AGENDA ITEM No...... (-1-

North Council Joint Working Group Report Leisure Services

March 1995

R~OIIcrl COUNCIL ccuncll 2 LEISURE SERVICES

CONTENTS

1. Introduction

2. Background information 3. Leisure related issues 3.1 For resolution by April 1996

3.2 For resolution by April 1997 3.3 For resolution as circumstances permit

4. Appendices

3 INTRODUCTION

A. The Report 1. This report is a summary position statement which highlights a number of leisure issues within a general context. The contents have been restricted to provide an initial overview prior to the submission of extensive service audits and full option details.

2. Some of the leisure issues reflect broader corporate concerns and will also feature in the reports of other Working Groups.

3. A number of general issues such as charges, structures, employee conditions of service, policies, District / Regional Council interface and disaggregation are mentioned only briefly but will feature throughout the detailed consideration of the specific issues as it progresses.

4. The list of issues is not exhaustive and many other minor issues are arising as discussions proceed and will be put forward for consideration as appropriate.

5. An attempt has been made to categorise the issues into 3 broad groupings according to urgency although many of them will have components in every category.

B. An Integrated Approach Leisure provision in the area is wide ranging and comprehensive. In general the District services are delivered on an integrated basis and restructuring will provide new and exciting possibilities for taking this integration process further. The most valuable asset that an integrated approach to leisure services provides is a synoptic perspective based on core values and a distinctive rationale. Local authority leisure services are seen to have a distinctive social orientation which is acknowledged by government and the many agencies involved in the leisure field. An integrated approach to leisure in the new Authority is seen as J providing the best opportunities for effective and cooperative working between leisure and its colleague services.

2 4 C. The Rationale In contributing to the general quality of life, the local authority leisure service combines the intrinsic benefits of leisure provision with the instrumental benefits that leisure opportunities can bring to individuals, groups and to communities. The underlying rationale has 6 main strands: - the role of provider - the role of enabler - social development - community development - environmental and other resources - economic development

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3 5 BACKGROUND INFORMATION

1. Working Group Remit 1.1 The remit of the overall working group was as follows: 1. Co-ordinate collation of detailed information 2. List issues to be addressed for resolution:

2.1 by 1 April 1996

2.2 no later than 1 April 1997

2.3 as circumstances permit

1.2 The Working Group divided into various subgroups to consider service specific issues and details are shown in Appendix 1.

2. Leisure As A Statutory Responsibility The Local Government and Planning () Act 1982 states that Councils “shall ensure that there is an adequate provision of facilities for the inhabitants of their area for recreational, sporting, cultural and social activities”. The flexibility of this wording has been welcomed as a positive factor by Cosla and other organisations. The Public Libraries Consolidation (Scotland) Act 1887 and various other statutes apply to different leisure functions.

3. Revenue Expenditure The District Councils within North Lanarkshire Council have a substantial and consistent revenue commitment to leisure services. This can be expressed as a percentage of non-housing revenue expenditure as follows: Cumbernauld 52% 56% 54% J District Council 50%

General revenue expenditure is of the order of E34 million.

4 6 4. Other Resources Detailed service audits are being compiled but the following samples give an indicative flavour of the scale of service provision. Stafig: 1;400 contracted employees Capital Expenditure: 1994 - 1996 E21 million Premises: 2 80 CCT Contract Expenditure: E19 million

5. District Structures for Leisure

- Both Motherwell and Strathkelvin District Council deliver leisure services via an integrated, stand-alone department bringing together Cultural, Sport and Parks & Amenity services. Cumbernauld include an integrated leisure unit within a broader Community Service grouping. Monklands incorporate the leisure functions (with the exception of libraries) within a Department of Technical and Leisure Services. Libraries are provided via a stand-alone Library Services Department and the responsibility for tourism services rest primarily with the Planning Department. Substantial funding for leisure is processed via the Time Capsule Trust and the Summerlee Heritage Trust.

6. Leisure Facilities withm North Lanarkshire Service delivery is mainly decentralised to a variety of facilities throughout the area. A selective listing of facilities and usage is provided in Appendix 2, Appendix 3 and Appendix 4.

7. Charges Many of the leisure facilities throughout North Lanarkshire are subject to charges which vary dramatically from authority to authority. A few examples of comparative charges are highlighted in . Appendix 5.

8. Concessions Concessionary schemes of different types operate throughout North Lanarkshire, providing free or reduced charges to various disadvantaged groups. Further disparities exist in this area, with certain groups receiving concessions in one authority but no concessions in another.

5 7 9. Compulsory Competitive Tendering 18 separate contracts or part contracts are operated by the on a twin-hatted basis covering Ground Maintenance, Sport and Leisure Management and Bars & Catering In the near future, Landscape Design Service will be covered by CCT.

10. District Council Trusts and Leases A number of District leisure facilities are operated via a trust or lease mechanism. These include The Time Capsule, Summerlee Heritage Trust, Airdrie Arts Centre, Cumbernauld Theatre, New Airdrie Park and Indoor / Outdoor Bowling Greens.

1 1. New Capital Projects A substantial programme of capital investment is scheduled for completion over the next 18 months and will have both positive and negative impacts on revenue expenditure.

Projects include a Heritage Centre, 4 Swimming Pools, a Sport Hall, a Community Halls complex and 2 Community Centres.

12. Cumbernauld Development Corporation The precise position regarding the transfer of leisure related assets from the Development Corporation to North Lanarkshire Council is still to be resolved but some of the potential items are highlighted in Appendix 6.

13. The District / Regional Council Interface This is perhaps the most fundamental and complex issue facing the new Authority Although District Councils have the statutory responsibility for Leisure Services there are various Regional services and facilities which could be considered to be within the leisure remit. Appendix 7 details 17 regional functions that are likely to form a direct or indirect relationship with the core leisure functions. Indeed, many of these Regional functions are, core leisure services in their own right.

The district / region interface does not only apply to departmental activity. The process of disaggregation should also focus on leisure related budgets which have been linked with a Committee rather than a single spending department. These committees include the

6 8 General Purpose Sub-Committee on Cultural Development, Education (School and Continuing Education) Sub-Committee and the Policy and Resources Sport and Activities Sub-Committee for People with Disabilities.

7 9 ISSUES FOR RESOLUTION BY 1 APRIL 1996

General

1. A Leisure Strategy for North Lanarkshire Council There is only one integrated leisure strategy in place within the North Lanarkshire with numerous other specific policy and procedural documents. A detailed Leisure Strategy for North Lanarkshire Council will take considerable time and resources to produce and it must develop in conjunction with other corporate strategies such as Social Strategy etc. However, even the . simplest rationalisation of leisure practices will require a broad policy framework (or statement of intent) and this first component in the policy cycle should be agreed as a matter of urgency.

Recommendations: That a Statement of Intent be agreed as an urgent first step in the preparation of an integrated Leisure Strategy for North Lanarkshire Council.

2. The Place and Structure of the Leisure Function in the Organisation The evident benefits of a fully integrated approach to leisure have prompted an increasing number of local authorities in Scotland to structure their services accordingly. Whatever final corporate structure is adopted by North Lanarkshire Council, it is strongly recommended that the leisure components should be fully integrated in order to maximise service delivery. Recommendations: That the leisure functions in North Lanarkshire Council be provided on a fully integrated basis.

