Service and Improvement Plan

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1 Service and Improvement Plan Property and Risk

2 1. Introduction Property and Risk Service and Improvement Plan The Property and Risk Service and Improvement Plan covers the period and sets out what we intend to achieve over the next three years based on the resources available to us. 1.2 This plan identifies anticipated challenges for the coming three years and how we aim to meet them. It sets out the Council s vision, strategic objectives and strategic outcomes as they relate to Corporate Resources and assesses how well we have performed in delivering our objectives in the past using the How Good Is Our Council? framework as a selfevaluation toolkit. This information is then used to formulate actions and measures to track both service delivery and improvement. We have agreed challenging targets for the Service in order to continuously improve the way we work and to take account of the views and needs of our customers. 1.3 Although the next three years present challenges, by planning and monitoring our progress we aim to contribute to the achievement of the Council s Plan 2014/17 and the Single Outcome Agreement 2013/23 2. Profile 2.1 These services are provided within an overall net revenue budget for the service of 6.421m for , and are delivered utilising a workforce of FTE. Further details of the revenue budget are set out within Appendix South Ayrshire Council is committed to managing its property assets efficiently and effectively. The appropriate use of property assets in the right location can make the difference between good and poor service delivery. Property assets are high in our community s perception of the Council and the services we deliver from them. It is recognised that: Managing property assets effectively is a key element of supporting service delivery; Resources employed in the management of our property assets are significant and therefore the efficiency of their deployment is critical; Property assets can be a key driver of service transformation and modernisation; Schools are a key asset, often the most used public facility and the main hub of the community; The value of property assets owned by the Council is significant; and Properties are at the centre of public perception of our local authority. 2.3 Property and Risk manage the Non-Housing Capital Programme, the value of this in 2015/16 is X million. The Resource also manages the Central Repairs Account with an annual value of 3.5 million. 2.4 Effective Risk Management is crucial to the achievement of the South Ayrshire Council Vision and the success of the strategic operation and delivery of all of our Services. The Risk and Safety Team within Property and Risk is responsible for developing the strategy, methodology, systems and monitoring framework for risk, and endeavours to support all Council services to embed robust risk management principles for service delivery. Risk management includes overseeing the development and implementation of Health and Safety Policies, preparation and delivery of the Business Continuity Strategy and arrangement of all Council Insurances. 2.5 The Ayrshire Civil Contingencies Team (ACCT) is a shared service. A key focus of the team is to deliver the statutory duties placed on the three Ayrshire Councils by the Civil Contingencies Act The team cooperates with external and internal partners to prepare Property and Risk SIP Page 2 As approved by Council

3 Property and Risk Service and Improvement Plan contingency plans, they assist with the identification of key personnel to attend training on the Council s Emergency response role and also identify suitable premises to be used to support the community affected by an emergency. The team acts on behalf of the Councils, as the focal point for emergency response and provides a 24/7 duty civil contingency officer for partner organisations seeking Council resources. 2.5 The Property and Risk service has the following responsibilities: Projects & Design Asset Management, including Estates, Capital Planning and Business Support School Estate Corporate Risk Management, Health & Safety, Business Continuity and Insurance Civil Contingencies 3. How are we doing? 3.1 We are committed to the use of self-evaluation to assess how we are performing, examining where we have particular strengths which we may wish to build on, and where there is scope for improvement. We are working to implement the How Good is our Council framework and over the last year have made this the focus of our Leadership Engagement events. This has helped us to start to embed this approach within the service and to use it within our teams. 3.2 An initial high level scan was undertaken by each of our teams, that has allowed us to identify a number of strengths, as summarised below: What key outcomes have we achieved? Effective implementation of Capital Bid process including option appraisal linked to the Asset Management Plan Effective procedures to gather, share and use property information to ensure Buildings are well maintained and fit for purpose Improved quality and management of property data through the implementation of the Technology forge cloud system Success in achieving the nationally recognised Healthy Working Lives (HWL) Bronze, Silver and Gold Awards driven and delivered by the Risk and Safety team on behalf of all Council Services. The activities involved in maintaining these awards enhance employee health, safety and wellbeing, promote attendance and provide a range of health promotion opportunities for staff. Services, Chief Officers and Elected members successfully engaged in Risk Management activity through the implementation of the Risk Management Strategy. This is now embedded across the organisation and serves to mitigate against adverse outcomes e.g. Injury, ill-health, financial losses, claims, fines, prosecution, audit criticism and reputational damage to Council. Additionally all panel reports now include information on the risks of either adopting or rejecting recommendations, ensuring better informed decision making. Improved resilience for the organisation through the implementation of the Corporate Business Continuity (BC) Strategy ensuring a consistent embedded approach to service continuity in the event of an adverse incident. The Corporate BC Plan clearly outlines procedures to be followed and the Service Business Impact Analysis provides a prioritised list of critical Council services and functions. Property and Risk SIP Page 3 As approved by Council

