TOTAL PERFORMANCE MONITOR TO END OF AUGUST 2014 · total performance monitor to end of august 2014

TOTAL PERFORMANCE MONITOR TO END OF AUGUST 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.

Revenue Outlook

2. The forecast outturn position at the end of August 2014, across the portfolio and

non-portfolio budgets, is an underspending of £2.2m as opposed to the July forecast for overspending of £1.1m. This is largely due to declaring a forecast

underspending on the Capital Financing budgets of £2.7m, as detailed below in paragraph 5.

3. Within the portfolio budgets there are projected underspendings reported in Childrens Start of Life portfolio (£0.1m), Corporate Relations portfolio (£0.2m),

both previously projecting balanced budgets, and within the Highways & Transport portfolio the projected underspending has increased from £0.8m to £1.1m since last month. The pressure of £1.8m on the Fire & Rescue Service,

relating to pension fund financial arrangements remains. An overview and analysis for each portfolio is provided in greater detail as Appendices 1a/b.

4. There continues to be additional financing of £0.3m available, mainly due to the

New Homes Bonus Grant, which increases the forecast outturn underspending

position to £2.5m.

Non Portfolio Budgets

5. Capital Financing - there is a forecast underspending on the Capital Financing

budgets of £2.7m, of which £2.6m is within the Minimum Revenue Provision (MRP) budget and £0.1m is within the Interest budget, the latter reflecting the reduction in interest payments as £7m of principal is repaid each year. The

ongoing headroom which is built into the MRP element of the budget is provided to minimise the impact on the revenue budget in future years if the county

council was to increase its external borrowing. One option for consideration for the in-year underspend is to increase the revenue contribution to capital and so either reduce the notional borrowing requirement, resulting in a reduction in

future years’ MRP and protecting investment income through reduced internal borrowing, or to direct to investment in assets that do not belong to the Council,

for which MRP periods are very constrained.

6. Business rates – following a review at the end of the first quarter of the likely

forecast for 2014/15 for business rates income, early indications from the districts and boroughs suggest that West Sussex’ share of the income will be

£0.5m more than the figure built into the budget for 2014/15. Assuming this forecast does materialise at year end, we will reflect the benefit of this additional income in the 2015/16 budget.

Agenda Item No. 7 Appendix A

Outlook for the Savings Programme

7. The majority of the 2014/15 savings target of £14.7m is either completed (£7.1m) or on-track (£6.8m). The remaining £0.8m has an element of risk attached and the details are set out in Appendix 2a.

8. The two savings targets under the Adults Social Care & Health portfolio that have

proposed temporary mitigations for 2014/15, agreed by the Cabinet Member of Finance, are now supported by change control forms provided as Appendix 2b.

Capital Programme

9. The overall capital monitor, as set out in Appendix 3, shows latest estimated payments in 2014/15 as £142.5m, representing an increase of £4.3m from the approved capital programme and an increase of £0.4m on the July position

largely due to the restoration works at Chingford pond within the Residents’ Services portfolio (detailed below).

10. The actual payments for this month overall shows a variance of 27% against the

profiled payments. Due to staff absence for holidays there is a general slowing down of activity during August, which also impacts on the receiving and processing of invoices. During September there is an expectation that both

activity and payments will resume to the planned level.

11. Education & Skills / Children – Start of Life - Estimated 2014/15 payments currently stand at £62.1m representing no change from last month.

12. As mentioned last month the basic need scheme at White Meadows has been delayed as a result of sink holes being discovered on the school site. Since then

the number of holes has increased from four to seven. Investigations are on-going to determine what action to take and it is highly likely that the cost of the scheme will increase. The DfE have been notified, as the scheme is funded from

Targeted Basic Need grant, and it is hoped that further funds may be forthcoming to assist with the works. However, this cannot be relied upon at this

stage. Further updates will be reported as and when information is received.

13. All schools requiring classroom expansions to accommodate increases in pupil

numbers in September 2014 are on target to open on time, with the exception of Blackwell Primary, where health and safety issues on site have delayed the

school opening until 8th September.

14. Finance – Estimated 2014/15 payments currently stand at £13.7m representing

no change from last month.

