Appendix 1 GLA Monitoring Report Quarter 4, 2010-11

Section 2 Greater Authority

2 Authority

Introduction and background

2.1 This report sets out key finance and performance data for the GLA for the fourth quarter of 2010- 11.

Financial Data

Overview of financial performance

2.2 At quarter 4 of the 2010-11 financial year, there was a net underspend of £3.020m against the approved budget requirement of £140.4m. The underspend reduced to £0.566m, following the decision of the Executive Director of Resources to agree to £2.454m of carry forwards under the delegated authority afforded to him on this matter and as approved by DD485. A breakdown of carry forwards by Directorate as well as an objective and subjective analysis is shown below.

Figure 2.1 Directorate Carry Forwards to 2011-12

Carry Forward

Directorate £000 Communities & Intelligence 166 London 2012 488 External Affairs 485 Development & Environment 1,206 Resources 98 Assembly 11 Total 2,454

Financial Commentary – Objective Analysis

2.3 This section focuses on the net variances across the GLA’s Directorates.

Figure 2.2 Objective analysis of the GLA 2010-11 Original Revised Net Budget Budget Expenditure Variance 2010/2011 2010/2011 2010/2011 2010/2011 Directorate £000 £000 £000 £000 Chief Exec/Elections 2,493 2,086 1,918 (168) Mayor’s Office 3,464 3,464 3,356 (108) Resources 31,386 31,474 30,911 (563) Contributions to/from reserves 9,381 6,401 7,933 1,532 London 2012 Co-ordination 61,501 61,507 60,929 (578) Development & Environment 8,181 9,556 8,604 (952) External Affairs 6,699 7,007 6,144 (863) Communities & Intelligence 8,695 10,280 9,619 (661) Assembly & Secretariat 8,600 8,625 7,966 (659) Total 140,400 140,400 137,380 (3,020)

Chief Executive’s Office and Elections

2.4 The quarter 4 outturn position shows an underspend of £0.168m. This comprises an overspend of £0.299m against the Chief Executive’s Office and an underspend of £0.467m against Elections.

2.5 The Chief Executive’s Office overspend of £0.299m is largely due to staffing costs, in relation to the post of Chief Executive being made redundant.

2.6 The Elections underspend of £0.467m is due mainly to particular expenditure items, most notably in relation to E-counting costs, having been expected to be incurred in 2010/11 but which will now be incurred in 2011/12.

Mayor’s Office

2.7 The underspend of £0.108m is mainly made up of:

 An underspend of £0.088m against staff costs, including an underspend of £0.044m against staff pay due to a combination of staff vacancies and payments being made in some instances to staff who are on pay grades lower than the mid-point (which is the basis for budget setting) with the remainder of the variance being a combination of underspends against travel and training.  A net underspend against supplies and services of £0.022 largely within the Mayoral events budget.

Resources

2.8 An underspend of £0.563m is evident at the end of quarter 4, which largely consists of the following offsetting items:  £0.383m underspend within Human Resources due mainly to staff pay costs being below budget by £0.148m, largely due to the fact that industrial work placements started mid-year rather than in April, reduced expenditure on recruitment due to subdued recruitment activity has resulted in an underspend of £0.194m and a training underspend of £0.040m due to the learning and development budget not being fully utilised. Other minor, largely offsetting, over and underspends are apparent in relation to staff welfare benefit costs. £0.098m of the Human Resources underspend has been carried forward to 2011/12 to facilitate work on the work placement programme.  £0.315m overspend within Facilities & Squares Management. The major areas of overspend, relate to staff pay, premises as well as income collected falling short of budget. The £0.138m staff pay overspend is due to a full establishment being maintained throughout the year thus meaning that the vacancy factor applied to budgets has not been attained. The £0.206m premises overspend comprises £0.355m in relation to London Squares repairs and fixtures and fittings costs brought about following protest demonstrations; this sum is offset in part by an underspend of £0.149m against accommodation, reflecting savings made from improved energy performance and renegotiating energy tariffs. The £0.107m overspend apparent from income collection falling short of budget, relates to City Hall rental income not meeting expectations. These overspends are offset by underspends across supplies and services of £0.147m, comprising sums in relation to printing, stationery and consumables, external services, postage and telephones and porter costs.  £0.083m overspend within Technology Group due mainly to IT equipment costs in relation to the results of a Microsoft licence audit and costs associated with an unforeseen increase in demand for flexible working which has necessitated software and hardware purchases. Section 2 Greater London Authority

 £0.307m overspend in relation to Finance and the Executive Director of Resources office. The majority of this overspend relates to staff pay; £0.106m relates to the Executive Director’s Office the result of devolution staff costs being held here. An additional £0.193m relates to Finance with £0.082m reflecting a full establishment being maintained meaning the vacancy target was not met and there were staff costs attached to shared services work totalling £0.074m. There is also an overspend against premises costs of £0.042m relating to the Business Improvement District levy. These overspends are offset in part by a £0.027m income surplus against budget in relation to treasury income receipts.  £0.883m slippage of capital expenditure from 2010/11 to 2011/12.

Contributions to/from reserves

2.9 The Authority’s general reserves totalled £3.943m at 31 March 2010 and earmarked reserves totalled £27.186m, of which £11.072m relates to Elections.

2.10 Under delegation the Executive Director of Resources has approved the transfers to and from reserves shown in figure 2.3 to be put into place, based on an assessment of needs and risks to ensure that reserves are maintained at an appropriate level. This will help ensure that the Authority’s financial standing remains sound and supports the achievement of longer- term service objectives.

Figure 2.3 Earmarked reserves Balance at Transfers Transfers Balance at 31 March In Out 31 March 2010 2010/11 2010/11 2011 Earmarked Reserves £000 £000 £000 £000 4th Plinth (144) 0 144 0 Accommodation, Asset Replacement and Adaptation (5,521) (457) 371 (5,607) Assembly Development & Resettlement (731) 0 0 (731) Directorates (1,399) (49) 1,448 0 GLA Economics (258) 0 258 0 Election (11,072) (5,000) 788 (15,284) Mayoral Resettlement (7) (70) 0 (77) GLA Development (405) (331) 633 (103) Grants and Funding (310) 0 163 (147) Indemnities (170) 0 170 0 Legal Fees (704) (415) 418 (701) London Squares Works (460) (977) 620 (817) Long Term Absence 0 (145) 18 (127) New Initiatives (150) 0 150 0 Olympics (473) (250) 349 (374) Olympics - City Operations (1,000) 0 473 (527) Professional Witnesses (333) 0 333 0 Self Insurance Fund (54) (86) 0 (140) Planning smoothing (954) 0 159 (795) Precept Resilience (2,200) (5,700) 0 (7,900) Environment Drainage plans (820) (2,170) 820 (2,170) London Analysis Support Site (21) 0 21 0 Section 2 Greater London Authority

Agreed carry forwards from 2010-11 to 2011-12 - (2,454) - (2,454) Total Earmarked Reserves (27,186) (18,104) 7,336 (37,954)

2.11 In addition to the proposed transfers to and from reserves shown in figure 2.3, note should be made of the fact that £10.575m of income in advance will also be transferred to reserves, in line with current accounting practice. This transfer relates to grants received with no repayment conditions but expenditure has not yet been incurred on the project or initiative for which the grant was paid.

