total performance monitor - end of september 2014 · 2014. 11. 11. · total performance monitor to...

TOTAL PERFORMANCE MONITOR TO END OF SEPTEMBER 2014

1. The finance (revenue and capital), savings programme, performance, risk and workforce are currently monitored on a monthly basis through the Total Performance

Monitor (TPM). This monitoring and reporting mechanism brings together all these elements of West Sussex County Council’s operation in a way of reporting “one truth” to all stakeholders. The report is intended for the public, senior officers, all Members

including Select Committee Members and Cabinet.

2. During December and January the main focus across Finance is supporting the preparation of the budget for 2015/16. Therefore it is proposed that we do not produce a November TPM to minimise the pressure at this time. This means that after

reviewing the October TPM, during the second half of November, the next TPM available, with the position at the end of December, will be for CLT on 21st January

2015 and Cabinet Board on either the 27th January 2015 or the 3rd February 2015.

Revenue Outlook

3. The forecast outturn position at the end of September 2014, across the portfolio and

non-portfolio budgets, is an underspending of £3.7m and represents an increase of £1.5m on the position last month. This is predominately due to increased projected underspendings in both Corporate Relations (£0.2m to £0.7m) and Highways &

Transport (£1.1m to £1.5m), with Residents’ Services now projecting a reduction in their overspending (£2.2m to £1.4m). An overview and analysis for each portfolio is

provided in greater detail as Appendices 1a/b.

4. There continues to be a forecast underspending on the Capital Financing budgets of

£2.7m as well as additional financing of £0.3m available, mainly due to the New Homes Bonus Grant, which increases the overall forecast outturn underspending

position to £4.0m.

5. Within the Highways & Transport portfolio the adoption of a part night lighting policy in residential areas, which could result in additional energy savings of £120k pa at current rates, is expected to require a one-off investment of approximately £0.2m

from 2015/16. The portfolio is requesting that they meet this investment by transferring £0.2m of the current underspending in the revenue budget to the Street

Lighting PFI Reserve for draw down as required. Decision request: The Cabinet Member for Finance is asked to consider this request

and if supported will formally agree through the September TPM decision report.

6. The County Council has been awarded an unringfenced grant of £75,000 from the Department for Education to fund "Staying Put" arrangements. The "Staying Put" initiative enables former Children Looked After (CLA) to remain with their foster

families or in supported lodgings after the age of 18, where it is in their best interests to do so. The service has developed detailed spending plans to maximise this grant in

2014/15. Decision request: The Cabinet Member for Finance is asked to support the allocation

of this grant to the Children Start of Life portfolio.

Outlook for the Savings Programme 7. The majority of the 2014/15 savings target of £14.7m is either completed (£7.9m) or

on-track (£6.0m) which, compared to the position last month shows a movement of

DR 1 03.11.2014

£0.8m from on-track to completed. The remaining £0.8m has an element of risk attached and the details are set out in Appendix 2.

8. Directors have been asked to consider whether temporary mitigations can be found

from within their own budgets to cover service savings targets identified as “at risk”.

These will need to be identified within the October TPM.

Capital Programme

9. The overall capital monitor, as set out in Appendix 3a, continues to show latest

estimated payments in 2014/15 as £142.5m which means the increase compared to the original capital programme also remains the same at £4.3m. However there have

been offsetting movements within the individual portfolios since last month which are detailed in Appendix 3b.

10. The actual spend to the end of September is £37m and, whilst this is only 26% of the total budget for the year, project monitoring shows that the vast majority of schemes

are on track. The profiling for September continues to show a significant difference when compared to actual payments at month end, with actual payments of £10.7m

compared to profiled spend of £17.5m. This position has been reviewed in the officer governance forum, the Capital Investment Appraisal Group, which has identified two underlying factors: a trend from some contractors to submit invoices for payment

much later than expected, and delays in the normal reprofiling of anticipated spend in line with greater certainty on payment timing due to staffing pressures in August and

September.

11. Work is under way over the course of this month to give the assurance that the latest

budget profile is updated and that the total budget reflects a realistic and achievable end of year position. The 2013/14 outturn on the capital programme demonstrated

that this active updating of financial profiles can ensure more reliable reporting.

12. Colleagues in Service Finance are starting to prepare the 2015/16 capital programme

and this involves looking at the remainder of 2014/15. This review will be undertaken in close collaboration with the reprofiling identified above. Workforce Projections

13. Overall Full Time Equivalent (fte) is 4,506 as at the end of September, which is a small overall increase of 4 fte since the end of August 2014 (4,502 fte) but an overall

reduction of 75 fte since the end of March 2014 (4,581fte).

14. The monitoring of workforce is moving to a new approach of monitoring both cost and

headcount data. Work is currently underway to baseline current workforce costs from which we can track and monitor fluctuations against our planned targets (business

efficiency and transformation) for both cost and headcount reduction. It was anticipated that full monitoring capability would be available for the end of the second quarter however, due to changing timescales reported by Capita (our outsourced

provider), this deadline has not been met and the delivery date is currently being reviewed.

15. Following discussions at the Performance & Finance Select Committee held on 3rd

October it was agreed to look at including the vacancy rate as part of the monthly

update on workforce. If this is not available for the October TPM there will be an update of progress and confirmation on when it will be available.

DR 2 03.11.2014

Performance Framework

16. The Performance Framework 2014/15 to 2017/18 was approved by County Council at

its meeting on 14th February 2014. The 55 measures/targets are reported and monitored through a public-facing website presenting the information as a dashboard

with an initial focus on the three priorities of Start of Life, Economy and Later Life. The website was launched on 15th July.

17. Of the 43 measures that are set up to report their performance 18 report as “on track” (green), 4 report as “near target” (amber) and 16 report as “needs improvement”.

Looking across the dashboards from a high level perspective it is not clear how many of these are reporting at red and amber because the updates are overdue compared to the anticipated frequency of reporting.