15. Highways & Transport – Estimated 2014/15 payments currently stand at £46.6m representing no change from last month.

16. Leader – Estimated 2014/15 payments currently stand at £9.8m representing no change since last month.

17. Residents’ Services – Estimated 2014/15 payments currently stand at £10.0m,

representing an increase of £0.3m since last month. This relates to restoration

works at Chingford pond, where under the terms of the target price contract the County Council will pay the contractor the actual cost of delivering the project,

currently estimated at £1.4m. The contractor will then reimburse the County

Council the difference between the actual cost and the target price to ensure that the project is delivered within the £1.1m budget allocated.

Workforce Projections

18. Overall Full Time Equivalent (fte) is 4,498 as at the end of August, which is a small overall increase of 15fte since the end of July 2014 (4,483fte).

19. 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 is anticipated that full monitoring capability will be available for the end of the second quarter however, due to changing timescales reported by Capita (our outsourced provider), there is potential for that deadline not to be

met and a revised delivery date proposed.

Performance Framework

20. 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. The

majority of measures have performance data available, which can be viewed on the website, however some performance data will not be available until the end of the second quarter. Therefore a complete view across the whole of the

Performance Framework will not be available until October.

21. An overview of the measures performance at the end of August 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. Currently there are five high level risks to the organisation and shown in the

table below. The risk register with greater detail is attached as Appendix 5.

Risk Impact Likelihood Score

Industrial Action

(Corporate)

Significant Possible (Reduced since July)

16

Industrial Action

(Fire & Rescue Service)

Significant Possible (Reduced since July)

16

Continuing Healthcare financial pressures

(Adult Social Care)

Significant Possible 16

Resource & Delivery issues

(Public Health)


Deprivation of Liberty Safeguarding DOLS

(Corporate)


Reviewing the risks that the organisation is facing is a priority for 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

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

reporting and proposed arrangements and processes will be considered at a future meeting.

Appendices

Appendices 1a/b Revenue Budget Monitor to end of August 2014 Appendix 2(a) 2014/15 Savings position at end of August 2014

Appendix 2(b) 2014/15 Savings Control Notes Appendix 3 Capital Monitor to end of August 2014 Appendix 4 Performance Framework position to end of August 2014

Appendix 5 Risk Register at end of August 2014

REVENUE OUTLOOK

180.8 0 0.0

76.9 0 -0.1

1.9 0 0.0

38.3 -1 -0.2

22.7 0 0.0

25.1 -1 0.0

42.7 -3 -0.4

3.1 0 0.0

97.2 2 0.0

50.9 -5 -2.7

539.6 0 -3.4

Note: values rounded to one decimal point

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

£2.2m as opposed to the July forecast for overspending of £1.1m. This is largely due to declaring a forecast underspending on

the Capital Financing budgets of £2.7m, as detailed in paragraph 5 of the covering report.

Within the portfolio budgets there are projected underspendings reported in Childrens Start of Life portfolio (£0.1m), Corporate

Relations portfolio (£0.2m), both previously projecting balanced budgets, and within the Highways & Transport portfolio the

projected underspending has increased from £0.8m to £1.1m since last month. The pressure of £1.8m on the Fire & Rescue

Service, relating to pension fund financial arrangements remains. An overview and analysis for each portfolio is provided in

greater detail as Appendices 1a/b.

There continues to be additional financing of £0.3m available, mainly due to the New Homes Bonus Grant, which increases the

forecast outturn underspending position to £2.5m.

Projected

over/under

spend as

percentage of

budget

%

Projected

revenue

over/under

spend

monthly

movement

£m

2014/15

Budget

£m

-2.2

-2.8

2.2

0.0

-1.1

-0.2

-0.1

-0.2

0.0

-0.1

0.0

-4.00 -3.00 -2.00 -1.00 0.00 1.00 2.00 3.00

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

August 2014 Projected Revenue over/under(-) spend

£m

-4

-2

0

2

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

Appendix 1a

ADULT SOCIAL CARE AND HEALTH PORTFOLIO

Explanation of movement and budget pressures

153,096 0 -10

2,989 -1 2

9,696 0 20

15,030 0 -12

180,811 0 0

Projected

revenue

over/under

spend

monthly

movement

£'000

2014/15

Budget

£'000

A balanced budget continues to be forecast for the Adult Social Care and Health

portfolio, but there are developments to note in both the underlying issues

highlighted in recent TPMs.