London 2012 Co-ordination 2.12 An underspend of £0.578m is evident against budget, £0.488m of which is to be carried forward to 2011/12 to fund activities that have slipped from 2010/11. The components of the underspend for the year are:  £0.340m against City Operations, largely in relation to Olympics Look and Feel work that will be completed in 2011/12, £0.226m budget is to be carried forward; the remainder of the underspend is associated with staffing expenditure due to later than expected recruitment (£0.048m of which is to be carried forward to 2011/12) in addition to Programme budget not being fully utilised in year (£0.039m of which is to be carried forward to 2011/12).  Olympic funding agreement expenditure slipping into 2011/12 - £0.175m  £0.063m against Legacy and Games Delivery, due to a combination of minor underspends against pay and supplies and services budgets.

Development & Environment

2.13 An underspend of £0.952m is evident, the sum total of which will be carried forward to 2011/12, to cover expenditure due in 2011/12 where base budget is not deemed available. The directorate underspend mainly consists of the following:

 An underspend of £0.839m against Transport and Environment, comprising slippage of Trees and Parks expenditure (£0.606m), an underspend of £0.090m in relation to C40 work due to the receipt of income relating to expenditure incurred in previous years, Programme budgets have underspent by £0.245m due to slippage of £0.180m on the LAEI programme, with the balance made up of minor underspends across several other work programmes. These underspends are offset in part by an overspend against staff pay.  An underspend of £0.289m against Planning due to a Programme budget underspend of £0.508m due largely to slippage of Examination in Public inspectorate costs, contributing to an underspend of £0.399m, an underspend of £0.052m is apparent in relation to the Housing element of the Planning Programme; the remainder of the Programme underspend (£0.057m) is a combination of minor sums. The Programme underspend is offset in part by overspends against Vauxhall Nine Elms Battersea work (£0.143m) – due to the fact that expenditure was expected to be covered by external sources, which have yet to come to fruition – and the balancing overspend amount of £0.076m is made of several minor components.  An overspend of £0.080m within the Director’s Office due largely to a full complement of staff causing budgets to be exceeded given the vacancy rate that is applied to pay budgets and due to the fact that the income budget relating to publications has not been met – this income budget is to be reviewed as part of the forthcoming budget setting process.  An overspend of £0.096m relating to Housing, which largely relates to staffing expenditure.

External Affairs

2.14 An underspend of £0.863m is apparent, £0.485m of which is to be carried forward to 2011/12. The underspend mainly consists of the following areas of note

 An underspend of £0.608m against the London Engagement budget, the main components of which are underspends relating to Events (£0.337m) staffing vacancies and Programme slippage and Marketing and the Visitor Centre (£0.362) due to a combination of staffing vacancies, slippage into 2011/12 and Recycle for London income exceeding budget. Web and Sponsorship team overspends relating to staff pay represent the balancing items to the £0.608m underspend.  An underspend of £0.129m against Community Relations, of which, £0.099m relates to slippage of London Schools and the Black Child and Moving On expenditure, the remaining underspend relates to unutilised supplies and services budget across the unit.  An underspend of £0.116m relating to Government Relations. The main component of this underspend, £0.078m, is to be carried forward to 2011/12 to cover London House project costs. The balancing items largely relate to staffing underspends across the unit.

Communities & Intelligence

2.15 An underspend of £0.661m is evident (of which, £0.166m is to be carried forward to 2011/12), which consists, largely, of the following variances:

 An overspend of £0.153m against Health and Communities due mainly to staffing costs across a number of teams causing budgets to be exceeded given the vacancy rate that is applied to pay budgets.  An underspend of £0.036m against Economics and Business Policy, largely relating to Programme budgets albeit offset in part by staffing overspends.  An underspend of £0.496m against Community Safety due to delayed recruitment to Time for Action and Crime Policy posts and forecast underspends within the Programme budget due to reduced requirements relating to Earn Your Travel Back and the Crime Policy and Violence Against Women projects in addition to Rape Crisis Centre slippage.  An underspend of £0.275m against the Intelligence unit, the main component of which is an underspend against the GLA Economics budget of £0.297m largely as a result of less consultancy work being required by the steering board than originally envisaged. There are minor over and underspends across the remainder of the unit that cause a net reduction to the GLA Economics underspend to produce the unit’s outturn position.

Assembly & Secretariat

2.16 An underspend of £0.659m is the year-end position evident. There are various relatively minor over and underspends across the directorate but the main element within the directorate is an underspend of £0.509m within Member Support. This is made up of the following:  Conservative group underspend of £0.398m due to staff vacancies and an unallocated amount from their proportion of the overall Member Support Budget. This unallocated amount is included in the Assembly savings for 2011/12.  The remainder of the underspend consists of a forecast of £0.111m across other party groups.

Financial Commentary – Subjective Analysis

2.17 This section details those items that contribute to net under and overspends across Directorates.

Section 2 Greater London Authority

Figure 2.4 GLA Subjective Analysis (Quarter 4)

Expenditure/ Original Revised Income to Budget Budget date Variance 2010/11 2010/11 2010/11 2010/11 £000 £000 £000 £000 Staff Costs Pay 34,052 36,082 36,620 538 Travel and subsistence 254 275 188 (87) Training 608 572 404 (168) Recruitment 337 341 169 (172) Other non-pay staff costs 103 282 702 420 35,354 37,552 38,082 530 Premises Costs Accommodation 8,872 9,319 9,262 (57) Repairs and maintenance 1,813 1,938 2,114 176 Fixtures, fittings, Furn and Equip 151 203 296 93 Other Premises Costs 44 0 0 0 10,880 11,460 11,672 212 Supplies and Services Catering 249 297 309 12 Printing 460 548 345 (203) Stationery and Consumables 1,204 297 132 (165) External Services 15,135 25,389 23,267 (2,122) Postage and Telephones 492 513 441 (72) IT Equipment 649 1,195 1,219 24 Other Supplies and Services Costs 17,754 18,273 14,628 (3,645) Contingency 444 0 0 0 36,387 46,512 40,341 (6,171) Olympic Funding Agreement 59,600 59,600 59,199 (401) 219,000 219,000 226,604 7,604 Capital Financed by Revenue and Reserves 2,786 3,048 2,164 (884) Total Expenditure 364,007 377,172 378,062 890