3. Interface with Regional Services and Other Service Groupings This interface is varied and complex and must be resolved as part of the new structural arrangements for North Lanarkshire Council.

Some Regional Services, such as Strathclyde Country Park which is considered in Issue 4 below, are core leisure services in their entirety. Other Services, such as Community Education, interface in certain specific areas. Obviously, the options for future working will differ between the various aspects from full integration to partnership or parallel working. The potential benefits are substantial.

8 10 4. Strathclyde Park This important leisure facility straddles the /f\Torth Lanarkshire boundary and a broad preliminary assessment of this division is shown in Appendix 8. Options: 1.Disaggregation. 2 .Joint Board. 3 .Lead Authority. 4.Joint Committee

5, Level Existing Services Up/Down This consideration will permeate almost all leisure service provision and the policy response is likely to be varied. Decisions in this regard will require to be considered as part of the 1996/97 budget process. Incorporated within this will be administrative topics such as opening hours, conditions of let etc. Options: To be addressed.

6. Approach towards extension of services with incomplete coverage This will be a wide ranging issue, as above, but with a more significant financial impact on both revenue and capital resources. Options: To be addressed.

7. Quantification of Central Support costs for disaggregating services Some disaggregating services do not have a physical presence within the North Lanarkshire Council area at the present time. It is important that an appropriate proportion of support budgets, as opposed to facility budgets, is identified and agreed so that the service disaggregation is valid. Options: To be addressed. . 8. Rationalise Charges In terms of equity, this general issue requires resolution. However, certain individual pricing policies are extremely politically sensitive and merit urgent consideration eg. the purchase price of a cemetery lair ranges from S30.60 to S142.00. There may be significant revenue implications in relation to policy decisions here. Options: To be addressed.

9 11 9. Rationalise Concessionary Schemes This is a related issue to 8 above. Again there are political and financial implications eg. persons over 60 swim free in one authority but pay in another. Options: To be addressed.

10. Rationalise Rules and Regulations, Bye-Laws and Management Rules etc In general, this is likely to be a mid-term and even long term issue. However, certain specific issues will require an early resolution. Options: To be addressed.

11. Rationalise Conditions of Service Conditions of service and working practices vary widely and many will feature as corporate personnel issues for early and mid-term action. However, the leisure integration process will highlight a number of potential workplace conflicts which will require specific urgent action. Options: To be addressed.

12. Integration of IT Systems The resolutions of many leisure IT issues will depend upon corporate decisions regarding the future of IT provision. Other issues will require separate resolution and will be highlighted as subject specific issues.

13. Bars and Catering Services Bars & Catering Services are an important and integral part of the leisure product and in Cumbernauld, Motherwell and Strathkelvin District Council Districts, these services are provided by the appropriate Client and Contractor organisation within the Leisure Services Department. The majority of Monklands catering is provided by the staff of the Time Capsule. The service mainly comprises civic catering and leisure outlets. The service throughout the Regional facilities is provided by Catering Direct which serves educational, social work, police and other establishments and is the subject of a separate report by Catering Direct. The decision to retain or disaggregate Catering Direct is a fundamental political choice and this may or may not impact on the existing District provision.

10 12 Many options for the future are available and carry significant implications in relation to staff conditions, I.T, Client / Contractor split and operational parameters. Careful and detailed consideration with full discussion of these issues is required at an early date prior to any final decisions regarding the future structure of service delivery.

The Leisure Services Worhg Group will be submitting a detailed service audit document with a full list of issues and comprehensive background information. Options: 1. Disaggregate Catering Direct and integrate all North Lanarkshire Council catering services into a new service. 2. Disaggregate Catering Direct to North Lanarkshire Council level and run integrated District Leisure Services as a separate provider. 3. Disaggregate Catering Direct to North Lanarkshire Council level and run all contracts as existing. 4. Retain Catering Direct as stand-alone and run integrated District Services as a separate organisation. 5.Retain Catering Direct and all other contracts as existing. 6. Integrate all District Provision within a retained Catering Direct.

14. Corpordte Housestyle \ h()u\t.sn.le for Leisure Services is important in terms of nu:ir.ung and promotion and also in terms of public safety. Sirniticant revenue expenditure is housestyle related such as uniforms, signing and graphics. Of course, all this should flow from the Sorth Lanarkshire Council corporate decision in relation to its desired organisational culture and subsequent corporate identity . programme. It is important that the general issues are decided at the earliest opportunity so that lead time is available for the specific leisure applications. Options: To be addressed.

11 13 15. Tourism Role and Structure The provision, management and marketing of tourist attractions and the development of tourist support systems is a mainstream leisure function. The proposed restrictions on local authorities in terms of the new Area Tourist Board proposals and the North Lanarkshire Council response to them must be taken into account when designing the new service delivery. Clear operational parameters should be established between the tourism role and the physical planning and economic development process. The production of tourism literature for the 1996 season will require early resolution. Options: To be addressed.

16. Policy Towards Trusts The future attitude towards the provision of leisure services via a Trust or Lease mechanism is a policy issue with major operational implications. Various projects of this type are operated within the North Lanarkshire Council area at the present time and policy guidance is sought as a matter of urgency. Options: To be addressed.

17. Approach to CCT Various approaches have been taken towards the provision of leisure services that are obliged to operate within a CCT regime. The twin-hatted approach within an integrated leisure framework has provided a positive and successful track record within North Lanarkshire and confirmation of future policy will be required as part of the North Lanarkshire Council setting up process. Recommendation: That leisure services subject to CCT operate within the integrated leisure function on a twin-hatted client-contractor basis.

18. The Place of Twinning withrn the Organisation The leisure involvement in the twinning process ranges from full operational responsibility to the provision of ad-hoc support activity. However, the general administration of twinning relationships is seen more appropriately as a corporate support matter linked to the office of the Head of Paid Service. Nevertheless, the leisure involvement in many twinning activities will be fundamental to their success and the interface between central administration and the leisure functions should be one of positive partnership. 12 14 19.The accurate compilation of an integrated revenue budget The compilation of an integrated revenue budget for the leisure function will be complicated by the various financial interfaces and overlaps previously referred to. Care should be taken at the outset, despite time constraints, to disaggregatehntegrate with detailed accuracy so the budget fully reflects the range of relevant activity presently undertaken.

20. Detailed Service Profiles Given the diversity of the leisure function, the preparation of - detailed service profiles is a major undertaking but it is essential to enable informed decision making by the new Steering Group. The profiles will be accompanied by detailed options and will start to become available from the end of March 1995 onwards and must be timetabled to meet the Steering Group priorities.

21. Rationalisation of Building Cleaning Provision The cleaning of leisure buildings is carried out by various organisations throughout the North Lanarkshire Council area and include leisure DSOs, general DSOs and exempt staffing. The disaggregation of a number of major buildings will further complicate the situation and some rationalisation should take place as the new service is setting up. Options: To be addressed.

22. Archive Material in North Lanarkshire Council The current arrangements involve all Districts mainly through their museum service, Strathclyde Regional Council, Cumbernauld Development Corporation and to a lesser extent Central Regional Council.

Much archive material was lost at the last local government reorganisation and early steps must be taken to prevent such a re-occurrence if North Lanarkshire Council wishes to preserve its archives.