18. Within the Giving Children the Best Start in Life dashboard the Ofsted rating, which is

reported as “needs improvement”, has a plan in place to meet the forthcoming inspection. Similarly the measures around GCSE results and attainment gap measures

are being picked up by the peer review and the TFG in Learning. 19. Within the Championing the Economy dashboard there have been delays updating

some of the measures due to the timing of information required becoming available. For business grants it is expected that businesses in receipt of grants, through either

“Be the Business” or “Social Enterprise Fund”, report quarterly on jobs created and safeguarded, turnover (in some cases), spending against the grant, as well as feedback relating to their overall business performance. It is recognised that there

needs to be improvement in the collection and collation of these reports in order to demonstrate whether targets are being met within these grant programmes. As soon

as the quarterly reports are available the dashboard will be updated and it is expected this will show a distinct improvement in meeting the targets set. There is regular reporting on the Families Back to Work measure which evidences success. Within the

broadband programme, the measure is well documented, but we need to ensure that any positive press releases around rollout are reflected in the dashboard commentary.

Invest West Sussex has received a number of ‘hits’ and we have received 20 requests from companies looking for premises/sites which we have referred onto District and Boroughs and commercial agents. There will be some follow up on these companies

but not until later in the year.

20. Within the Independent for Longer in Later Life dashboard there are a range of reporting cycles and is dependent on a number of factors such as:

data reported in arrears in line with contracted reporting cycles;

data reported in arrears because they record the outcome of interventions which take a number of weeks to complete (smoking quitters and weight

management programmes); data reported quarterly because information is gathered from a large number of

primary care providers e.g. NHS health checks.

The NHS health checks measure has made a strong start in the first quarter. Weight

management activity is on track and future data returns are expected to report increasing activity. Smoking quitters started from a lower than anticipated baseline position at the end of 2013/14 (these figures were not available at the time the target

was set). This reflects a national drop in activity and Public Health England have suggested a number of reasons for this. Actions are being taken to mitigate the

challenging starting point for the new provider and Public Health are seeking an

DR 3 03.11.2014

overarching recovery plan from the provider to support the implementation and monitoring of these actions.

21. Within all the dashboards it is important to understand the pressures and plans behind

the other reds/ambers to be able to report progress through both the website and this

monitor. An overview of the measures performance at the end of September is available as Appendix 4. Further data against each individual measure can be viewed

within the website where there is also the opportunity to request further information or ask questions through an e-mail facility.

Website address: https://performance.westsussex.gov.uk

Risk Management Implications 22. Of the five red risks last month the only one that was anticipated to increase was the

industrial action (corporate) due to a planned strike on the 14th October. As we are now aware that the action has been called off, due to an offer being made to the union

that they need time to consider, the rating has stayed the same. The risk register with greater detail is attached as Appendix 5.

Risk Impact Likelihood Score

Industrial Action (Corporate) Significant Possible 16

Industrial Action (Fire & Rescue Service) Significant Possible

16

Continuing Healthcare financial pressures

(Adult Social Care)

Significant Possible 16

Resource & Delivery issues

(Public Health)

Significant Possible 16

Deprivation of Liberty Safeguarding DOLS (Corporate) Significant Possible 16

23. There are two new emerging risks relating to the Care Act and the County Councils

ability to be fully compliant with the statutory requirements of that act. Both risks have been rated as “significant” and “possible”, with an overall risk score of 16. Further detailed work is required on the assessment of the risk and there is an

expectation that progress updates will start from next month.

Reviewing the risks that the organisation is facing is a priority for the Corporate Leadership Team (CLT) and it is proposed to include a review of the status of high level, emerging and escalating risks at the weekly CLT meeting. Work is underway to

enable this level of reporting and proposed arrangements and processes will be considered at a future meeting.

Appendices

Appendices 1a/b Revenue Budget Monitor to end of September 2014

Appendix 2 2014/15 Savings position at end of September 2014 Appendix 3a Capital Monitor to end of September 2014

Appendix 3b Capital narrative to end of September 2014 Appendix 4 Performance Framework position as at 10th October 2014 Appendix 5 Risk Register as at end of September 2014

DR 4 03.11.2014

https://performance.westsussex.gov.uk/

REVENUE OUTLOOK

180.8 0 0.0

76.9 0 0.1

1.9 0 0.0

38.4 -2 -0.5

22.7 0 0.0

25.8 -1 0.0

43.9 -3 -0.4

3.1 0 0.0

97.2 1 -0.8

47.7 -6 0.0

538.4 -1 -1.5

The forecast outturn position at the end of September 2014, across the portfolio and non-portfolio budgets, is an

underspending of £3.7m and represents an increase of £1.5m on the position last month (the graph below

illustrates how this is apportioned across the portfolios).

This is predominately due to increased projected underspendings in both Corporate Relations (£0.2m to £0.7m) and

Highways & Transport (£1.1m to £1.5m), with Residents’ Services now projecting a reduction in their overspending

(£2.2m to £1.4m). An overview and analysis for each portfolio is provided in greater detail as Appendices 1a/b.

There continues to be a forecast underspending on the Capital Financing budgets of £2.7m as well as additional

financing of £0.3m available, mainly due to the New Homes Bonus Grant, which increases the overall forecast

outturn underspending position to £4.0m.