Demand pressure - the level of demand for adult social care appears to have

remained steady in August. Although delays in processing have made the

position harder to analyse than usual, this means that the dip in numbers usually

seen in mid to late summer has not occurred. Since this had been assumed as

one of the factors that would help counter the demand risk of £1.3m reported in

the July TPM, it increases the likelihood that the portfolio will overspend. As the

half-year monitor, the September TPM will present a natural opportunity to take

stock of the situation, albeit that there should be scope to mitigate at least part

of the position through NHS Social Care Funding.

Deprivation of Liberty Safeguarding - while there has been a significant increase

in applications for assessment following the Supreme Court Judgement, the lack

of capacity in the system to handle this, for example the inadequate supply of

best interest assessors, is placing a heavy constraint on expenditure. As a result,

the risk to the budget in 2014/15, both for Adult Social Care and Health and

Corporate Relations, is abating. However, the respite this will provide is only

temporary, since that risk will simply transfer to 2015/16. The positive is that by

then Government should have responded to the representations made by the

Association of Directors of Adult Social Services and the Local Government

Association for New Burdens funding to mitigate the £100m shortfall that is

estimated nationally.

Projected

over/under

spend as

percentage

of budget

%

-

-12

-39

-21

72

-1,000 0 1,000

ADULT SOCIAL CARE& HEALTH TOTAL

Other Responsibilities

Universal Services

Assistive Equipment andTechnology

Eligible Social Care


£'000

CHILDRENS START OF LIFE PORTFOLIO

12,343 8 -52

9,003 -7 167

15,197 1 -122

17,396 2 112

1,407 0 0

10,773 -5 -170

3,924 -3 13

33,868 -4 -673

33,584- -4 673

A more detailed analysis of the expected take up of free places by two year olds has

resulted in a downward revision of estimated spending this year.

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

76,877 0 -52

2,856 0 0

Income from Government of £711,000 is expected in November as a result of our Early

Adopter status for Think Family. Of this, £609,000 of attachment fees is being received in

2014/15 rather than in later years, and £102,000 is additional coordinator grant.

3,694 0 0 -

-

Summary:

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

The portfolio is expecting to receive £711,000 of additional income relating to Think Family. Spending plans for the year are currently being reviewed taking

into account this additional income. Once finalised the service may put forward a further request to transfer projected underspending to the Early

Intervention Reserve for use in future years.

2014/15

Budget

£'000


Increase in expected spending resulting from the extension of five placements.

Overspending reduced due to staff vacancies.

Additional costs of agency staff to cover staff vacancies.

-

Increased underspending due to staff vacancies and reduced spending on training.

Projected

revenue

over/under

spend

monthly

movement

£'000

Projected

over/under

spend as

percentage

of budget

%

Reduction in placement costs due to a move from residential agency to family support

together with a review of overall spending commitments, partially offset by an additional

fostercare placement.

-93

1,296

-1,296

-125

0

-106

-574

0

292

115

-627

932

-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

August 2014 Projected Revenue Outturn Variance

£'000

EDUCATION AND SKILLS PORTFOLIO

5,379 0 0

13,043 0 0

209- 0 0

1,239 0 0

488,218 0 0

484,977- 0 0

22,693 0 0

-

Summary:

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

2014/15

Budget

£'000


Projected

over/under

spend as

percentage

of budget

%

Projected

revenue

over/under

spend

monthly

movement

£'000

-

-

-

-

-

-50

574

-574

-

-

-50

-

-1,000 - 1,000

EDUCATION AND SKILLSTOTAL

Dedicated School GrantIncome

Dedicated School GrantExpenditure

Capital and AssetManagement

Support to Schools

Transport

Learning Service


£'000

Projected

over/under

spend as

percentage

of budget

%

Projected

revenue

over/under

spend

monthly

movement

£'000

2014/15

Budget

£'000

Projected Revenue over/under(-) spend - August 2014


A balanced budget continues to be projected for the

portfolio. 1,936 0 0

A balanced budget continues to be projected for the

portfolio. 2,561 - 0

£0.2m of underspending is available across a variety of

budget areas, mainly as a result of vacant posts. 37,722 -1 -200

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.