If so it will be imperative that appropriate potential archival material be identified and retained for the new Authority.

The issue of archive storage will require to be addressed and in due course a procedure for record management established to ensure the protection of potential archive material.

13 15 Strathclyde Regional Council holds an amount of archive material which includes North Lanarkshire provenance (initial estimates 400-500 linear ft). Issues include accommodation, procedures and the location of archives within North Lanarkshire Council. Options: To be addressed.

2 3. Decentralisation of Council Services The Scottish Office is due to issue Guidance Notes urging shadow authorities to use their libraries as the procedure to promote information and referral facilities on the whole range of council services. The role of the Library Service in such provision should be defined and appropriate arrangements made. Options: To be addressed.

14 16 CmTURAL SERVICES

24. Library Circulation, Control & Catalogue Systems Each Authority has a different catalogue/circulation control systems including automated and manual.

There will probably be incompatibility between the existing computerised systems ie. MDIS Urica, Bookshelf, DynFx and the Strathclyde Regional Council School Library Service Systems.

There is also a variety of computerised information provision which is also likely to be incompatible. For reasons of scale, cost effectiveness and efficiency, an integrated library system should be introduced as soon as possible.

This is a unanimous recommendation.

To achieve this the options are: Options: 1. to extend the MDIS system to include other authorities, 2. to extend the Bookshelf system to include other authorities, 3. to replace both systems with a new authority wide system.

2 5. Disaggregation of Strathkelvin District Council’s Library System There will be a specific problem in relation to the continued operation of Strathkelvin’s system in the 3 transfer libraries after 1 April 1996. However, it is confirmed that both Motherwell and Monkland’s systems will be able to be expanded to accommodate it at a small additional cost. However, it would also be possible for Strathkelvin to continue to support the 3 libraries until some appropriate time on an agency

Y basis, although this will affect their potential to integrate libraries in East .

Depending on timescales for the introduction of an integrated system, interim arrangments are likely to be required to manage Strathkelvin’s transfer libraries. Options: 1. to add on to MDIS system, 2. to add on to Bookshelf system. 3. Strathkelvin to continue to provide service on an agency basis. 15 17 26. Library Buildings Strathkelvin will transfer 3 libraries to North Lanarkshire.

Associated resources will require to be estimated for transfer and arrangements for the administrative support for these buildings will require to be made. Options: To be addressed.

27. Mobile Library Service Service provision to the extent of approximately 1/3 of a single mobile library route will require to be transferred from Strathkelvin and support services identified.

Issue: How will this be effected and services maintained. Options: 1. Can spare mobile library capacity be identified in 3 existing authorities? 2. Additional mobile library to be made available. 3. Service carried out on agency basis by Strathkelvin.

28. Strathkelvin District Council Dissagregation Of Resources The North Lanarkshire proportion of general Strathkelvin library resources requires to be identified for transfer. Option: To be addressed.

29. School Library / Educational Resource Service (ERS) School Library Services in Strathclyde Region are provided by the ERS. Each divisional resource centre provides access to such resources as training, teaching and learning materials, multi cultural and health education, professional development, local history materials and collections of artefacts of various types. Provision also includes access to bibliographic and information services.

Additionally each secondary school has a school library, with a professional librarian. Strathclyde Regional Council are currently restructuring to enable school library services in primary schools to be developed and consideration should be given to the disaggregation of resources to North Lanarkshire. A key issue will be the relationship between the public library service and the school service.

16 18 Options: 1. Responsibility for providing support services for schools on library matters becomes part of a wider library responsibility. (If the service is transferred to a wider library service will it take responsibility for all functions currently carried out by the ERS, or will some of these be devolved to schools, or to other units within the Education Department). 2.The ERS is retained as a unit separate from the public library service.

30. - Community Education and Information Provision The main interface/overlap between libraries and Community Education (other than the Urban Programme) appears to be in relation to public information provision and this requires to be assessed and appropriate action taken to avoid duplication of service provision. Options: To be addressed.

3 1. Museum Storage and Accommodation There is no spare existing storage capacity in any authority available for archives / additional materials, e.g. from Strathkelvin District Council / Strathclyde Regional Council. (However CDC accommodation is currently being investigated). Additional accommodation will require to be identified to store additional material. Options: To be addressed.

17 19 32. Museum Object Collections

3 2.1 Strathkelvin District Council :- North Lanarkshire provenance material requires to be identified for transfer - ie both discrete and wider provenance resources. Bequests which cannot be transferred require to be identified.

Suitable location for public access to be identified as 3 transfer libraries may not be suitable.

3 2.2 Strathclyde Regional Council Education Resource Service (formerly School Library Service) :- The Service holds local history materials for use by schools. Addxionally some of the collections have been relocated to secondary schools on a permanent basis. North Lanarkshire provenance materials held by Service will require identification. Future operation of the service should be considered, in relation to the overall provision of museum & heritage services in North Lanarkshire.

32.3 Strathclyde Regional Council Museum Education Service :- The lluseum Education Service is currently based in District Museums and additionally operates Scotland Street .\Iuseum. The most effective way to deliver museum education scn-~ceswithin the overall provision of museum & heritage services in SodLanarkshire must be established.

\!-ill Scotland Street Museum transfer to Glasgow Council without tcnhe: implication for North Lanarkshire Council and are there Xorh Lanarkshire provenance materials held by the Museum Educanon Service which could be disaggregated.

3 2.4 1:alue of Collections These should be established if not known, especially for any items llkely to be of significant value. In addition, the adequacy of security / insurance arrangements in relation to collections or items to be transferred should be confirmed.

Options: To be addressed.

18 20 3 3. Local History Materials - Libraries Strathkelvin District Council:- Items frvith ATorth Lanarkshire provenance to be identified for transfer and / or copying - depending on wider provenance resources. Bequests which cannot be transferred to be identified.

Suitable location for public access needs to be identified as 3 transfer libraries may be unsuitable. Strathclyde Regional Council - Education Resource Service holds local history materials for use by schools. Additionally some materials have been relocated to schools on a permanent basis.

Identification of all North Lanarkshire provenance requires to be carried out and the implications of copying items with wider provenance are to be determined. Where will Strathkelvin material be available for public access? Is there a practical or desirable option of leaving Museum & Heritage materials in Strathkelvin, and arranging access for North Lanarkshire residents.

Future operation of the services to schools should be considered in relation to overall provision of museum & heritage services in North Lanarkshire. Options: To be addressed.

34. Glasgow District’s Open Museum Service Strathclyde Regional Council provides funding to Glasgow District Council’s Open Museum service on the basis that it is operated as a service to schools throughout Strathclyde Region. The future operation of this service should be considered in relation to the overall Museum & Heritage provision within North Lanarkshire. Options: To be addressed.

3 5. Archeological Services Strathclyde Regional Council Department of Physical Planning has recently introduced an archaeological service. This has an obvious interface/overlap with the District Museum Services. Options: To be addressed.

19 21 36. Support of Local External Arts Groups This support includes grants allocated through the only District Arts Council. Again there are extreme variations in practice between Districts and between Districts and Region. Options: To be addressed.

37. Conditions of Let General variations in conditions of let will be problematic if not addressed at an early stage. There is also variation in advance booking practices. This ranges from restricting to one year in advance to no limit.

There are informal restrictive practices operating in relation to particular types of lets. Options: To be addressed.