Projected

over/under

spend as

percentage of

budget

%

Projected

revenue

over/under

spend

monthly

movement

£m

2014/15

Budget

£m

-3.7

-2.7

1.4

0.0

-1.5

-0.2

-0.1

-0.7

0.0

0.0

0.0

-5.0 -3.0 -1.0 1.0 3.0

TOTAL

Non portfolio budgets

Residents' Services

Leader

Highways and Transport

Finance

Education and Skills

Corporate Relations

Community Wellbeing

Children's - Start of Life

Adult Social and Health

September 2014 Projected Revenue over/under(-) spend

£m

+£1.1m

-£4.0m

-6

-3

0

3

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Revenue Budget - Projected over/under(-) spend

Actual (£m)

Target (£m)

-£1.2m

-£0.3m

+£1.1m

£-2.2m

-£3.7m

Appendix 1(a)

DR 5 03.11.2014

ADULT SOCIAL CARE AND HEALTH PORTFOLIO

Explanation of movement and budget pressures

153,096 0 -13

2,989 -2 -26

9,696 0 39

15,030 0 0

180,811 0 0

Projected

revenue

over/under

spend

monthly

movement

£'000

2014/15

Budget

£'000

Recent TPMs have been reporting a risk to the Adult Social Care and Health

budget because of an increase in people eligible for funded social care. Although

that risk has been highlighted every month since May, until now there have been

reasons for expecting the situation to recover because of the natural pattern of

peaks and troughs in demand during the year. Now that the half-year has been

reached, it is clear that an automatic rebalancing is most unlikely to occur.

Compared to April, there has been an increase of over 80 in numbers eligible for

residential and non-residential care (or nearly 2%) with continuing rises in

average costs, which is generally a reliable indicator of growing complexity of

need. Taken together these two factors are primarily responsible for the budget

of £181m facing a pressure of £1.9m (1%).

In normal circumstances this would lead to an outright overspend being forecast,

but it should still be possible to avert that scenario because of the availability of

NHS Social Care Funding. £1.3m of underspending was carried forward from

2013/14, which the Health and Wellbeing Board agreed should be applied to

support social care. In addition there is likely to be further underspending in

2014/15 from that source of a magnitude sufficient to bridge the remainder of

the gap. As such a balanced budget can continue to be projected for the portfolio

as a whole.

While this represents a one-off solution to a recurring pressure, it does not follow

that an underlying shortfall will transfer into 2015/16. This is because of a

change in approach to estimating demand as part of planning the Medium Term

Financial Strategy (MTFS). The previous methodology was driven by population

projections and led to an uplift of £1.9m being provided in 2014/15. In

comparison the MTFS assumption for the period through to 2018/19 has been

calculated at between £4m to £5m per year, based on an approach that takes

greater account of trend information. This represents a significant increase, so

the current pressure helps corroborate the validity of that estimate as it implies

that the underlying impact of demand in 2014/15 has been around £3.8m. With

figures in the region of £4m to £5m set to be allocated to cover this pressure

through the MTFS, it suggests the existence of a margin that should avoid a

detrimental impact being carried into 2015/16.

Projected

over/under

spend as

percentage of

budget

%

-

-12

-

-47

59

-1,000 0 1,000

ADULT SOCIAL CARE& HEALTH TOTAL

Other Responsibilities

Universal Services

Assistive Equipment andTechnology

Eligible Social Care


£'000

Appendix 1(a)

DR 6 03.11.2014

CHILDREN START OF LIFE PORTFOLIO

12,343

179

0 80

10,773 -5 0

34,868 -4 0

77,813

2,856 0 0

-

3,924 -3 0 -

2

1,343 -1 -19 -

Increase in agency staff to cover staff vacancies, together with receipt of the Evidence

Based Intervention grant which was £30k lower than anticipated. 113

17,396 1 -50 Decrease in expected expenditure on asylum services following a review of spending

commitments.

15,197

-

33,584- -4 0 DSG underspending will be transferred to the DSG reserve at year end.

-

3,694 -3 0 -

Summary:

The portfolio is projecting a balanced budget at year end as opposed to the £0.1m underspending position reported last month.

The County Council has been awarded a grant of £75,000 from the Department for Education to fund "Staying Put" arrangements. The "Staying Put"

initiative enables former Children Looked After (CLA) to remain with their foster families or in supported lodgings after the age of 18, where it is in their

best interests to do so. The service has developed detailed spending plans to maximise this grant in 2014/15 and are seeking approval from the Cabinet

Member for Finance to formally allocate this grant to the Children Start of Life portfolio.

2014/15

Budget

£'000


Increase in agency costs to cover staff vacancies, offset by income from charges to Health

for continuing healthcare placements.

Increase in expected spending resulting from a net additional placement; three higher

cost placements have replace two at a lower cost. 9,003 -5

Projected

over/under

spend as

percentage

of budget

%

6

Projected

revenue

over/under

spend

monthly

movement

£'000

-143

-13

1,296

-1,296

-125

0

-106

-574

-19

242

228

-448

789

-2,000 -1,000 0 1,000 2,000

CHILDREN - START OF LIFETOTAL

Dedicated Schools GrantIncome

Dedicated Schools GrantExpenditure

Health and Social CareCommissioning

Think Family

Youth Services

Early Childhood Services

Management and OtherSocial Care Costs

Care Mgmt, CLA Younger,CLA Older & Asylum

Specialist Services

External CLA Residential &Foster Care

Child Disability Services

September 2014 Projected Revenue Outturn Variance

£'000

Appendix 1(a)

DR 7 03.11.2014

EDUCATION AND SKILLS PORTFOLIO

5,379 0 0

13,043 0 0

209- 0 0

1,239 0 0

488,460 0 -704

484,977- 0 704

22,935 0 0

-

Summary:

The portfolio continues to project an underspending of £0.1m at year end.

There has been an increase in projected underspending on the DSG of £0.7m, as detailed below, which will be transferred to the DSG reserve at the year

end.

2014/15

Budget

£'000


Projected

over/under

spend as

percentage

of budget

%

Projected

revenue

over/under

spend

monthly

movement

£'000

-

-

-

The increased projected underspending is due to lower costs of Post 16 SEN placements in

colleges and with independent providers, together with additional income from exclusion

charges.

DSG underspending will be transferred to the DSG reserve at year end.

-50

1,278

-1,278

-

-

-50

-

-2,000 - 2,000

EDUCATION AND SKILLSTOTAL

Dedicated School GrantIncome

Dedicated School GrantExpenditure

Capital and AssetManagement

Support to Schools

Transport

Learning Service


£'000

Appendix 1(a)

DR 8 03.11.2014

A balanced budget continues to be projected for the

portfolio. 3,133 - 0

Underspending of £0.7m is available across a variety of

budget areas which is an increase of £0.5m from the August

position. This mainly relates to vacant posts together with

a projected underspend on central training. The position

regarding the Commercial Services budget is subject to a

review for which the outcome will be reported in a future

TPM.