Income Sales, Fees and Charges (1,602) (1,683) (1,978) (295) Rental Income (440) (440) (326) 114 Specific Grants 0 (2,380) (2,380) 0 Other Income (10,846) (18,570) (16,200) 2,370 (12,888) (23,073) (20,885) 2,188 Crossrail Income (219,000) (219,000) (226,604) (7,604) Interest Receivable (1,100) (1,100) (1,127) (27) Total Income (232,988) (243,173) (248,616) (5,443)

Net Cost of Services 131,019 133,999 129,447 (4,552)

Contribution to (from) General Fund 0 (382) (382) 0 Contribution to Reserves 12,421 14,421 15,650 1,229 Contribution from Reserves (3,040) (7,638) (7,335) 303 Appropriations 0 0 0 0 Budget Requirements 140,400 140,400 137,380 (3,020) Section 2 Greater London Authority

Staff costs – overspend of £0.530m

2.18 The staff costs position comprises a £0.538m overspend against pay and a £0.420m overspend against non-pay staff costs, offset by underspends of £0.087m against travel & subsistence, £0.168m against training and £0.172m against recruitment. Staff pay budgets are set at the mid- point of grades and are top-sliced to a certain degree in accordance with expected turnover/vacancy periods throughout the organisation. Variances from budget may therefore be apparent if staff are, on average, being paid above the mid-point of their respective grades and/or if a full complement of staff is maintained for the year.

2.19 The overspend on pay of £0.538m is largely made up of the following:

 Development & Environment - £0.494m overspend due to the fact that an almost full complement of staff has been maintained for the year plus a number of officers were being paid at the top of their grade, in addition to the fact that additional budget requirement has been identified, which has been incorporated into the budget for 2011/12.  Resources - £0.284m overspend mainly due to the combination of devolution project staffing costs having been incurred and both the Finance and IT units incurring costs above budget due to a full complement of staff with a number of staff also being paid at higher grade points than the mid-point budget position. These overspends are offset, in part, by an underspend within the HR unit due to a number of work placement staff beginning mid-year and staff vacancies.  Assembly & Secretariat - £0.066m underspend, there are various minor over and underspends forecast across the Directorate with a net underspend being the result.  London 2012 Co-ordination - £0.121 underspend due to delayed recruitment to City Operations posts and staff vacancies in the Legacy and Games Delivery unit.  Minor underspends and partially offsetting overspends across the Mayor’s Office, Communities and Intelligence, External Affairs and the Chief Executive Office make up the balance.

2.20 The £0.420m overspend against non-pay staff costs is the result of redundancy and pension augmentation costs across the organisation during 2010/11.

2.21 The travel and subsistence underspend of £0.087m is due to lower than anticipated levels of related spend across the majority of the organisation.

2.22 The training underspend of £0.168m is also the result of £0.420m overspend against non-pay staff costs. The training budget for 2011/12 was reduced in comparison to 2010/11 as part of the savings proposed in the annual budget setting process.

2.23 The recruitment underspend of £0.172m reflects reduced turnover across the organisation.

Premises costs – overspend of £0.212m

2.24 The overspend on premises costs mainly relates to expenditure incurred on Trafalgar and Parliament squares, to a large extent in relation to repairs/maintenance following protest demonstrations. There is also an overspend against premises costs relating to the Business Improvement District levy. These overspends are offset, in part, by savings made from improved energy performance and renegotiated energy tariffs.

Section 2 Greater London Authority

Supplies & Services – underspend of £6.171m

2.25 The major elements making up the underspend are as follows:  Assembly & Secretariat - £0.474m underspend, mainly relating to unallocated amounts available to the Conservative group with other underspends across the Directorate making up the balance.

 External Affairs - £0.762m underspend, approximately 60% of which is to be carried forward to 2011/12 due to project slippage. The main causes of the underspend relate to the programme budgets for London Engagement, Community and International Relations. Additionally, there is a net underspend of £0.215m within State of London Debate, eMarketing and the Web Team.

 Development & Environment - £2.787m underspend, approximately 40% of which is to be carried forward to 2011/12. The main areas of underspend relate to Planning, due to a Programme budget underspend of £0.508m due largely to slippage of Examination in Public inspectorate costs; Environment programmes, where an underspend of £0.245m is apparent, largely relating to project slippage regarding atmospheric emissions work; Street Trees and Priority Parks slippage of £0.606m; Recycle for London (which is externally funded and is similarly reflected as a variance against income) has underspent by £0.655m due to various delays; the congestion charge adjudication service (also externally funded) accounts for another £0.647m due to a lower number of appeals; the balance of the underspend is made up of relatively minor amounts across a number of different areas.

 Communities & Intelligence - £1.344m underspend, partly relating to underspends within the Programme budgets, which is due mainly to reduced requirements relating to Earn Your Travel Back, the Crime Policy and Violence Against Women projects and delays to Rape Crisis Centre activities within Community Safety (£0.394m) as well as within the Economic and Business Policy programme (£0.108m). Non-programme underspends contribute to the underspend also, mainly due to reduced activity regarding GLA Economics activity in-year (£0.417m), Well London (£0.163m), London Health Commission (£0.064m), 4th Plinth (£0.100m), London Cultural Strategy Group (£0.078m) – the non-programme elements listed are largely reflected in correspondingly reduced income levels.

 Chief Executive’s Office – £0.103m overspend, made up largely of elections costs slipping to 2011/12 (£0.447m), offset by consultancy costs for the 101 single telephone number project totalling £0.550m, that was funded by income.

 London 2012 Co-ordination - £0.774m underspend, due largely to expenditure (funded externally) in relation to the London Media Centre slipping in to 2011/12.

 Resources – £0.111m underspend, relating to savings made across Human Resources, Squares and Facilities Management and Financial Services activities.

Income – overachievement of £5.443m

2.26 The main reasons for this overachievement of income can be summarised as follows:  £7.604m overachievement relates to Crossrail income (and is mirrored by an expenditure overspend of the same sum) – the income and expenditure variances have arisen due to revised interest payments for the year (funded by BRS) as a result of the decision of the GLA to borrow earlier in the year to take advantage of lower PWLB borrowing rates. This cost attracted Section 2 Greater London Authority

additional costs in 2010-11, but will result in significant savings long term in interest costs over the lifetime of the borrowing (thus reducing the cost to BRS ratepayers over time).

 Communities and Intelligence - £0.723m underachievement, due to the areas noted in paragraph 2.25, offset in part by additional income having been received in relation to sponsorship of the Big Dance project.