3 8. Regional Council Interface The main interface with Strathclyde Regional Council will be: 1. Availability of school accommodation, e.g. Cardinal Newman Theatre currently managed by Community Education after school use. 2. Other accommodation and services, e.g. Cleland Arts Schoolhouse, Henderson Theatre, mainly through Community Education. 3. Direct Arts provision carried out by Community Education and staffing implications. 4. Arts provision carried out by Social Work Department, Arts and Culture “function” and staffing implications. 5. Substantial range of grants and subsidies given to arts related groups and organisations. 6. The potential of Strathclyde Park as an Entertainments venue.

Consideration should be given to how the existing Regional Council arts related resources can best be directed in the new Authority, to avoid duplication and to enable clear responsibilities and accountability. Options: To be addressed.

20 22 39. Public Art This increasing activity is currently carried out by different departments depending on authority. Mainly Leisure and/or Planning. However this is generally carried out independently. Confirmation is required of respective roles of Departments in relation to public art. Options: To be addressed.

40. District Arts Councils There are no Arts Councils currently in existence within new North Lanarkshire area although one group is currently grant- aided through Strathkelvin Arts Council.

Monklands is currently considering setting up an Arts Council by merging the 2 existing Arts Guilds in Airdrie and Coatbridge. Options: To be addressed.

41. Community Centres Nine Community Centres are being transferred from Strathkelvin and administrative support is required for these. Options: 1. Administrative support is provided by one of Cumbernauld & Kilsyth, Monklands or Motherwell. 2. Strathkelvin continues to provide administrative support to the centres on an agency basis in the short term.

42. Community Education Centres Community Education Centres are managed by House Committees which take responsibility for many management aspects of the Centre. Will Community Education Centres continue to operate on a separate basis to the general community cenues within the new Authority or will the service be standardised? Options: To be addressed.

43. BookmgDiary Systems Four independent booking/diary systems are currently operating and these include both manual and computerised systems. Future rationalisation of boolung procedures will require consideration. Options: To be addressed. 21 23 SPORT

44. Sports Development Strategy The 4 authorities have in place wide and various programmes which seek to develop sport from grassroots involvement, through to support for athletes and clubs of national and international standing. The future success of Sport within the new hthority rests on the full implementation of a coordinated Sports Development Programme, contained fully within a mainstream budget. This programme will hope to see the creation of more sports specific Development Officers in the future, who will work in conjunction with established clubs. Where appropriate, they will create and develop structures to enable the establishment of new clubs, including amalgamation of clubs where consensus will allow. Interwoven with the above considerations is the important role that most local Sports Councils currently play in Sports Development within the new area.

An initial structured framework should be established until such times as a complete review of the programme can be carried out. Options: To be addressed.

45. Talented Sports Pass Scheme There are different versions of Talented Sports Pass Schemes within the authorities which make up North Lanarkshire.

The Talented Sports Pass Scheme is seen as an integral part of the development of athletes of National and International standard. Such a system should therefore be maintained and a standard criteria for qualification should be established in early course. Recommendation: A standardised Pass Scheme be adopted by the new Authority.

46. Support For InternationaVNational Events Attracting major international sporting events should be part of the new ethos of North Lanarkshire Council.

Quite apart from the important PR value, beneficial motivational effects of such events on the development and aspirations of local sports persons are of the utmost importance.

22 24 International and National sporting events should continue to be supported by the new Authority. Due to the need for extensive forward planning on behalf of National Governing Bodies and the media an early decision will be required in respect of the above. Options: To be addressed.

47. District Sports Councils All 4 Districts are involved in the Executive Committees of their respective Sports Councils, with the active participation of Officers and Councillors alike. Also, all 4 authorities provide total secretarial support, with appropriate staff time allocated. At present, the current level of total funding support for all 4 District Sports Councils, will be in the region of E30,000. Also, the make up of the respective Executives within the various authorities has historically involved the Provost and/or the Convener of Recreation and Leisure.

The constitutions of the respective Sports Councils, will also require to be reviewed.

Options: 1. Remaining as at present ie., 3 (or 4 depending on the decision taken by Strathkelvin District Council) separate, totally autonomous Sports Councils, each making separate representation to the new Authority for funding.

2. The local Sports Council retaining autonomy, with representatives from each forming a select Committee who would interact with the new Authority.

3. Forming a single North Lanarkshire Sports Council with sub-sections based in each of the present Districts.

4. Forming a North Lanarkshire Sports Council to which the present local Sports Councils would affiliate.

5 .Forming a North Lanarkshire Sports Council with sub-sections representing groups of sports eg., water sports, racket sports, martial arts, team sports etc.

23 25 48. International Sports Trust International Sports Trusts play an important role in the support of National and International athletes within all four Districts. Historically, funding has been made available to assist athletes competing at National and International sporting events, both home and abroad. Given the make up of the trustees of the existing International Sports Trusts, the formation of the new Unitary Authority may effectively dissolve the existing Trusts. However, legal advice as to the procedure for altering the trust deeds requires to be sought.

- The range of options will be determined by the legal advice obtained in relation to the above. Some clarification may also be required from the Scottish Sports Council, given that this body aided the various International Sports Trusts at their initiation. Options: To be addressed.

49. Strathclyde Regional Council Grants Strathclyde Regional Council presently administer the funding of various grant schemes, specifically relating to sporting activities. Grants involved include: a) Social strategy grants for sporting events. b) Sports for the disabled. It is anticipated that there are considerable funds involved in relation to the above. It is therefore imperative that representation is made as soon as possible in relation to North Lanarkshire’s share of the overall Strathclyde budget. Clarification is required with a view to fully identifying the budget which may be reallocated to the new North Lanarkshire Authority. Options: To be addressed.

24 26 PARKS & AMENITY

50. Accuracy and Reliability of Land Records This refers to the Map / Plan information held by each authority upon which CCT contracts are based. Each of the merging authorities operates different mapping information systems which all have different levels of accuracy. This will need to be resolved for future CCT contracts as there will be financial implications involved in any change. Options: 1. Use Of Ordnance Survey Information 2. Management Services or equivalent Documentation 3. Digital MeasuremendMapping (GIS)

5 1. Plant Production Some authorities are self sufficient in plant production and others buy in bedding plants from private nurseries.

Recommendation: To discontinue the purchase of plant material from private nurseries and utilise existing production units to maximise efficiency.

52. Strathclyde Regional Council /DC Agency Contracts For Road Verges Etc Each District Council has existing agency agreements with the Regional Council at varying levels of standards.

Subject to the political decision on where the road functions/services will be placed in the new structure, there will be a need to harmonise standards of senice. Options: To be addressed.

5 3. Cumbernauld & &lsyth District Council Harmonised To 3 7 Hours Per Week The amalgamating authorities employ manual staff on various hours throughout the year ie., the manual employees of Cumbernauld & Kilsyth District Council and Strathclyde Regional Council are presently on a 3 7 hour week as opposed to the remainder who work a 39 hour week.

25 27 There will be need for further negotiation regarding the remainder of the amalgamating workforce as and when the occasion arises. Options: To be addressed.

54. Cumbernauld Development Corporation Staff and Assets There are significant ground maintenance activities and landscape design services within the Corporation. Option To be addressed.