38,360 -2 -500

As reported in previous TPMs, on-going underspending of

£0.2m is available from a mix of opportunities that are not

owned by any specific budget holder, e.g. inflation

allocations not required for the purpose for which they were

given. Beyond that there are no issues of note.

25,799 - 1 0

Projected

over/under

spend as

percentage

of budget

%

Projected

revenue

over/under

spend

monthly

movement

£'000

2014/15

Budget

£'000


A balanced budget continues to be projected for the

portfolio. In the case of Public Health, this forecast is based

on an assumption that the disproportionate amount of

expenditure due to be delivered in the second half of the

year is incurred as planned.

1,936 0 0

September 2014Projected Revenue over/under(-) spend

0

-1,000 0

TOTAL

Community Wellbeing £'000

-700

-2,000 0

TOTAL

Corporate Relations £'000

-200

-2,000 0

TOTAL

Finance £'000

0

-1,000 0

TOTAL

Leader £'000

Appendix 1(a)

DR 9 03.11.2014

HIGHWAYS AND TRANSPORT PORTFOLIO

278 0 0 -

43,873 -3 -342

289 173

-20

-100

1,318 0 275

1,446

1,760

-35 -200

0

12,249 -3 114Projection has increased due to forecasted journey numbers this year increasing from 10.3m to 10.5m. It is

feasible that the projection could fluctuate due to changing weather and other unforeseen factors.

-379

1,068 -23 0 Anticipated income surplus relating to charges made under the New Roads and Streetworks Act.

6,931 -14Projected underspending has increased based upon the latest column replacement forecast. The replacement

programme remains expected to be completed by the end of March 2015.

2,786 0 -30 Projected overspending linked to costs associated with Highways restructuring has been mitigated.

15,748 1 -2 Projected shortfall in income generated against the highways charges target.

Summary:

The portfolio is projecting an underspending of £1.5m as opposed to the £1.1m underspending position reported last month.

The adoption of a part night lighting policy in residential areas, which could result in additional energy savings of £120k pa at current rates, is expected to require a one-

off investment of approximately £0.2m from 2015/16. The portfolio is requesting that they meet this investment by transferring £0.2m of the current underspending in

the revenue budget to the Street Lighting PFI reserve for draw down as required. If approved this would reduce the projected underspending available for use against

other priorities to £1.3m.

Elsewhere in the portfolio there is a number of service budgets where offsetting of over/underspends are in place These will be mitigated within the portfolio in time for

the October TPM.

2014/15

Budget

£'000


Projected

over/under

spend as

percentage

of budget

%

Projected

revenue

over/under

spend

monthly

movement

£'000

The shortfall has reduced to £500k based on the latest estimates.

Any underspending will be required to support schemes for economic growth priorities during 2014/15 or

early in 2015/16. Further work will be undertaken to profile use of this funding when available external and

internal resources have been identified.

An underspending of £500k is projected based upon latest public transport support profiled payments.

Projected underspending on the 3 in 1 scheme offsets shortfall in income generated from road safety

courses.

-1,466

0

0

500

0

-500

-329

-1,000

-250

113

0

-3,000 -2,000 -1,000 0 1,000

HIGHWAYS & TRANSPORTTOTAL

Management & Central

Strategic Planning

On Street Parking & BlueBadges

Transport Provision & Safety

Public Transport Support

National Concessionary FaresScheme

Street Lighting PFI

Engineering Services

Highway Maintenance

Highway Operations


£'000

Appendix 1(a)

DR 10 03.11.2014

RESIDENTS' SERVICES PORTFOLIO

27,279 5 -370

1,661 0 0

22,034 0 0

34,530 0 -400

1,184 0 0

7,022 0 0

1,921 0 0

1,539 0 0

97,170 1 -770

-

-

-

Waste disposal tonnages have not increased as expected so far this year, therefore a balanced budget is now

projected at year end.

-

£60k income shortfall currently offset by underspending on staffing. This is likely to be a pressure moving

forward and continues to be closely monitored.

-

Significant financial pressure relating to pension financial arrangements (£1.6m one-off cost & £0.2m on-going

costs). Partly offset by £0.4m emergency management creditor balance.

Summary:

The projected overspending for the portfolio has reduced significantly this month from £2.2m to £1.4m.

Following receipt of funding requested for severe weather costs through the Bellwin claim process and the payment of all associated contractor invoices the net outcome in

the Emergency Management budget is a £0.4m underspend. This is currently offsetting the pressure of £1.8m on the Fire & Rescue Service budget to address pension fund

financial arrangements and for which we are still waiting for instructions from DCLG to repay.

The remainder of the reduction is within the Waste Management Service where a balanced budget is now projected at year end. The expected continuing increase in waste

disposal tonnages has not materialised so far this year, however, the reclaim contract is currently above estimates particularly on composting and if this situation continues it

would result in an overspending. All tonnages within the contracts will continue to be closely monitored and projections updated as new information becomes available.

