learning) (Scotland) Act 2004 ( as amended) the Education Authority is required to assess and provide additional support to ensure where, for whatever reason, the child or young person is, or is likely to be, unable without the provision of additional support to benefit from school education.
8.2 The Council through its staged intervention model assesses the needs of children who require additional support including if transport is required to enable them to access school. Professionals involved in this assessment include the head teacher, psychological services, parents and social work and other professional staff, as appropriate.
8.3 Following the assessment of additional support needs a child’s condition may also prevent them from walking to school or accessing mainstream school transport, in these circumstances transport will be provided. In relation to the Education (Additional Support for Learning) Legislation the reference to assessment or examination includes educational, psychological or medical assessment or examination.
8.4 As the education authority determines the location and form of education, the additional support needs of children may not be provided in their nearest catchment school. Where the appropriate education provision is provided at a different location transport would also be provided in line with the current mainstream transport entitlement.
8.5 Following changes in management arrangements within Facilities Management and the integration of the transport team within FM a detailed review of the service has taken place to examine the operational procedures and to identify improvements across the delivery, administration and monitoring of the
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contracts. In addition to the internal review of procedures further support was provided through internal audit and the central procurement team.
8.6 An Internal Audit report identified a number of areas where controls required to be improved; however it was evident that a number of important aspects required consideration of the core contract requirements and a review of the procurement arrangements.
8.8 Actions were taken to address the initial requirements of the audit and closer working with the Corporate Procurement Team and the Facilities Management service identified the value of establishing transport as a lead service in the implementation of the Council’s Procurement Strategy. This identified Transport provision as a part of the pathfinder commodities for both contract management and commodity management.
8.9 Through this review process colleagues were contacted in schools, psychological services, SPT and other local authorities to identify current practices and consider the service requirements and delivery methods.
8.10 A number of areas of improvement were identified including:
Monitoring of Protection Procedures Tender process and specification Contract Monitoring procedures Feedback and communication with parents schools and contractors Value for money Management information
8.11 The review of additional support needs transport has generated significant savings through improved contract arrangements and logistics and these are included in Service Efficiencies line 8 (Report B6). Points raised through the consultation have identified areas to be explored further where there are opportunities for more efficient use of transport; where options to support families directly when it would be in the best interests of the child to be transported by the parent or identified carer in their own vehicle; and where supporting schools could work with children in developing options to access mainstream transport and develop independent travel for older children.
9. SOCIAL WORK TRANSPORT
9.1 A number of key areas have been considered and discussed with stakeholders around Social Work Transport as part of the Transformation Strategy and budget consultation. In line with the experience of Additional Support Needs Transport consideration of alternative delivery models and involvement of the voluntary and private sector has received a positive response and offers greater flexibility in enhanced community use of vehicles.
9.2 It is proposed to fully examine options for alternative delivery models for the current transport provision to day care services. It is clear that the current
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model of in-house direct provision of vehicles and drivers is not cost effective and a future model to improve efficient use of vehicles and the development of supports for independent travel options for service users should be considered.
9.3 It is also proposed to work with Local Community Transport Partners to examine the extent of their capability to incorporate services to day care and increase opportunities for additional community use of vehicles.
10. LEGAL AND POLICY IMPLICATIONS
10.1 The proposed change to the discretionary level of school transport will retain transport provision in line with the requirements of the Education Scotland Act 1980.
11. FINANCIAL IMPLICATIONS
11.1 The options outlined in the proposal document are reflective of the budget targets detailed in the Transformation Strategy and are aimed at reducing the overall cost of the school transport service.
11.2 The initial proposals around changes to the distance entitlement for school transport presented for consultation identified savings of £0.500m(consisting of £0.217m primary and £0.283m secondary) in a full school year, with a proposed implementation date of August 2013.
11.3 The revised proposal would reduce the overall saving for primary schools by £0.010m and for secondary schools by £0.130m taking account of additional administration costs for travel passes and based on a 60% uptake of the payment option.
11.4 Changes already implemented from August 2012 to the ASN contracts and contract changes in mainstream transport through logistical changes and changes to school locations identified a further £0.500m across the transport budget for 2013/14.
11.5 Proposals for Social Work Transportoutlined at Section 9 will provide savings of £0.200m per annum from 2014/15.
12 HUMAN RESOURCE IMPLICATIONS
12.1 There are no human resource implications arising from the proposals on school transport as any reduction in service costs will be through current externally contracted services with local transport companies.
12.2 The council employ 11 drivers in the provision of the Social Work Transport. Staff and Trade Unions will be fully consulted in taking forward proposals for the service.
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13 COMMUNITY PLANNING IMPLICATIONS
13.1 The ESS transport services indirectly links to a number of aspects of the community plan:
Life-long learning through supporting access to education and day care Community safety through links with school travel plans and road safety Health and wellbeing through improved environmental, healthy living and sustainable methods in journeys across East Ayrshire supports economic development through the use of local transport providers.
14 RISK MANAGEMENT IMPLICATIONS
14.1 Transport risks associated with the school transport service are recorded in the Departmental Risk register.
14.2 A Risk review has been carried out and risks associated with reducing transport provision would be increased with more children potentially walking to school or being transported in cars. Routes will continue to be assessed on road safety grounds and transport would be provided if no suitable routeis identified, additional publicity material would be required to ensure children and parents understood the most appropriate walking routes and their responsibility in taking care on the journey to school.
15 RECOMMENDATIONS
15.1 It is recommended that members;
(i) approve a change to the entitlement to free school transport based on distance to 1.5 miles from the catchment primary school.
(ii) approve a change to the entitlement to free school transport based on distance to 3.0 miles from the catchment Secondary School.
(ii) agree to establish a paid transport option for pupils living between 1.5 and 3.0 miles from their catchment Secondary School utilising registered service transport routes, and if required, remit the Executive Director of Educational and Social Services to provide a contracted transport service where existing registered transport is insufficient.
(iii) approve the setting of a standard paid transport rate of 1.20 per day for Secondary School paid transport options and for the allocation of privilege seats on existing transport contracts.
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(iv) agree to provide a free bus pass to children who are in receipt of free school meals and live between 1.5 and 3.0 miles from the catchment Secondary school.
(v) instruct the Executive Director of Educational and Social Services to conclude an options appraisal for the delivery of Social Work transport in line with the requirements of the Transformation Strategy and budget proposals and submit a report on the outcome to a future Cabinet.
(vi) otherwise note the contents of the report.
Andrew Kennedy Acting Head of Facilities Management 28 November 2012
LIST OF BACKGROUND PAPERS
1. Cabinet 30th May 2012 – Review of School Travel Plans and Traffic Management at Schools
2. Council 28th June 2012 – Transformation Strategy
3. Guidelines for assessment of safe routes to school
4. Governance and Scrutiny Committee 28th October 2011 – Transport for Health and Social Care
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 – 2017
SERVICE EFFICIENCIES
Report by Executive Director of Finance and Corporate Support
1 PURPOSE OF REPORT
2 The purpose of this report is to present to Cabinet, for consideration, the details of service efficiencies proposed by Heads of Service.
3 BACKGROUND
4 The Transformation Strategy 2012 – 2017 identified a number of areas where it is considered that service reform could help us to achieve the level of savings required. A key workstream within the Strategy was the identification of service efficiencies; the scope of this work related to Heads of Service being asked to identify efficiency savings of at least 2 per cent per annum for each of the next three years, in order to assist in meeting the estimated budget gap of £34.1m. The Chief Executive and Executive Director of Finance and Corporate Support met with all Heads of Service and their Directors between April and September 2012 to discuss proposals for achieving this target.
5 PROPOSALS
6 Heads of Service have sought to develop proposals which will minimise the impact on individuals, communities and employees. Our priority will always be to deliver the best possible outcomes for our communities, but we must live within our means. Details of the proposals developed are attached as an appendix to this report and were published as part of the recent consultation on the future of East Ayrshire.
7 CONSULTATION
8 Details of all savings proposals were published alongside the Council’s budget consultation survey. Specific comments were received in relation to some of the proposals and a summary of these comments has been provided within the attached appendix.
9 CHANGES
10 Changes are proposed at lines 1,5 and 6 where concern over the impact of new Housing legislation has resulted in a proposal not to delete Tenancy Support vacancies but rather to take advantage of opportunities to reduce Supplies and 157 B6
Services budgets in Housing including the option to bring work in house when the Rent Deposit Guarantee contract ends in 2013. A change is also shown at line 12 where an adjustment has been made reflect the proposal not to introduce a shared headship at Onthank Nursery and Primary Schools.
11 RECOMMENDATIONS
12 It is recommended that Cabinet approve the proposals detailed within the Appendix to this report.
Alex McPhee Executive Director of Finance and Corporate Support 28 November 2012
158 2013/14 2014/15 2015/16 2016/17 Option Saving Saving Saving Saving Total Consultation Comments and Views Officer Recommendation £ £ £ £
1 Review staffing and management structures within services 72,120 601,570 1,442,938 2,105,578 Respondents were supportive of the need to minimise Review staffing and management structures within services across the Council led by Heads of Service. - 11,050 management costs. However, some respondents expressed across the Council led by Heads of Service. 61,070 concerns about reducing staffing and some even suggested that council staff should consider a cut in pay or reduce working hours as an alternative. Options to minimise management costs are continually explored, and a further series of reviews will be undertaken to ensure structures remain fit for purpose and as efficient as possible. A review of the Senior Management Structure will be carried out by the Chief Executive by 2014. Efficiencies from investment in reablement and review. 132,913 932,914 982,914 2,048,741 No comments Efficiencies from investment in reablement and review. 2
Review the school estate to achieve 85% average 75,000 350,000 450,000 1,000,000 1,875,000 Over 20 comments were received which related specifically Review the school estate to achieve 85% average occupancy target. to the amalgamation of schools. The views expressed were occupancy target. mixed with some respondents agreeing that under occupancy is not efficient and that some schools could be 3 closed. Others were opposed to any school closures. A The principle of making best use of our assets remains a number of respondents expressed concern that proposals key focus for the Council. School rationalisation requires a could result in larger class sizes, while others asked for statutory consultation process to be followed which will proposals to be considered carefully. allow comments specific to particular schools to be made.
Expand the Council's internal foster service and reduce the 699,400 699,400 There were a small number of comments regarding support Expand the Council's internal foster service and reduce the use of externally funded foster care placements for short for children and ensuring they are not at risk in unsuitable use of externally funded foster care placements for short term / emergency placements. homes and dangerous situations. One respondent noted term / emergency placements. that high quality foster care can lead to better outcomes in 4 future and highlighted that mentor foster carers for vulnerable families or other foster carers might be helfpul as Foster placements are closely regulated and controlled to a supplement to professionals. ensure service users are fully protected.
Delete current vacancies as recommended by Heads of 671,088 648,988 No comments Delete current vacancies as recommended by Heads of 5 Service following review. - 22,100 Service following review. 648,988 Review and reduce supplies and services expenditure and 449,070 137,500 61,000 680,720 No comments Review and reduce supplies and services expenditure and 6 other related expenditure across all services. + 33,150 other related expenditure across all services. 482,220 Elderly residential and nursing care - maintain average 584,000 584,000 No comments Elderly residential and nursing care - maintain average 7 weekly placements at 2012/13 levels by re-balancing care weekly placements at 2012/13 levels by re-balancing care provision. provision.
159 2013/14 2014/15 2015/16 2016/17 Option Saving Saving Saving Saving Total Consultation Comments and Views Officer Recommendation £ £ £ £
Improve Transport commissioning, with detailed review of 500,000 10,000 10,000 520,000 A small number of comments were received regarding the Improve Transport commissioning, with detailed review of logistics and assessments against existing criteria across provision of taxis as a means of School Transport provision, logistics and assessments against existing criteria across mainstream and Additional Support Needs Transport. asking that this be reviewed and consideration given to mainstream and Additional Support Needs Transport. 8 individual cases and whether a taxi requires to be provided and if not, then it should be removed. All aspects of Transport Commissioning will continue to be reviewed including the use of taxis.
Reduce the use of externally provided foster care 101,138 151,707 252,845 505,690 No comments Reduce the use of externally provided foster care 9 placements by 10 as placements come to an end. placements by 10 as placements come to an end.
Review of management and staffing within the East Ayrshire 15,330 241,340 134,810 391,480 No comments Review of management and staffing within the East Ayrshire 10 Support Team (EAST) Service. Support Team (EAST) Service.
Care at home services - maintain resource allocation at 350,000 350,000 No comments Care at home services - maintain resource allocation at 11 2012/13 level. 2012/13 level.
Implementation of Early Years Management Review with a 201,938 118,062 290,000 There were over 50 comments in respect of the early years Implementation of Early Years Management Review with a potential to establish shared headships and early childhood - 30,000 management review, the majority of which were negative, potential to establish shared headships and early childhood hubs linked to a review of the teacher access programme. 88,062 with respondents expressing concerns regarding shared hubs linked to a review of the teacher access programme. headhsips. Concerns included the belief that there could be a negative impact on educational attainment, that head Management structures will always reflect the size of teachers would not have enough experience in respect of particular establishments and, where appropriate, either the nursery or primary sector and that in some cases adjustments made to ensure the best possible education the establishment would be too large. Some respondents provsion for children is maintained. 12 noted that they would agree with the proposal for smaller The establishments, but not larger ones and particular concerns feedback in relation to the challenges which would arise were raised in relation to Onthank Primary and Nursery. In from a Shared Headship at Onthank has been considered addition to comments received via the consultation, a and accepted and this establishment would be excluded petition was received which related to Onthank Primary and from the proposal. This reduces the saving by £29,730. Nursery.
Increase income targets above inflation. 104,870 201,810 5,000 311,680 No comments Increase income targets above inflation. 13
Reduce the secure accommodation budget based on 141,311 153,599 294,910 No comments Reduce the secure accommodation budget based on reduced usage over the past two years. reduced usage over the past two years. 14
160 2013/14 2014/15 2015/16 2016/17 Option Saving Saving Saving Saving Total Consultation Comments and Views Officer Recommendation £ £ £ £
End double funding roll element to supported learning 253,990 253,990 One respondent to the questionnaire stated that they were End double funding roll element to supported learning centres. concerned about this proposal. In particular, that it could centres. impact on the rights of these children to access mainstream provision. An email was also received expressing concern 15 regarding the impact of this on vulnerable young people. The current funding provision would ensure that supported learning centres continue to be appropriately funded to deliver the current level of service
Music Instruction - Review of funding strategy to support 249,240 249,240 Over 40 comments were received in respect of music Music Instruction - Review of funding strategy to support existing level of programme. intstruction and schools arts and enterprise. Respondents existing level of programme. expressed their support for these services and described the benefits for young people who take part in these activities, stating that the current service is of high quality. However, The proposal is in year 3 to allow all options to be 16 some comments were received which suggested that extra considered to maintain the existing level of provision at curricular activities could be means tested and/or part reduced net cost. funded by parents which private sector sponsorshop sought.
Assessment and review funding, maintain resource 146,759 87,174 233,933 No comments Assessment and review funding, maintain resource allocation at 2012/13 level until 2015/16 and subsequently allocation at 2012/13 level until 2015/16 and subsequently 17 increase focus on community based services in line with increase focus on community based services in line with hospital discharge targets. hospital discharge targets. Modernise procurement arrangements for Learning 36,491 178,000 8,000 222,491 No comments Modernise procurement arrangements for Learning 18 Disability / Mental Health Services to reflect self directed Disability / Mental Health Services to reflect self directed services. services.
Further improve efficiency across school meals, lunch clubs, 70,000 75,000 61,000 206,000 One comment was received from a member of the public Further improve efficiency across school meals, lunch clubs, Social Work daycare and corporate catering by the further that staff should pay for meals at residential accommodation Social Work daycare and corporate catering by the further 19 development of menus, marketing, production and schools. development of menus, marketing, production arrangements and food cost controls. arrangements and food cost controls.
Social Work adult day care provision re-design following 200,000 200,000 No comments Social Work adult day care provision re-design following 20 commissioning of new facilities in Kilmarnock. commissioning of new facilities in Kilmarnock.