25,076 - 1 0

0

-1,000 0

TOTAL

Community Wellbeing £'000

-200

-1000 0

TOTAL

Corporate Relations £'000

-200

-1000 0

TOTAL

Finance £'000

0

-1,000 0

TOTAL

Leader £'000

HIGHWAYS AND TRANSPORT PORTFOLIO

2,786 1 30

14,648 1 0

1,068 -23 0

6,931 -9 0

12,249 -4 0

1,446 -21 -145

1,760 1 20

289 208 0

93 0 0

42,663 -3 -370

-20 -2751,393

The apparatus replacement programme is expected to be on target and completed by the

end of the financial year. Contract performance deductions made during the year are

expected to lead to an underspending of £600k.

Underspending due to reduction in projected journey numbers from 10.6m to 10.3m this

year.

An underspending of £300k is projected based upon the latest public transport support

profiled payments. Work is underway to quantify whether further underspending will arise.

A shortfall is anticipated in respect of income generated from road safety courses.

Summary:

The portfolio is projecting an underspending of £1.1m, as opposed to the underspending of £0.8m reported last month.

Strategic Planning have received developer contributions towards planning and inspection costs associated with major infrastructure projects which has

increased the projected underspending. Elsewhere within the portfolio, anticipated underspending on Public Transport Support budgets has increased

based upon the latest information. The Cabinet Member for Highways and Transport is minded to utilise this towards mitigating the shortfall projected on

the On Street Parking Account.

2014/15

Budget

£'000


Projected overspending linked to costs associated with the Highways restructuring.

Projected

over/under

spend as

percentage

of budget

%

Projected

revenue

over/unde

r spend

monthly

movement

£'000

Options for reducing the projected shortfall on the parking account continue to be

explored.

An underspending of £275k is projected on major project budgets.

Projected shortfall in generating income against the highways charges target.

Projected income surplus relating to charges made under the New Roads and Streetworks

Act.

-

-1,124

0

-275

600

20

-300

-443

-621

-250

115

30

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

HIGHWAYS & TRANSPORTTOTAL

Management & Central

Strategic Planning

On Street Parking & BlueBadges

Transport Provision & Safety

Public Transport Support

National ConcessionaryFares Scheme

Street Lighting PFI

Engineering Services

Highway Maintenance

Highway Operations


£'000

RESIDENTS' SERVICES PORTFOLIO

27,279 7 0

1,661 0 0

22,034 0 0

34,530 1 0

1,184 0 0

7,022 0 0

1,921 0 0

1,539 0 0

97,170 2 0

-

-

-

Waste tonnages are expected to increase by between 3,000 and 5,000 tonnes this year,

continuing the increasing trend from 2013/14.

-

£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). Service will carry as an overspend until clarity on the DCLG requirements

for refunding the £1.6m is known.

Summary:

The portfolio continues to project an overspending of £2.2m at year end.

This is predominately due to the pressure on the Fire & Rescue Service budget to address pension fund financial arrangements that was reported in the July TPM.

2014/15

Budget

£'000


Projected

over/under

spend as

percentage

of budget

%

Projected

revenue

over/under

spend

monthly

movement

£'000

2,200

-

-

-

-

400

-

-

1,800

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

Revenue Budget Monitor to the end of August 2014

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 353,658 141,463 0

Council Tax Collection Fund 1,906 762 0

Council Tax Freeze Subsidy Grant 3,915 1,958 0

Business Rates 72,242 33,160 0

Business Rates Collection Fund -269 -107 0

Small Business Rate Relief 67 0 40

Business Rate Cap Grant 749 0 0

New Burdens Grant 9 9 0

Education Services Grant 10,853 5,644 0

Local Services Support Grant 862 359 0

New Homes Bonus Grant 2,954 1,473 241

Total Financing 539,564 277,338 280

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 71,920 0

Children - Start of Life 76,874 44,944 -93

Community Wellbeing 1,936 -3,393 0

Corporate Relations 38,299 39,565 -200

Education and Skills 22,693 -12,316 -50

Finance 25,087 8,671 -200

Highways and Transport 42,662 15,835 -1,124

Leader 3,133 1,819 0

Residents' Services 97,169 35,274 2,200

Sub-total 488,664 202,319 533

Non-Portfolio Budgets

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

Capital Financing - Interest 18,958 7,901 -101

Investment Income -1,949 -907 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 47,925 0 0