 Development and Environment - £1.315m underachievement, largely due to Recycle for London having underspent by £0.655m due to various delays, meaning that income levels in-year have been similarly reduced, the congestion charge adjudication service accounts for another £0.647m due to a lower number of appeals, the income budget of £0.080m relating to publications has not been met. Pre-application income has exceeded budget however, reducing the underachievement somewhat.

 London 2012 Co-ordination - £0.724m underachievement due largely to income (and the related expenditure) in relation to the London Media Centre slipping in to 2011/12.

 Resources - £0.088m underachievement, which mainly relates to income from City Hall room lettings falling short of expectations.

 There is also income in excess of budget of £0.550m against the Chief Executive’s Office in relation to the 101 single telephone number for London project, covering mainly supplies and services costs; External Affairs income figure is £0.106m greater than budget which relates to the marketing element of Recycle for London.

Programme budgets – forecast underspend of £0.425m

2.27 Figure 2.5 below illustrates the Programme budget position at the end of quarter 4.

2.28 The main forecast variances contained within the table are summarised as follows:

 Community Safety underspend of £0.414m against budget due to reduced requirements relating to Earn Your Travel Back, the Crime Policy and Violence Against Women projects and delays to Rape Crisis Centre activities, causing expenditure to slip to 2011/12.  Economic & Business Policy underspend of £0.108m due largely to reduced expenditure on the Mayor’s Employment & Skills Programme – a concentration of resources on activities relating to the forthcoming winding up of the GLA has impacted on the outturn position.  The London Engagement underspend of £0.255m is almost entirely related to slippage of expenditure in relation to several Events.  The £0.109m Community Relations underspend relates to London Schools and the Black Child and Moving On expenditure slipping to 2011/12 also.  The £0.079m International programme underspend relates to London House expenditure that will be incurred in 2011/12.  The underspends apparent against the London 2012 Co-ordination programme budgets is largely due to budget being earmarked for staffing expenditure and a number of posts being vacant during the year.  Planning underspend of £0.508m is largely due to slippage of Examination in Public inspectorate costs, contributing to an underspend of £0.399m, an underspend of £0.052m is apparent in Section 2 Greater London Authority

relation to the Housing element of the Planning Programme; the remainder of the Programme underspend (£0.057m) is a combination of minor sums.  Environment underspend of £0.245m is mainly in relation to project slippage regarding atmospheric emissions work as well relatively minor underspends against various other projects including climate change partnership, London hydrogen partnership and mitigation and energy.

Figure 2.5 GLA Programme Budget Spend (Quarter 4)

Directorate Programme Area Original Revised Net Variance Budget Budget Expenditure £000 2010/11 2010/11 2010/11 2010/11 £000 £000 £000 £000

Chief Executive Working for London 24 24 5 (19) 24 24 5 (19)

Resources GLA placements 150 150 128 (22) 150 150 128 (22)

Communties & Intelligence Children & Young People 157 252 236 (16) Diversity & Social Policy 106 145 129 (16) Sustainable Development 57 63 60 (3) Health 111 141 148 7 Culture Strategy 224 432 412 (20) Community Safety 2,040 1,706 1,292 (414) Consultation 156 156 156 0 Economic and Business Policy 202 162 54 (108) 3,053 3,057 2,487 (570)

External Affairs London Engagement 1,525 1,775 1,520 (255) Community Relations 165 193 84 (109) Government & Parliamentary Relations 46 13 13 0 International Relations 67 100 21 (79) 1,803 2,081 1,638 (443)

London 2012 Co-ordination City Operations 956 956 850 (106) Legacy & Games Delivery 170 176 151 (25) 1,126 1,132 1,001 (131)

Development & Environment Planning 1,115 1,193 685 (508) Housing and Homelessness 90 57 48 (9) Environment 702 798 553 (245) 1,907 2,048 1,286 (762)

Total 8,063 8,492 6,545 (1,947)

Section 2 Greater London Authority

Capital Budget

2.29 The Mayor approved the 2010-11 capital budget of £1,009.616m. The summary below shows the changes to the capital budget as at quarter 4, which totals £1,011.087m, £1,002.00m of which relates to the GLA’s contribution to the Crossrail project financed from the new 2p business rate supplement. The GLA has already borrowed £800m in 2010-11 in line with the programmed amount agreed for the year in the Crossrail Sponsor Funding Agreement between TfL and . The balance of £202m (within the £1,002m sum) equates to a budgeted direct contribution towards the Crossrail project as set out in the Crossrail BRS Final prospectus published in January 2010. The GLA has been advised by London boroughs that they expect to collect around £225m through the business rate supplement in 2010-11. The BRS is used to fund the direct contribution and the interest on the GLA's borrowing - and will be used to fund the eventual repayment of the borrowing.

Figure 2.6 GLA Capital Budget Movements in 2010-11

Capital Budget Movement from April 2010 £000

Original Approved Capital Budget 1,009,616

2009/10 Capital Budget Project revenue funded 575 under spend b/f 2009/10 Capital Budget Project external funding b/f 3,060 Transfer of Assembly capital budget to revenue (25) Transfer of LCIS, Visitor Centre and Technology Group (139) capital budgets to revenue Reclassification of Sports capital budget as revenue (2,000)

Revised Capital Budget 1,011,087

2.30 Slippage of £8.055m is apparent against the capital programme; this figure comprises:

 £3.644m budget for Crossrail payments to TFL is to be re-profiled to 2011/12. As noted above the capital element of this scheme is funded by BRS supplement and prudential borrowing.  £2.590m budget for the Trees and Parks programme is to be re-profiled to 2011/12. The capital element of this programme is externally funded and the variance against budget in 2010/11 is to be carried forward to 2011/12 in line with expenditure.  £0.936m slippage against the Sporting Future for London project. Again, this is externally funded and the profiling of expenditure will see funds transferred to 2011/12 in line with expenditure.  £0.494m Technology group funding will be transferred to 2011/12 due, largely, to slippage on the data replication project.  £0.231m City Hall infrastructure funding will be transferred to 2011/12 due to slippage on works to furniture, security CCTV, broadcast equipment, threshold mats, lifts, energy efficiency and acoustics.  £0.160m Website Development budget will also be transferred to 2011/12 due to slippage from 2010/11.

Section 2 Greater London Authority

Olympic Funding Agreement

2.31 The Olympic Funding Agreement allocation has been reviewed during the course of 2010/11 and alterations made to the payment profile to the ODA – a reduced sum has been agreed to be paid to the ODA with a sum to be retained by the GLA for expenditure to be incurred directly. The underspend apparent at year end of £0.401m represents slippage of ODA payments brought about during the review period and slippage of expenditure in relation to Look and Feel project work and borough disbursements.

Performance

2.32 In this section performance is reported against Strategic Plan deliverables, on an exception basis, and corporate health indicators.