Remove peripatetic science technicians following school 194,420 194,420 One comment was received which stated that instead of Remove peripatetic science technicians following school rationalisation and review of present working arrangements cutting school technicians the Council should cut rationalisation and review of present working arrangements for technician support to schools. bureaucracy which is replicated between the three Ayrshire for technician support to schools. 21 councils. The proposal would be implemented following school rationalisation, ensuring that appropriate dedicated provision was available within establishments. Change janitorial and cleaning support across locations in 128,000 20,000 43,000 191,000 No comments Change janitorial and cleaning support across locations in 22 line with cluster groupings, mobile support and reduced SLA 161 line with cluster groupings, mobile support and reduced SLA levels. levels. 2013/14 2014/15 2015/16 2016/17 Option Saving Saving Saving Saving Total Consultation Comments and Views Officer Recommendation £ £ £ £
Reduce unit costs within Adult Day Care - Balmoral, 64,310 50,000 50,000 164,310 One comment was received regarding the provision of day Reduce unit costs within Adult Day Care - Balmoral, Hurlford, Riverside. care services during the Christmas and New Year period Hurlford, Riverside. 23 and the expense associated with bringing stafff in during public holidays.
Reduce Removals and Storage, Furniture and Bed & 98,980 20,000 118,980 No comments Reduce Removals and Storage, Furniture and Bed & 24 Breakfast in Homeless Services based on current Breakfast in Homeless Services based on current expenditure. expenditure.
Delete service contingency budgets, (unallocated recurring 72,856 40,000 112,856 No comments Delete service contingency budgets, (unallocated recurring 25 funding). funding).
Remove uncommitted service development monies - 110,000 110,000 No comments Remove uncommitted service development monies - Advocacy. Advocacy. 26
Review the schools arts and enterprise service including 108,060 108,060 Over 40 comments were received in respect of music Review the schools arts and enterprise service including opportunities for sponsorship. intstruction and schools arts and enterprise. Respondents opportunities for sponsorship. expressed their support for these services and described the benefits for young people who take part in these activities, 27 stating that the current service is of high quality. However, some comments were received which suggested that extra curricular activities could be means tested and/or part funded by parents which private sector sponsorshop sought.
Reduce unit costs for Locality Services - day care North and 33,000 33,000 34,000 100,000 One comment was received regarding the provision of day Reduce unit costs for Locality Services - day care North and South. care services during the Christmas and New Year period South. 28 and the expense associated with bringing stafff in during public holidays. Reduce expenditure with External Contractors in respect of 2,960 40,000 34,910 77,870 No comments Reduce expenditure with External Contractors in respect of 29 waste disposal contracts. waste disposal contracts.
Reduce costs in direct adult home care through reduction in 30,400 37,110 7,000 74,510 No comments Reduce costs in direct adult home care through reduction in 30 overtime costs. overtime costs.
Fleet rationalisation in Roads Maintenance Unit. 20,000 20,000 20,000 60,000 No comments Fleet rationalisation in Roads Maintenance Unit. 31
Efficiencies from improved procurement and delivery of 45,440 5,000 5,000 55,440 No comments Efficiencies from improved procurement and delivery of 32 Equipment and Adaptations service. Equipment and Adaptations service.
Energy efficiency savings - street lighting and multi storey 54,000 54,000 No comments Energy efficiency savings - street lighting and multi storey 33 car park. car park.
162 2013/14 2014/15 2015/16 2016/17 Option Saving Saving Saving Saving Total Consultation Comments and Views Officer Recommendation £ £ £ £
Re-allocate work of Joint Ayrshire Planning Service to 26,435 26,435 52,870 No comments Re-allocate work of Joint Ayrshire Planning Service to 34 individual Councils. individual Councils.
Focus the Supported Accommodation Service on 52,709 52,709 No comments Focus the Supported Accommodation Service on 35 community capacity and engagement. community capacity and engagement.
Cease financial support to the National Health Service for 51,570 51,570 One negative comment was received in relation to this Cease financial support to the National Health Service for the Public Health Practitioner: Child Health Post. proposal with the respndent stating that they believed it the Public Health Practitioner: Child Health Post. goes against the principal of protecting the most vulnerable 36 in society. This is an NHS responsibility and the function should be funded wholly by the NHS. The existing level of service is expected to still be delivered. Remove uncommitted service development - Alternatives to 43,788 43,788 No comments Remove uncommitted service development - Alternatives to 37 Secure Accommodation. Secure Accommodation.
Review Self-directed services payment and support 36,010 36,010 No comments Review Self-directed services payment and support 38 arrangements. arrangements.
Increase the Licensing Board Income Budget in line with 30,000 30,000 No comments Increase the Licensing Board Income Budget in line with 39 current levels. current levels.
Review arrangements for Primary 7 swimming. 26,890 26,890 Two comments were received in respect of P7 swimming Review arrangements for Primary 7 swimming. with one respondent stating that Swimming is a fundamental life skill which could save a child`s life and it is too 40 expensive for many parents to pay for lessons even at the Current arrangements / costs in relation to P7 swimming Galleon. Another respondent raised concerns that current will be reviewed and where possible alternatives costs incurred by some schools are not sustainable. implemented to improve sustainability of this provision.
Reduce Ethnic Minority Inclusion Budget to reflect spend 22,970 22,970 No comments Reduce Ethnic Minority Inclusion Budget to reflect spend 41 over the last two years. over the last two years.
Choose Life - review budget to reflect 2012/13 expenditure. 20,000 20,000 No comments Choose Life - review budget to reflect 2012/13 expenditure. 42 This reflects success in incorporating work in mainstream This reflects success in incorporating work in mainstream activities. activities. Reduce the flexible training budget. 17,150 17,150 No comments Reduce the flexible training budget. 43
Reduce the centrally held client assistance budget. 16,120 16,120 No comments Reduce the centrally held client assistance budget. 44
Transport Cost Savings. 2,000 2,000 12,000 16,000 No comments Transport Cost Savings. 45 163 2013/14 2014/15 2015/16 2016/17 Option Saving Saving Saving Saving Total Consultation Comments and Views Officer Recommendation £ £ £ £
Use local outlets rather than council contractors for food and 10,000 10,000 One respondent noted that if this saving goes ahead then Use local outlets rather than council contractors for food and other services by Children's Houses. action should be taken to ensure that the food and drinks other services by Children's Houses. provied should be nutritious and of high quality. 46 The proposal means that household expenditure on essentials (e.g. weekly shop) will be through supermarkets rather than delivered via EAC contracts. Reduce Fieldwork (Locality) overtime budget. 10,000 10,000 No comments Reduce Fieldwork (Locality) overtime budget. 47
Use digital media in place of Young Scot Packs. 9,620 9,620 No comments Use digital media in place of Young Scot Packs. 48
Community Meals - review budget to reflect projected 5,000 5,000 No comments Community Meals - review budget to reflect projected 49 2012/13 commitment. 2012/13 commitment.
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER2012
TRANSFORMATION STRATEGY 2012 – 17
WASTE MANAGEMENT
Report by Depute Chief Executive/Executive Director of Neighbourhood Services
1. PURPOSE
1.1 To provide Cabinet with an update on the Council’s current recycling performance and toreview the Council’s arrangements for Waste Management and its approach to achieving national targets in respect of waste and recycling in line with the Transformation Strategy 2012-17.
2. BACKGROUND
2.1 As highlighted in the Cabinet report dated 23 November 2011, the Scottish Government’s Zero Waste Plan sets out the strategic direction for waste policy in Scotland over the next decade. The Government’s vision for achieving a zero waste society is “where waste is seen as a valuable resource, valuable materials are not disposed of in landfills, and most waste is sorted for recycling, leaving only limited amounts to be treated”.
2.2 The waste hierarchy, as set out in the European Waste Framework Directive is a key cornerstone of the Scottish Government’s Zero Waste Plan and Waste (Scotland) Regulations 2012 which were ratified by Parliament on 9 May 2012.Article 4 of the Directive sets out the hierarchy for dealing with waste as illustrated in Figure 1 below.
Figure 1.Waste Hierarchy
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2.3 A key financial driver for local authorities remains the landfill tax accelerator, whereby an annual increase of £8.00 per tonne is applied. At present, East Ayrshire Council pays a landfill tax rate of £64.00 per tonne plus a gate fee i.e. fee payable to waste contractor per tonne of waste presented of £28.50. The projected landfill budget for 2012/13 equates to £4.2M, with landfill tax accounting for £2.3M. The Scottish Government has indicated that it intends to bring forward new legislation for future Landfill Tax arrangements in Scotland following responsibility for these matters being devolved from the UK Government in 2015.
2.4 The Waste (Scotland) Regulations 2012are designed to deliver the following three key action points:
progressive bans on the types of materials that may be disposed of in landfill, and associated support measures, to ensure that no resources with a value for reuse or recycling are sent to landfill by 2020;
the separate collection and treatment (where appropriate) of materials in order to maximise their reuse and recycling value, and generate market supply –the initial focus will be on the separate collection of food waste and key dry recyclate i.e. paper, card, glass, cans and plastics; and
ensuring energy from waste treatment is only used to recover value from resources that cannot offer greater environmental and economic benefits through reuse or recycling.
2.5 Key elementsin the Regulations, as illustrated in Figure 2 below are:
a requirement for all business to present dry recyclables and food waste of more than 50 kg/week for collection (bytheend of 2013), with those producing less than 50 kg/week exempt until end of 2015;
a requirement on local authorities to provide all householders with a collection service for dry recyclables (by theend of 2013) and food waste (by theend of 2015);
a ban on materials collected separately for recycling going to landfill or incineration (by theend of 2013); and
a ban on biodegradable municipal waste going to landfill, thus helping to sustainably reduce harmful emissions of methane (by theend of 2020).
2.6 The Transformation Strategy 2012-2017 was agreed by Council on 28 June 2012. It set out a range of key workstreams, including a review of the Council’s arrangements for waste management approach to achieving national targets in respect of waste and recycling.
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Figure 2 - Timeline for introducing regulatory measures
* Applies to businesses involved in food production, food retail or food preparation
** For new facilities, this requirement will come into effect on commencement of the regulations
3. SERVICE UPDATES
3.1 From 1April 2011, the Scottish Government revised the waste reporting system to measure household waste separately from municipal solid waste which includes commercialwaste. The European Union still require waste to be reported in terms of municipal solid waste. Since the last report to Cabinet in November 2011, East Ayrshire Council has maintained its position as one of the leading recycling authorities in Scotland.Available data, published by the Scottish Environment Protection Agency for year 2010/2011, highlights that East Ayrshire Council remains in the top quartile for municipal solid waste recycling performance across Scotland. During2011/12, the Council achieved a household waste recycling performance rate of 46%, with a municipal solid waste recycling performance rate of 41.9%. During the first quarter of 2012/13 (April - June), recycling performance was recorded at 48%.
3.2 Over the past 12 months, the Council has enhanced its recycling collection services to local householders by adding small waste electrical and electronic equipment (WEEE) and textiles to the black box kerbside collection service. Although tonnages for both commodities collected by the Council have remained consistent over the past 12 months, this should be viewed in the context of the current economic climate and the establishment of commercial outlets within East Ayrshire where a price per kilo is paid in exchange for textiles which, in turn, diverts material away from the Council, albeit that contributes towards overall waste diversion.
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3.3 As part of the Council’s agreed efficiency strategy, new arrangements for the operation of the Material Recovery Facility (MRF) were implemented in April 2012, providing efficiency savings of £179,700. Productivity within the plant has been increased with no disruption to service or recycling performance.
3.4 Zero Waste Scotland funded the appointment of external advisers to the Council to help assess the scope to further rationalise the current loading and processing operations within the MRF and to identify opportunities to further improve the efficiency and effectiveness of the plant. This work has recently been completed with the results now under review by Senior Managers.
3.5 On 28 May 2012, new recycling and waste collection routes were successfully introduced to all communities across East Ayrshire. The new collection routes deliver the efficiency savings of £127,510 as agreed by Cabinet on 14 December 2011.
3.6 Following the “Ideas for Change” consultation in 2010, Waste Management Services carried out a trial between December 2011 and February 2012 whereby garden waste presented in brown bins was uplifted via appointment only. The introduction of an appointment based system permitted the use of pick up vehicles in place of refuse collection vehicles.
3.7 Although the overall tonnage of garden waste uplifted over the winter period was down (71.88 tonnes) compared to the previous year, given the nature of the material involved and its correlation to the weather, it is difficult to determine whether the trial provided any significant cost saving.
As demonstrated below during the comparable winters of 2009/10 and 2010/11, collected garden waste tonnage increased over the prior years, which suggests that either the growing season was concluded earlier during 2011/12 or garden waste was diverted to the residual waste container. However, as collected residual waste also decreased during 2011/12, this cannot be assumed to be the case. Therefore, in order to better assess the performance of the appointment system, it is proposed to repeat the trial over the coming winter 2012/13.
Oct 2008 – Oct 2009 – end Oct 2010 – end Oct 2011 – end end Feb 09 Feb 10 Feb 11 Feb 12 Tonnage of Green Waste Collected 390.01 425.04 493.10 421.22 Increase(Decrease) compared to prior year - 35.03 68.06 (71.88)
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4. LONG TERM WASTE TREATMENT SOLUTION
Pan Ayrshire Waste Disposal/Treatment Arrangements
4.1 Whilst the Council continues to develop and implement its existing and future collection and processing infrastructure in accordance with the Zero Waste Plan and Waste (Scotland) Regulations 2012, there remains an ongoing requirement for waste treatment and ultimately, for waste disposal. As reported to Cabinet in November 2011, it is crucial that the provision of waste infrastructure continues to deliver the Council’s objectives in terms of capacity, achieving recycling and composting targets, and landfill diversion.
4.2 In view of these obligatory targets and the financial pressures associated with escalating landfill tax, the 3 Ayrshire Councils recognised the requirement for a joint working exercise in order to attract the expertise and investment required to deliver a waste treatment/disposal solution for Ayrshire. As such a Project Board was formed and was tasked by the Ayrshire Joint Strategic Waste Management Project Group (AJSWMPG) to further this aim. A Project Manager and administrative support was appointed in October 2009, with legal, technical and financial support appointed thereafter. By Spring 2012, the Business Case and Inter Authority Agreement was in the process of being finalised with investment in the region of £80M estimated for a project of this scale.
4.3 Expenditure on the Project, including legal, technical and financial support currently amounts to circa £480,000, with each authority contributing 1/3 of total costs.
4.4 Due to the timescales involved with the procurement of a long term residual waste solution, the Council had envisaged entering into an interim arrangement with our neighbouring authorities in South and North Ayrshire Councils. It was anticipated that the expiry of this interim residual waste contract would coincide with the commencement of the pan Ayrshire long term waste solution.
4.5 However, in June this year, North Ayrshire Council intimated their decision to both East and South Ayrshire Councils to leave the established Ayrshire Joint Strategic Waste Management Project partnership in favour of joining the Clyde Valley Waste Management Initiative (CVWMI). The CVWMI presently comprises of North Lanarkshire, East Dunbartonshire, East Renfrewshire and Renfrewshire Councils.
4.6 Officer discussions are now being progressed with other Councils including South Ayrshire, North and South Lanarkshire and Dumfries and Galloway to identify opportunities for potential partnership working.
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5. INTERMEDIATE WASTE TREATMENT SOLUTION
5.1 Both East Ayrshire and South Ayrshire Councils’ residual waste contracts terminate on 30April 2013. Given the history of successful joint working on waste projects to date, both Councils have proceeded to conduct a joint procurement exercise for the provision of an interim waste treatment/disposalsolution. In light of North Ayrshire Council’s decision to leave the established pan Ayrshire Project, the proposed term of contract for the interim arrangement has been revised to provide for an initial 5 year period, with 2 x 2 year options. This approach is designed to stimulate market investment in waste treatment / disposal solutions as an alternative to landfill.
5.2 A formal tender process, led by East Ayrshire Council, is on course and is expected to be awarded in January 2013. As the Council is looking to procure an alternative to landfill, at this stage in the procurement process it is difficult to predict an indicative contract value, however current expenditure of the existing contract would suggest a contract value of £20M over 5 years. However, there may be a reduction in landfill tax spend as it is predicted that not all waste from the new contract will be destined for landfill.
5.3 The existing waste disposal contract provides for a Household Waste Recycling Centre in the south of the authority – currently located at Garlaff near Cumnock. Under the terms of the contract, East Ayrshire Council pays the contractor a fixed rate for every tonne of residual waste and timber, soil and rubble, as deposited by householders, that enters the site. The prices paid by the Council for the deposit of timber and soil and rubble are significantly higher than the current market rate. The contract ends in 2013.