Transfers to/from Reserves -45,803 -45,803 0

Sub-total 50,900 -29,436 -2,776

Total Net Expenditure 539,564 172,883 -2,243

Total Forecast Variation - underspending -2,523

Contingency £000

Original Budget 2,975

-8

Available contingency 2,967

Council tax discounts as agreed in the July TPM

Appendix 1b

Balances and ReservesBalance at

31st July 2014

Balance at

31st August

2014

Movement

Forecast

Balance at

31st 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 -23,613 -23,574 39 -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 -1,134 0 -34

Highways and Education Buildings Reserve -2,335 -2,335 0 -662

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 -712

Sub Total -193,084 -193,045 39 -185,366

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

DSG Reserve -7,233 -7,233 0 -4,944

Total Usable Reserves -221,822 -221,783 39 -209,778

Corporately funded redundancies

Explanation of movement between months

2014/15 Savings Monitor - position as at end of August 2014

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.

It is unlikely that full savings will be delivered in year, so temporary mitigation of in year savings will be

needed.A Change Control Note (CCN) will be included in the

September TPM.

45.9%


Increase choice in Learning Disability day care

80 Savings 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.

A Change Control Note (CCN) will be included in the September TPM.

48.6%


Review Day Activities at Henfield36

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 after Cabinet Report in September 2014

Residents'Services

Realignment of charging and other activities in waste

300Work 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 September 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

Personalised community based care (RAS)

300This 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

Personalised community based care (price freeze)

200The 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

Ap

pen

dix 2

a

Proposed Change to Savings Schedule Portfolio: Adult Social Care and Health

Directorate: Care, Wellbeing and Education Savings schedule under review and proposed mitigation

ORIGINAL Savings Target

Finance Ref:

SMG Member

Cabinet Member

Description ’14/15 (£’000)

’15/16 (£’000)

’16/17 (£’000)

’17/18 (£’000)

22 (3) Judith Wright

Peter Catchpole

Shift to personalised community based care – domiciliary care reprocurement

300

FTE FTE FTE FTE

0 0 0 0 Description of problems with current proposal This target links to the reprocurement of the County Council’s domiciliary care contracts. The timeline for that process slipped beyond the initial plan and will not complete until 1st April. Consequently there will be no savings in 2014/15.

PROPOSED Savings Target

Finance Ref:

SMG Member

Cabinet Member


’15/16 (£’000)

’16/17 (£’000)

’17/18 (£’000)

TBC Judith Wright

Peter Catchpole

NHS Social Care Funding

300

Total: 300 0 0 0

Net Effect: 0 0 0 0

FTE Total: N/A

FTE Net Effect: Proposed mitigation Pending the outcome of the reprocurement, a shortfall exists in 2014/15 only. It is proposed that £0.3m from the County Council’s share of this year’s NHS Social Care Funding (£5.1m) be applied to mitigate the position. Protection of adult social care is amongst the aims of that funding stream, so use of resources in this way is entirely consistent with that objective and will avoid the need for any compensating reduction in planned expenditure. It has also been agreed with the Clinical Commissioning Groups through discussion at the Joint Commissioning Strategy Group. Political risks of proposed mitigation None Operational risks of proposed mitigation The downside to the proposal is opportunity cost. Using £0.3m of NHS Social Care Funding to mitigate the risk to the portfolio consumes resources that otherwise would have been available to pump-prime investment in initiatives designed to reduce the current demand pressures facing the budget. Customer impact of proposed mitigation None

APPROVALS: DATE Report Submitted by (SMG/Director): Judith Wright Report Agreed by (Director of Transformation / Chief Operating Officer)

Report Agreed by (Cabinet Member): Peter Catchpole Savings analysis endorsed by Director Finance & Assurance:

[Insert Name]

Report Endorsed by Cabinet Member for Finance:

[Insert Name]

Report Approved by Cabinet via TPM Update:

Proposed Change to Savings Schedule Portfolio: Adult Social Care and Health

Directorate: Care, Wellbeing and Education Savings schedule under review and proposed mitigation

ORIGINAL Savings Target

Finance Ref:

SMG Member

Cabinet Member


’15/16 (£’000)

’16/17 (£’000)

’17/18 (£’000)

22 (5) Judith Wright

Peter Catchpole

Shift to personalised community based care – market development pricing

200

FTE FTE FTE FTE

0 0 0 0 Description of problems with current proposal The Care Act will provide income-generating opportunities for the County Council, e.g. from the ability to provide services to self-funders. The legislation is the catalyst for that opportunity, but, as it will not come into effect until 1st April, there will be no savings in 2014/15.