2.33 Progress against Strategic Plan deliverables The Strategic Plan contains over 100 deliverables (e.g. strategies, plans, programmes and projects). The GLA uses a `traffic light’ (RAG) system to indicate the status of each deliverable:

 green indicates the project is progressing to plan and scheduled to deliver without any significant delay;  amber indicates the project has encountered some issues which could affect the delivery of overall benefits within the agreed time and resources; and  a red rating means at least one key milestone has been or will be missed which will have a significant impact on delivery of overall benefits (the cause of which may be for a number of reasons, not all of which the GLA has control over).

2.34 There were 88 GLA deliverables monitored in 2010-11. Of these 88 deliverables, 67 were reported on in Q4 and 45 were green, 20 were amber and 2 were red. The remaining 21 deliverables came to a close earlier in the year and of these, 20 were completed (green) and 1 was not pursued (red). The breakdown of deliverables by RAG status is shown in the figure below. The GLA has agreed a refreshed suite of deliverables for 2011-12, and they will replace the 2010-11 set for reporting purposes from the quarter one report.

Figure 2.7: Performance against 2010-11 Deliverables

Red (3 of 88) 3%

Amber (20 of 88) 23%

Green (65 of 88) 74% Section 2 Greater London Authority

Figures 2.8 and 2.9 below provide more detail on those deliverables rated red or amber.

Figure 2.8: Red Q4 deliverables Title Description of deliverable Key milestones GLA lead - Comments team Competitive London London Film The Events for London Team delivers This is an Events for London milestone London It was decided that London Film Day would Day and supports a programme of world- that is being monitored as a separate Engagement not take place after a review of the class events to promote London deliverable. events/culture programme priorities and culturally, socially and economically. budget considerations.

A Mayoral Directive went to LDA last month transferring £1.3m from LDA to GLA to fund Film London over 2011-12. Cultural The Cultural Campaign work  Story of London Summer - Q2 London Story of London was successfully delivered, Campaigns programme objective is to work with a  East - Q4 Engagement taking place from 1 – 10 October 2010. wide range of partners and agencies to create and deliver campaigns that meet It was decided that East festival would not Mayoral policies and objectives, and take place after a review of the benefit London’s cultural sector. These events/culture programme priorities and are targeted at both Londoners and budget considerations. visitors to London. There are two main elements of the Cultural Campaigns work, Story of London and East.

Figure 2.9: Amber Q4 deliverables Title Description of deliverable Key milestones GLA lead - Comments team Competitive London Economic Work to revise and implement the  Publication of the final EDS - Q1 Economic & The final EDS was published in May 2010. Development Mayor’s Economic Development  Development of detailed Business Strategy Strategy (EDS). implementation strategies - Q2 Policy The implementation plan was delayed due to Now Q1/Q2 2011/12 changing governance arrangements,  Review outputs and outcomes and pertaining to the devolution of functions to review (and where necessary revise) the GLA, and funding uncertainty. detailed implementation strategies - Now that economic development funding Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team Q4 has been confirmed (March 2011), the This milestone has been replaced with: Implementation Plan is being revised,  Publication of EDS snapshot baseline working with partners in the GLA group and indicator report – Q4 beyond.