5 5. The Integration of 7 District Contracts With Strathclyde . Regional Council Contracts This item refers to School Grounds, residential homes, health centres, and other public buildings and embraces grass cutting, tree maintenance, shrub bed maintenance and weedkilling. Options: To be addressed.

56. The Disaggregation of Strathkelvin District Council’s Grounds Maintenance Contract An existing Grounds Maintenance contract will span 2 boundaries in April 1996 and will require disaggregation.

The percentage of land mass has now been identified and discussions are being progressed to clearly identify resources.

There are strong justifications for including this contract within one of the existing contracts. Options: To be addressed.

5 7. The Harmonisation of Cemetery Charges Across the North Lanarkshire Council a range of charges eldst for disposal of the dead and this sensitive issue requires early resolution. Option: To be addressed.

58. Harmonisation of Bonus Sickness Payments Certain anomalies exist between amalgamating authorities varying from fixed payments, payment by results to fixed sickness absence levels. Option: To be addressed.

26 28 ISSUES FOR RESOLUTION BY APRIL 1997

General

59. Dual Use and Management of Schools Facilities This was identified as a key issue by COSLA and many other organisations at the time of the last reorganisation and no substantial progress has been made since that time within the North Lanarkshire area. Elsewhere in Scotland are many examples of good practice in this regard and the creation of North Lanarkshire Council provides a new opportunity to finally make things happen.

School premises contain theatres, sports halls, swimming pools, pitches and arts based throughout our communities and they provide an impressive infrastructure of leisure opportunities. Some premises are used by the general public at certain times via the Community Education service but there remains a vast untapped potential for CO -operation and service development. The new Authority structures, Devolved Management of Resources and other issues will impact on future arrangements. Options: To be addressed.

60. Rationalise Approach to Grants & Subsidies National organisations and many local groups in the leisure field apply to a plethora of council (and council supported) bodies for grant aid and subsidies. Multiple applications are often submitted and varying responses apply. Collectively, these financial awards amount to a very substantial proportion of leisure funding and rationalisation of policy and procedures will be required. These funds are presently managed by District and Regional authorities. Option: To be addressed.

27 29 CULTURAL SERVICES

61. Building Maintenance Only Cumbernauld & Kilsyth and Strathkelvin have pre-planned maintenance programmes. (Strathclyde Regional Council information not yet known) and there are also different procedures among District authorities for obtaining building repairs. Options: To be addressed.

62. COSLA Standards For Library Provision Revisions are due to be produced before 1 April 1996 and this may require some action to ensure minimum standards of library provision. Options: To be addressed.

63. Museum Collecting Policies All Districts have a collections management / acq~sitionand disposal policy of some form.

There are unlikely to be significant issues arising from these. However, these policies will require to be further considered alongside the current collecting policy of Summerlee which collects on a regional and national basis.

The Education Resource Service additionally has local heritage resources. Options: To be addressed.

64. Arts Development Plans 2 of the 3 Districts have strategic plans in relation to Arts Development. One District only includes Entertainments development. Strathclyde Regional Council services under Social Work, Education and various expenditure on grants and subsidies may or may not have appropriate strategic plans. Options: To be addressed.

28 30 65. 1.T Only one authority has a computerised Venue Management System, which includes a ticketing facility, with computerised ticketing outlets at libraries. Other authorities have manual systems. The development of integrated computerised venue management systems will require to be considered. Options: To be addressed.

66. Product - Form Of Contract Etc The options to engage or contract performers are limited in some Districts. Recommendation: Standard commercial practices should be adopted.

67. Performing Arts Groups Practices differ between authorities in relation to the support and operation of local performing arts groups. These include operation as a mainline departmental activity or support in kind or financial support. Membership is restricted to district residents in one authority only. Options: To be addressed.

68. Production Selection In addition to gaps there are currently some overlaps of varying standard, or potential overlaps in entertainment and art provision e.g. pantomime. A co-ordinated approach to programming may provide a more balanced provision and additionally lead to more cost effective service.

Rotation of product should receive consideration. Options: To be addressed.

69. Box Office Operation

6 Box Office facilities are not generally provided in 3 out of 4 Districts. There is a potential to develop Box Office operations within North Lanarkshire to achieve maximum selling potential. This will be assisted by the extension of computerised facilities. Options: To be addressed.

29 31 SPORT

70. Club Use of Sporting Facilities A balanced programming of sports facilities in the new Authority is essential. To this end, a complete review of the existing sports programmes offered by the 4 Districts is required with a view to obtaining a realistic balance between club usage and individuaYcommunity access. Options: To be addressed.

PARKs&AMENITY

71. Horticultural Centre (or Centres) of Excellence This refers to the varying Horticultural visitor attractions which exist in each authority and would be suitable to serve as future centres of excellence.

Steps should be taken to produce a marketing strategy and identify areas of specialism and to promote and develop for local communities. Options: To be addressed.

-1 I -. \arl\ing Specifications For Grounds Maintenance .U!the existing districts have adopted different standards for Founds maintenance. The North Lanarkshire Council will need to intr~mtespecifications to ensure a balanced standard Authority - IL~C2nd to select best practices from respective specifications to 3chlcve value for money and a quality product. Options: To be addressed.

73. Alobile Play, Staffed Play and Play Development Staff h-orth Lanarkshire will inherit a wide and varied range of equipment including mobile, static and supervised locations. The respective Districts have varying levels of commitment and financial input to their development and maintenance.

Ontion:- r --- To be addressed.

30 32 74. Entry To National Flower Shows There are varylng levels of commitment to garden competitions, flower festivals, demonstration gardens, bulb shows and exhibitions at National Flower Shows. Option: To be addressed.

75. Integrated Client Contractor Information Technology Systems Within existing Authorities there is a varying level of integration between client and contractor including a combination of computer/paper systems for work programmes, variations to contract and invoicing. Some of these systems have links to facilitate electronic transfer of information.

Steps should be taken to adopt best practice from the merging authorities and evaluate existing systems and further develop as finance becomes available. Options: To be addressed.

76. Urban Colour / Floral Display Strategy for North Lanarkshire Council This refers to the use of floral plant material for the streetscape of urban areas. North Lanarkshire Council should continue to pursue present policies and seek to improve the quality of the environment, adopting best practices from mergmg authorities. Options: To be addressed.

77. Integration of Cemetery Records Cemetery records are held in a number of ways across North Lanarkshire Council including computerisation, burial ledger and lair register.

Careful assimilation of all cemetery details is required to ensure accurate case history of all burials within respective cemeteries.

The potential standardisation of computerAedger books is still under investigation. Options: To be addressed.

31 33 78. Exempt / Non Exempt Contract Areas eg Cemeteries, Fencing The merging authorities have decided on varymg levels of exposure to CCT. Optional activities include cemeteries, fencing, drainage, workshops and glasshouses. Options: To be addressed.

79. Client Monitoring Contractual requirements and the provision for financial penalties vary between the merging authorities. Option: To be addressed.

80. Care of Gardens The merging authorities administer the scheme through varying bodies with different levels of specification and different qualifymg criteria. Option: To be addressed.

81. The Future Network of Cemetery Provision The existing authorities have developed their own strategies for cemetery provision which include several new developments and these strategies should be reviewed in light of the new North Lanarkshire Council. Options: To be addressed.