PROPOSED Savings Target

Finance Ref:

SMG Member

Cabinet Member


’15/16 (£’000)

’16/17 (£’000)

’17/18 (£’000)

TBC Judith Wright

Peter Catchpole

NHS Social Care Funding

200

Total: 200 0 0 0

Net Effect: 0 0 0 0

FTE Total: N/A

FTE Net Effect: Proposed mitigation Since the Care Act will create new opportunities from 1st April, a shortfall exists in 2014/15 only. It is proposed that £0.2m from the County Council’s share of this year’s NHS Social Care Funding (£5.1m) be applied to mitigate the position. Protection of adult social care is amongst the aims of that funding stream, so use of resources in this way is entirely consistent with that objective and will avoid the need for any compensating reduction in planned expenditure. It has also been agreed with the Clinical Commissioning Groups through discussion at the Joint Commissioning Strategy Group. Political risks of proposed mitigation None Operational risks of proposed mitigation The downside to the proposal is opportunity cost. Using £0.2m of NHS Social Care Funding to mitigate the risk to the portfolio consumes resources that otherwise would have been available to pump-prime investment in initiatives designed to reduce the current demand pressures facing the budget. Customer impact of proposed mitigation None

APPROVALS: DATE Report Submitted by (SMG/Director): Judith Wright Report Agreed by (Director of Transformation / Chief Operating Officer)

Report Agreed by (Cabinet Member): Peter Catchpole Savings analysis endorsed by Director Finance & Assurance:

[Insert Name]

Report Endorsed by Cabinet Member for Finance:

[Insert Name]

Report Approved by Cabinet via TPM Update:

CAPITAL MONITOR as at the end of August 2014

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 0 116 116 111 111 0 0 0 0 0 0 0 0

Community Wellbeing 45 218 67 285 240 55 185 0 0 0 0 0 0 0

Education and Skills /

Children - Start of Life 59,135 26,413 35,645 62,058 2,923 (1,481) 3,121 1,283 0 0 8,458 6,937 (1,521) (18)

Finance 13,922 1,003 12,687 13,690 (232) (199) 271 0 0 (304) 402 201 (201) (50)

Highways and Transport 43,925 16,277 30,331 46,608 2,683 2,165 638 0 0 (120) 5,456 3,781 (1,675) (31)

Leader 12,766 0 9,766 9,766 (3,000) 0 0 0 0 (3,000) 0 0 0 0

Residents' Services 8,368 (17,592) 27,584 9,992 1,624 1,158 507 0 0 (41) 648 8 (640) (99)

Total 138,166 26,319 116,196 142,515 4,349 1,809 4,722 1,283 0 (3,465) 14,964 10,927 (4,037) (27)

Financing: Profiling - breakdown of column (3):

Capital

Programme Current Portfolio September October November December January February March

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

£000 £000 £000

Government Grant 65,419 66,789 1,370 0 0 29 29 29 0 29

0 0 0 22 0 45 0 0 0 0

Revenue Contributions 47,855 47,925 70 9,939 6,303 4,757 3,858 3,261 2,814 4,713

Capital Receipts 8,000 8,000 0 460 864 1,414 1,001 960 2,768 5,220

Corporate Borrowing 9,914 10,306 392 5,138 4,214 4,987 2,549 2,058 2,061 9,324

Service Funded Borrowing 2,852 3,660 808 1,017 0 1,614 66 990 3,000 3,079

External Contributions 4,126 5,835 1,709 887 1,339 21,596 1,396 1,018 1,012 336

Total 138,166 142,515 4,349 17,463 12,720 34,442 8,899 8,316 11,655 22,701

Transfer from Capital Expenditure

Reserve

Education and Skills /

Children - Start of Life

Finance

Highways and Transport

Leader

£000

Adult Social Care and Health

Residents' Services

Total

Community Wellbeing

(4)