4 Property and Risk Service and Improvement Plan /15 targets exceeded in terms in accident reduction and numbers of employers liability claims. How well do we meet the needs of our stakeholders? Improved financial management report used to track expenditure, identify trends and take appropriate action Effective working relationships established through regular meetings with clients to identify property issues and to develop a more structured approach to projects Valuable feedback from the latest HWL Employee Health, Safety and Wellbeing survey (88% return). This information forms the basis of the HWL 3 year action plan. Feedback indicated levels of satisfaction with regard to office accommodation and employee welfare - many were positive, others form basis of action planning. Managers and HOS receive advice, inspection reports, quarterly action plans, fire risk assessments, health and safety audits, training, incident investigation reports and specialist risk assessments. This is valued and assists those responsible to ensure compliance and prevent injury, ill-health, financial losses, claims, fines, prosecution, audit criticism and reputational damage to Council. How good is our delivery of key processes? Improved project governance though the successful appointment of a number of professional staff to aid the delivery of the Council s Capital programmes Development and implementation of Asset management plan leading to a clearer direction on key property issues Our Healthy Working Lives Strategy promotes employee health, well-being and attendance across services. The activities impact positively on morale, culture and attendance. How good is our management? Improved management structures following implementation of Property & Risk restructure Comprehensive review of ICT requirements of all staff and sections within Property and Risk carried out; recommendations have been implemented in 2014 Effective implementation of PDR s leading to a clearer focus on key work priorities Effective use of Covalent to track performance, identify trends and take appropriate action Comprehensive statistical reports and information gathered across all areas for PIs and other performance measures these support service delivery in all areas of risk management and have a positive impact on risk outcomes. How good is our leadership? Effective leadership provided to better define the roles and responsibilities of staff following the implementation of the Property and Risk re-structure 3.3 Areas identified for improvement are being taken forward both within this Service and improvement Plan, within the supporting Team Plans and through the Performance and Development Review process. Property and Risk SIP Page 4 As approved by Council

5 Property and Risk Service and Improvement Plan The challenges we face 4.1 The challenges we face as a Council and a Partnership have been explored in detail within the Council s Plan and the Single Outcome Agreement. 4.2 The principal challenges we face as a service over the course of this plan are: External: The current economic climate means that not only do we have fewer resources to deploy in the management and maintenance of property, but also we generate lower receipts from the sale of surplus assets; Regulatory and statutory changes at both UK and Scottish Government level will occur throughout the life of this plan. These will need to be responded to and will affect how we manage and improve our property assets; Demographic changes mean that South Ayrshire population will grow in the future and the age profile will become older and our long term property requirements will change as a result. Changes within the insurance market, increased litigation and the Council s claims experience creates pressure on budgets both corporately and at service level. An increase in adverse incidents or weather events stretches existing resources in terms of ensuring that Business Continuity responses are well planned and tested. National policy direction requiring smaller classes in primary schools is continuing to put pressure on school accommodation. Creating more flexible accommodation to accommodate the Curriculum for Excellence. Internal: Service modernisation and new ways of working mean that existing properties all need to evolve and be flexible in use; Efficiencies in resource usage will require to be achieved to reduce long term operating costs; The Council is committed to reducing carbon and improving the energy efficiency of our buildings. This will influence our planned improvements and the construction of new assets. Opportunity: The application of corporate asset management practices can enable efficient resource deployment, service modernisation, long term financial planning and improved risk management. It is essential that SAC embraces this approach and strives to invest to ensure our property assets are fit for purpose. Through a renewed approach to claims defensibility, it is hoped that opportunities exist to reduce insurance costs to the Council throughout the duration of this plan. Under-occupancy in some schools provides an opportunity for shared accommodation with other Council services, thereby increasing asset utilisation. The modernisation agenda for schools provides an opportunity for improved community access to schools during & after school day as part of the design process. Provide better quality new facilities through rationalisation of corporate assets Property and Risk SIP Page 5 As approved by Council