82. The Rationalisation of Ranger Services Within The Authority Countryside Ranger Services operate to varying degrees throughout the various District and Regional facilities: Important links are forged between the Ranger Service and the community in providing educational and environmental awareness of the countryside. Option: To be addressed.

83. Entries For Scotland In Bloom This is one of the activities which can achieve national recognition for an Authority’s horticultural efforts and present authorities participate to varying levels.

32 34 Active participation should be encouraged in pursuing a policy of commitment to meeting the criteria for inclusion in the competition. The benefits to be accrued will result in a colourful and attractive environment which will contribute in raising the image in towns and villages. Options: To be addressed.

84. Differential Workmg Year The amalgamating authorities with the exception of Cumbernauld and Kilsyth District Council and Strathclyde Regional Council work a 3 9 hour, 52 week year. Cumbernauld and Strathclyde Regional Council (Building Works) operate shorter Winter and longer Summer working hours. Options: To be addressed.

85. A Structured Policy For Play Development Play development is structured differently between the various authorities and an integrated policy will be essential for service and resource planning. Options: To be addressed.

86. The Rationalisation of Landscape Design Staff & Services Presently the service is provided via Leisure, Planning, Technical Services and private consultants. Consideration should be given to embracing the existing landscape design teams from the merging authorities within the leisure function. Options: To be addressed.

87. The Future of Funding Partnerships In past years substantial funding for environmental projects has been sought and obtained from various bodies such as Lanarkshire Development Agency, Urban Programme, Scottish Natural Heritage, etc., and a CO -0rdinated approach must be established. Option: To be addressed.

88. Adoption Policies For Open Space The merging authorities currently have different policies in place. Options: To be addressed.

33 35 ISSUES FOR RESOLUTION AS CIRCUMSTANCES PERMIT t

General

89. Joint Marketing Opportunities An effective marketing operation is an essential pre-requisite for the leisure function. Many of the services provided depend upon entrycharges and other client payments while the free access services reflect a massive investment in authority resources and should be maximised. The level of marketing activity varies between services and between authorities but the economies of scale of North Lanarkshire will be able to demonstrate significant benefits within existing aggregated costs. Options: To be addressed.

90. Urban Programme Strategy and Future Funding Monklands, Motherwell and Strathclyde Region are involved in a wide range of leisure related urban programme projects. Current projects in one area may have become mainstream and have been discontinued in another, depending upon the original project start date.

A rationalisation will be required to establish (a) common policy criteria for new applications and (b) common assessment criteria for projects reaching the end of the Scottish Office funding period. Options: To be addressed.

CULTURAL SERVICES

91. Cataloguing Support Service: Various editions of Dewey Decimal Classification are currently in use and this needs to be standardised. This will also be achieved with introduction of integrated computerised system. Options: See Elsewhere.

92. Stock Processing: Stock processing duties are carried out by staff and/or suppliers depending on authority. This is very labour intensive and will require to be reviewed. It is also likely to be reduced by the introduction of an integrated computerised system. Options: To be addressed 34 36 93. Management Committees / User Committees of Community Centres With the exception of one District, all authorities have management committees for some buildings only, together with various constitutions. This will require review. Options: To be addressed.

SPORT

94.- CCT Contract Conditions and Monitoring At present time Strathclyde Country Park and Community Education are exempt from CCT deliberations involving sports acti~ties.There are fixed Leisure Management Contracts in existence, with the earliest expiry being the contract for the Iain Nicolson Centre, Strathkelvin District Council District, which expires on 3 1 December 1995 and will therefore be deferred to 1997 onwards. Options: To be addressed.

95. Client Monitoring Conditions Interlinked with the existing CCT Contracts, each authority presently operates client monitoring procedures which best suit the existing requirements of the 4 participant authorities. Following on from item 1 above, it is therefore apparent that the monitoring procedures require to be reconsidered, with a view to achieving a standardisation of approach.

Existing client monitoring procedures are considered sufficient at this moment in time, but should be reviewed in order to achieve a standardised approach. Options: To be addressed.

35 37 96. Out Reach Community Fitness Programmes There are varying levels of provision within the existing authorities. It is however suggested that there should be a strategy to ensure that all communities will be the recipients and beneficiaries of a community fitness programme. Further discussions will be required with appropriate bodies with regard to future joint funding arrangements eg., local Health Boards, Scottish Office etc.

It should also be noted that 3 of the participant authorities are in the early stages of introducing GP Referral Schemes which will hopefully be further developed. Options: To be addressed.

97. Community Sports Events A comprehensive list of events, covering the full spectrum of activities and community events has been completed. However, given the diversity of events, it is apparent that a strategy should be developed in relation to the programming and organisations with the emphasis being laid fully on the consolidation of all existing events. Options: To be addressed.

98. Community Education Information is awaited from Community Education, specifically in relation to budgets of respective facilities, the qualification for obtaining a booking within respective facilities, and also a list of bookings within facilities during “after school”, weekend and school holiday hours.

It is also recognised that further discussions are required in relation to managed facilities which may be more orientated towards sports activities, as opposed to education type activities. However, the issues of access to schools facilities in general will require considerable discussion with both School Boards and Head Teachers. Access to stand alone Community Education facilities , require discussions with not only community education in general, but also with Interim Management Committees which.operate within many of the facilities. Options: To be addressed.

36 38 99. Sports Injury Clinic Presently, Cumbernauld & Kilsyth District Council is the only authority within the new North Lanarkshire area which provides a Sports Injuries Service to athletes in general. However, the benefits of such a provision are readily recognised and it would be appropriate to review sports injury provision in general, with a view to establishing further Clinics within the North Lanarkshire Authority. Options: To be addressed.

100. .I.T. There are various systems in place within the participating authorities and further discussions should take place with regard to ensuring a degree of compatibility where possible. Finances will dictate the timescale involved in this operation but existing sports facilities can continue to fully operate on the basis of their present stand-alone I.T. Systems meantime. Options: To be addressed.

10 1. Maintenance Support For Plant And Equipment Various arrangements are in place with regard to the maintenance of Sports Facilities and associated plant and equipment within respective authorities. The current approach ranges from dedicated Maintenance Teams within facilities, through to the use of District Council DLOs and external contractors.

Options: 1. The creation of an integrated, stand alone engineering/maintenance section within the new Authority to service all existing sports facilities and associated services.

2. To continue to make use of existing arrangements.

3. To consider the use of external contractors and the negotiation of large scale maintenance contracts.

37 39 102. Relationshp with Governing Bodies A comprehensive array of sports are presently assisted through the cooperation and assistance of numerous governing bodies. It is recognised that a standard approach will require to be developed within the new Authority. Options: To be addressed.

103. Biological Recording / Habitat Surveys This is the process of gathering information on flora / fauna to ensure accurate audit information at given periods of time for conservation, environmental education purposes and consultation. The geographical coverage and level of recording varies. Options: To be addressed.

104. The Potential For Collaborative and Conservation Projects With Schools And Other Educational Bodies This is viewed as an extension of the existing ranger service recognising the enormous asset of conservation activities and the need for greater promotion within schools and other educational circles. Option: To be addressed.

105. Best Kept Garden Competition Competitions of this nature play a role in encouragmg members of the community to take a greater interest in the quality of their immediate environment and present provision is variable. Option: To be addressed.