5.4 The report to Cabinet on 23 November 2011 noted that management would develop a business case for a Recycling Centre/Bulking Facility in the South of the authority. Removing the provision of a Recycling Centre from the residual waste contract, would aim to encourage wider competition and increase the possibility of the Council attracting a range of treatment solutions for consideration within a Best Value framework.
5.5 It is proposed therefore that the Council establishes and manages its own Household Waste and Recycling Centre and bulking facility in the south of the authority.
Key benefits of such a move include:
an improved access to facilitiesfor local residents and businesses; improved landfill diversion and recycling performance; bulking facilities for recyclate including glass, cans, paper, cardboard, with materials no longer having to be transported from the south to Western Road, Kilmarnock thereby providing financial and operational efficiencies to the Council; a key bulking facility for food waste and plastics, which is essential to delivering a practical and efficient collection service;
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stimulation within the market place as a Council run facility would permit the Council to engage the market directly for the sale of its materials providing Best Valueand mirroring the approach in use at the main site in Kilmarnock;
5.6 A search of suitable sites in the south has identified the former Council office at Lugar as the preferred location for the proposed Recycling Centre and bulking facility,based on a number of factors including: Council site ownership; site size and existing utilities network provision; geographic location; and, suitability of road infrastructure.
5.7 Detailed analysis of employee costs, plant provision, utility costs and fuel, suggests that a net annual saving of £0.011M would be achieved if the Council were to operate their own facility. This projected saving does not take into account savings arising from the revised disposal gate fee associated with the existing provision. The estimated capital costs of construction of the new Recycling Centre and Bulking Facility are £0.960M. This excludes the cost of demolition of the existing building given that this will be required in any event.
ESTIMATED SAVINGS FROM PROPOSED NEW CA SITE AT LUGAR
ANNUAL SAVINGS SAVING £M RECYCLATE REPROCESSING 0.128 FUEL 0.030 0.158
COSTS ANNUAL COST EMPLOYEE COSTS 0.044 PREMISES COSTS 0.005 TRANSPORT 0.031 SUPPLIES & SERVICES 0.007 DEBT CHARGES 0.060 0.147
NET SAVING 0.011
5.8 Given the projected timescales associated with the construction of a Recycling Centre, anticipated to be between 8 to 12 months and noting the impending expiry of the existing contract provision, officers are seeking to identify options for short term service provision pending the establishment of a new Council owned and operated facility.
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6. FOOD WASTE & PLASTICS
6.1 In anticipation of the Zero Waste Plan, the Waste (Scotland) Regulations 2012, and the associated obligations with regards to managing food waste and dry recyclate, the Council introduced a food and mixed plastics collection trial to 9,453 households in December 2010.
6.2 To date, the trial has proven popular with householders who consistently present approximately 10 tonnes of food waste and 6 tonnes of plastics on a weekly basis. This equates to approximately 3% of the Council’s overall recycling performanceduring 2011/12.
6.3 Last year the Council, in partnership with South and North Ayrshire Councils, accepted an offer of support from Zero Waste Scotland and the Scottish Futures Trust to assess the options available to each Councilin extending the food waste collection service using either a current or alternative collection model – i.e. uplift food waste separately or co-mingled with biodegradable garden waste.
6.4 The resultant Business Case, considered the following factors:
alignment with Scottish Government policy;
compatibility with the existing collection systems and anticipated performance of each scenario;
existing Council budgets and the availability of support funding, and
the availability of the required type of treatment with sufficient capacity.
6.5 East Ayrshire Council shortlisted three scenarios to be considered in the development of the Business Case:
(i) the expansion of food & plastic waste collections to all households (as per the current pilot); (ii) fortnightly collections of co-mingled food and garden waste (with plastics not collected); (iii) the expansion of food and plastics waste collections to all households (as per the current pilot) with the introduction of residual waste collections on a 4 weekly basis to reflect anticipated reductions in the amount of residual waste being presented.
6.6 The indicative costs for each scenario comprised data provided by the Council, the consultants own cost data, the Waste Resources Action Programme, standardised costing and pricing information, and data from the Scottish Waste Equipment Purchasing Framework. Full details of the Business Case for Food Waste Collection & Treatment are available on the Members Portal.
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6.7 The analysis concluded that the initial set up costs for (i) and (iii) above would be the same. However, scenario (iii), namely the expansion of food and plastics waste collections to all households with residual waste collections on an extended cycle over time, offers the potential for greater savings to avoid unnecessary tax payments, landfill and collection costs. However, it should be recognised that each of the three scenarios requires new and additional funding to be allocated over existing service budgets.
6.8 The second scenario, comprising fortnightly collections of co-mingled food and garden waste without plastics, was considered to be the least attractive option based on cost, compliance with the Zero Waste policy – which favours separate food waste collections and performance. The inclusion of food waste into the brown bin would require an increased frequency of brown bin uplifts to address public health concerns. Combining food and garden waste would require a different treatment solution to current arrangements which deal with garden waste through open air composting, resulting in a significant increase in costs, and would limit treatment options available locally.
6.9 The collection of food waste alone i.e. separate from biodegradable garden waste, allows a good degree of flexibility when procuring a treatment solution as food waste can be processed via the three mainstream facility types i.e. Wet Anaerobic Digestion (AD), Dry AD and In-Vessel Composting (IVC). At present Wet AD and IVC processing plants are available within Ayrshire, with the Council’s food waste currently being processed via IVC located at Moorfield, Kilmarnock following the outcome of a mini-tender.
6.10 Current market trends nationally indicate that processing charges associated with food only waste collections will continue to attract a lower gate fee going forward.
6.11 The third scenario considered within the Business Case offers the potential to achieve the greatest improvement in recycling rates and the most reduction in the amount of waste sent to landfill due largely to the collection frequency of the residual waste bin being extended from the present fortnightly arrangement. Increased diversion from landfill offers the opportunity to reduce the amount of landfill tax payments, increase recycling income, reduce residual waste collection costs and enable the Council to further optimise the residual waste collection service to deliver further savings in operating costs.
6.12 However, public understanding and acceptance of the case for change is essential. Experience gained from the successful rollout of both the three bin system and the food and plastics pilot collection, strongly recommends that a phased introduction of the new arrangements is preferred for a combination of reasons:
Public-buy in and perception. Householders are afforded the time to experience the volumes of food and plastics they can recycle and realise independently that a fortnightly waste collection is no longer required.
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Performance data from a fully introduced food and plastics collections service will inform future waste route optimisation.
A phased introduction of the new arrangements will allow workforce planning, ensuring appropriate resources are allocated to support roll out.
The pilot food and plastics collection route is not compatible with the collection routes introduced May 2012 as the pilot route was constructed to include a cross section of geographic areas and their proximity to the Western Road Depot. Introducing extended residual collections to these areas in advance of the rest of the authority is impractical and therefore not proposed.
6.13 Therefore, taking into account current service arrangements and the need to sustain recycling performance levels during any transition period to minimise financial risks, an interim solution based on scenario (i) and maintaining fortnightly uplift of residual waste has been identified as the preferred option initially but with scenario (iii), introducing extended collections of residual waste, being delivered from 2015/2016.
6.14 The Scottish Government has advised that food waste collections must be provided to all households in Urban areas and Accessible Small Towns based on its 6 Fold Urban/Rural Classification which reflects population density and travel time between urban areas. The Scottish Governments’ guidance on defining rural and non rural areas to support zero waste policies has been included on the Members Portal for information.
6.15 From an East Ayrshire Council perspective, this ruling places an obligation to uplift food waste from a minimum of 34,270 households. Of particular significance however would be the exclusion of 21,730 households including Catrine, Cumnock, Dalmellington and Dalrymple. Moreover, communities such as Fenwick, Kilmaurs, Crosshouse and parts of Stewarton, which already receive a food and plastics collection through the pilot as introduced in 2010, would lieout-with the core areas.
6.16 To help further evaluate the costs associated with the roll out of the food and plastics kerbside collectionas per the existing pilot scheme, officers have explored 3 options:
Full roll out to all households in East Ayrshire (56,000); Roll out to household in Urban areas and Accessible Small Towns (34,270); Roll out only to those households currently receiving black box collection service(51,500)
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6.17 A comparative cost analysis, based on weekly collections of food and plastic waste and extended collections of residual waste, identified the option of a full roll out to all households as offering significant potential benefits:
It will optimise savings in landfill disposal costs, including landfill tax, through increased diversion;
It will enable equality in kerbside recycling services and compliance with Waste (Scotland) Regulations 2012 – as it provides the means of introducing the full complement of dry recyclate collections and food waste to all householders (including those households which do not currently receive a black box collection);
It will facilitate the introduction of extended residual waste collections across the authority – with associated optimisation of future residual waste routes.
7. COMMERCIAL WASTE & RECYCLING REVIEW
7.1 With reference the Environment Protection Act 1990 (Section 45) and with regards to commercial waste, it is the duty of a local authority “if requested by the occupier of premises in its area to collect any commercial waste from the premises, to arrange for the collection of the waste”. Additionally, Councils have a duty to make a charge for commercial waste collections which must have a direct relationship to the costs of the service provision; the overall aim being to recover full costs incurred. The current fixed charging structure is determined on an annual basis and as a result income generated to offset costs, can be pressured through factors such as competition in the market, particularly with the private sector “cherry picking” accounts through flexible pricing strategies targeting easily accessible locations, and the current economic downturn.
7.2 In recognition of the significant challenge facing the Council including obligatory targets and market place pressures, and noting that at present only 30% of the Council’s 1,300 commercial customers recycle their waste, officers are reviewing commercial recycling services to address the following issues:
The need to ensure full cost recovery on an annual basis; The need to explore flexible charges – with full recycling contracts resulting in lesser waste costs; The provision of commercial waste services in line with Waste (Scotland) Regulation 2012 – including provision for food waste and dry recyclate collections; The introduction of minimum term contracts, to ensure business retention and guarantee of income and explore the option for long term contractual commitment; The introduction of advance payments – minimising opportunity for bad debt; The need to explore opportunities to further utilise in-house skip service through specifications for internal/external contracts;
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The need to consider the viability of private skip hire service.
7.3 Analysis of the Council’s skip hire service demonstrates that 90% of vehicle usage is accounted for in servicing the Council’s network of 2 Recycling Centres, 27 local Recycling Points, and internal Council operations including schools. The servicing of these sites is an integral part of the Council’s overall recyclate collection performance. As food and plastics recycling is provided on a wider kerbside basis, the frequency of servicing the Recycling network will be reviewed as part of the wider commercial provision. The introduction of a bulking facility in the South of the authority area would also help deliver efficiency savings in the operation of the commercial waste service thereby increasing the ability of the service to compete successfully with the private sector.
7.4 Officers are currently consulting with commercial customers to establish waste management behaviours and future needs. This ongoing research and the factors as detailed above will influence the design of future service provision and will be outlined within the forthcoming Commercial Waste Service Review. Officers recognise the importance of educating commercial customers in their statutory waste management obligations and going forward, the Commercial Waste Service Review will take cognisance of the significant opportunity to raise the profile and highlight the benefits of contracting with the Council. In recognition of the challenges posed to all authorities with regards to fulfilling commercial obligations, the Council is also in early discussions with South Ayrshire Council regarding potential collaborative engagement.
8. POLICY IMPLICATIONS
8.1 In terms of Community Planning in East Ayrshire, optimising waste diversion from landfill is consistent with Local Outcome 7 of the Delivering Community Regeneration Action Plan 2011-2015 “The Natural Environment Protected, Conserved and Enhanced, and the Negative Effects of Climate Change Mitigated” and National Outcome 14 of the Single Outcome Agreement: “Reduce the Local and Global Environmental Impact of Our Consumption and Production”.
9. LEGAL IMPLICATIONS
9.1 East Ayrshire Council is obliged to comply with the European Landfill Directive EC/1999/31/EC and national recycling composting targets of 50% (household) by 2013, 60% (household) by 2020, and 70% (municipal solid waste) by 2025 in addition to the Waste (Scotland) Regulations 2012. All place a legal obligation onto local authorities to reduce landfill disposal rates by maximising waste minimisation, reuse, recycling and recovery programmes.
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10. FINANCIAL IMPLICATIONS
10.1 Zero Waste Scotland has announced that funding support is currently available for separate domestic food waste collections. Indications regarding the levels of support funding is as follows: Year 1 £10.00 per household; Year 2, £5.00 per household; and in Year 3, £3.00 per household i.e. £18.00 per household in total. From an East Ayrshire perspective this provides an opportunity to apply for funds in the region of £837K assuming full roll-out to all household as described under Option 1. A funding application can only be progressed upon Council’s decision to provide such a collection service.
10.2 Indications from Zero Waste Scotland suggest that applications for funding will be considered on a first come, first served basis and will be awarded in direct correlation to the separate collection ethos of the Zero Waste Plan. As the Zero Waste (Scotland) Regulations 2012 require all authorities in Scotland to provide food waste and dry recyclate collections by January 2016, it is anticipated that demand for this support funding will intensify.
10.3 Whilst lead in times for vehicle procurement would preventa roll out of collections in 2012/13, an early bid if successful would enable the Council to proceed to order vehicles, purchase containers and the communications materials required for the service during the current financial year, ahead of initial roll-out of food and plastic in 2013/14. Zero Waste Funding, specific for food waste collections, could be utilised for such capital purchases.
10.4 The costs of the proposed new service delivery arrangements, based on landfill costs in 2011/12 and including anticipated Zero Waste Scotland support funding, are set out below. These include the total costs of food and plastics waste collections plus the costs of all landfill tax and food treatment costs. The proposals also include the establishment of a number of new posts within the Waste Collection Service to deliver the new arrangements. Extended collections are assumed to divert a minimum additional 10% of residual waste. Zero Waste Scotland, in consultation with the COSLA Waste Managers network, are presently conducting a study into the effects of an extended residual waste collection service. The outcomes of this study will inform the Council’s final arrangements.
Full Roll-out of Food & Plastics Collection (56,000 h/h) – Withextended collections commencing 2015/16
2013/14 2014/15 2015/16 2016/17 Extended Collections £3,817,779 £4,394,706 £4,297,118 £4,714,260 Existing Costs £3,857,000 £4,199,000 £4,541,000 £4,883,000 Annual Pressure / £(39,221) £195,706 £(243,882) £(168,740) (Saving) Note: above figures assume that all available Zero Waste funding outlined in section 10.5 will be received. This will total £2.337m to 2016/17.
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10.5 Full implementation of food and plastics waste collection services, with extended residual waste collections commencing 2015/16, is considered to be the optimum solution which provides a cumulative saving to the Council over the period of the Transformation Strategy. The costs of implementing the new arrangements, net of any Zero Waste Scotland funding, would be met from the Transformation Fund with investments in 2014/2015 leading to savings in future years. The projected savings amount to £0.169M per annum by 2016/17.Key to these projected savings is the inclusion of Zero Waste Support funding and therefore an early application to Scottish Government for funding support is deemed essential. To that end, and subject a final decision by Cabinet to proceed, the Head of Housing and Environment Services has submitted a bid to Zero Waste Scotland for funding to support the introduction of weekly food and plastics waste collection as described. Further opportunities will be reviewed to deliver savings in fleet costs as a result of the new collection arrangements and in existing operational arrangements through optimized working patterns which may include extended shift patterns and/or weekend working.
11. HUMAN RESOURCES IMPLICATIONS
11.1 The proposed new service delivery arrangements in relation to the planned roll out of food and plastic waste collections will require the recruitment of an additional 36 employees; twelve Refuse Collection Drivers (graded G4), twenty three Refuse Collectors (graded G3) and one Foreperson (graded G6). In addition, the proposed new Civic Amenity site in the South will require the recruitment of an additional 2 Civic Amenity Attendants (graded G3). The above proposals, in terms of both the Human Resource implications and the planned review of existing operation arrangements, are subject to Trade Union discussions.
12. RECOMMENDATIONS
12.1 It is recommended that Cabinet:
i) note the current position in relation to the Pan Ayrshire Waste Disposal/Treatment arrangements and the continued progress being made on the provision of an intermediate residual waste treatment/disposal facility for East and South Ayrshire Councils from May 2013;
ii) agree the provision of a Council owned and managed Household Waste Recycling Centre and bulking facility at the former Council offices site at Lugaras long as a net saving is achieved once actual costs have been established through completion of the normal procurement procedures.