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

Estimated

payments

2014-15

Capital

Programme

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

Estimate

Variance on Profile

Ap

pen

dix 3

Appendix 4

RISK REGISTER as at end of August 2014

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

Sept Oct

20 20

Nov Dec

20 20

Jan Feb

20 20

Mar Apr

16 20

May Jun

20 20

Jul Aug

20 16

Apr May

16 16

Jun Jul

16 16

Aug

16

Adults Social Care

High Court

Judgement in Respect

of Deprivation of

Liberty Safeguards

(DOLS)

44

August Update: Referrals to the DoLS Team have increased significantly in August – with input from

legal services we have (like every other LA) started a waiting list for DoLS assessments (now standing

at 200 cases) and are now outside the legal timescales for a number of these. Cases are being triaged

and we have increased staffing within the team, but there is not the staffing capacity within WSCC to

manage the increase in workload. Specialist training to increase BIAs has been commissioned for Nov

at Brighton University but staff will not be able to practice until exams are completed at the end of the

year, and these staff will need to be diverted from already overstretched operational teams.

Additional monies were agreed by ALT to address the immediate impact, these are exhausted and an

update will be provided to them in line with their reporting requirements. LAs still await DoH

feedback on the requests for additional funding for this service area.

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 @ August 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 @

August 2014

Initial Risk

(I - Impact

L- Likelihood

R- Risk)

4 16

Ongoin

g

August Update:

- 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)

- Unison, Unite and GMB - have announced a day of strike on 14th October. Negotiations on-going

with unions so uncertainty on whether these will go ahead.

- Unions have mandate to call strike and action short of strike at any time with sever days' notice.

- Additional 'protest' days in September involving local lunchtime meetings, demos and leafleting 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 co-ordinate 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.

- 42% of service continuity plans up to date (reviewed in last 12 months) up 7% 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

Ap

pen

dix 5

I L R I L R

Risk

Who

Tim

e

scale

Overall progress @ August 2014Potential Impact

Industrial Action

Potential for changes in public



action

4

Risk Rating

Month by

Month

Mitigation

42 8 Contingency plans to be reviewed

and exercised ahead of events

Ala

n J

ones

(Caro

lyn K

em

ble

)

Assessment

mitigation @

August 2014

Initial Risk

(I - Impact

L- Likelihood

R- Risk)

4 16

Ongoin

g

August Update:

- 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)

- Unison, Unite and GMB - have announced a day of strike on 14th October. Negotiations on-going

with unions so uncertainty on whether these will go ahead.

- Unions have mandate to call strike and action short of strike at any time with sever days' notice.

- Additional 'protest' days in September involving local lunchtime meetings, demos and leafleting 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 co-ordinate 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.

- 42% of service continuity plans up to date (reviewed in last 12 months) up 7% 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.

Sept Oct

20 20

Nov Dec

20 16

Jan Feb

16 16

Mar Apr

16 20

May Jun

20 20

Jul Aug

20 16

Sept Oct

16 16

Nov Dec

12 16

Jan Feb

16 16

Mar Apr

16 16

May Jun

16 16

Jul Aug

16 16

Sept Oct

16 16

Nov Dec

16 16

Jan Feb

16 16

Mar Apr

16 16

May Jun

16 16

Jul Aug

16 16

Fire and Rescue

Service

Industrial Action

82Potential for changes in public



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

August Update: Further internal vacancies have arisen (current total of 25 vacancies). Department

leadership engaged in developing Public Health England strategy for staff recruitment and retention.

Recruitment within Public Health continues to be a significant problem, affecting delivery. Decisions

on progression of business cases (under the current recruitment control process) to be taken early

September.

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

August Update: Work has been undertaken with the CHC team and Adults' Services to map out CHC

referral processes and agree roles/responsibilities of CHC team and Adults' Services staff.

Marc

h 2

012

44

August Update: The likelihood has reduced from certain to likely due to a current cessation in Strike

Action (whilst Action Short of Strike is being maintained), prompted by a new round of discussions

and negotiations between DCLG / LGA and the FBU.

Ongoin

g

4

Documents

TOTAL PERFORMANCE MONITOR TO END OF AUGUST 2014 · total performance monitor to end of august 2014