6 Property and Risk Service and Improvement Plan Council Vision, Strategic Objectives and Strategic Outcomes 5.1 As a Council we are committed to our vision to establish South Ayrshire as the most dynamic, inclusive and sustainable community in Scotland. This is shared by our Community Planning Partners and is at the heart of our Single Outcome Agreement for , which combines and focuses our joint resources towards achieving this. 5.2 The Council s strategic objectives are that we will work to maximise the potential of: Our local economy Our children and families Our adults and older people Our communities Our environment and improve the way that we work as a Council. 5.3 In pursuit of these, we will directly contribute towards the achievement of the following strategic outcomes and associated activities: People live in warm, well maintained, energy efficient homes In addition we will contribute to the council s six corporate improvement themes Ensuring that our assets are fit for purpose (Principle outcome for Corporate Resources) Continuing to improve procurement Providing equality of opportunity in our service provision Developing our workforce and maximising attendance Using performance management and self-evaluation to drive improvement All services are systematically reviewed using a standard methodology every three years. There are no proposed reviews for 2015/16, to allow the recently completed reviews time to bed in. In addition we will contribute to the strategic objectives of the Resources, Governance and Organisation Directorate in relation to ensuring that: The council s resources are effectively used to transform and deliver best value customer focused services; High quality professional services promote continuous improvement and innovation; and An enabling governance framework supports and delivers the Council s legal and democratic responsibilities. Property and Risk SIP Page 6 As approved by Council

7 Property and Risk Service and Improvement Plan Detailed Service and Improvement Plan 6.1 How we intend to contribute to the Council Strategic Outcomes is set out in the detail in tabular form at the end of this document, where we set out the key actions that we intend to take forward and the performance measures and targets that we will use to evaluate our progress. 6.2 These have been specified and sequenced in a manner that will allow us to work effectively and efficiently, making the best use of the resources available to us. They include the improvement activity we have prioritised from our self-evaluation and the review activity that we are committed to as part of the Council s systematic review of all services. 6.3 They have also taken account of the following aspects that inform our decision making and help ensure that we take account of the context in which we operate, reflecting what could impact on our plans and what could enrich and add value to how we take then forward: Risk Management Risk registers underpin the achievement of the Council s Strategic Outcomes and the pursuit of service specific issues. These help to evaluate and assess the risks we face in delivering our plans, and help us to identify and progress mitigating actions to help ensure their successful delivery. A service specific risk register is in place in support of this plan and is updated on a six monthly basis. Equalities In pursuing our strategies, plans and policies, we undertake Equality Impact Assessments to ensure that we are aware of the equalities impacts, seeking to optimise them and identifying mitigations and further research and actions where necessary. Sustainability - In pursuing our strategies, plans and policies, we consider the extent to which what we wish to pursue is sustainable and undertake Strategic Environmental Assessments where required. Consultation We look to engage with the community and service users in developing our services and plans, and are committed to following best practice as identified within the Council s Community Engagement Strategy. 7. Resource Management 7.1 Crucial to the achievement of this plan will be ensuring that the appropriate resources are in place to deliver the services and commitments it contains, and that these resources are managed effectively within agreed the agreed budgets and parameters set for them. 7.2 The Revenue Budget for the service for is set out in Appendix 3, including specific efficiency and service review commitments that will be delivered over the course of the year. 7.3 Particular attention will also be paid to continuing to improve procurement, an initial commitment to this having been the identification of a schedule for the service of all those contracts that will require action over the three year course of the plan. 8. Governance 8.1 This Service and Improvement Plan will be subject to approval by Members as part of the agreement of the Council Plan. Progress will be updated through Covalent on a quarterly basis to allow review and formal reporting. It will inform the Council s year end Annual Performance Report and Public Performance Reporting. Appendices: 1 Detailed Service and Improvement Plan 2 Glossary of terminology and abbreviations used in the Plan 3 Revenue Budget for , including efficiency and service review commitments Property and Risk SIP Page 7 As approved by Council

8 Appendix 1: Detailed Service and Improvement Plan 6 Improve the way that we work as a Council SO6.1 Ensuring that our assets are fit for purpose Key Performance Measures SO LGBF Proportion of internal floor area of operational buildings in satisfactory condition 2012/ / / / / / / /18 Value Value Scottish Ave & Quartile Value Target Target Target Target 80.9% 60.8% 56.3% 62.0% 64.0% 68.0% 74.0% SO LGBF Proportion of operational buildings that are suitable for their current use 82.1% 81.7% 78.2% 84.0% 84.0% 86.0% 90.0% SO Proportion of the agreed Non-Housing Capital Programme that was delivered during the year 48% 93% 94% 75% 90.0% 95.0% 100% SO Carbon footprint for South Ayrshire Council buildings (measured in tonnes of CO2 emitted each year). (14/15 figure onwards include street lighting) 20,036 18,148 22,670 21,990 21,330 SO Percentage of council buildings in which all public areas are suitable for and accessible to disabled people SO The proportion of school accommodation that is suitable for its current use (Category A&B) SO The proportion of school accommodation that is in a satisfactory condition (Category A&B) 57.6% 58.9% 60% 70% 80% 83% 83% 83% 84% 84% 89% 54% 55% 56% 58% 58% 71% Key Action Sub Actions Managed By PR1 Rationalise the Property Estate PR1.1 Undertake review of property requirements for each service following implementation of SIP refresh PR1.2 A review of leased premises to be carried out and a plan established for the release of properties no longer needed for service delivery PR1.3 Production of full business case for office rationalisation in Ayr. This information will subsequently be used to develop the new office accommodation project. Original Due Date Current Due Date Tom Burns New 31-Dec-2015 Tom Burns 31-Oct Sep-2015 Tom Burns New 30-Sep-2015 Progress Status Property and Risk SIP Page 8 As approved by Council