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iii) agree to the introduction of a weekly food and plastics waste collection service and the extension of kerbside recycling services on a phased basis to all East Ayrshire households from 2013/14 to 2014/15 and thereafter, extended collections of residual waste from 2015/16 subject to a successful bid to Zero Waste Scotland for funding support;
iv) note early progress of discussions with South Ayrshire Council to establish the scope for collaborative engagement in providing commercial waste and other services;
v) approve the continuation of the winter appointment system for garden waste collections during December 2012, January and February 2013;
vi) Otherwise note the terms of the report.
Elizabeth Morton Depute Chief Executive/Executive Director of Neighbourhood Services
28 November2012 EM/CMCA/LA
LIST OF BACKGROUND PAPERS
1. Cabinet Report dated 23 November 2011 – Housing Services Waste Management Strategy Development 2. Scotland’s Zero Waste Plan (9 June 2010) 3. European Waste Framework Directive (Directive 2008/98/EC) (20 October 2008) 4. Waste (Scotland) Regulations 2012 (15 March 2012) 5. Scottish Environment Protection Agency for Year 2010/2011 6. Scottish Government 6 Fold Urban/Rural Classification 7. Environment Protection Act 1990 8. Delivering Community Regeneration Action Plan 2011-2015 9. Single Outcome Agreement 2011-2014 10. European Landfill Directive EC/1999/31/EC – 26 April 1999
IMPLEMENTATION OFFICER: Chris McAleavey, Head of Housing& Environment Services
Anyone wishing further information please contact: Chris McAleavey, Head of Housing & Environment Services. Telephone 01563 576598 or email: [email protected].
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER2012
TRANSFORMATION STRATEGY 2012 - 2017
COUNCIL GRANTS ADMINISTRATION
Report by Executive Director of Finance and Corporate Support
1. PURPOSE OF REPORT
1.1 The purpose of this report is to present to Cabinet for consideration the recommendations arising from a review of the Council’s grants making arrangements to community and voluntary organisations.
2 BACKGROUND
2.1 The review of Council funding to community/voluntary organisations sits within the context of the Transformation Strategy 2012 - 2017 which was approved by Council on 28 June 2012. The strategy set out a range of work streams designed to assist the Council to address the estimated budget gap to ensure that council services remain financially sustainable in the current economic climate. High level estimates indicate that, if the Council was to continue with current service levels and delivery models, expenditure would be some £34.1 million higher than income by 2016/17. 2.2 An internal review of the grants procedures relating to the Community Grant Scheme, Developer Contributions Fund as it is set out in the Adopted Local Plan and Renewable Energy Fund identified the potential for improving the efficiency in respect of a number of operational issues in relation to the funding criteria, assessment and decision making processes and grant management procedures relating to each of the different schemes.
2.3 As a result, a Grants Working Group, comprising a range of Council officers was established in July 2012, to carry out a review of the current arrangements and identify recommendations for improvement.
2.4 The Grants Working Group came to a view that optimum arrangements might include:
The establishment of a single grants committee; One single grants scheme, with various funding streams sitting within this overarching framework; A streamlined, standardised assessment process; Reduced bureaucracy; and Increased officer delegation at an appropriate level.
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2.5 It was subsequently concluded that the Local Community Grants, Renewable Energy Fund, the Match Fund and all departmental grants and Service Level Agreements to community and voluntary groups could fall within the remit of a new, single grants committee but that Developer Contributions and Talented Athlete Fund should be excluded as these do not directly support community and voluntary organisations.
3. PROPOSALS
SINGLE GRANTS COMMITTEE
3.1 Four local grants committees currently exist to take funding decisions in respect of application from local organisations applying to the Local Community Grants Scheme. Currently, each committee sets its own local priorities within the overall scheme criteria. Council funding decisions in relation to other funding streams which are open to community and voluntary groups, such as the Renewable Energy Fund and Match Fund, are currently taken by Cabinet. In addition, some external funding decisions in relation to community and voluntary groups are also taken at Departmental level across Council. It is considered that these current arrangements do not represent best value recognising the scope and range of the funding being considered.
3.2 In order to streamline the decision making process and to ensure consistency of approach, it is proposed that a new single Grants Committee should be established, as the key decision making body in respect of Council funding to community/voluntary groups operating in East Ayrshire.
3.3 Subject to Council approval, it is proposed that the first meeting of the new Grants Committee should be convened in January 2013.
Committee Membership
3.4 It is recommended that the Grants Committee should comprise 11 Members in total, including 6 coalition Members and 5 Members of the Opposition, with a quorum of 4 members.
Terms of Reference
3.5 The recommended Terms of Reference for the Grants Committee are as follows:
To make recommendations to Cabinet on the future operational arrangements of the Single Grants Committee and operational arrangements of the Grants Scheme for Community and Voluntary Organisations. To review the criteria for applying for grant funding to the new Grants Scheme To receive, consider and make decisions on applications for specified grant funding from community/voluntary organisations. To receive, consider and approve Council/departmental affiliations to outside organisations. To assume a strategic overview of external funding opportunities and receive updates on moneys secured to the East Ayrshire area.
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Scheme of Delegation – Officer Delegation
3.6 The Council’s current Scheme of Delegation in respect of the Local Community Grants Scheme gives delegated authority to Officers, as follows:
‘In respect of applications for community grants relative to events that will take place prior to scheduled meetings of the relevant Local Grants Committee, the Executive Director of Finance and Corporate Support or Head of Democratic Services or Administration Manager shall be authorised, on receipt of satisfactory reports and following consultation with the Chair and Vice-Chair of the relative Local Grants Committee, to award a community grant up to £500’.
‘The Executive Director of Finance and Corporate Support or Head of Democratic Services or Administration Manager shall report the awarding of such grants to the next appropriate meeting of the relevant Local Grants Committee’.
3.7 Whilst there may be sound administrative reasons to increase the level of delegation, it is proposed that no changes be made for the first year of operation with regular reports back to the committee on awards made or otherwise. It is also proposed that the level of Officer Delegation be reviewed after one year’s operation.
ONE SINGLE GRANTS SCHEME
Funding Streams
3.8 It is proposed that funding applications for the following funding streams will be included within the single grants framework:
Community Grants; Renewable Energy Fund; and Match Fund.
3.9 In addition, all departmental grants and Service Level Agreements to voluntary and community organisations will be included within the scope of the arrangements.
3.10 It should be noted that, the funding criteria of the Renewable Energy Fund is now due for review following its first year of operation. It is proposed that this review will take place early 2013 for subsequent incorporation into the proposed Local Development Plan.
Application Process
3.11 All grant applications under the above funding streams will require to be submitted through a standard grant application form, which will be based on the existing Council Grant Form. Development of this form is currently being progressed, with a new electronic form, available on the Council website from 1 April 2013. In the interim, the existing Council Grant Form will continue to be used, and applications through this form will continue to be accepted from community/voluntary groups as the new system is rolled out across the community in 2013/14.
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Assessment Process
3.12 One of the key principles underlying the development of a new grants scheme is the requirement for a streamlined, standardised assessment process. It is recommended that the Administration Division within Democratic Services, which currently has responsibility for the Community Grants Scheme, should assume a lead responsibility for the administration of all grant applications received under the new grants scheme, co-ordinate the assessment process and undertake assessments, as appropriate.
3.13 New and revised assessment procedures and guidance will be in place from 1 April 2013, to ensure that a consistent and proportionate assessment is undertaken for each funding application received, in line with the requirements of APB27, the Accountancy Policy Bulletin which relates to Council funding to external organisations.
3.14 As the core elements of the overall administration of the grants scheme sit within Finance and Corporate Support it is proposed that the Executive Director of Finance and Corporate Support assume a strategic lead for the Grants Committee.
Grant Management
3.15 Within the new grants system, it is proposed that there a revised monitoring and evaluation framework, which will apply proportionate levels of grant management to each grant award is established. Subject to approval by the Grants Committee, it is anticipated that the new monitoring and evaluation procedures will be introduced in 2013/14.As a result of any changes, the current Accounting Policy Bulletins will require to be updated.
4. WORKPLAN
4.1 It is proposed that there should be a phased transition to the new, single grants scheme. Priority should, in the first instance, be given to the future funding decisions which require to be taken in respect of those community/voluntary groups which are in currently in receipt of 2012/13 Council funding, through Service Level Agreements and other departmental funding arrangements. These decisions will be informed by the outcome of the current budget review process, which includes proposals for a reduction of £600,000 in Council funding to external organisations between 2013/14 and 2015/16.
4.2 Subject to Council approval, it is proposed that the first meeting of the new Grants Committee should be convened in January 2013, to take decisions in respect of future funding for the groups outlined at 4.1.Project performance information will require to be provided by the relevant Council Departments to inform Committee decision making in this regard and it is proposed that this process should be coordinated by the Administration Division within Democratic Services.
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4.3 In order to ensure a smooth transition to the new grants system, it is, however, recommended that existing arrangements for disbursement of 2012/13 Local Community Grants, Renewable Energy Fund and Match Fund allocations remain in place until 31 March 2013. This will allow for the full development of the new grants procedures, and for the review of Renewable Energy Funding Criteria, outlined at 3.10 above, early in 2013. It will also ensure that all 2012/13 allocations continue to be made under the existing criteria and procedures, in line with current community and voluntary group expectations.
4.4 Phase 2 of the progression to a single funding system would therefore take place in April 2013, from which date it is proposed that the new Grants Committee should meet on a quarterly basis, to consider those applications for financial support which fall within the Terms of Reference outlined at 3.5 above.
4.5 During its first year of operation, the Grants Committee will also require to make recommendations to Cabinet in respect of its future operations, and to oversee implementation of the new grants procedures. Additional meetings may require to be convened for this purpose.
4.6 The proposed Grants Committee Workplan for 2013/14 is attached at Appendix 1, for consideration.
5. REVIEW PROCESS
5.1 The proposals outlined above represent significant changes to existing practice in relation to Council funding of external community and voluntary organisations within East Ayrshire. It is therefore recommended that, following its first year of operation, a review of the single Grants Committee and related single grants scheme should be implemented. This will be undertaken by members of the Grants Working Group in April 2014, and will be reported to Cabinet at a future meeting.
6. RECOMMENDATIONS
6.1 Cabinet is requested to recommend to Council:
(i) a Single Grants Scheme in line with the proposals at paragraph 3.2; (ii) the proposals to establish a Single Grants Committee and seek Member nominations; (iii) that the Scheme of Delegation be amended accordingly; and (iv) further note the content of this report.
Alex McPhee Executive Director or Finance and Corporate Support 28November 2012
For further information on this report please contact Gwen Barker, Policy, Planning and Performance Manager on 01563 554602 or Bill Walkinshaw, Head of Democratic Services on 01563 576135 Implementation Officer: Bill Walkinshaw, Head of Democratic Services 185 Appendix 1
EAST AYRSHIRE COUNCIL GRANTS COMMITTEE PROPOSED PROGRAMME OF WORK
WORKSTREAM DETAIL TIMESCALE
Phase 1: Establishment of single Grants Council populates membership of December 2012 Committee. Committee and agrees the Terms of Reference for the Single Grants Committee and the update to the Scheme of Delegation. Inaugural meeting of Grants Committee. January 2013 Consideration of funding proposals in relation to groups which are currently in January 2013 receipt of 2012/13 funding from Council Departments/Service Level Agreements. Consideration of future operating procedures and decision making criteria January – March 2013 under the single grants scheme. Oversee the review of the Renewable January – March 2013 Energy Fund criteria. Make recommendations on the operational arrangements for the new January – March 2013 Grants Committee. Update the relevant Accounting Policy January – March 2013 Bulletins. Phase 2: Implementation of a single grants Consideration of funding applications April 2013, and quarterly thereafter scheme. under the Single Grants Scheme, including Community Grants, Renewable Energy Fund and the Match Fund funding streams.
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Phase 3: Review and development of single Formal review of single grant scheme April 2014 grants scheme after one year of operation. Ongoing review and development of Ongoing operating procedures and decision making criteria under the single grants scheme. Review Officer Delegation levels April 2014
November 2012
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 - 2017
REVIEW OF CUSTOMER CONTACT ARRANGEMENTS
Report by Depute Chief Executive/ Executive Director of Neighbourhood Services & Executive Director of Corporate Support
1. PURPOSE OF REPORT
1.1 The purpose of this report is to seek approval for a review of customer contact arrangements including the rationalisation of the Local Office network and working in partnership with the Post Office to provide Local Office services.
2. BACKGROUND
2.1 The Council’s Transformation Strategy, approved by Council on 28 June 2012 includes a workstream relating to Customer Contact, in particular the consolidation of customer contact arrangements. In addition, the recent budget proposals which were the subject of public consultation include a sum of £0.100m as a saving from a review of customer contact arrangements to be achieved in 2014/15.
3. CURRENT SITUATION
3.1 The Council currently operates a network of 18 Local Offices, 7 of which also provide Registration Services. These offices provide personal access to Council services and allow the public to make payments, report service matters and seek advice. Local Office staff operate the Council’s Distributed Contact Centre which allows telephone calls to the Council’s main daytime number to be answered only by Local Office Staff on a loop system. Appendix 1 shows the current performance of the Local Office network including the volume of cash collected and the operational cost per transaction.
3.2 The context for customer contact for Councils and other large organisations is changing. The availability of new technology means that customers are increasingly willing and able to contact the Council and carry out transactions electronically and the most recent residents survey indicated that for most people the telephone is the preferred method of contacting the Council. In addition to these factors most people have a bank account making direct debit arrangements possible. The value of the total payments collected across the Local Office network has reduced over the last 3 financial years with a 11.27% decrease between 2009/10 and 2011/12. Similarly the total number of transactions across the Local Office network has fallen over the last 3 financial years with a 9.10% decrease between 2009/10 and 2011/12.
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3.3 Most East Ayrshire communities have a local Post Office and the Post Office has recently announced a modernisation initiative which seeks to work in partnership with Local Authorities to provide front office services such as handling payments, form verification etc. Preliminary discussions with the Post Office have indicated that a partnership that would see services delivered on behalf of the Council by Post Offices in East Ayrshire would be possible (Post Offices outside East Ayrshire could also be included). Availability of cash payment and other services via the local post office would increase the number of service points available while also assisting with the sustainability of post office outlets in some communities. The provision of alternative service points in Post Offices would also allow the Council to rationalise its local offices network and modernise its customer contact arrangements with minimum disruption to those people who wish to continue to carry out Council transactions in person.
3.4 Rationalisation of the Local Office network would include provision of Local Offices in hub communities (Stewarton, Galston, Kilmarnock (Collecting Hall), Cumnock and Dalmellington/Patna), with Registration Services available at theGalston, Cumnock and Dalmellingtonoffices and at the Burns Monument Centre in Kilmarnock. Local Post Offices would provide cash payment and other services and consideration would be given to the establishment of a mobile staff team to provide advice services from Council and Community facilities if demand emerges to justify this. Local Offices would only be closed once alternative services are available via a local Post Office. Timing of the closure of any local office would follow on from the Post Office being able to provide an alternative service.
3.5 During 2013/14 the potential for the introduction of a dedicated telephone call handling service will be explored with a view to introducing this service in 2014/15. In parallel with payments via the Council’s web site and improved communication via social media, digital television services will also be investigated with a view to introducing updated customer contact arrangements as soon as possible.
4. FINANCIAL IMPLICATIONS
4.1 The review of customer contact arrangements will deliver revenue savings of £100,000 in 2014/15. This saving will be achieved by the rationalisation of the Local Office network including Local Office closures, coupled with the transfer of some services to Post Offices; new telephone call handling arrangements; the development of electronic payment methods and improvements to digital communications.
5. HUMAN RESOURCE IMPLICATIONS
5.1 The proposed changes to customer contact arrangements will have implications for staff involved in the delivery of these services. Wherever possible re-deployment and retraining of staff along with voluntary redundancy in accordance with the Council’s established procedures will be used to effect the changes.
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6. EQUALITY IMPACT ASSESSMENT
6.1 An initial equality impact assessment screening has been carried out. While the proposals summarised within this report include the rationalisation of the Local Office network, any impact will be mitigated by the provision of alternative, accessible services either through the Post Office, mobile services, telephone contact or electronic methods. Possible impacts will be kept under review as the work is developed.
7. RISK IMPLICATIONS
7.1 An initial risk assessment has been carried out in respect of impact on people, impact on property and assets, impact on current service delivery and consequential impact on other council services. Overall, the risk is assessed as medium and will be kept under review as this workstream is taken forward.