This plan will provide the template for guiding the Mayor's priorities for economic development over the coming year and will be the key reference point for the Economic Business Policy Unit. Promotion of To take forward promotion  Launch of the London Brand - Q1 Economic & London & Partners (L&P), the new single London coordination through the Promote  Complete review of organisational Business promotional agency for London, was London Council. The overall aim of the structures - Q2 Policy officially launched on 1 April 2011. L&P is council is to advise the Mayor on all  Development of overall promotion a private company, commercially driven, to aspects of the promotion of London in strategy - Q2 champion London as the best big city on order to maximise benefits to London’s  Development of new contracts and earth. economy and to inform his advice to promotion functions - Q3, Q4 the LDA, who will ultimately contract Now Q4 A year-one (2011/12) business plan and a these services. The role of the EBU is grant agreement have been signed between to provide the secretariat to the the GLA and L&P. The GLA is appointing a Promote London Council, to ensure permanent member of staff to manage the that the marketing of London is based client side of the contractual relationship on the best available evidence and to with L&P. act as a client for the overall promotion of London work conducted by the This deliverable has been rated amber due to various promotional agencies. ongoing work to resolve the asset and liability transfer from Visit London. City Fringe The Greater London Authority (GLA)  Draft of document - Q3 Planning It is anticipated that the consultation draft OAPF and London Boroughs of Hackney, Now Q3 2011/12 of the document will be published in Q3 Islington, Tower Hamlets and the City  Publication of document - Q3, Q4 2011/12 and the final document in Q1 Corporation have agreed that a single Now Q1 2012/13 2012/13. strategic planning document should be produced to bring together the various The delay to the original timetable was policies, requirements and ambitions caused by insufficient staff resource, with set out in existing and emerging staff being used on other projects. Staff planning documentation. This will take levels are now expected to be sufficient to Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team the form of an Opportunity Area deliver to this revised timetable. Planning Framework to the London Plan and may subsequently be endorsed by the boroughs as a material planning consideration in for plan making and planning decisions purposes. Croydon OAPF The Greater London Authority (GLA)  Agree 12 month project timetable with Planning A GLA officer has been seconded to the and London Boroughs of Croydon have Croydon - Q2 project on a 0.75 FTE basis to address discussed the possibility of producing a  Draft document - Q3, Q4 capacity constraints. It is anticipated this single strategic planning document to Now Q3 2011/12 will increase to one FTE in the first quarter bring together the various policies,  Close of public consultation - Q4 of 2011/12. requirements and ambitions set out in Now Q3 2011/12 existing and emerging planning  Publish document - Q4 Public consultation is provisionally documentation. This will take the form Now Q4 2011/12 scheduled for Q3 2011/12. of an Opportunity Area Planning Framework to the London Plan and may subsequently be endorsed by the Boroughs as a material planning consideration in for plan making and planning decisions purposes. Upper Lee The Greater London Authority (GLA)  Completed public consultation draft - Planning Public consultation is now scheduled for Q2 Valley OAPF and London Boroughs of Haringey, Q1 2011/12 Enfield and Waltham Forrest have Now Q3 agreed that a single strategic planning  Public consultation - Q1 The delay to the original timetable was document should be produced to bring Now Q2 2011/12 caused by insufficient staff resource, with together the various policies,  Close of public consultation - Q2 staff being used on other projects. Staff requirements and ambitions set out in Now Q3 2011/12 levels are now expected to be sufficient to existing and emerging planning  Formal Publication - Q3 deliver to this revised timetable. documentation. This will take the form Now Q4 2011/12 of an Opportunity Area Planning Framework (OAPF) to the London Plan and may subsequently be endorsed by the Boroughs as a material planning consideration for plan making and planning decisions purposes. Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team Vauxhall / 9 On the 11 March 2008 the previous  Close of public consultation - Q1 Planning Final publication is scheduled for Q2 Elms OAPF Mayor authorised the GLA’s  Infrastructure study to be completed - 2011/12. involvement in the Vauxhall/Nine Q1 Elms/Battersea Opportunity Area Now Q2 Planning Framework (OAPF) and to  Additional consultation on Section 106 lead on the preparation, consultation study – Q3 and publication of the framework Now Q4 document working with the GLA family  Formal Publication - Q3 and stakeholders. The first draft OAPF Now Q2 2011/12 for consultation was circulated to key stakeholders including the Boroughs, councillors and landowners in January 2009. Olympic The LDA is leading the process of  Draft document completed - Q2 Planning Public consultation scheduled for Q2 Supplementary masterplanning the Olympic site for Now Q1 2011/12 2011/12. Planning delivery of new homes, jobs and  Close of public consultation - Q2 Guidance infrastructure after the Games. This Now Q2 2011/12 OAPF ‘Legacy Masterplan Framework’ is  Formal Publication - Q3 being developed in close consultation Now Q3 2011/12 with the GLA, central government and local boroughs and will form the basis of formal town planning submissions from the October of 2009 onwards. Renewed London Water Strategy The Transport and Environment Team’s  Undertake Water neutrality research Climate The draft of the London Water Strategy is work on water issues for 2010-11 will (March - May 2010) - Q1 Change currently been amended following consist of:  Publish Final Strategy (June 2010) - comments from the Mayor's Office and will • Preparing and publishing the final Q1 be launched shortly. London Water Strategy. Now Q2 2011/12 • Delivering GLA actions identified in The strategy had been delayed while the London Water Strategy (principally government completed its White Paper. ensuring that water efficiency However, the paper has been postponed so measures are integrated into the Home it was decided to finalise the strategy Energy Efficiency Programme). regardless. The final strategy will now be • Monitoring the actions of other launched in Q2 2011/12. partners identified in the Water Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team Strategy. • Chairing the London Water Group (an informal forum of water industry partners) and supporting the delivery of the Group’s work programme – especially research into water neutrality. • Working with partners to facilitate the delivery of the Thames Tideway Project. Adapting to The adapting to climate change  Publish Final Adaptation Strategy Climate Adjusting to the impact of the government climate change workstream concerns preparing (September 2010) - Q2 Change Spending Review has taken longer than London for extreme weather today and Q1 2011/12 Adaptation anticipated, resulting in delays. Alternative the increasing risk of floods, droughts  Submit the Adaptation Report to delivery bodies and partners have now been and heatwaves due to climate change. DEFRA (July 2010) - Q2 identified for most of the partners affected The workstream consists of 5 Q1 2011/12 by the Spending Review. The final strategy programmes : will now be published in Q1 2011/12. • Preparing and publishing the London Climate Change Adaptation Strategy and delivering/facilitating the actions identified in the strategy. • Supporting the operation of the London Climate Change Partnership (LCCP) and the delivery of its work programme. • Submitting the Adaptation Report to DEFRA. • Supporting the delivery of the urban greening programme (see separate SPDF form - 52SP10/11). • Supporting the delivery of Drain London project (see separate SPDF form - 53SP10/11). Climate A new Climate Change Mitigation and  Public consultation draft of Climate Climate A decision was taken to hold final Change Energy Strategy will be written Change Mitigation and Energy Strategy Change publication of the strategy until integration Mitigation and containing policies and proposals - Q2 Mitigation of the LDA into the GLA. The strategy will Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team Energy towards London’s carbon emission Now Q3 2011/12 and Energy now be published in Summer 2011. Strategy reduction targets. The Strategy will  Publish Climate Change Mitigation and LEGGI/LAEI publication is scheduled for undergo two rounds of consultation, Energy Strategy - Q4 Autumn 2011. This has been delayed to firstly the London Assembly and  Publish LAEI/LEGGI - Q4 allow for the letting of a new contract to Functional Body draft. The London Now Q3 2011/12 undertake the work, following legal advice. Assembly draft of the Climate Change Mitigation and Energy Strategy was published in February 2010. A public consultation will be published in Summer 2010 and the final Strategy published by late 2010. Recycle for Recycle for London is a recycling, reuse  Complete 60-day consultation with Waste The recycling saves money campaign was London and reduction communications London boroughs and other key delayed due to the Spending Review and its campaign. The campaign is funded by stakeholders - Q1 impacts. It will now commence in Q1 the London Waste and Recycling Board  Finalise 2010/11 communications plan 2011/12. (LWaRB) but based at the GLA. - Q1 Recycle for London has previously  Roll out Love Food Hate Waste A communications plan for 2011/12 will be been funded by WRAP and has run in campaign in London - Q1 developed in Q1 of this 2011/12. London since 2004. The GLA and  Develop and roll out local WRAP have now formed a partnership communications programme with 2010/11 KPIs were reported as planned. to deliver Recycle for London and London boroughs - Q2, Q3 WRAP will bring £2.9m in resources to Now Q4 the London campaign. Recycle for  Report annual KPIs - Q4 London has been awarded £5m from LWaRB in order to run the campaign  Develop and agree 2011/12 for three years and will seek a further communications plan - Q4 £400k from commercial partners. Now Q1 2011/12 Fairer London Reviewing the The GLA Act 2007 requires the  Housing in London 2010 published - Housing The draft for Assembly consultation will be London following consultation to be Q1 Now Q3 published at the end of Q1 2011/12. This Housing undertaken:  Draft for Assembly consultation means that the interim IIA will be completed Strategy • Consultation with the Assembly and completed - Q2 in Q3 2011/12. Functional Bodies on a first draft. Now Q1 2011/12 • A formal written response from the  Interim Integrated Impact Assessment Mayor to the Assembly’s comments. (IIA) completed - Q3 • Consultation with other Now Q3 2011/12 Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team organisations, boroughs and the public on a revised draft. • Submission of the final draft Strategy to the Secretary of State, who may direct changes where the Strategy conflicts with national housing policy or will have an adverse effect on regions adjoining greater London. The Act also requires that the London Housing Strategy (LHS) contains the Mayor’s assessment of housing conditions and housing needs – i.e. a housing evidence base. Investing in This project will deliver the following  Delegated delivery pilots commence - Housing The Mayor's strategic housing priorities were London’s aims: Q1 incorporated into the HCA/DCLG Affordable Housing • Maximisation of London’s share of Now 2011/12 Homes Framework published in February national housing resources.  Agreeing London’s share with Minister 2011. • Agreement of the strategic housing - Q2 priorities for London to be delivered in Now Q1 2011/12 Agreeing London’s share with the Minister the next investment round.  Strategic housing priorities included in has slipped to Q1 2011/12 because of the • Mechanisms for distribution of corporate plans and bidding processes introduction of Affordable Rent and a new London’s resources, which reward and of London’s public sector investors - approach to allocating funding. provide an incentive to deliver the Q3 Now Q4 Mayor’s targets.  Targeted Funding Stream resources • A process for allocating the Mayor’s allocated - Q4 Targeted Funding Stream. TFS Abolished Safer London Time for In November 2008 the Mayor released Daedalus Community Daedalus Action / Youth Time for Action, amidst escalating  Three further projects launched - Q1 Safety  A positive interim evaluation report was Violence concerns around youth violence in  Emerging findings report completed - completed. London. Time for Action was a call to Q1  Programme delivery is on track, with partners around long-term prevention  First evaluation report completed - Q4 targets being met. and intervention and consists of six strands of work intended to tackle Brodie Brodie serious youth violence by equipping  Court Report completed - Q1  Arrangements have now been agreed for Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team young people for the future. These are:  Pupil Referral Unit pilot starts - Q2 the Safer Learners Partnership. The first supporting young people in custody Now Q4 meetings of the working group were held (Daedalus); keeping young people in  Safer Schools Partnerships - Q3 in Q1 2011/12. education (Brodie); developing Now Q1 2011/12  The first quarterly report for the Pupil character & responsibility (Titan); Referral Unit Parenting Advocacy Mayor’s Scholars, Academies and Oracle Pathfinder was issued. Twenty seven Apprentices; understanding & sharing  London-wide evaluation standard parents have been engaged to date. what really works (Oracle); and launched - Q1 expanding sport & music opportunities.  Ongoing research programme Oracle established - Q2  The website 'soft' launch took place at Now Q4 the end of Q4. It hosts practitioner  Web portal new version launch - Q4 guidance which was delivered to milestone. Titan Titan  Launch of call for adult volunteers - Q1  Funding has been confirmed for a project  MPS/LDA/GLA/Prince’s Trust on structured activities. structured programme - Q3 Funding confirmed for project and Now Q1 2011/12  Mentoring Programme, but Gant Funding  Improved mentoring mechanism rolled Agreement to be awarded in Q1 out - Q3 2011/12. Now Q1 2011/12  Targeted parenting work - Q4

