(a)

how the Council was delivering against its key indicators in terms of performance, and its financial measures using its capital and revenue resources;

(b)

that with effect from 1 January 2012, the Council restructured its directorates to move from five to three, with a corresponding reduction in directors. However, for comparison purposes, the report continued to monitor against the “old” five directorate model.  Monitoring of the three new directorates would commence on 1 April 2012;

(c)

the Council’s newly designed scorecards;

(d)

that the overall performance position continued to have no highly critical issues, with 88 per cent of the performance indicators there or there about on target;

(e)

that areas requiring close scrutiny were –

?

domestic burglary;

?

processing of new housing and Council tax benefit claims;

?

those not in education, employment or training (NEETs);

?

self-directed support;

(f)

that the Council was forecasting a revenue over spend at year end of £0.454m against a net revenue budget of £208.237m, which was a variance of 0.2 per cent. The main adverse variations related to Community Services in relation to the adult social care service,  the learning disability service and environmental services;

(g)

that good progress had again been made against the £15.197m revenue delivery plans set for 2011/12, with just under 95 per cent  rated either green or amber. RAG (red, amber, green) rated delivery plans were detailed in the report;

(h)

that following approval of new schemes, re-profiling and variations at the City Council on 5 December 2011, the capital programme for 2011/12 was £87.005m however the latest forecast at 20 January 2012, was now £78.661m.

(1)

the variations to capital spend and re-profiling as follows - 

2011/12

2012/13

2013/14

2014/15

Re-Profiling / Other Variations

£000

£000

£000

£000

(2,041)

2,041

-

-

Corporate Accommodation Strategy - Re-profiling to take into account changes to work plans

(535)

535

-

-

Autistic Spectrum Disorder – Re-profiling of expenditure on project following delays in planning and feasibility.

(1,093)

1,093

-

-

Mercury Abatement – Reprofiling to reflect more realistic delivery dates.

(1,087)

1,087

-

-

SAP Replacement – Updated cashflow information from project officer.

-

(3,800)

3,800

-

Materials Recycling Facility – Re-profiling with updated information from project officer.

662

(657)

(5)

-

Plymouth Life Centre - Re-profiling of budget from 12/13 to 11/12 for risk items that will be expended in this financial year.

(4,350)

4,176

327

191

Other Re-profiling – Details in Appendix B of the report.

44

1,097

3,928

4,853

Variations and virements – Details in Appendix B of the report.

(8,400)

5,572

8,050

5,044

Total Re-Profiling / Other Variations

(2) 

the budget virements as follows - 

Virements over £100k

000’s

Directorate

Delivery Plan Management

Other

Total Virements

Chief Executive

(5)

0

(5)

Children and Young People Services

(37)

0

(37)

Corporate Items

(0)

(721)

(721)

Community Services

(914)

87

(826)

Corporate Support

1,019

58

1,077

Development and Regeneration

(63)

575

512

TOTAL

0

0

0

(3)

the potential draw down on the waste reserve for 2011/12, subject to the 2011/12 outturn position;

(4)

the potential draw down on the pension reserve for 2011/12, subject to the 2011/12 outturn position;

(5)

the funding of the Council’s element of the carbon reduction commitment levy for 2011/12.