2014/15

Budget

£'000


Projected

over/under

spend as

percentage

of budget

%

Projected

revenue

over/under

spend

monthly

movement

£'000

1,430

-

-

-

-

-

-

-

1,430

0 1,000 2,000 3,000

RESIDENTS' SERVICESTOTAL

Countryside Services

Community Development& The Arts

Information Services

Waste Strategy & Support

Waste Disposal

Waste Recycling

Regulatory Services

Fire & Rescue Service


£'000

Appendix 1(a)

DR 11 03.11.2014

Revenue Budget Monitor to the end of September 2014 Appendix 1(b)

Latest budget

for year

Net income to

date

Projected

outturn

variation

Sources of Finance £000 £000 £000

Revenue Support Grant 92,618 92,617 -1

Precept 353,658 176,829 0

Council Tax Collection Fund 1,906 953 0

Council Tax Freeze Subsidy Grant 3,915 2,349 0

Business Rates 70,983 39,651 0

Business Rates Collection Fund -269 -134 0

S31 Grant 2013/14 (Business Rate Relief) 67 0 40

S31 Grant 2014/15 (Business Rate Relief) 2,008 1,006 2

New Burdens Grant 9 9 0

Education Services Grant 10,853 5,644 0

Local Services Support Grant 862 431 0

New Homes Bonus Grant 2,954 1,719 241

Total Financing 539,564 321,074 282

Latest budget

for year

Net spending

to date

Projected

outturn

variation

Analysis of Expenditure £000 £000 £000

Portfolio Budgets

Adult Social Care and Health 180,811 88,288 26

Children - Start of Life 77,813 52,493 -13

Community Wellbeing 1,936 -2,110 0

Corporate Relations 38,360 42,065 -700

Education and Skills 22,936 -15,464 -50

Finance 25,799 10,484 -200

Highways and Transport 43,872 20,708 -1,466

Leader 3,133 85 0

Residents' Services 97,174 39,231 1,430

Sub-total 491,834 235,780 -973

Non-Portfolio Budgets

Capital Financing - MRP 19,386 0 -2,632

Capital Financing - Interest 18,958 9,459 -101

Investment Income -1,949 -1,118 0

Contingency 2,967 0 0

Be The Business 0 0 0

LGPS Auto Enrolment 205 0 -205

Modernising Services 0 0 0

LGPS Lump Sum Contribution 9,211 9,373 162

Revenue Contribution to Capital Financing 49,100 0 0

Transfers to/from Reserves -50,148 -50,148 0

Sub-total 47,730 -32,434 -2,776

Total Net Expenditure 539,564 203,346 -3,749

Total Forecast Variation - underspending -4,031

Contingency £000

Original Budget 2,975

-8

Available contingency 2,967

Council tax discounts as agreed in the July TPM

DR 12 03.11.2014

Appendix 1(b)

Balances and ReservesBalance at 31

August 2014

Balance at 30

September

2014

Movement

Forecast

Balance at

31 Mar 2015

£000 £000 £000 £000

General Fund -17,840 -17,840 0 -17,840

Capital Receipts Reserve -7,938 -7,938 0 -7,938

Capital Grants Unapplied -5,159 -5,159 0 -5,159

Earmarked Reserves:

Capital Expenditure Reserve -14,753 -14,753 0 -14,753

Crawley Schools PFI Reserve -5,638 -5,638 0 -4,796

Street Lighting PFI Reserve -17,119 -17,119 0 -17,169

Waste Management PFI Reserve -12,363 -12,363 0 -12,376

Waste Management MRMC Reserve -29,970 -29,970 0 -30,917

Better Roads Programme Reserve 0 0 0 0

Service Transformation Reserve -23,574 -22,874 700 -22,194

Early Intervention Reserve -11,317 -11,317 0 -12,028

Infrastructure Fund -9,140 -9,140 0 -6,753

Volatility Reserve -12,070 -12,070 0 -12,070

Operation Watershed Reserve -1,134 -34 1,100 -34

Highways and Education Buildings Reserve -2,335 -2,335 0 -847

Business Infrastructure Reserve -5,475 -5,475 0 -2,663

Worthing Age of Transfer Reserve 0 0 0 0

Insurance Reserve -10,075 -10,075 0 -8,039

Interest Smoothing Reserve -3,963 -3,963 0 -3,913

Revenue Grants Unapplied -276 -276 0 -3,428

DfE Basic Need Grant Reserve 0 0 0 0

Contract Settlement Reserve -977 -977 0 -977

Waste Recyclate Income Reserve -607 -607 0 -398

Creditor Cashflow Reserve -547 -547 0 -547

Other Earmarked Reserves -775 -775 0 -775

Sub Total -193,045 -191,245 1,800 -185,614

School Balances -21,505 -21,505 0 -19,468

DSG Reserve -7,233 -4,688 2,545 -2,399

Total Usable Reserves -221,783 -217,438 4,345 -207,481

Explanation of movement between months

Balance of the £3.0m to be applied to Finance portfolio per April TPM (£2.3m applied

in June) - revised allocations £2m transformation, £1m efficiency

Contribution to Operation Watershed 2; carry forward from 2013/14 approved in the

April TPM

Application of DSG carry forward per January 2014 Schools Forum

DR 13 03.11.2014

2014/15 Savings Monitor - position as at end of September 2014 Appendix 2

Total Proposed Mitigation

5.5% (£,000) (if applicable)Reason for RAG Status

£816

Savings Description (£,000)

Adults Social Care & Health

Personalised community based

care (personal budgets)

400

The scheme is currently in the process of being defined. This links to the

County Council's ambitions for promoting independence and as such is part of

a wider set of activities. Due to its current life cycle stage, the level of savings

are in development so are being reported as Amber.

Unlikely that full savings will be delivered in year, so

temporary mitigation of in year savings may be

needed and a savings change control will be

submitted

40.8%


Increase choice in Learning

Disability day care

80Savings are achievable, but potentially not this year. Due to its current life cycle

stage, the level of savings are in development so are being reported as Amber.

Unlikely that full savings will be delivered in year, so

temporary mitigation of in year savings may be

needed and a savings change control will be

submitted

53.7%


Review Day Activities at Henfield

36

Work is underway with the Henfield Community Partnership (HCP) and

commissioners to develop a proposal that explores the viability of using the

Henfield Day Centre building as a base for the development of a ‘community

hub’. This would include the continuation of day services for customers and

their carers. The Cabinet Member has deferred making a decision until

commissioners and HCP have had an opportunity to fully explore the viability of

this proposal. A Cabinet Member Decision Report is planned for September

2014.