Scholars  Careers and training event for children in care - Q1  Near peer mentoring pilot for children in care - Q2 101 one The proposal is to develop a single  Tendering process – Q1 Digital The review, being conducted by TfL, is now number for telephone number for London, which  Procurement of partner organisation - Projects anticipated to finish by the end of June. one London will be used by Londoners, visitors to Q1 Further time is required due to the London and London based businesses  Initiate Phase 1 - Q1 complexity of the project and also due to and organisations to access all public  Produce detailed business case - Q2 the transfer of Mayoral Advisor services across London and to report or responsibilities from Anthony Browne to  Launch of 101 number within the GLA enquire about non-emergency issues Kulveer Ranger. This will include a review of Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team relating to crime and anti-social Group - Q3 potential commercial interest and suitable behaviour. In time, this will be  Initiate Phase 2 - Q4 areas of development for the project. expanded to include access via a web portal, or mobile applications, and it will use other new technologies such as natural speech and self-serve facilities.

Honest Government Community The Community Relation Team work  Borough Receptions – Celebratory and Community The only outstanding deliverable is the Relations Work programme incorporates previous community based receptions to Relations London Schools and the Black Child Programme stakeholder activity with a new communicate Mayor’s priorities - Q1, initiative, which will be held in either programme to ensure we reach the rich Q2, Q3, Q4 September or October 2011. diverse community and work with  Khat Conference – An advisory seminar communities on Mayor’s priorities. The with key recommendation on way work programme for 2010/2011 forward on Khat including treatment combines community interaction, options - Q2 providing conferences to link to Decided not to progress this milestone Mayoral policy and devising  Community Cohesion Initiatives – community borough receptions as the Inter-community action to support first stage of the development of the good citizenship especially amongst new Community Relation Team. young people - Q2  Older People Programme - Q2, Q3  Educational Underachievement - Q3 Now Q2/Q3 2011/12  Christmas Carol Service – A Christian and non-denominational coral service - Q3 Corporate Corporate Governance is part of the  Annual Corporate Governance Finance A first version of an e-learning corporate Governance continuous work of the Authority. To Statement - Q1 governance package is currently being help ensure that it is delivered  Annual Corporate Governance Review - tested. The delay accounts for the amber effectively across the GLA, and the Q1 traffic light. wider group, a Steering Group has  Training for members and staff on been established. The Steering Group Corporate Governance (picking up on The risk management audit report will be is responsible for ensuring that an issues from the Audit of Ethical considered at the July Audit Panel meeting. ongoing programme of improvement is Governance) - Q1 The report reached a conclusion of Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team developed and delivered.  Year End report on complaints - Q1 substantial assurance. We are engaging with  Twice yearly reporting on risk - Q1, Q3 internal audit on the audit plan for this year, including whether there are areas relating to corporate governance that can be usefully reviewed.

The draft Annual Corporate Governance Statement and Review were presented to the Audit Panel in March 2011.

The officer corporate governance steering group is now well-established and considered and provided input into a range of issues throughout the year; for example, project governance for work areas transferring from the LDA and a new Data Quality Framework. Digital Projects A programme of work providing  WiFi London - agree list of boroughs Digital TfL published a Pre-Qualification - WiFi London ‘transparent’ government by making participating in pilots - Q1 Projects Questionnaire (part of the formal data accessible, widening digital Now Q2 procurement process) on Public WiFi. engagement and building London’s  Start of Wifi London pilots - Q1 capability and capacity in using new Now Q3 The 4G pilot at Victoria Coach/Bus Stations digital media.  Evaluation of Wifi pilots - Q3 started in April. Now Q4 The WiFi strand aims to improve wifi  Westminster complete dialogue, go to A new Steering Group has been set up to coverage and capacity in London in the tender & evaluate bids - Q3 discuss WiFi on and run up to the Olympic and Paralympic Surface Transport.  Borough and TfL sign-off usage of Games in 2012 street furniture - Q3

 Initiate discussions around local area planning frameworks - Q3  Westminster award contract - Q3

Focus on the deliverable has now changed. Working in Partnership with TfL/LU/Surface Transport to deliver WiFi Section 2 Greater London Authority