9 Appendix 1: Detailed Service and Improvement Plan Key Action Sub Actions Managed By Original Due Date Current Due Date Progress Status PR1.4 Options appraisal on disposal of surplus assets Tom Burns 31-Oct Sep-2015 PR2.1 Identify and report corporately on all property running costs Tom Burns 31-Mar Mar-2016 PR2 Implement improvements to property management information PR3 Implement Property Maintenance Strategy PR2.2 Revaluation of the insurance values of the Council s property assets PR2.3 Carry out an inspection of leased commercial properties with regards to compliance with lease terms PR2.4 Raise the profile of the service by implementing changes to Property and Risk intranet page PR3.1 Review of Legislative Compliance in relation to property requirements PR3.2 Commission up to date full property condition surveys on properties Tom Burns 31-Aug Sep-2014 Tom Burns New 31-Mar-2016 Tom Burns New 31-Dec-2015 Tom Burns 31-Mar Mar-2016 Tom Burns New 31-Dec-2017 PR3.3 Implement a client feedback and consultation process Tom Burns New 31-Dec-2015 PR3.4 Develop and implement recording of staff time to enable accurate costs re-charges PR3.5 Identify programme of accessibility works for Council Buildings that are required to be accessible for members of the Public Tom Burns New 30-Jun-2015 Tom Burns New 31-Mar-2016 PR4 Delivery of Council s Capital Plans PR4.1 Establish Consultant Framework agreements Tom Burns 31-Jan Sep-2015 PR4.2 Delivery of the Council s Non-Housing Capital programme 2015/16 Pauline Bradley New 31-Mar-2016 PR4.3 Develop and implement Capital Project fee re-charging structure Pauline Bradley New 30-Sep-2015 PR4.4 Improve stakeholder engagement with Clients and building users Pauline Bradley New 31-Dec-2015 PR4.5 Assist with the Capital Programme Appraisal (CPA) bid process and prioritisation Pauline Bradley New 31-Mar-2016 PR5.1 Deliver Schools for the Future programme Marr College Derek Yuille 31-Dec Aug-2017 PR5 Contribute to School Estate Strategy PR5.2 Deliver Schools for the Future programme Ayr Academy Derek Yuille 31-Aug Mar-2018 PR5.3 Deliver a new school in Dailly and a new community campus in Tarbolton Derek Yuille 30-Apr Dec-2016 Property and Risk SIP Page 9 As approved by Council

10 Appendix 1: Detailed Service and Improvement Plan SO6.7 The council s resources are effectively used to transform and deliver customer focused services Key Performance Measures 2012/ / / / / / / /18 Scottish Ave Value Value Value Target Target Target Target & Quartile SO Employers Liability Claims Total, by date reported SO Corporate Accident / Incident Numbers (all categories) Key Action Sub Actions Managed By PR6 Develop, support and coordinate the Council Risk Management Strategy PR6.1 Review Strategy and support its implementation across the Council at Strategic, Directorate levels ensuring the framework for political reporting is maintained 6 monthly. Prepare quarterly CMT, DMT or SMT reports as required, Original Due Date Current Due Date 31-Mar Mar-2016 PR6.2 Ensure implementation of the annual Risk Reduction Initiative 31-Mar Mar-2016 Progress Status PR7.1 Develop occupational safety and health policies and associated standard procedures in line with statutory requirements. PR7.2 Undertake a rolling programme of comprehensive Fire Audits and Fire Risk Assessments for all operational properties in line with the Fire (Scotland) Act PR7.3 Deliver a corporate rolling programme of comprehensive Health and Safety Audits and Inspections in line with legislative requirements. PR7 Develop, support and reinforce the implementation of robust occupational safety, health and welfare systems across the Council. PR7.4 Implement Healthy Working Lives Strategy and deliver on action plan that underpins the maintenance of Gold, Silver and Bronze Awards. Continue to fulfil our commitment to NHS Ayrshire & Arran on Health Promotion. PR7.5 Co-ordinate and support the Corporate Risk Assessment programme in line with the Management of Health and Safety at Work Regulations and the Council s Risk Management Strategy. PR7.6 Undertake specialist Risk Assessments in respect of the Control of Substances Hazardous to Health, Manual Handling Activities and Workstation Ergonomics. PR7.7 Develop, maintain and deliver a range of specified internal Health and Safety Training Courses to promote statutory compliance across the Council. Property and Risk SIP Page 10 As approved by Council