Review in October after Cabinet Report in

September 2014

Residents'Services

Realignment of charging and

other activities in waste

300

Work has begun with Virador to identify the options available to deliver the

£0.8m savings target, over two years from 2014/15, although clarity on the

direction of the MRMC is required before the best options can be finalised.

Review in October 2014 after confirmation of MRMC

decision

£816

Temporary Mitigations for 2014/15 (included in the on-track total) - Sustainable Solution required from 2015/16

£500

Temporary Mitigations for 2014/15 (included in the on-track total) - Sustainable Solution required from 2015/16

Adult Social Care & Health


care (RAS)

300

This links to the County Council's ambitions for promoting independence and

as such is part of a wider set of activities, including the reprocurement of

existing domiciliary care contracts which will not be in place until April 2015.

RAG status of Green based on temporary mitigation

for 14/15 in year savings. A formal Change Control

Note to support this is included as Appendix 2b

Adult Social Care & Health


care (price freeze)

200

The Care Act will provide income generating opportunities for the County

Council, e.g. from the sale of brokerage services to self-funders. This

opportunity will not arise until April 2015.

RAG status of Green based on temporary mitigation

for 14/15 in year savings. A formal Change Control

Note to support this is included as Appendix 2b

£500

DR 14 03.11.2014

CAPITAL MONITOR as at the end of September 2014 Appendix 3(a)

Expenditure:

(1) (2) (3) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)

Actuals Profiled Over/(Under) Slippage Additions/ Changes Changes due Changes

to Rest of Spend from / Cancellations/ due to to Service-led Beyond the

Date Year (Accelerated Reduction of Management Resourcing Control of Profile Actual

Portfolio to) 2013/14 Schemes Action Issues the Service for Month for Month

£000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 %

Adult Social Care and Health 5 5 111 116 111 111 0 0 0 0 5 5 0 0

Community Wellbeing 45 218 67 285 240 55 185 0 0 0 22 0 (22) (100)

Education and Skills /

Children - Start of Life 59,135 32,386 30,974 63,360 4,225 (1,481) 3,880 2,826 0 (1,000) 9,942 5,976 (3,966) (40)

Finance 13,922 1,349 12,511 13,860 (62) (199) 541 0 0 (404) 460 274 (186) (40)

Highways and Transport 43,925 19,249 26,938 46,187 2,262 2,165 856 (639) 0 (120) 5,138 3,097 (2,041) (40)

Leader 6,400 0 3,140 3,120 (3,280) 0 0 0 0 (3,280) 198 0 (198) (100)

Residents' Services 14,734 (16,266) 31,791 15,525 791 1,158 628 0 (954) (41) 1,698 1,326 (372) (22)

Total 138,166 36,941 105,532 142,453 4,287 1,809 6,090 2,187 (954) (4,845) 17,463 10,678 (6,785) (39)

Financing: Profiling - breakdown of column (3):

Capital

Programme Current Portfolio October November December January February March

Sources of Finance Estimate Estimate Variance £000 £000 £000 £000 £000 £000

£000 £000 £000

Government Grant 65,419 65,353 (66) 0 24 29 29 0 29

0 0 0 22 45 0 0 0 0

Revenue Contributions 47,855 49,488 1,633 7,554 6,543 4,066 3,797 3,085 5,929

Capital Receipts 8,000 8,000 0 975 1,565 835 1,017 2,825 5,294

Corporate Borrowing 9,914 9,421 (493) 5,885 3,938 2,421 2,197 2,583 9,916

Service Funded Borrowing 2,852 3,660 808 220 720 600 600 600 400

External Contributions 4,126 6,531 2,405 500 1,740 22,185 880 1,674 4,812

Total 138,166 142,453 4,287 15,156 14,575 30,136 8,520 10,767 26,380

Estimated

payments

2014-15

Capital

Programme

(Slippage to) / Accelaration from 2015/16 September ProfilingCurrent

Estimate

Transfer from Capital Expenditure

Reserve Community Wellbeing

(4)

2014/15 Payments Analysis of Column (5) Over/(Under) Spend

Total

Variance on Profile

£000

Adult Social Care and Health

Education and Skills /

Children - Start of Life

Finance

Highways and Transport

Leader

Residents' Services

DR 15 03.11.2014

Capital Programme PORTFOLIO NARRATIVE Appendix 3(b) 2014/15

Education & Skills / Children – Start of Life - Estimated 2014/15 payments currently stand at £63.4m. This represents an increase of £1.3m on the position

reported last month and the main movements are:

White Meadows (-£1.0m) – as mentioned previously, sink holes have been discovered on site, which has delayed progress. As a result, expenditure is expected to be £1m lower this year, which will mean the budget will be

transferred to 2015/16. Millais (+£2.0m) – this scheme is progressing quickly and while the overall

cost of the scheme is unchanged, it is expected to spend more this year than originally planned. The cashflow has been revised accordingly and £2m will be brought forward from 2015/16.

Special Schools (-£0.5m) – the original intention was to procure these projects through the SCAPE framework. Having undertaken feasibility work, this

framework has been found to be less competitive than expected, and a delay has therefore been incurred while procurement arrangements are reviewed. In

spite of this delay, these targeted basic need schemes are expected to be in place by September 2015 as originally planned.

Basic Need projects (+£0.8m) – A number of additional basic need schemes,

at schools including Southgate, Northgate, Gossops Green and Waterfield have been required in order to accommodate rising numbers of children. The use of

Section 106 money on other basic need schemes has enabled these new schemes to be funded. In total, 3,283 additional places have been provided from September 2014.

Finance – Estimated 2014/15 payments currently stand at £13.9m representing an

increase of £0.2m from last month. The increase relates to:

Brick Kiln smallholdings estate (+£0.3m) - where payments of £0.3m have

been approved by the Cabinet Member for Finance, funded corporately, to enable the reorganisation of the estate. The payments are required to secure

the surrender of two existing leases for holdings which are currently generating a small amount of revenue from annual rents. This will allow the holdings to be reorganised, with part being re-let and part marketed for sale, leading to both

an increased rental income stream and a capital receipt. Accommodation optimisation (-£0.1m) – reprofiling of final stage payments

from 2014/15 to 2015/16 in relation to the project at County Hall Chichester and Durban House. The project remains on target to be completed in April 2015.