Title Description of deliverable Key milestones GLA lead - Comments team London. Digital Projects A programme of work providing  Completion of TfL data availability - Digital A Data Charter has been agreed and will be - London ‘transparent’ government by making Q1 Projects launched together with the journey planner Datastore data accessible, widening digital  Resolution of licensing issues with TfL API in Q1 2011/12. engagement and building London’s data - Q1 capability and capacity in using new  Ongoing upload of data - Q1, Q2, Q3, Ongoing engagement work has been digital media. Q4 completed around crime data.  Release of LDA & MPA data - Q2 The London Datastore project, began Now Q3 in late 2009, will ensure the release of  Data Charter to be completed - Q3 new GLA group data and the longer Now Q1 2011/12 term sustainability of the provision of public datasets. Digital Projects A programme of work providing  Oyster integration agreement for Digital Agreement was reached with Visit London to - London Card ‘transparent’ government by making London Card - Q2 Projects piggyback a Looked After Children offer and data accessible, widening digital  London Card - Participating boroughs culture offer onto their pre-paid card engagement and building London’s on board - Q3 proposition. However, the dismantling of capability and capacity in using new  Monitor impact of CSR - Q3 Visit London and reorganisation into a wider digital media.  Series of meetings set up with Visit promotion agency for London has put that London - Q3 work on hold. In the meantime, work is The London Card aims to bring ongoing to engage Looked After Children together a number of different services contacts in scoping the children's offer in for Londoners onto one platform, e.g. more detail. transport, culture offer, access to borough-level services. Section 2 Greater London Authority

Corporate health indicators

2.35 This section of the report outlines performance against the GLA’s corporate health indicators for quarter 4 2010-11 and for the year as a whole.

Payment of invoices

Figure 2.10 - The percentage of suppliers paid within set timescales from 1 April 2010 to 31 March 2011 Indicator 2010/11 Target Year end

Percentage of all undisputed invoices paid within 92% 87.5% 30 days

Percentage of undisputed SME invoices paid within 85% 86.6% 10 days

2.36 Cumulative performance was affected by the introduction of SAP earlier in the financial year and the annual target for ‘all undisputed invoices’ has been missed as a result.

2.37 Q4 figures show an improvement in performance for both undisputed invoices and SME invoices. Performance for undisputed invoices was 91%, which is just below the set target, and was 88% for SME invoices, which is higher than the set target.

2.38 The target for paying invoices has been increased for 2011/12. This brings the GLA’s target in line with TfL’s. The target for paying all undisputed invoices is 94% within 30 days and the target for paying SME invoices is 90% within 10 days.

Correspondence

Figure 2.11 - Performance on responding to correspondence, complaints and FOIs 2010/11 Year Indicator 2009/10 Q1 Q2 Q3 Q4 Target end

Percentage of correspondence 89% 90% 94% 92% 89% 89% 90% responded to in full within 20 days

Percentage of complaints to the GLA 86% 90% 100% 86% 75% 100% 90% responded to in full within 20 working days

Responding to Freedom of Information requests 86% 100% 87% 86% 87% 84% 86% within 20 working days Section 2 Greater London Authority

2.39 Despite receiving very large volumes of correspondence, performance for responding to correspondence has been stable throughout the year. As a result the GLA has met its target of 90%. Where problem areas have been identified, processes have been put in place to assist teams/directorates in meeting the target. An example of this is that the Public Liaison Unit issues reminders to flag up those pieces of correspondence that are near their reply date. In addition officers are assigned to each directorate to monitor correspondence and to highlight issues when deadlines may be missed.

2.40 Complaints performance decreased in Q3 due to staff leave and staff vacancies. However, figures for Q4 show performance improved and 100% of complaints were answered within the 20 working days target. This meant that the GLA met the 90% target for the year. The GLA receives a small number of complaints, hence performance figures will tend to fluctuate from quarter to quarter.

2.41 The GLA regularly receives complex FOI requests that require input from several areas of the business and responding can be time consuming. Work to improve performance, led by the Information Governance team, includes:

 Working with officers from those areas that have a higher proportion of late responses to agree steps to prevent future delays.  Sending deadline reminders to officers that have been allocated FOI cases.  A review of the FOI guidance for staff, which will inform work to make the guidance more focussed and user-friendly.  Regular FOI training for new starters.

2.42 Performance in meeting the FOI deadlines was fairly consistent over the year with a slight decline in Q4. There has been a significant increase in the number of FOI requests received throughout the year: 135 requests handled in Q4, a 75% increase from the 77 requests processed in Q1. This higher volume, together with increasingly complex and sophisticated requests, has made it more difficult to provide substantive responses within the statutory deadline.

Section 2 Greater London Authority

Temporary Staff

Figure 2.12 - The percentage of temporary staff on the agreed organisational establishment list Performance Indicator 2009/10 Q1 Q2 Q3 Q4 Year end

The percentage of temporary agency staff working within 9% 6.4% 6% 4.5% 2.4% 4.8% the agreed organisational establishment list

2.43 The GLA aims to reduce the percentage of agency staff covering establishment posts. However, it will always be necessary to use some short-term agency staff to cover posts that become vacant as a result of normal staff turnover.

Staff Turnover

Figure 2.13 - Leavers over the previous 12 months as a percentage of the average total staff Q4/ Performance Indicator 2009/10 Q1 Q2 Q3 Year end

Leavers in the last year as a 26% 25% 18% 11% 14% percentage of the average total staff

2.44 The relatively high turnover figures at quarters 1 and 2 reflect the impact of Organising for Delivery - this indicator is measured over a rolling year. This impact has now dropped out and this explains in large part the sharp fall in reported turnover for quarter 3. Although turnover increased slightly in Q4, turnover is much lower than a year ago. The current employment market will also have contributed to a turnover rate that is among the lowest reported by the GLA.

Staff Sickness

Figure 2.14 - Average number of days per employee lost to sickness absence over the previous 12 months Performance 2010/11 Q4/ 2009/10 Q1 Q2 Q3 Indicator Target Year end Average working days per employee (full time equivalent) 5.8 days 6 days 5.86 days 4.54 days 4.05 days 4.14 days per year lost through sickness absence

2.45 Sickness absence continues to be lower than the set target. Where areas of relatively high sickness rates are identified, analysis is undertaken to understand why and to help reduce absence. Human Resources Officers have worked closely with teams/directorates to ensure that the sickness management policy is being used effectively. This has had a positive effect.

Recruitment Time

Figure 2.15 - Timeliness of recruitment Performance 2010/11 2009/10 Q1 Q2 Q3 Q4 Year end Indicator Target Average elapsed time (working days) from HR receiving an approval to fill form N/A 40 days 37 days 24 days 35 days 47 days 36 days to the acceptance of an offer for the same post.

2.46 Recruitment time in Q4 increased to 47 days, however the year end performance is still below the set target. This increase is mainly due to a lower proportion of posts being filled through the internal recruitment process, and therefore a greater proportion of posts needing to be filled through the external round of recruitment.