7.2 It is important to note that rationalisation of the Local Office network would include provision of Local Offices in hub communities and that Local Offices would only be closed once alternative services are available via the Post Office. A wide range of alternative provision measures are being investigated in order to modernise the Council's arrangements and minimise disruption to service users. Further, it is recognised that rationalisation of Local Offices will contribute to the Council's target to reduce the property portfolio by 25%.
8. RECOMMENDATIONS
8.1 It is recommended that Cabinet:
i) approves the proposals for the review of customer contact arrangements as outlined in this report;
ii) remits to the Executive Director of Finance and Corporate Support to negotiate with the Post Office and conclude a formal partnership arrangement for the provision of a range of services currently provided through Local Offices;
iii) approves the rationalisation of the Local Office network as described in the report and the closure of Local Offices when Post Offices are available to provide alternative services; and
iv) otherwise notes the content of this report
Elizabeth Morton Depute Chief Executive/Executive Director of Neighbourhood Services
Alex McPhee Executive Director of Corporate Support 29 November 2012 Background Papers NIL
191 LOCAL OFFICES 2011/12 OPERATING COSTS/PERFORMANCE
Costs based on figures for 2011/2012 Listed in descending order for cost per transaction Highest > Lowest
Auchinleck closed July 2011 tranferred to Indoor Bowling Club on a temporary basis. Patna closed May 2011 moved into Patna Primary School
Staffing costs include employers costs for NI and Superann
Total / Average excl Crosshouse Muirkirk Dalmellington Auchinleck Catrine Patna Stewarton Newmilns Darvel New Cumnock Cumnock Mauchline Hurlford Drongan Kilmaurs Galston Bellfield Collecting Total / Collecting Hall Hall Average
12hrs 30mins 18hrs30mins 36hrs30mins 32hrs30mins 14hrs15mins 13hrs 36hrs30mins 12hrs 20hrs 18hrs30mins 31hrs 30 mins 13hrs20mins 32hrs30mins 13hrs30mins 12hrs30mins 32hrs30mins 30hrs15mins 39hrs Hours Office Open to the public £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ Costs 12,197.54 31,018.39 53,934.10 49,096.25 26,106.38 12,811.97 52,212.75 20,139.71 32,074.36 29,965.86 87,532.47 20,799.37 48,389.46 26,106.38 12,260.51 39,258.93 30,156.98 196,231.71 Total staffing costs
Payment analysis Cash collected 112147 352198 722821 659160 339605 213651 669473 245113 349390 483780 1547760 292837 785580 448184 217713 672810 802459 5552745 2317 7105 12852 12841 7172 3587 12898 5477 8500 9241 25684 6247 14609 8235 4442 16689 16697 106917 total no of cash transactions Total collected 182658 428565 992820 881446 451089 262792 1112534 341521 524093 605449 2097138 416687 1172237 606190 333940 1047503 1300641 12436324 £25,193,627 £12,757,303
total no of payment 2963 7849 14999 15201 8153 4023 16678 6479 10454 10437 30642 7352 18065 9802 5510 20584 21514 141700 352,405 210,705 transactions
No of No of No of No of No of No of No of Registrations Registrations 137 Registrations 90 Registrations 38 Registrations Registrations Registrations 32 477 106 158
Cost 12197.54 31018.39 53934.1 49096.25 26106.38 12811.97 52212.75 20139.71 32074.36 29965.86 87532.47 20799.37 48389.46 26106.38 12260.51 39258.93 30156.98 196231.71 £780,293 £584,061
4.12 3.95 3.60 3.23 3.20 3.18 3.13 3.11 3.07 2.87 2.86 2.83 2.68 2.66 2.23 1.91 1.40 1.38 Cost Per Transaction 2.21 2.77
0.07 0.07 0.05 0.06 0.06 0.05 0.05 0.06 0.06 0.05 0.04 0.05 0.04 0.04 0.04 0.04 0.02 0.02 Cost Per £1 collected 0.03 0.05 THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 - 2017
REVISED SEVERANCE ARRANGEMENTS – REDUNDANCY POLICY AND PROCEDURES
Report by the Executive Director of Finance and Corporate Support
1. PURPOSE OF REPORT
1.1 The purpose of this report is to submit for Cabinet‟s approval changes to the Council‟s current Redundancy Policy and Procedures for Local Government Employees, Craft Operatives and Chief Officers.
2. BACKGROUND
2.1 At its meeting on 28 June 2012, Cabinet approved the Transformation Strategy 2012 – 2017 which contained a number of Workstreams which will be reviewed and thereafter reported on to Cabinet. One of the key workstreams is Employee/Workforce Benefits and this report provides an update in respect of the Council‟s current Redundancy Policy and Procedures for Local Government Employees, Craft Operatives and Chief Officers specifically in respect of the provisions available under the Council‟s Enhanced Redundancy Scheme.
2.2 At its meeting on 7 November 2012, Cabinet having considered a report containing proposed revisions to the Council‟s current Redundancy Policy and Procedures for Local Government Employees, Craft Operatives and Chief Officers, agreed to continue consideration of the recommendations to allow a review of alternative revisions.
2.3 Cabinet‟s principal concern related to the potential differential impact of the severance terms which would be available to employees now and in the future. This concern related to the issue raised by the Trade Unions as set out at para 2.4.iv below.
2.4 The proposals made to Cabinet on 7 November 2012 were:-
i. the Enhanced Redundancy element of up to a maximum of 66 weeks pay be discontinued and removed from the Council‟s Redundancy Policy and Procedures with effect from 31December 2013 (revised from an original proposed date of 30 June 2013); and
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ii. where a redundancy was agreed before 31 December 2013 but did not take place until an agreed date prior to 1 April 2015, then the Enhanced Redundancy element would remain as an option.
2.5 The Trade Unions submitted the following counter proposals:-
i. Applications approved by 31 December 2013 with an agreed Termination date up to 31 March 2015 should retain the option of 66 weeks under the Enhanced Redundancy Scheme.
ii. That the timescale for approved applications be extended from June to December 2013.
iii. Applications for voluntary severance made after 31 December 2013 and up to March 2017 would receive a redundancy payment based on a number of weeks of more than 30 but less that 66 e.g. 48 weeks.
iv. An employee who has requested voluntary severance before 31 December 2013 and been refused and who is then selected for compulsory redundancy should retain the enhancement of 66 weeks. This would not apply to compulsory redundancies where an employee had not made request prior to 31 December 2013.
3. PROPOSALS
3.1 Following Cabinet on 7 November 2012 the proposals contained in the previous report were reviewed by the Corporate Management Team. It is the Corporate Management Team‟s view that there should be no changes made to the original proposals for the following reasons.
3.2 As a result of the significant budgetary shortfall facing the Council between now and 2015/2016, it is inevitable that there will be a reduction in the size of the Council‟s workforce. Whilst it is not possible to be specific about the size of the reduction, based on previous severance levels, the cost of the current enhanced severance provisions as compared to the statutory provisions amounts to around £925,000 for every 150 employees who might leave the Council‟s service. Therefore, the proposal made previously to Cabinet to maintain the status quo in respect of the enhanced provisions until March 2015, represents a significant cost beyond the statutory minimum provisions.
3.3 A further aspect of the proposed revisions is that in terms of effective workforce planning and to maintain the Council‟s record in avoiding compulsory redundancies there should be an incentive for employees to volunteer for severance. That incentive is the retention of the discretionary enhanced element of the Redundancy provisions for a period of two financial years rather than any proposal to discontinue the provisions with immediate effect.
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3.4 The suggestion, that by altering the provisions of the redundancy scheme, employees who may leave the Council under severance provisions in the future are prejudiced because of the changes, does not take account of the fact that in response to changing financial circumstances the Council has in recent years made changes to a range of employee terms and conditions of service and added years provision. Accordingly, there has been and there is always the potential for employees to be dealt with differently in the future from now and to attempt to build in protection for all time is neither possible nor practical and as set out at 3.3 above could impede effective workforce planning as well as incurring additional costs.
4. TRADE UNION CONSULTATION
4.1 The Trade Unions have been advised of recommendations contained in this report.
5. LEGAL IMPLICATIONS
5.1 The current Redundancy Policy and Procedures which was issued to all employees by PER Circular 03/11 states at para 3.2 that in terms of the Local Government Pension Scheme, under the Council‟s Statement of Policy of Employers‟ Discretions, relevant employees may, depending upon the individual circumstances applicable to their situation, have the option of choosing either compensatory added years; compensatory added years plus a statutory redundancy payment or an enhanced redundancy payment. In that connection, Section 1.5 of the Statement of Policy of Employers‟ Discretions states “that the Statement of Policy confers no contractual rights and the Council retains the right to change the Policy at any time. Only the version of the Policy in operation at the time a discretion is exercised will be applied to the employee(s) concerned”. Accordingly, the proposal to discontinue the Enhanced Redundancy Scheme is consistent with that position.
5.2 The proposed changes will ensure that the Council meets its legislative requirements as an employer in relation to the Local Government Pension Scheme Regulations and the Local Government (Discretionary Payments and Injury Benefits) (Scotland) Regulations.
6. EQUALITY IMPACT ASSESSMENT
6.1 An Equality Impact Assessment has been carried out on the proposals set out at Section 2.3 above Whilst there may be an adverse impact on certain sectors of the workplace in respect of age and gender, it is considered that the action to discontinue the Enhanced Redundancy element is proportionate to achieving a justifiable objective to reduce expenditure particularly as the Statutory Redundancy element of the Redundancy Policy and Procedures
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remains along with the provision of Compensatory Added Years and continuation of paying actual weekly wage as the calculator for a redundancy payment.
7. STATEMENT OF EMPLOYERS’ DISCRETIONS
7.1 Per Circular 1/11 outlined the current Statement of Employers‟ Discretions under the Local Government Pension Scheme and it is proposed to amend the Employers‟ Discretions as follows:
Compensation Payment Part IV Regulation 35
This Regulation enables the Council to make a redundancy compensation payment of up to 104 weeks remuneration where no added membership years have been awarded under Regulation 8 of the Local Government (Discretionary Payments and Injury Benefits) (Scotland) Regulations 1998, as amended.
Council Position
The Council has agreed that with effect from 1 January 2014 it will no longer apply this discretion except where an employee has an application for voluntary severance approved before 31 December 2013 but the agreed actual termination date is up to 31 March 2015. These employees will retain the option of an Enhanced Redundancy Scheme of a compensatory payment of up to a maximum of 66 weeks remuneration where they are aged 50/55 and over (see Administrative Note) and have at least 2 years qualifying employment and who have not been awarded compensatory added membership years and those employees aged 18 to 50/55 and over (see Administrative Note) who have at least 2 years qualifying employment.
With effect from 1 January 2014, with the exception of those employees outlined above, the Council will pay up to a maximum of 30 weeks remuneration to be paid to employees aged 18 and over who have at least 2 years qualifying employment, who leave the Council‟s employment by reason of redundancy. The compensatory payment will be based on the Government‟s Statutory Redundancy Payment Scheme determined by the employee‟s contracted pay, age and completed years of service.
Flexible Retirement Regulation B18(1)(b) and B18(2)
Employees who attain the age of 55 may receive payment of their pension benefits and continue working with the Council, as long as they reduce their hours or grade, if the Council consents. Depending on the age of the employee, there may be „strain on the fund‟ costs to the Council.
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Council Position
The Council agreed to apply this discretion by delegated authority of the Head of Human Resources, where there would be positive benefits to the Council in terms of skills retention, efficiency savings, etc. and there is no net financial cost to the Council arising from the flexible retirement. In order to qualify for flexible retirement, there must be a reduction in the employee‟s hours of work by at least 20%, or alternatively by a reduction in their salary grade.
7.2 The updated Statement of Policy will come into effect following the conclusion of the Trade Union Consultations and will be forwarded to Strathclyde Pension Fund as Administering Authority.
8. RECOMMENDATIONS
8.1 Cabinet is recommended to agree that:-
i. the Enhanced Redundancy element is discontinued and removed from the Council‟s Redundancy Policy and Procedures with effect from 31 December 2013;
ii. where a redundancy is agreed before 31 December 2013 but does not take place until an agreed date prior to 1 April 2015, then the Enhanced Redundancy element will remain as an option;
iii. there be no change to the current level of Compensatory Added Years awarded in cases of redundancy or retiral in the interests of the efficiency of the service;
iv. an employee‟s actual weekly pay be retained as the calculator for a redundancy payment;
v. the Council‟s Statement of Employers‟ Discretions be amended accordingly; and
vi. the content of the report be otherwise noted.
Alexander McPhee Executive Director of Finance and Corporate Support 28 November 2012
LIST OF BACKGROUND PAPERS
Nil
Members wishing further information should contact Martin Rose, Head of Human Resources, Tel: (01563) 576092. Implementation Officer: Martin Rose, Head of Human Resources
197 THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK
198 B11
EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 – 2017
REVISED SICKNESS ABSENCE MANAGEMENT POLICY
Report by Executive Director of Finance and Corporate Support
1. PURPOSE
1.1 The purpose of this report is to recommend to Cabinet proposed changes to the Sickness Absence Management Policy.
2. BACKGROUND
2.1 The Transformation Strategy 2012 – 2017 was agreed by Council on 28 June 2012. At that time it was highlighted that proposals to strengthen arrangements in relation to absence management were under consideration, and that a key workstream would be the identification and exploration of the potential for changes in terms and conditions.
2.2 In reviewing and revising the Sickness Absence Management Policy which was last reviewed in 2009, account was taken of the current absence profile, the approximate cost of absence to the Council and benchmarking with other Councils.
2.3 On an annual basis the absence profile for the Council in 2011-2012, comparison with the Scotland average and the best performing Council was as follows:-
Employee Group East Ayrshire Scotland Lowest Council Council
Local Government 10.8 days 10.4 days 7.9 days Employees
Teachers 5.1 days 6.2 days 4.2 days
Source: Audit Scotland Performance Information 2011-2012
2.4 Although the Council figures for 2011-2012 set out above, show an improvement from the 2009-2010 position of 5.7 days for teachers and 12 days for Local 199 B11
Government Employees, the figures for the Local Government Employee workgroup which is the largest of the Council’s workgroups is still above the Scotland average.
2.5 At Period 7 (24.9.12 to 21.10.12) a total of 4358.5 days were lost due to absence giving an average absence per employee of 0.7 days. Whilst care has to be taken in quantifying the costs of absence due to a number of contributing variables, it is estimated that the cost of absence in Period 7 was approximately £473,000. This total cost is made up of two elements; the first, which is the salary costs of absent employees equates to approximately £347,000 and the second, which is the cost of replacement employees where that is necessary for the maintenance of service such as in teaching or residential care, equates to approximately £126,000. On an annual basis the total cost of absence based on the extrapolated Period 7 levels is approximately £5.67m comprising the two elements referred to above.
2.6 Absence information for each Accounting Period is reported to both Cabinet and Governance and Scrutiny Committee as part of the East Ayrshire Performs report.
3. PROPOSED CHANGES
3.1 As part of the ongoing review of the Council’s Employment Policies, changes have been made to the Sickness Absence Management Policy to ensure that it takes account of new legislation and reflects best human resources practice. The main changes are set out here and a copy of the complete revised Policy is attached as Appendix 1.
3.2 The revised Policy is intended to provide a comprehensive framework for the Council to secure the attendance of all employees throughout the working week.
3.3 Having regard to the benchmarking information set out above, the level of absence which is considered to be unacceptable is proposed to be set at 8 working days. To take account of this, the absence triggers which lead to the initiation of management action have been revised to 3 spells of absence in a rolling 6 month period or where absence exceeds 8 working days within a 12 month rolling period.
3.4 As at present, employees with Unacceptable Levels of Sickness Absence may be dealt with under the Council’s Disciplinary Policy and Procedures. However, in considering what action might be taken managers must take due account of any mitigating factors such as:-
previous good attendance record which has not previously led to any disciplinary action; disregard pregnancy related absences; 200 B11
disregard absences specifically aligned to employee’s disability; take into account operations associated with absence industrial injury which relates to the absence which has been recorded in the appropriate Accident Report Form and been investigated underlying medical conditions
3.5 It is intended that more use will be made of case management where case conferences and case meetings can take place with the Council’s Occupational Health Service to assist in the management of an employee’s sickness absence.