Highways & Transport – Estimated 2014/15 payments currently stand at £46.3m

representing a reduction of £0.3m since last month. The reduction breaks down as follows:

Cycle Networks – Lake Lane (-£0.2m) - the scheme has been rescheduled to 2015/16 in order to ensure resource is available to deliver 2014/15 Local

Sustainable Transport Fund priorities and maximise the use of grant funding from the Department for Transport.

West Sussex Sustainable Transport Programme (-£0.5m) - this

programme of Local Sustainable Transport Fund grant funded schemes has also been rescheduled to ensure resource is available to deliver 2014/15 priorities as

set out above.

DR 16 03.11.2014

A259 Corridor Improvement (+£0.4m) - the cost of the preliminary design stage of this scheme to increase road capacity and reduce congestion has

increased from original estimates. This is in part due to the need to investigate a void near the road that could affect construction works. The additional cost is being met from Strategic Transport Investment Programme (STIP) funding.

Elsewhere within the portfolio the Better Roads programme has been making

significant progress. As at the end of September 64% of the 2014/15 programme has been completed. In addition to this, it is planned to bring 10% of the schemes scheduled for 2015/16 forward for delivery to this financial year. To date over 680

projects have been delivered and the programme has rolled out a total of 209 miles of carriageway treatment and repairs. The dedicated web page with information about

Better Roads and the “Find my Street” search facility is updated weekly and can be found “www.westsussexhighways.org/betterroads”.

Leader – Estimated 2014/15 payments currently stand at £3.1m for the portfolio representing a reduction of £6.7m since last month. This is due to the transfer of the

“Better Connected” broadband project (£6.4m) to the Residents’ Services portfolio and a further slippage of £0.3m to 2015/16 for “Your Energy Sussex” as a result of

contractual issues on a number of projects which have required replanning. Residents’ Services – Estimated 2014/15 payments currently stand at £15.5m,

representing an increase of £5.5m since last month. The increase is due to the transfer of the “Better Connected” broadband project (£6.4m) from the Leader

portfolio, to better reflect Cabinet Member responsibilities, which is offset by slippage of £0.9m in relation to after care works at Waste Management landfill sites. Planned after care works at sites in Faygate, Westhampnett and Itchingfield have been

delayed due to service resourcing issues. These works have been replanned and are scheduled to commence in 2015/16.

DR 17 03.11.2014

http://www.westsussexhighways.org/betterroads

APPENDIX 4

DR 18 03.11.2014

APPENDIX 4

DR 19 03.11.2014

APPENDIX 4

DR 20 03.11.2014

RISK REGISTER as at end of September 2014 Appendix 5

Key: 1 1 2 3 4 5

2 2 4 6 8 10

3 3 6 9 12 15

4 4 8 12 16 20

5 5 10 15 20 25

1 2 3 4 5

Rare Unlikely Possible Likely Near

Certain

I L R I L R

Oct Nov

20 20

Dec Jan

20 20

Feb Mar

20 16

Apr May

20 20

Jun Jul

20 20

Aug Sept

16 16

Apr May

16 16

Jun Jul

16 16

Aug Sept

16 16

Adults Social Care

High Court

Judgement in Respect

of Deprivation of

Liberty Safeguards

(DOLS)

44

September Update:

The DOH have now advised that there will be no review of the MCA until at least 2017. The DoLs

Team have received a significant increase in referrals. We continue to triage new referrals but are

aware that CQC are now issuing warning notices to homes that are not complying with the MCA post

Cheshire West, putting further pressure on services.

The funding agreed through ALT to support the service in the short term is now committed and I will

be proving an update on this in line with such requirements. There is to be a review of the DoLS

paperwork via the DoH by the end of November to decide if this can be streamlined, it has therefore

been agreed that as soon as this is published and analysed we will review the DoLS team structure

and resources (both physical and financial) to address workload for the next two years and produce

an action plan for this period.

TBC

Supreme Court Decision

resulting in up to 5,500

individuals in West Sussex

needing a Best Interests

Assessment to determine

whether they are Deprived of

their Liberty in line with the

Mental Capacity Act.

About 50 such referrals a

month has become sometimes

50 a day. The assessments

must be undertaken in

accordance with a legal

framework of 7 days for urgent

referals and a further 21 days

for all other referrals.

CORPORATE

Risk

Insignificant

Minor

Moderate

Significant

Catastrophic

IM

PA

CT

4

Who

Tim

e

scale

Overall progress @ September 2014

LIKELIHOOD

Potential Impact

Industrial Action

Potential for changes in public

sector pensions and cuts to

organisation to lead to industrial

action

4

Risk Rating

Month by

Month

Am

anda R

ogers

(Tra

cie

Thom

as)

Joint representation made to the

Secretary of State for Health by

Association of the Directors of Adult

Social Services and the Local

Government Association requesting

Government meet this in line with

New Burdens principles.

Awaiting outcome to determine

mitigations.

164

Mitigation

42 8 Contingency plans to be reviewed

and exercised ahead of events

Ala

n J

ones

(Caro

lyn K

em

ble

)

Assessment

mitigation @

September

2014

Initial Risk

(I - Impact

L- Likelihood

R- Risk)

4 16

Ongoin

g

September Update:

Unison, Unite, and GMB – strike on 14th October has been called off due to an offer being made.

The union membership is due to be balloted on the offer (updated 14-10-14 for TPM consistency).

Health Service members also striking on 13th October possibly affecting small number of colleagues

in joint commissioning, Continuing Healthcare and Learning Disabilities.

Fire Brigades Union currently operating to Action short of strike (e.g. removal of goodwill, refusal to

undertake additional duties or cover and refusal to undertake any voluntary or non-contractual duties

etc).