107. The Locations and Quantity of Flower Festival and Bulb Shows The merging authorities have a range of activities that take place in a number of locations throughout their Districts and detailed evaluation is required prior to event programming. Option: To be addressed.

38 40 . -.

Leisure Services Working Group I I I I I General Cultural Services Parks & Amenity Sport & Leisure

Strategy Libraries *Ground Maintenance *Sport & Leisure Management Staffing Museums & Heritage Conservation Sports Development Finance Entertainment Plant Production Swimming Pools b IT Community Arts Landscape Design Leisure Centres U U Property Performing Venues Cemeteries Sports Centres tD 3 *Bats & Catering Arts Centres Country Parks Community Fitness e Marketing Community Centres Horticultural Visitor Centres Golf Courses k' Research Arts Councils Plant Collections Pitches & Pavilions Tourism Information Services Animal Collections Sports Injuries Clinics Training Art Galleries Ranger Services Sports Councils Charges Historic Buildings Care of Gardens Trusts Public Art Play Twinning Archives CCT Urban Programme Grants and Subsidies "Client and Contractor Appendix 2

North Lanarkshire m A Selection of District Facilities

Arts Centres 3 Bowling Greens 26 Butterfly Farm 1 Cemeteries 17 Cinema 1 Community Centres 99 Concert Hall 1 Country House 1 Country Parks 3 Golf Courses 2 Leisure Complexes 3 Libraries 24 Mobile Libraries 6 Museum & Heritage Centres 7 Parks 250 Pitches 163 . Play Areas 312 Production Nurseries 3 Sport Centres 6 Swimming Pools 4 Theatres 5 Town Hall 1 Wi ldli f e Collection 1 etc. etc..

42 Appendix 3

Usage each year - some indicative examples

3,372,000 Library Issues 1,600,000 Sports Centre Admissions 1,220,000 Bedding Plants Produced 1,200,000 Swim Admissions 21 0,000 Theatre Ad mi s s io ns 180,000 Museum Visits 80,000 Rounds of Golf 56,000 Information Enquiries 22,000 Function Meals Prepared 21,000 Community Centre Lets 2,366 Interments

etc.etc..

43 North Lanarkshire = Distribution of District Facilities

Motherwell Monklands Cumbernauld Strathkelvin

Libraries 10 6 6 Pools 3 2 1 Leisure Complexes 1 1 1 1 2 3 - * Museums & Heritage 0 3 1 U Cemeteries 7 6 rD 1 3 Sports Centres 4 1 Q Community Centres 43 29 18 9 2' 8 9 8 1 P Bowling Greens - Indoor Bowling - 1 1 - Golf Courses 1 1 Play Areas 134 107 52 19 Tennis Courts 6 - 8 3 Synthetic Pitches 2 1 1 Theatres 2 2 2 Concert Hall 1

I' 'I

Some Comparative Charges

Motherwell Monklands Cumbernauld, Stra th kelvin

Library Fines 0.20 0.20/0.30 0.20 0.30 (recovery charge) (recovery charge) Sunbed 3.30 2.30 3.50 4.20 P Bath/S hower 1 .oo 0.40 0.55 0.50 73 P 'b m cb Badminton 3.20 3.10/3.40 2.55 3.50 3 e Conditioning Room 1.50 1.25 1.55 2.20 i7' VI Purchase of Lair 45.50 34.00 30.60 142.00 Community Centre per hour Mon-Fri 2.30 9.70 2.80/5.60 3.70/11.40 Non-Commercial Pitch & Pavilion 8.80 11.oo 9.20 15.00/22.00 Swim (trod) 1.10 0.85 1.20 Different concessions / off peak charges apply. Appendix 6

Cumbernauld Development Corporation

Leisure assets transferring may include:

Broadwood Stadium Community Rooms (8) Cumbernauld Rugby Club Grounds Condorrat Nursery Town Park Play Sculptures GIS Design IT Package Broadwood Loch Environmental Art Works

Leisure emdovees transferring may include:

Landscape Design Team Ground Maintenance Employees

46 Appendix 7

North Lanarkshire Leisure = Some Potential Overla ps/l nterface with SRC

DeDartment Service

Building & Works Ground Maintenance

Catering Direct Bars & Catering client & contractor

Chief Executive Arc hives Grants to Cultural organisations Sport for the Disabled

Education Use of premises especially pools, pitches, theatres, Education Resource Service Museum Education Service Community Education Leisure tuition Open leaming/OU support Community Education Centres Grants

Planning Landscape Architects Conservation Archaeology

Roads Direct Ground Maintenance

Socia I Wo rk Arts/Sport for the Disabled etc. I nf ormation/Advice Services

Strathclyde Park Total Service

47 Appendix 8

Disaggregating Strathclyde Park?

NLC 60% land area

SLC 40% land area

Watersport Centre Bowling Green Loch Tennis Courts x 10 Rowing Course Putting Green Fairground Pitch & Putt Caravan & Camping Site Golf Course - 9 hole Bridlepaths Play Areas x 7 Play Area x 1 Footpath x 50km Footpath x 10 km Roman Baths Grass Pitches x 10 Conditioning Gym Pavilions x 2 Grass Pitches x 3

Hotel Target Range Visitor Co mpl ex

48 North Lanarkshire Council Joint Working Group Report Catering Services

March 1995 CATERING SERVICES

THE EXISTING SERVICE

Purpose of the Report At the request of the Joint Worlung Group, officers from the District Councils and the Regional Council met on a number of occasions in order to exchange information and to facilitate an informed discussion on the options for the delivery of catering services to North Lanarkshire Unitary Authority.

-Existing Services Each Council provides catering to the public and internal customers on behalf of Council Departments as diverse as Police, Fire, Education, Libraries, Sports and Leisure and Strathclyde Park. In addition, civic catering is provided as required.

Scope of the Service It is anticipated that the new authority will inherit the following responsibilities and resources. Statutory (CCT) Non-statutory Totals Units Staff Value Units Staff Value Units Staff Value €000 $000 €000 Education Primary 133 5SS 3281 133 SS5 3281 Secondary 28 266 1749 28 266 1749 Nursery 87 50 8 7 50 Special 43 32 9 33 176 9 33 176 Other Social Meals on Wheels 27 - 89 27 - 89 Lunch Clubs 61 - 219 61 - 219 Childrens' Homes - S 9 134 S 9 134 Adult - 26 11 2 6 11 Training Cenues - IS 77 883 IS 77 883 Homes for Elderly 2- 20 16 27 142 18 27 162 Building & Works 19 96 - 1 9 96 Total 264 840 SS36 47 IS2 1346 311 992 6882

1 50 Legislation District Council catering contracts are subjected to competitive tender through Sport and Leisure Management Legslation and under the Local Government Act ‘Other Catering’.

The principal legislative obligations affecting regional catering services include; the provision of the free school meal and the obligation to subject the “school meals” service to competition, along with “welfare” and “other” catering which includes staff restaurants. Additionally, there is considerable legislation relating to Food Safety and Health and Safety which is a major factor in all catering operations and requires due diligence arrangements to be put in place for the protection of the council and its customers.