3.6 As currently, use will continue to be made of the Council’s Occupational Health Service in relation to both general medical referrals and also early intervention in respect of muskulo-skeletal and stress (personal and work related).
3.7 To allow the revised Policy to be effectively implemented following the provision of relevant information and support to employees as set out at 4.2 below it is proposed that it be implemented from 1 April 2013.
4. COMMUNICATIONS
4.1 Employees will be advised of the new Sickness Absence Management Policy via the Council’s intranet site, Ewords and the issue of a relevant PER Circular. A revised Employee Guidance and Managers Guidance booklets in respect of respective employee groups will be issued.
4.2 The corporate training course on managing absence will be updated and workplace toolbox talks will be delivered to ensure that Managers and employees are made aware of the revised Policy.
5. FINANCIAL IMPLICATIONS
5.1 Having regard to the information set out at section 2 above a reduction in the current levels of absence will result in reduced costs to the Council in terms of both the direct salary costs of absentee employees and the cost of any replacement employees.
6. POLICY/LEGAL IMPLICATIONS
6.1 The revised Sickness Absence Management Policy will ensure that the Council continues to meets its legislative requirements as an employer and continues to 201 B11
follow best practice guidelines. The proposal meets the pursuit of continuous improvement and Best Value and the guiding principles of the Community Plan.
7. RISK MANAGEMENT IMPLICATIONS
7.1 There are no risk management implications.
8. COMMUNITY PLANNING IMPLICATIONS
8.1 There are no community planning implications.
9. TRADE UNIONS
9.1 The proposed changes have been discussed and agreed with Trade Unions representing Local Government Employees, Chief Officers and Craft Operatives.
9.2 The proposed changes have been discussed with the Teaching Trade Unions and are being submitted for formal approval in respect of teachers to the Joint Negotiating Committee for Teaching Staff meeting being held in December 2012.
10. RECOMMENDATIONS
10.1 Cabinet is recommended to approve the revised Sickness Absence Management Policy with effect from 1 April 2013 subject to the formal approval by the JNC for Teaching Staff.
Alexander McPhee Executive Director of Finance and Corporate Support 28 November 2012
LIST OF BACKGROUND PAPERS Nil Any person wishing further information should contact Martin Rose, Head of Human Resources (Telephone 01563 576092).
Implementation Officer: Martin Rose, Head of Human Resources
202 B11 APPENDIX 1
Sickness Absence Management Policy
DECEMBER 2012
203
Sickness Absence Management Policy Document
CONTENTS
Page No.
1. Introduction 4
2. Purpose 5
3. Policy Principles 6
4. Sickness Absence Procedure 8
4.1 Notification 8 4.2 Certification 9 4.3 Unauthorised Absences 9 4.4 Exclusion from Sickness Allowance Payments 9
5. Unacceptable Level of Sickness Absence 10
6. Well Being and Preventative Action 11
7. Equality Act 11
8. Rehabilitation Measures 12
9. Terminal Illness 12
10. Short Term Absence 12
11. Long Term Absence 12
12. Management Monitoring Arrangements 13
11.1 Recording 13 11.2 HR/Payroll System 13 11.3 Early Intervention 13 11.4 Return to Work Meeting 14 11.3 Formal Absence Meeting 14 11.4 Absence Review Follow Up Meeting 16 11.5 Regular Contact 17
13. Case Management 17
14. Pregnancy Related Absences 17
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15. Unpaid Leave of Absence 18
16. Sick Pay Scheme 18
17. Meeting Outcomes 18
17.1 Support and Assistance 18 17.2 Action short of Dismissal 18 17.3 ll Health Retirement 19 17.4 Dismissal 19
18. Guidance Booklets 20
19. Annual Leave 20
20. Training 20
21 Data Protection Act 1998 21
21. Miscellaneous Issues 21
22. Review 21
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POLICY STATEMENT
1. INTRODUCTION
1.1 As an organisation which genuinely believes in continually striving for improvement, East Ayrshire Council is committed to attaining high attendance levels and minimising sickness absence levels within the workforce.
1.2 A culture of joint co-operation needs to be maintained, whereby all parties work together to achieve a highly motivated workforce committed to achieving these aims of maximising attendance.
1.3 East Ayrshire Council recognises that while the vast majority of employees do achieve and sustain high standards of attendance, there may be occasions that a certain level of absence may be necessary due to sickness.
1.4 The Policy is designed to assist Managers to monitor, control and improve attendance levels and to reduce the adverse impact of sickness absence on employees and service delivery.
1.5 Good practice will be adopted when recognised and to promote continuous improvement in sickness absence, Services will continuously monitor their performance against the Council wide sickness absence targets.
1.6 A key feature of the Policy will be the consistent application of its provisions. Management discretion used appropriately will when used with other supportive measures, provide employees with appropriate support to improve their attendance levels where possible/practicable.
1.7 The Policy provides a process for managing attendance which may result in action being taken up to and including dismissal on capability grounds.
1.8 Managers will ensure that employees are made aware of the Policy and that their attendance will be monitored against the standards set by the Council.
1.9 Where sickness absence relates to a disability, managers will comply with the requirements of the Equality Act 2010 and the duty to make reasonable adjustments with advice from Human Resources.
1.10 Medical information relating to cases will be kept confidential.
1.11 The Council has agreed to deal with absence which is regarded as having reached an unacceptable level and this is detailed in paragraph 5 of the Policy.
1.12 Further detailed advice and guidance for managers and employees on the Policy and Procedures is contained in the separate Manager’s Guidance and Employee Guidance booklets.
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2. PURPOSE
2.1 The Policy is intended to provide a comprehensive framework for East Ayrshire Council to secure the attendance of all employees throughout the working week. The Council’s target for sickness absence rates is to be in the first quartile of Councils as set by Audit Scotland in their annual report of corporate Statutory Performance Indicators.
2.2 East Ayrshire Council encourages a culture that places a value on good attendance and recognises the efforts which employees make to remain at their work or return to work. Everyone in the workforce, at all levels, feels the impact of ill health and sickness absence. Clearly the implications of non-attendance can have a high cost both in terms of the level and quality of service provided by the Council and the additional pressure placed upon team members by that absence. East Ayrshire Council will, therefore, ensure that it has sickness absence Procedures which are simple, fair, and consistently applied and which are supportive and respond appropriately to all employees who suffer ill-health but which also ensure that the Council continues to meet its business needs to deliver quality services within the community.
2.3 The Policy and related Procedures will enable Managers to identify potential problems quickly and liaise consistently and effectively with employees on matters relating to sickness absence. Ineffective absence management can lead to increased casual, short term absences and more costly long term absences where short term absences are left unmanaged for a long period.
2.4 It is the responsibility of Managers to manage and monitor sickness absence within their workgroup and to ensure that the requirements of the Sickness Absence Management Policy are met. The term Manager, used throughout the Policy, applies to any employee who has delegated authority to undertake supervisory responsibilities in relation to sickness absence management.
2.5 To deliver quality services, levels of attendance must be monitored and managed across all employee groups. By encouraging the application of best practice management techniques, the Council aims to secure good employee attendance levels by promoting a stimulating and co-operative working environment in which every employee is motivated to attend work and make a contribution to the delivery of quality Council services. To this end, the Council intends to pursue best practice in the following areas:-
Developing Council–wide sickness absence policies; Actively managing short and long term sickness absence; Identifying preventative strategies and tackling issues before they become problems; Offering employee counselling, occupational health services and other supportive measures; Setting targets and devising strategies for absence improvement; Measuring, monitoring and acting on information about absence.
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2.6 Managers should be aware of their employees’ health issues and be in a position at an early stage to assist in recovery measures to enable employees to return to work as early as practicable. This can only happen when managers have meaningful discussions with their employees to talk over the issues involved.This will enable managers to be aware of the actual and potential impact on service delivery.
2.7 The Policy takes into account best practice principles and approaches to managing sickness absence and covers all categories of absence.
2.8 All employees, including those who are employed on a temporary basis have a responsibility to understand and comply with the Policy. All employees will be expected to understand and comply with any changes. Managers will be made aware of the Policy and any associated changes through appropriate training.
2.9 The Sickness Absence Management Policy and Procedures applies to all employees within the Council.
3. POLICY PRINCIPLES
3.1 Everyone has a responsibility to comply with the Policy and in order to maintain a low absence culture and to effectively manage absence, all parties must be aware of their individual and collective responsibilities:
The Council
. is responsible for the health, safety and welfare of its employees;
. is committed to the identification, assessment and management of work related health risks;
. will promote health initiatives through the Healthy Working Lives Programme aimed at providing employees with support in maintaining good health;
Executive Directors and Heads of Service
. are responsible for managing absence within their department/service;
. will ensure that managers monitor absence and carry out absence and follow-up reviews in accordance with the Council’s Policy;
. will ensure the appropriate recording of absence statistics within their department/service.
Managers
. will provide employees with a safe working environment by ensuring all risk assessments are completed and encourage employees to adopt a healthy lifestyle;
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. will be personally responsible for managing/dealing with absence within their own work group and must not abdicate this responsibility;
. will maintain and actively monitor records of absence for each individual employee within their work group and take appropriate management action in accordance with the Council’s Policy.
Occupational Health Service
. will support Managers in the application of the Council’s Policy by providing relevant detailed medical reports;
. will provide support and advice to employees on health issues;
. will determine as early as possible whether or not an employee is fit to continue to undertake the duties of their post with regard to other medical reports where appropriate e.g. GP or consultant;
. will assist in the promotion of health initiatives and contribute to the Council’s safe systems of work.
Employees
. should maximise their attendance at work and keep absence to a minimum;
. should adhere to the reporting and notification timescales for reporting absence outlined in the Policy;
. should be aware that their own lifestyle can have an adverse effect on their attendance at work.
. should be aware of the impact which their absence has on service delivery and their colleagues
Human Resources
. will co-ordinate, monitor and report on absence within the Council;
. will support managers to implement the Policy;
. will maintain, review and update the Policy as necessary.
3.2 Through the corporate, Departmental and work specific induction process, all employees must be informed of the following :-
that their capability and attendance will be monitored by their immediate line manager;
of the notification procedures for absence of any kind;
of the benefits, support and welfare provisions and services which are available to them;
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that failure to comply with the Procedures may result in sickness allowance payments being stopped or suspended. Where their absence or conduct gives rise to serious concern, disciplinary action may be taken in accordance with the Council’s Disciplinary Policy and Procedures.
that they will be treated in a fair and consistent manner and will be encouraged to seek help with any problems they might have which may result in their non-attendance at work;
that employees who suffer ill health will be treated fairly. With degenerative or terminal illness the employee may still be able to attend work but may still need special consideration related to work.
of notification of any early retiral options or schemes
4. SICKNESS ABSENCE PROCEDURE
4.1 NOTIFICATION
4.1.1 Employees who are absent from work due to sickness or accident must conform to the following procedure:-
On first day of sickness absence, before the start of the working day if possible or within 1 hour of normal start time, they must speak directly to their Manager or appropriate alternative managerial contact when reporting absence or in extreme circumstances arrange for someone on their behalf to speak directly with the appropriate Manager. Teachers should notify the school as soon as is practicable.
Where the relevant Manager is not available then they should leave a contact number to enable the Manager to contact them later that day, whenever practicable or as soon as possible thereafter. Emails or texts messages are not accepted as an appropriate method of communication other than when they are agreed for use as a reasonable adjustment in disability cases.
4.1.2 Employees absent from work due to sickness should provide the following information:-
1. The nature of their illness, or other reason for their absence; 2. How long they expect to be ill/absent; 3. An estimated date of return; 4. Their intentions e.g. going to doctor, hospital etc; 5. Where appropriate, advise of any work appointments that have been made, attendance expected at meetings, training courses, important work etc so that alternative arrangements can be made in their absence; 6. Their telephone number or personal contact point (this is needed in case the Manager needs to contact the employee).
4.1.3 If the employee does not return to work by the third calendar day, then on the fourth calendar day of absence they are required to contact their Manager and should intimate a likely return date.
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4.2 CERTIFICATION
4.2.1 For an absence of seven calendar days or less, the employee must submit a self- certificate form and submit it to their Manager on the day they return to work unless a Medical Practitioner has issued a Fit Note from day one that covers the absence..
4.2.2 For an absence continuing for more than seven calendar days, in addition to completing a self-certificate, the employee must consult a Medical Practitioner and obtain a Fit Note. The certificate must be forwarded immediately to the Manager. If the absence is likely to continue beyond the date shown on the medical certificate the employee should consult their Medical Practitioner again and submit additional medical certificates timeously to cover the absence. Regular contact will be maintained with them by their Manager.
4.2.3 If the employee’s health improves, they will be expected to return at the end of the period and under any specific rehabilitation measures agreed where applicable.
4.3 UNAUTHORISED ABSENCES
4.3.1 When an employee’s absence is not supported by appropriate documentation or where the correct notification procedure has not been followed, this will be regarded as unauthorised absence and sickness absence payments will be withheld. If a satisfactory explanation is provided after investigation of the circumstances, payment will be re-instated.
4.3.2 However, if, after investigation and consideration of the circumstances and any explanation given, the absence remains unauthorised, pay will not be re-instated and the matter will be dealt with under the Council’s Disciplinary Policy and Procedures. This will not prevent the absence itself being dealt with under the provisions of this procedure.
4.4 EXCLUSION FROM SICKNESS ALLOWANCE PAYMENTS
4.4.1 Sickness allowance payments will not be paid in the following circumstances if an employee:-
has less than 26 weeks continuous service (18 weeks in respect of teachers);
becomes ill while on strike action;
on the first day of sickness has already exhausted or subsequently exhausts sickness allowance entitlement;
on the first day of sickness is in legal custody or is subsequently taken into legal custody;
fails to adhere to or to continue to fails to adhere to the required notification and certification requirement;.
is absent on maternity leave;
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is absent due to their misconduct or negligence, active participation in sport for payment, or injury while working in their own time for another employer or for private gain;
is guilty of conduct prejudicial to recovery;
fails without good reason to attend a medical examination with the Council’s Occupational Health Adviser;
terminates or has their contract of employment terminated.
4.4.2 Where any employee’s abuse which constitutes misconduct arises from any of the above then it will be dealt with under the provisions of the Council’s Disciplinary Policy and Procedures. This will not prevent the absence itself being dealt with under the provisions of the procedure.
4.4.3 Where an employee fails to attend for a medical appointment with the Council’s Occupational Health Service without good reason, then their pay or sickness allowance may be withheld and disciplinary action may be considered.
5. UNACCEPTABLE LEVEL OF ABSENCE
5.1 The Council has agreed to deal with absence which is regarded as having reached an unacceptable level as follows:
Where employees have had 3 spells of absence in a rolling 6 month period or where absence exceeds 8 working days within a 12 month rolling period, Formal Absence Review Meetings will take place between the employee and their manager to discuss the sickness absence level. Note: one day or more is defined as a spell of absence.
5.2 The Formal Absence Review Meetings are intended to allow a Manager and employee to discuss the absence and to identify ways in which attendance levels can be improved. The procedure and outcomes of Formal Absence Review Meetings are detailed in paragraph 12.5.
5.3 Employees with Unacceptable Levels of Sickness Absence will be dealt with under the Council’s Disciplinary Policy and Procedures with due account being taken of any mitigating factors e.g.
previous good attendance record which has not previously led to any disciplinary action; disregard pregnancy absences; disregard absences specifically aligned to employee’s disability; take into account operations associated with absence industrial injury which relates to the absence which has been recorded in the appropriate Accident Report Form and been investigated underlying medical conditions
5.4 The employee will be able to appeal against any disciplinary action taken in line with the provisions of the relevant Disciplinary Policy and Procedures.
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6. WELLBEING AND PREVENTATIVE ACTION
6.1 The Council actively seeks to encourage employees to adopt and pursue healthy lifestyle options which can contribute to better health, a positive work-life balance and lead to lower sickness absence levels.
6.2 As part of its support measures, the Council offers a confidential employee counselling service, physiotherapy and supports the Health Working Lives Scheme.
6.3 The Council’s Occupational Health Service supports better employee attendance via Occupational Health reporting; rehabilitation measures; physiotherapy and active case management including case conferences and case meetings either before or after the medical examination.
6.4 The Occupational Health Service supports employees’ return to work by providing medical information to assist Managers to make relevant decisions. The Occupational Health Service will determine if an employee is fit to continue in their current role.