Unions have mandate to call strike & action short of strike at any time with seven days’ notice.

Plans in place and being continuously reviewed to ensure minimum response standards / critical

services are maintained.

Strike management team has been convened to coordinate the contingency arrangements of the

authority, and will continue to meet as required.

Any move to compulsory redundancy in WSFRS would trigger FBU will recall conference and seek to

ballot for strike action.

45% of service continuity plans up to date (reviewed in last 12 months) up 3% on previous month.

Service Continuity Planning tool not functioning as intended remedial work required to address issues

with IT systems supporting this, and interim arrangements have been put in place to facilitate

services updating in the meantime. Risk of delay with restructuring of organisation.

Schools emergency / business continuity plan guidance provided. Renewed advice and push going to

schools and governors shortly. 31% completion by schools so far.

16

DR 21 03.11.2014

Appendix 5

I L R I L R

Risk

Who

Tim

e

scale

Overall progress @ September 2014Potential Impact

Industrial Action




action

4

Risk Rating

Month by

Month

Mitigation



Ala

n J

ones

(Caro

lyn K

em

ble

)

Assessment

mitigation @

September

2014

Initial Risk

(I - Impact

L- Likelihood

R- Risk)

4 16

Ongoin

g

September Update:







etc).














Sept Oct

16

Nov Dec

Jan Feb

Mar Apr

May June

July Aug

Sept Oct

16

Nov Dec

Jan Feb

Mar Apr

May June

July Aug

Prioritisation of financial resource

and escalation to corporate finance if

that becomes necessary

Health & Social

Care

Commissioning -

Central government

may have

underestimated the

cost of

implementation and

may provide

insufficient funding to

cover the cost of fully

implementing the

Act.

Either there will be an

inflationary risk upon Adults'

Services budgets or insufficient

funds will be available to allow

for full compliance with the Act

4 4 16

Mart

in P

ark

er

April 2015

September Update:

NEW EMERGING RISK - PROGRESS REPORTING WILL START FROM OCTOBER TPM

Health & Social

Care

Commissioning -

WSCC will not be fully

compliant with all of

it's statutory duties

under the new Care

Act. This may lead to

reputational risk and

risk of legal challenge

Insufficient time between the

confirmation of Care Act written

guidance and implementation

date to allow for all the clauses

of the Act to be fully

implemented, particularly in

relation to those that require

public consultation and

procurement such as the

introduction of independent

advocacy or our ability to

respond to increased volume of

carers assessments.

4 4 16

Governance process and programme

approach developed to ensure risks

are clearly identified and contingency

arrangements are put in place to

reduce those risks where possible,

for example to allow a degree of spot

purchasing of independent advocacy

in the interim where the market

allows

Mart

in P

ark

er

April 2015

September Update:

NEW EMERGING RISK - PROGRESS REPORTING WILL START FROM OCTOBER TPM

4 4 16

4 4 16

DR 22 03.11.2014

Appendix 5

I L R I L R

Risk

Who

Tim

e

scale

Overall progress @ September 2014Potential Impact

Industrial Action




action

4

Risk Rating

Month by

Month

Mitigation



Ala

n J

ones

(Caro

lyn K

em

ble

)

Assessment

mitigation @

September

2014

Initial Risk

(I - Impact

L- Likelihood

R- Risk)

4 16

Ongoin

g

September Update:







etc).














Oct Nov

20 20

Dec Jan

16 16

Feb Mar

16 16

Apr May

20 20

Jun Jul

20 20

Aug Sept

16 16

Oct Nov

16 12

Dec Jan

16 16

Feb Mar

16 16

Apr May

16 16

Jun Jul

16 16

Aug Sept

16 16

Oct Nov

16 16

Dec Jan

16 16

Feb Mar

16 16

Apr May

16 16

Jun Jul

16 16

Aug Sept

16 16

Fire and Rescue

Service

Industrial Action

82




action

4

OPERATIONAL DIRECTORATE

16

4

Difficulty in recruiting

appropriately skilled staff.

A lack of capacity to meet

current workload even if

recruitment is successful.

Business continuity risk because

of skill mix and existing work

flow.

4

Ongoin

g

Judith W

right

(Paul Baker)

1644

Am

anda R

ogers

(sam

e)

16

Lee N

eale

(David

McM

ahon)

Ops Plan Pathfinder to be exercised

The management of CHC by WSCC

should improve process,

relationships, efficiency, unit cost

and continuity of care for customers.

1616

4

Financial pressure is being

experienced by operational

areas supporting customers who

have been unable to secure NHS

CHC funding

Public Health

Delivery of team

objectives and

progression of Public

Health Plan

Re-advertising and broadening

advertising approach

Employ interims Prioritise and stop

progressing certain work

Explore coaching and skills

development of existing staff

Review potential of integrated

working with Health and Social Care

Commissioning

4

Adults Services

Continuing

Healthcare

4

September Update:

The health and care system is under particular pressure this month with even greater demands for

timely CHC assessments to affect hospital discharge.

Marc

h 2

012

44

September Update:

The FBU are continuing with talks with Penny Mourdant MP. There are currently no further planned

dates for strike action. Action Short of Strike (ASOS) continues which consists of a prearranged

overtime ban. This has had some short term impact on appliance availability and the delivery of

training courses. Since the onset of ASOS, the Resource Management Centre has dealt with at least

one wholetime appliance potentially dropping below the minimum crewing requirement each day.

They manage this without the use of overtime by redeploying operational staff from other work areas,

for example from another station which has crew above the minimum, or from another duty type. The

service training centre have rescheduled any affected courses which will still be delivered within the

programmed timetable.

Ongoin

g

4

September Update:

Mid-year PDR one-to-ones with staff will include assessment of delivery risks and workload issues in

order to support staff. Four public health posts are being considered at the recruitment panel on 9

October

DR 23 03.11.2014

total performance monitor - end of september 2014 · 2014. 11. 11. · total performance monitor to...

Documents