Contract Periods Council Contract DSO/Contractor Expiry

Cumbernauld & Sports and Leisure DSO & May 1998 KilSyth Management Contractor Monklands Sports and Leisure DSO Jan 1996 Management

Motherwell Sports and Leisure DSO 1998 Management other Catering

Strathclyde Schools Welfare DSO 23 July 1995 and other Catering

Strathkelvin Sport and Leisure DSO 1996

The Issues CCT The Scottish Office original announcement suspended CCT for a transitional period enabling it to be extended until 1 October 1997. The DSO may amend specification and price in negotiation if necessary with the council. The Secretary of State recently announced an extension to this period allowing competition to be phased back up to 1 July 1998, being the date when the contract is to be let rather than the contract work begins.

2

51 The “Trust” status of certain facilities in Monklands District Council requires clarification.

Cumbernauld and Kilsyth The locations which will transfer into the North Lanarkshire authority include:

The development corporation which buys in its own catering service and is not subject to competitive tender. The Tryst Sports Centre forms part of the council’s sports and leisure contract. It is the largest of this council’s catering . services, with a turnover of $208,000 per annum. The service at this location employs 18 staff and is operated by the in-house catering organisation.

A further facility is operated at Broadwood Stadium by a commercial contractor. Civic catering and catering in public halls is also arranged as required.

Monklands The Time Capsule, Coatbridge, is the main facility to transfer. Catering at this location has a turnover of $500,000 and is subjected to competitive tender under Leisure Management Legslation. The conuact is operated by the in-house catering organisation and is due for re-tender in 1996. As well as providing civic catering this location also provides catering to Summerlee and Drumpellier. Civic catering and catering in public halls is arranged as required.

Motherwell Catering at Motherwell District Council includes the Civic Centre/Theatre Complex, Aquatec, Shotts Leisure Centre, Bellshill Centre, Wishaw Sports Centre, Matt Busby Sports Centre and the Wishaw Pool. The turnover aggregates to some $950,000 and involves 60 staff. The majority of catering is subject to CCT under ‘Other Catering’ and is due for re-tender before 1998. Civic catering and catering in public halls is arranged as required and is understood to be “as of right” work for the DSO.

3 52 Strathclyde Strathclyde transfers 3 11 units into North Lanarkshire Unitary Authority, this represents a turnover of g6.9 million of which 80% is subject to CCT under Schools, Welfare and Other Catering. The contract is due for re-tender before July 1998.

The majority of catering services provided relate to the departments of Education and Social Work.

The number of management, administration and client staff likely to be inherited by the new Authority is 24, out of a total of 170. Staff in personnel; training; IT and finance are based in the catering headquarters at Buchanan Tower, .

The provision of free school meals is a key element in the Social Strategy adopted. The total number of school meals provided in North Lanarkshire is 3.5 million per annum, of which 52% are free.

Catering Services also include emergency feeding arrangements, which are co-ordinated with local emergency plans and special catering for council functions. Management overhead costs for statutory work are included in the figures detailed on the front page. Overhead costs relating to the client organisation and the management of non statutory activities are separately budgeted as part of the revenue estimate arrangements. Catering Services undertake work on behalf of other depaments. Budgets for this work in relation to client and DSO services are resourced from within customer departments. Catering Services is therefore not currently a budget holder in its own right. Similarly, in terrns of the existing catering contract, any cash income received is banked in the customer's account.

4 53 Strathkelvin Strathkelvin District Council will transfer vending services provided at the Iain Nicolson Recreation Centre, , and at the Chapman Pavilion. Catering services are also provided to staff at the Community Maintenance Depamnent based in Buchanan Business Park, Stepps. The turnover of these activities is in the region of $1 3,000 per annurn and involves 2 staff.

Other Contracts Coatbridge College - A fee is charged for the use of Catering Direct’s purchasing contracts, invoice processing facilities and the provision of management information. Craighalben Centre - The Craighalbert Centre, Cumbernauld, funded by the Scottish Office, is contracted with Catering Direct until 1997 for its provision of all catering services.

Motherwell College - Motherwell College is contracted to Catering Direct until 1996 for the provision of all catering services but staff are employed by the College.

Transfer of data and Resources The data which will enable a smooth transition to North Lanarkshire Unitary Authority is currently being compiled. This is in relation to the transfer of staff, stock in hand, vehicles, contracts for supplies, CCT databases, files and office equipment. There is contractual activity outwith the mainstream Regional contract which will require decisiodacceptance by North Lanarkshire Unitary Authority in relation to the catering service provided at Craighalbert Centre, Cumbernauld and Coatbridge and Motherwell Colleges. Kitchen premises, equipment and dining furniture will transfer as the property of each customer department. The disaggregation of vehicles operated by Council Catering Services vehicles together with those operated by Internal Transport will require consideration in order to ensure the availability of transport for the distribution of meals.

54 Decisions and Priorities 1. A client department will be required in order to submit catering services to competitive tendering. Thereafter to control the contract representing the interests of the authority and its customers.

2. The creation of a competitive DSO will be required in an authority where the decision is taken to deliver services as a council function.

3. North Lanarkshire may consider the benefits and option of a separate client department or a twin hatted department, which comprises the client (as purchaser on behalf of the council) and the DSO (as provider). 4. Develop commercial strategies which ensure that the DSO is capable of achieving a statutory financial objective of a 6% return on capital employed. If the DSO fails to achieve this rate of return, the Secretary of State may close down the DSO. The requirement to produce a 6% return prevails also between 1 .April 1996 and the next round of CCT. 5. The development of policies such as diet and health, ethnic meals, pricing of meals and subsidy options for the provision of schools, welfare, other and leisure catering.

0. 1;)consider the degree of customer consultation on all policy 3nd senice delivery issues. This will directly affect the Jppropriate level of service specified through the contract. -- l'hc preparation and approval of contract catering specifications 11 )r 311 catering activities for letting the contract within the rimescale to be announced by the Secretary of State which will be at the latest July 1998. The preparation time and statutory tender cycle will require work to begin approximately 20 months before this date.

6 55 Options In Cumbernauld, Motherwell and Strathkelvin Districts, Bars and Catering Services are provided by the appropriate Client and Contractor organisation within the Leisure Services Department. The majority of Monklands catering is provided by the staff of the Time Capsule. The service mainly comprises civic catering and leisure outlets. The service throughout the Regional facilities is provided by Catering Direct which serve educational, social work, police and other establishments. The decision to retain or disaggregate

. Catering Direct is a fundamental political choice.

Many options for future service provision are available and carry significant implications in relation to staff conditions, IT, CliendContractor split and operational parameters. Careful and detailed consideration of these issues is required at an early date. The report for North Lanarkshire “A Leisure Overview” has also considered options. 1. The Regional catering service can disaggregate into the North Lanarkshire Unitary Authority which may combine the former Regional and District Council catering services into one organisation.

2. North Lanarkshire Unitary Authority may operate the disaggregated Regonal Council services and the amalgamated Dismct Council catering services as two separate organisations.

3. North Lanarkshire Unitary Authority may operate the former regional catering services as one organisation and operate the former District catering services as a separate organisation managed by their existing customer departments e.g.under Sports and Leisure etc..

4. North Lanarkshire Unitary Authority may support a joint arrangement with other Councils involving the former Regional catering DSO. Existing District services could amalgamate and run as a separate organisation e.g. under Leisure and Recreation.

5. The new Authority may also support a joint arrangement with other Councils involving the former Regional catering DSO, and incorporate all District Council catering services into this Organisation.

7 56