6.5 In addition, the Council will assist employees, as appropriate, where it can be demonstrated by the Council’s Occupational Health Service that an employee’s return to work can be accelerated by temporary alternative employment or that alternative medical assistance may be of benefit. In this latter regard, the Occupational Health Service will liaise with the employee’s doctor.
6.6 In appropriate cases, the Council will consider supporting an employee to remain on sick leave but to return to work for therapeutic reasons. During this period the employee will not be expected to perform the normal duties of their post and will remain under close supervision. In such circumstances the employee will be required to submit documentation from their GP indicating their support of a return to work for therapeutic reasons.
7. EQUALITY ACT
7.1 The Council will take into account the provisions of the Equality Act 2010 as well as the current medical information available on the employee prior to any formal action being taken as a result of an employee’s sickness absence record.
7.2 This will include making reasonable adjustments to any working arrangements that place a disabled employee at a disadvantage compared with others who are not disabled.
7.3 Transgender employees who transition from male to female or from female to male hormonally and/or surgically will receive appropriate support at all the different stages in their transition, as necessary.
7.4 The Government’s Department for Works and Pensions, Disability Services Team may be contacted for general advice or to assist in reviewing individual cases. This can be arranged via Human Resources Officers.
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8. REHABILITATION MEASURES
8.1 A flexible approach will be considered to help employees settle back into a work routine following a lengthy period of absence.
9. TERMINAL ILLNESS
9.1 Where an illness or medical condition is diagnosed as one from which the employee will not recover i.e. their illness/condition is terminal, employees will not be subject to any formal action under the Sickness Procedures. At all times, the employee will be dealt with sympathetically and treated with respect and dignity. Any medical referrals will only be to assist with the employee’s wellbeing. The options available will be discussed at the appropriate time taking into account their individual circumstances.
10. SHORT TERM ABSENCE
10.1 Definition: Short term sickness absence is regarded as absence of at least one day and less than 28 calendar days.
10.2 Frequent short-term absences may be indicative of underlying health problems. The Council is concerned that such problems are addressed early to assist the employee and avoid organisational difficulties.
10.3 Persistent short-term absences will require to be discussed between Managers and employees in Formal Absence Review Meetings with a view to ascertaining the reasons for absence and where appropriate support measures can be put into place to assist employees to reduce future absences.
10.4 Where cause for concern is identified, this will be discussed with the employee who will be informed of the required attendance improvement. Where deemed appropriate, disciplinary action will be taken against the employee based on their sickness absence record. The employee will also be advised of the potential implications of these improvements not being met. A formal record of this discussion and its outcome will be made with copies to management, Departmental Human Resources Officer and the employee.
10.5 Where there is a problem of short term absence which shows no signs of improvement then a doctor’s certificate may be requested for frequent periods of absence of less than seven calendar days if appropriate. In these circumstances, any cost incurred in obtaining the medical certificate will be reimbursed by the Council.
11. LONG TERM ABSENCE
11.1 Definition: Long term absence is defined as continuous absence from work of more than 28 calendar days.
11.2 Where long term absence is of concern, early intervention, effective management and effective controlled rehabilitation and phased return to work could reduce costs and improve productivity. Managers must monitor absence effectively so that any problems related to sickness absence are not treated casually. 214 12
11.3 In accordance with the Conditions of Service, employees may be referred for a medical examination at any time. This will assist in determining what support or rehabilitation measures can be put into place to assist the employee to return to work.
11.4 Employees who have been on sick leave for a continuous period of 28 days will, where deemed appropriate, have a meeting with their Manager to discuss their sickness absence at a Formal Absence Review Meeting. Discretion should be exercised where for example the employee is hospitalised.
12. MANAGEMENT MONITORING ARRANGEMENTS
12.1 RECORDING
12.1.1 Managers must ensure that all sickness absences are recorded and notified to Payroll on the first day of absence or as soon as possible thereafter. This information is used to: ensure timely notification of changes to sick pay payments i.e. a reduction to half pay or no pay produce corporate and departmental sickness absence reports produce reports of formal action taken monitor the effectiveness of the Council’s sickness absence arrangements
12.1.2 Each manager is required to monitor attendance levels within their teams and apply the formal stages as outlined in the Policy.
12.2 HR/PAYROLL SYSTEM
12.2.1 To ensure that the sickness absence policy is applied effectively it is essential that effective monitoring procedures exist. The Council’s HR/Payroll system will assist in the collation of accurate and timely sick absence data within the Council. This will provide easily accessible management information and assist Managers in the following areas:-
Establishing any sickness absence trends amongst their workgroup; Providing appropriate trigger mechanisms Producing accurate sickness absence statistics;
The Human Resources Service will be responsible for the monitoring of the Policy and Procedures.
12.3 EARLY INTERVENTION
12.3.1 Early intervention is considered to be one of the most effective elements of a return-to- work plan, as is consistent monitoring to ensure that support measures including physiotherapy, Employee Counselling Service etc are put in place to enable an employee’s return to work to be sustained.
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12.3.2 In cases where absences due to a musculoskeletal condition or stress is stated on an employee’s first Statement of Fitness for Work or self certificate, the Council’s Occupational Health Service will be contacted by the Human Resources Team. Occupational Health will immediately phone the employee concerned to discuss the position, related support measures and may arrange a medical examination.
12.3.3 Where an employee has been absent for a continuous period of 28 days and unless there are exceptional circumstances, then they will be referred to the Council’s Occupational Health Advisor for a medical examination.
12.4 RETURN TO WORK MEETING
12.4.1 On the first day following an employee’s absence, the manager should ensure that they conduct a Return to Work Meeting with the employee concerned as soon as practical and ensure that they complete and forward the necessary paperwork to Payroll.
12.4.2 This meeting allows the manager to express a proper interest in the welfare of the employee and gives the employee the opportunity to express any health, welfare or job related problems which they might have. The meeting is designed to maintain effective communication between employees and their line managers and to offer appropriate support and assistance. They must not be used to intimidate employees or to place undue pressure upon them.
12.4.3 This will be a formally documented process normally face to face but may in certain circumstances be by telephone. To ensure consistency a template fis available for Managers detailing the issues which they should cover during the Return to Work Meeting.
12.5 FORMAL ABSENCE REVIEW MEETING
12.5.1 Where an employee has had 3 spells of absence in a rolling 6 month period or where absence exceeds 8 working days within a 12 month rolling period then a Formal Absence Review Meeting must take place between the employee and their Manager to discuss the employee’s sickness absences and to identify what additional support measures can be provided to improve the employee’s attendance and wellbeing.
12.5.2 If the absence involves short term absence, the Absence Review Meeting will allow the manager to: -
a) Identify the frequency and reason for absences and ensure that the employee is aware that their absence record is giving cause for concern;
b) Advise the employee to seek proper medical attention if there is an underlying medical problem. A medical report could be requested from the employee’s Doctor, if appropriate. Alternatively, the employee can be referred to the Council’s Occupational Health Service;
c) Where appropriate, inform the employee that continued absences can have a detrimental impact on service delivery;
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d) Give consideration to an employee’s personal problems and possible ways of helping the employee resolve them, for example, referring them to the Employee Counselling Service;
e) Agree a reasonable period of time over which the employee’s attendance can be assessed against the standard expected. Advise employee of the date of the Absence Review Follow Up Meeting;
f) Indicate what the next step will be if the employee fails to reach the standard required. These standards or targets should be specified. A letter will be issued to the employee confirming the facts, the action to be taken and specifying what may happen if attendance is not improved.
g) Review any mitigating circumstances and make a decision either to :
take no formal action and arrange a date for an Absence Review Follow Up Meeting, if appropriate. May also put into place an improvement plan.
OR
determine that a Disciplinary Hearing should be held. Thereafter a Disciplinary Hearing will be held in accordance with the Council’s Disciplinary Policy and Procedures. The employee will be able to appeal against any disciplinary action taken.
12.5.3 If the absence involves long term absence, the Absence Review Meeting will allow the manager to: -
i. Seek to establish the reasons for absence and its likely duration. The employee’s doctor should be contacted, by the Occupational Health Service, in order to establish the likely length of the absence and the long-term effect on capability in relation to job performance and attendance at work. The employee will be asked to attend the Council’s Occupational Health Service to enable a medical assessment to be prepared.
ii. Consider varying the standard working patterns if this would enable the employee to return to work.
iii. Consider offering alternative employment if the employee is unable to return to their current job based on advice from the Occupational Health Service. Even if arranged on a short term basis this can assist the employee’s long term recovery whilst also providing service support to the employing department. For full guidance refer to the Council’s Redeployment Policy and Procedures.
iv. Inform the employee that long term absence due to ill health may be having an impact on their workgroup and jointly explore possible measures to enable the employee to return to work bearing in mind the needs of the Council at the time.
v. Review any mitigating circumstances and make a decision either to :
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take no formal action and arrange a date for an Absence Review Follow Up Meeting, if appropriate. May also put into place an improvement plan.
OR
determine that a Disciplinary Hearing should be held. Thereafter a Disciplinary Hearing will be held in accordance with the Council’s Disciplinary Policy and Procedures. The employee will be able to appeal against any disciplinary action taken
vi. Indicate what the next step will be if the employee fails to reach the standard required. These standards or targets should be specified. A letter will be issued to the employee confirming the facts, the action to be taken and specifying what may happen if attendance is not improved.
12.6 ABSENCE REVIEW FOLLOW UP MEETING
12.6.1 An Absence Review Follow Up Meeting must be conducted to review absences of employees who have already attended a Formal Absence Review Meeting. The meeting will focus on the employee’s absence record over the review period to establish if there has been any significant improvement in attendance during the review period and will determine whether or not any further action is necessary. The follow up meeting will be held not later than 3 months from the date of the initial meeting or earlier if considered necessary by the Manager.
12.6.2 The aim of the meeting is to:-
i. Establish if there has been any improvement in attendance during the review period and whether the employee has met the targets set at the Absence Review Meeting.
ii. Inform the employee that absence due to ill health may be having an impact on their workgroup and jointly explore possible measures to enable the employee to return to work bearing in mind the needs of the Council at the time.
iii Review any mitigating circumstances and make a decision either to :
take no formal action and arrange a date for a further Absence Review Follow Up Meeting, if appropriate. May also put into place an improvement plan.
OR
determine that a Disciplinary Hearing should be held. Thereafter a Disciplinary Hearing will be held in accordance with the Council’s Disciplinary Policy and Procedures. The employee will be able to appeal against any disciplinary action taken
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iv Determine whether a further Follow Up Absence Review Meeting should be held as determined by the Manager to ensure that the employee continues to achieve a satisfactory level of attendance at work.
v Indicate what the next step will be if the employee fails to reach the standard required. These standards or targets should be specified. A letter will be issued to the employee confirming the facts, the action to be taken and specifying what may happen if attendance is not improved.
12.7 REGULAR CONTACT
12.7.1 Managers will keep in regular contact with employees during their initial 4 weeks of absence on a frequency dependent upon individual circumstances and thereafter at least once per week during the period of absence. This is seen as a positive approach to ensure that employees do not feel that their absence has been ignored by management.
12.7.2 Employees are free to contact their Manager, Human Resources Officer, The Human Resources Service, Council’s Occupational Health Service, Employee Counselling Service or Trade Union Representative, if applicable at any time during their absence to seek advice and are encouraged to do so.
12.7.3 Employees on sick leave must be available for the Council to contact regarding their sickness absence unless days fall within a closure period as appropriate. Employees who are planning to be away from their homes for a period of more than 2 days should advise their Manager of their intentions.
13. CASE MANAGEMENT
13.1 Where considered relevant by management to assist in the management of an employee’s sickness absence then a case conference can be arranged between representatives of the department concerned, Occupational Health Service and Human Resources. The meeting can take place prior to an employee’s medical examination or following a medical examination.
13.2 Where it is considered relevant to the management of an employee’s sickness absence then a case meeting can arranged between representatives of the department, Occupational Health Service, Human Resources and the employee concerned together with their Trade Union Representative, if appropriate..
14. PREGNANCY RELATED ABSENCES
14.1 All pregnancy related absences will be taken into account in respect of the Council’s triggers for Formal Absence Review Meetings to assist in the management of sickness absence.
14.2 However, no disciplinary action will be taken by management on any absences relating to pregnancy where the employee has met the sickness absence reporting and certification procedures.
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14.3 Where, a pregnant employee falls sick as a result of a pregnancy related illness within four weeks of the date on which the baby is due, then maternity leave will be initiated with effect from the first day of absence.
15. UNPAID LEAVE OF ABSENCE
15.1 On expiry of paid sick pay, employees can apply for a period of unpaid leave of absence which gives them additional time, beyond full and half pay to make a recovery and return to work.
15.2 The period of unpaid leave of absence will be dependent upon individual circumstances up to a maximum of 12 months. Blocks of 3 months unpaid leave will be granted where the Council’s Occupational Health Service states that there is a prognosis of a likely return to work within the 6 month timescale.
16. SICK PAY SCHEME
15.1 Full details of the Sickness Allowance Scheme are contained in the Conditions of Service for Local Government Employees, Chief Officers and Craft Operatives. These are available from Human Resources Offices or the Human Resources Service.
17. MEETING OUTCOMES
17.1 SUPPORT AND ASSISTANCE
17.1.1 Appropriate support and assistance will be given to Managers to assist them in monitoring and reviewing sickness absence records. A representative from Human Resources must be in attendance at every Disciplinary Hearing.
17.1.2 Where a Manager has reasonable grounds to believe that there will be no improvement in an employee’s attendance in the foreseeable future following confirmation from the Council’s Occupational Health Service then the matter must be dealt with sensitively. The following options are available to Managers:-
redeployment on grounds of capability may be appropriate, although in some cases retiral on the grounds of ill-health may also be an option.
If these options are not possible then there may be no other alternative than proceed under the Disciplinary Policy and Procedures.
17.2 ACTION SHORT OF DISMISSAL
17.2.1 Where the decision of the Disciplinary Hearing appointed to hear an employee’s case results in action short of dismissal then the employee will receive a letter advising them of the decision as outlined in the Council’s Disciplinary Policy and Procedures. Employees will have the right of appeal against any disciplinary decision taken.
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17.2.2 Where an established pattern of self-certification emerges the Council retains the right to request that employees provide a Doctor’s certificate for every absence, however short, for an agreed period of time unless the Manager is aware of special circumstances regarding these earlier sickness absences. Where there is a charge levied the Council will meet the cost of any Doctor’s certificate.
17.2.3 Employees who have failed to improve their attendance and have been referred to the Occupational Health Advisor and/or any other relevant outside agency and no mitigating circumstances have been found will be dealt with under the Council’s Disciplinary Policy and Procedures.
17.3 ILL HEALTH RETIREMENT
17.3.1 Where the Council’s Occupational Health Service advises that an employee is permanently unfit to carry out the duties of their post or a comparable post, a meeting will take place with the employee to advise them of the decision. Where no suitable alternative employment can be identified under the Council’s Redeployment Policy, in conjunction with any training or retraining which would facilitate alternative employment, the employee will be informed that:
(a) for employees covered by the provisions of the Local Government Pension Scheme, their employment will be terminated on grounds of capability due to permanent ill-health with Tier 1 or Tier 2 benefits; or
(b) Employees who are not members of the Local Government Pension Scheme, and therefore cannot access the Scheme’s provisions will be dismissed on the grounds of capability due to ill health.
(d) for employees covered by the provisions of the Teachers Superannuation Scheme, their employment will be terminated on grounds of capability due to permanent ill-health; or
(e) Employees covered by the provisions of the Teachers Superannuation Scheme and who are not members and therefore cannot access the Scheme’s provisions will be dismissed on the grounds of capability due to ill health.
17.3.2 Where an employee provides written evidence that their GP or specialist disagrees with the Occupational Health decision, Management will review the case and, if necessary, a further independent medical opinion will be obtained which will be used to reach a final decision.
17.4 DISMISSAL
17.4.1 Where the decision of the Disciplinary Hearing appointed to hear an employee’s case results in dismissal on the grounds of capability due to ill-health then the employee will receive a letter advising them of the decision as outlined in the Council’s Disciplinary Policy and Procedures. Employees will have the right of appeal against the dismissal decision taken.
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17.4.2 In the cases of long term sickness absence where termination of employment on the grounds of ill health is considered, action will only be taken if the following steps have been made :-
a) The employee has been counselled; b) All Rehabilitation Measures have been addressed; c) The possibility of alternative work has been considered; d) The employee has been formally advised that continued absence may result in termination of employment.