11 Appendix 1: Detailed Service and Improvement Plan Key Action Sub Actions Managed By Original Due Date Current Due Date Progress Status PR7.8 Undertake specialist Occupational Hygiene Assessments as a means of measuring specific hazards such as Noise, Dust and Vibration in identified Council premises as required PR8.1 Annually, prepare and collate renewal (or tender) information for all Council assets, resources, activities and liabilities. 31-Dec Dec-2015 PR8 Provide an effective and efficient Insurance Service PR8.2 Review deductibles and indemnity levels and purchase portfolio of cover on receipt of best terms in line with council procurement strategy. 31-Mar Mar-2016 PR8.3 Undertake regular reviews of the Council Insurance Fund 31-Mar Mar-2016 PR9 Develop, support and coordinate the Council Business Continuity (BC) Strategy PR9.1 To ensure Council resilience in event of adverse incidents, continue to review the BC Strategy and advise EOG, CMT and Directorates on the requirements of Civil Contingencies legislation as it relates to Business Continuity Planning. PR9.2 Maintain and review the Corporate Business Continuity Plan and support service managers develop and review function specific Business Continuity Plans (6 monthly updates) PR9.3 Develop and deliver BC testing exercises across critical Council services to ensure adequacy of existing plans. PR9.4 Explore additional means of effective external support for local SME's to embed Business Continuity Management processes. PR9.5 Investigate progression of Certification to ISO Business Continuity Management PR10 Streamline arrangements relating to the co-ordination & PR10.1 Examine and develop a suitable Emergency Control centre dissemination of both internal facility and Guidelines to support the Council during emergencies. and public facing information for disruptive events PR11 Ensure the Council has sufficient staff able to respond to emergencies PR11.1 Increase the pool of staff to support the Council during emergencies. PR11.2 Identify and support delivery of Civil Contingencies training to Council Officers. Ayrshire Civil Contingencies Team Ayrshire Civil Contingencies Team Ayrshire Civil Contingencies Team 31-Mar Mar Dec Dec-2015 New 31-Mar-2018 Property and Risk SIP Page 11 As approved by Council

12 Appendix 1: Detailed Service and Improvement Plan Term or abbreviation SAC EIA FTE HGIOC AMP SEMP TF CRA ACCT WoSRRP COMAH MACR ScoRDS ALRP Explanation South Ayrshire Council Equality Impact Assessment. A Council agreed approach used to assess the impacts of strategies, plans and policies. Full Time Equivalent. Used in relation to counting employee numbers. How Good is Our Council? Self-evaluation toolkit based on European Foundation for Quality Management principles. Asset Management Plan School Estate Management Plan Technology Forge (Asset Management Software) Central Repairs Account Ayrshire Civil Contingencies Team West of Scotland Regional Resilience Partnership Control of Major Accident Hazard Major Accident Control Regulations Scottish Resilience Development Service Ayrshire Local resilience Partnership Property and Risk SIP Page 12 As approved by Council

13 Appendix 1: Detailed Service and Improvement Plan Appendix 3: Revenue Budget for , including efficiency and service review commitments Property & Risk Service Expenditure subjective analysis 2015/16 Employee costs 2,412,071 Property costs 5,083,027 Supplies & services costs 641,429 Transport costs 27,252 Administrative costs 46,241 Support Service Costs Payments to agencies & other bodies 290,231 Transfer payments Financing costs GROSS EXPENDITURE 8,500,250 Income (2,078,772) NET SERVICE EXPENDITURE 6,421,478 The service revenue budget is inclusive of additional investment of: Total: 0 The service revenue budget is inclusive of efficiency measures of: Ayrshire Civil Contingency Team - reshaping of service and reduced property costs 8,800 Risk and Safety - structure review 25,629 Asset Management - structure review 50,000 Total: 84,429 Property and Risk SIP Page 13 As approved by Council

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