18. GUIDANCE BOOKLETS
18.1 To assist Managers, a series of Practical Guidance Charts which outline the process to be carried out under a number of different situations as well as Guidance Notes on the mitigating factors to be taken into consideration prior to any disciplinary action have been developed. These are contained in the Manager’s Guidance Booklet.
18.2 The Booklet is intended as an aid to good management practice and employee relations, enabling Managers to deal with employees fairly and consistently when deciding on future courses of action.
18.3 An Employee Guidance Booklet which explains the Council’s sickness absence notification and certification processes is also available for all employees.
18.4 Updated Guidance Booklets will be issued to managers and employees following any revisions to the Council’s Sickness Absence Management Policy. Copies will also be issued at corporate induction days or at job induction to ensure that all new employees are aware of the Policy.
19. ANNUAL LEAVE
19.1 Managers must advise employees of the impact on their annual leave entitlement and public holidays arising from the absence through illness. This may be discussed at either Formal Absence Review Meeting or during regular contact with employees on long term absence, as appropriate.
20. TRAINING
20.1 The Council provides a training course on “Managing Sickness Absence”. Managers with responsibilities for employees are encouraged to attend additional courses which will ensure that they have the necessary interpersonal skills to manage absence successfully within their workgroup.
20.2 Trade Union representatives will be encouraged to attend appropriate training courses to assist them in their role in managing absence.
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21. DATA PROTECTION ACT 1998
21.1 The Council fully complies with the provisions of The Data Protection Act, and observes the principles of the Act by maintaining the confidentiality of all personal sickness absence information held manually or in the council’s information systems.
22. MISCELLANEOUS ISSUES
22.1 This Policy is concerned only with sickness absence. Reference should be made to separate Special Leave guidelines for information on how to deal with absences including, maternity leave, bereavement, jury duty etc.
22.2 Human Resources Officers are available to provide comprehensive support and advice on any issues relating to absence management. This includes a counselling service and action to help overcome problems.
22.3 Human Resources along with the Health and Safety Section also offers specialist advice in relation to health and safety issues such as assessment of risk, preventative measures and environmental and ergonomic aspects of workplaces and jobs.
22.4 The Health, Safety and Welfare at Work Policy outlines the Council’s arrangements to ensure, so far as is reasonably practicable, the health, safety and welfare at work of all employees.
23. REVIEW
23.1 The Policy and Procedures will be reviewed as necessary following any changes in relevant legislation or operational requirements.
Human Resources Services December 2012
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EAST AYRSHIRE COUNCIL
CABINET – 5 DECEMBER 2012
TRANSFORMATION STRATEGY 2012 - 2017
REVIEW OF PARKING CHARGES
Report by the Depute Chief Executive/Executive Director of Neighbourhood Services
1. PURPOSE OF REPORT
1.1 The purpose of this report is to advise on the results of the free Saturday parking trial undertaken in Kilmarnock town centre and advise on the impacts of several charging options.
2. BACKGROUND
2.1 At its meeting of 7 March 2012, Cabinet agreed to "remit to the Depute Chief Executive/Executive Director of Neighbourhood Services to introduce a pilot scheme trialling the introduction of free parking both off- and on-street in Kilmarnock town centre on a Saturday over a two- month basis, and report back to a future meeting of Cabinet". The dates of the trial were from Saturday 14 April to Saturday 9 June.
2.2 At its meeting on 30 May 2012 Cabinet agreed to continue the free Saturday parking trial in off-street car parks until the surveys were fully analysed, consultation undertaken with town centre traders, income trends analysed, and a report submitted to Cabinet. Parking charges were thereafter reintroduced on-street to ensure there is a supply of short-term parking in the town centre.
2.3 From 1 November 2012, the opening hours of the multi-storey car park have been extended and it is now open from 7am to 7.30pm, Monday to Saturday. An additional floor has also been allocated for £1 all day parking, increasing the number of £1 per day spaces to 303.
3. PARKING POLICY
3.1 The Local Plan and Local Transport Strategy set out policies to improve the short-stay parking supply and manage public parking to enhance economic activity in town centres and meet the needs of local residents. The introduction of on-street parking charges and the designation of short-stay car parks in Kilmarnock town centre have successfully increased the turnover and availability of public car parking spaces for shopping and business users.
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3.2 The tariff structure in Kilmarnock supports the objective of encouraging short- stay parking, and providing lower cost long-stay parking at the edge of the town centre and in the multi-storey car park. The surpluses from the parking income contribute to the maintenance of the road network in East Ayrshire.
3.3 “The Portas Review: An independent review into the future of our high streets”, published in December 2011, included amongst its 28 recommendations that “local areas should implement free controlled parking schemes that work for their town centres”. The Portas Review acknowledged “that to offer free parking all day is not the solution…and would be potentially open to abuse by local workers” but instead “more free car parking spaces should be the privilege of local shoppers”.
3.4 The Portas Review recommended that to go head-to-head with the out-of- town offering, high streets need to have a more flexible, well- communicated parking offer. The Review specifically refers to Chester‟s „Free After Three‟ parking promotion which offers free parking after 3pm at three of their car parks to help the city‟s businesses, and a change in policy in Swindon to reduce short-stay car parking charges in certain car parks as examples of good practice local schemes.
4. FREE SATURDAY PARKING TRIAL EVALUATION
4.1 In order to assess the effectiveness of the trial, „before‟ and „after‟ surveys were undertaken. The before survey established a baseline situation in terms of parking duration and accumulation against which the non-charging trial period survey was compared. The before survey was undertaken on Saturday 24 March and the trial period survey was undertaken on Saturday 19 May.
4.2 All of the charging car parks around Kilmarnock town centre were surveyed, including the multi-storey, with a combined total capacity of 1221 spaces. Tables 1 and 2 below provide a summary of the off-street car parks and on- street pay and display bays.
TABLE 1: ALL CAR PARKS (TOTAL OF 1221 SPACES) CHARGING FREE DAY DAY DIFF. total observed vehicles 3597 3864 +6.9% maximum occupancy 770 826 +6.8% max as % of available spaces 63 68 +7.4% average occupancy 468 538 +13.0% ave as % of available spaces 38 44 +13.6% turnover (total vehicles/total spaces) 2.9 3.2 +9.4% average observed stay (hours) 1.7 1.5 -13.3%
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TABLE 2: ON-STREET PAY & DISPLAY BAYS (320 SPACES) CHARGING FREE DAY DAY DIFF. total observed vehicles 1126 1193 +5.6% maximum occupancy 183 235 +22.1% max as % of available spaces 57 73 +21.9% average occupancy 138 174 +20.7% ave as % of available spaces 43 54 +20.4% turnover (total vehicles/total spaces) 3.5 3.7 +5.4% average observed stay (hours) 1.2 1.5 +20.0%
Car Park Survey Results
4.3 The total number of observed cars across all off-street car parks increased by 6.9% on the non-charging Saturday. It is not possible to conclude whether the increase was due to the inducement of free parking or is a reflection of the random variation in parking levels which is to be expected from month to month. Individual car parks showed a significant range of variation.
4.4 Although the surveys indicate there is spare capacity in some car parks, those closest to the town centre operate close to or at capacity for long parts of the day. This situation applied on both charging and non-charging Saturdays and suggests that charges are not a deterrent to parking in the car parks most convenient to the town centre shops.
On-Street Survey Results
4.5 The total number of observed parked cars increased by 5.6%, although the average space occupancy increased by 21%. This is because the average length of stay increased from 1.2 hours to 1.5 hours. Although notices stipulated that the 1 and 2 hour maximum periods still applied on the free Saturdays, it is clear that some motorists extended their stay beyond the maximum time limit in the knowledge that the time limits could not be enforced as machines could not dispense tickets without a payment being made. This would have required a major exercise to reprograme the machines. The survey was undertaken prior to the introduction of decriminalised parking enforcement.
4.6 While many of the pay and display bays in some of the streets further away from the town centre (e.g. West Langlands Street, Hill Street, High Glencairn Street) are often under-utilised, those closest to the town centre (John Finnie Street, John Dickie Street, Bank Place) are always in demand and a relatively small increase in the duration of stay in those streets can markedly reduce parking turnover and the availability of spaces.
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4.7 On-street pay and display bays provide convenient access for short-stay shopping and business visits to the town centre. Charges ensure a quick turnover of spaces and the existing tariff structure permits parking to be bought in 15-minute intervals up to 1 hour at low cost, facilitating very short- stay parking.
Retailers’ Feedback
4.8 Comments on the trial have been sought from retailers. While retailers did not provide statistical information to support their position, one national retailer indicated that their weekend sales saw a significant increase during the free Saturdays. Other nationals confirmed a positive upturn in business which they attributed to free parking.
4.9 Following a meeting of Kilmarnock Retail Traders Association (KRTA) in summer 2012 the Chair provided the following response reflecting the views of members at that meeting:
“Thank you for the opportunity to comment on East Ayrshire Council‟s recent trial of free Saturday parking. As you know, our key concern regarding free Saturday parking was the potential „filling up‟ of the town centre spaces by workers and the knock on effect this could have on shoppers. During the trial period, I was unaware of any significant instances of this, and certainly have received very little feedback from either customers or traders to this effect. Where there has been feedback, it has been regarding confusion over where the free parking was valid (no doubt exacerbated by the lack of traffic wardens during this period), and the potential for people to park their car in Kilmarnock town centre then jump on a bus or train to Glasgow for the day. Generally speaking though, the majority of people appear to have been very positive about the trial and welcome East Ayrshire Council‟s initiative in doing what it can to make our town centre as competitive and welcoming as possible. My view is that the trial was a success and I would support the introduction of a similar scheme on a permanent basis. However, should East Ayrshire Council proceed, I would suggest that the free Saturday parking does not commence until 11.30am/12noon, thereby discouraging town centre workers from taking up the best spaces all day – a factor which could have a detrimental effect during the busy Christmas period and throughout the winter months when a space close to the shop can make all the difference”.
4.10 The feedback from KRTA indicates a concern that all-day free parking could result in parking spaces being blocked by long-stay parkers to the detriment of short-stay shoppers. The Chair of KRTA has suggested that consideration could be given to free parking on a Saturday afternoon as a means of attracting shoppers whilst deterring long-stay parking in the most convenient parking spaces. This suggestion is consistent with the example of good practice described in the Portas Review discussed at 3.4.
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5. FUTURE EAST AYRSHIRE CONSULTATION
5.1 The consultation on Future East Ayrshire and the Council‟s budget proposals stated that the Council would review charges for parking and noted that charges ensure a regular turnover of parking spaces and parking income subsidises the costs of maintaining roads across East Ayrshire. The consultation asked people to indicate how strongly they agreed with the following statement: “East Ayrshire Council should apply parking charges to improve town centre turnover and help fund roads maintenance”. 31.6% of respondents agreed with the statement, 45.8% disagreed while 22.5% had a neutral position.
6. OPTIONS AND IMPACTS
6.1 Having taken account of all the foregoing a number of options have been considered for future arrangements for parking charges charging on Saturdays:-
6.2 Free all-day Saturday Parking; Town centre workers and all day visitors can occupy prime parking spaces closest to the town centre for the whole day, thereby reducing the number of spaces available for shoppers. It is estimated that income levels will fall by £135,000 per annum if the current trial of free all-day off-street parking on Saturdays is extended. Should the free Saturday parking be extended to on-street bays, this would increase the income deficit to £163,000. This loss of income would have a direct effect on the road maintenance budget and thereby road repairs.
6.3 Free Parking After 1pm on Saturdays; This option would mean that prime parking spaces would not be occupied by long stay parkers and would therefore be available for local shoppers unlike the position should free parking be offered prior to that time. This option would reduce income by an estimated £75,000 per annum (both on-street and car parks) with a consequential effect on road maintenance works.
7. CONCLUSION IN RELATION TO CAR PARKING CHARGES
7.1 As is set out in the preceding paragraphs, there are differing views on the issue of free or charging for Saturday car parking. This was also reflected in the range of comments made during the It‟s Time to Talk Community Roadshows and in the survey results detailed above. Accordingly, no particular conclusion could be drawn.
Given this, and recognising the importance of maintaining our road network and the contribution which parking income makes to this, it has been concluded that it would be only prudent to recommend that the Council maximises its income by reinstating parking charges at 2011/12 levels with effect from 1 February 2013, thus avoiding the Christmas and post Christmas
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shopping periods; such a decision would enhance the Council‟s ability to invest in the road infrastructure.
8. RESIDENTS’ PARKING SCHEME
8.1 On 26 January 2011, Cabinet agreed that the Head of Roads and Transportation should proceed with an initial consultation on a proposed residents‟ permit parking scheme in Kilmarnock.
8.2 The consultation is being undertaken in three stages:
(a) An initial consultation with questions to establish issues and the need for new parking restrictions including a resident parking scheme: (b) A second consultation with detailed proposals seeking views on the number and location of resident bays and other restrictions; and (c) The „statutory‟ consultation needed to promote a Traffic Regulation Order for the introduction of a resident parking scheme and other restrictions.
8.3 The initial consultation was undertaken in summer 2011 and took the form of a leaflet drop to all the homes and businesses inside the consultation area. The leaflet explained the reasons for the scheme and how one might work and included a questionnaire. A total of 3084 leaflets were distributed to all the properties within the consultation area shown on the leaflet. 613 replies were received, resulting in a response rate of 19.9%, which is common for this type of consultation and sufficient to regard the results as being representative of the whole survey population. Overall, 67% of respondents said they had a problem parking close to their home; 58% would like a resident permit parking scheme on their street; and 43% would be prepared to pay around £25 for a resident permit parking. A summary of the consultation results are shown in Appendix 1 and the full consultation report is available on the Members‟ Portal.
8.4 The results from the initial consultation are considered sufficient to justify progression to a more detailed consultation. A second consultation is now proposed to detail actual locations of parking bays and the nature of other on- street restrictions to a sufficient degree of accuracy for residents to see how they will be personally affected by the proposal. A questionnaire with a small number of questions will be used to gauge support for the proposal and a comments box will allow consultees to make suggestions for changes to the scheme‟s design.
9. FINANCIAL IMPLICATIONS
9.1 The estimated loss of income due to the options considered is outlined in Section 6 of the report. This loss of income would have a direct effect on the road maintenance budget and would impact on repair work to the road
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network and consequentially deterioration on the condition of the roads within East Ayrshire.
10. LEGAL IMPLICATIONS
10.1 The Council has a duty under the Roads (Scotland) Act 1984 to manage and maintain all such roads in their areas as are for the time being entered in the list of public roads.
11. HUMAN RESOURCES IMPLICATIONS
11.1 Nil
12. POLICY IMPLICATIONS
12.1 The parking policies set out in the Local Plan and Local Transport Strategy are designed to improve the short-stay parking supply and manage public parking to enhance economic activity in town centres and meet the needs of local residents.
13. COMMUNITY PLAN IMPLICATIONS
13.1 Parking policies designed to improve the attractiveness of Kilmarnock town centre contribute to Delivering Community Regeneration.
14. RISK MANAGEMENT IMPLICATIONS
14.1 Failure to maintain roads in a safe condition will expose the Council to potential risks with regard to the deteriorating condition of the road network and the potential for an increase in third party public liability claims.
15. EQUALITIES IMPACT
15.1 Nil
16. RECOMMENDATIONS
16.1 It is recommended that Cabinet:-
i) Agrees that parking charges be reinstated at 2011/12 levels and that the trial be discontinued with effect from 1 February 2013 recognising the Christmas and post Christmas shopping periods.;
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ii) Agrees that the Head of Roads & Transportation undertakes a detailed consultation on the introduction of a residents‟ parking scheme for Kilmarnock; and
iii) Otherwise notes the contents of the report.
Elizabeth Morton Depute Chief Executive/ Executive Director of Neighbourhood Services 28 November 2012 KC/JB
BACKGROUND PAPERS
The Portas Review, An independent review into the future of our high streets Mary Portas December 2011
For further information on this report, please contact John Bryson, Head of Roads & Transportation, on 01563 503164
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APPENDIX 1
67% 31%
58% 25%
43% 20%
48% 50%
AverageAverage 1.4
Ave0.8 Ave1.0
Ave1.0 Ave1.0
58% 36%
43% 47%
27% 62%
32% 59%
4848%% 43%
6% 69%
3% 10%
1% 11%
2% 13%
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