Executive Committee

Council Offices, Almada Street Hamilton, ML3 0AA

Friday, 06 July 2018

Dear Councillor

Executive Committee

The Members listed below are requested to attend a meeting of the above Committee to be held as follows:-

Date: Wednesday, 06 December 2017 Time: 10:00 Venue: Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA

The business to be considered at the meeting is listed overleaf.

Members are reminded to bring their fully charged tablets to the meeting

Yours sincerely

Lindsay Freeland Chief Executive

Members John Ross (Chair/ex officio), Maureen Chalmers (Depute Chair), Alex Allison, John Anderson, Walter Brogan, Robert Brown, Stephanie Callaghan, Graeme Campbell, Gerry Convery, Margaret Cooper, Peter Craig, Maureen Devlin, Joe Fagan, Allan Falconer, Alistair Fulton, Lynsey Hamilton, Ann Le Blond, Eileen Logan, Katy Loudon, Joe Lowe, Colin McGavigan, Mark McGeever, Jim McGuigan, Davie McLachlan, Gladys Miller, Richard Nelson, David Shearer, Josh Wilson

Substitutes John Bradley, Jackie Burns, Ian Harrow, Graeme Horne, Martin Hose, Richard Lockhart, Hugh Macdonald, Catherine McClymont, Kenny McCreary, Mo Razzaq, Graham Scott, Collette Stevenson, Sheena Wardhaugh

1 BUSINESS

1 Declaration of Interests

2 Minutes of Previous Meeting 5 - 16 Minutes of the meeting of the Executive Committee held on 8 November 2017 submitted for approval as a correct record. (Copy attached)

Monitoring Item(s)

3 Capital Budget Monitoring for Period 8 - 1 April to 13 October 2017 17 - 24 Report dated 1 November 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

4 Revenue Budget Monitoring for Period 8 - 1 April to 13 October 2017 25 - 30 Report dated 23 October 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

5 Trading Services Financial Performance for Period 8 - 1 April to 13 October 31 - 34 2017 Report dated 23 October 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

6 Additional Funding from Scottish Government and Other External Sources 35 - 38 Report dated 2 November 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

7 Employee Workforce Monitoring Information - April to September 2017 39 - 62 Summary Report dated 14 November 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

Item(s) for Decision

8 Revenue Budget 2018/2019 Savings Proposals 63 - 140 Report dated 21 November 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

9 Structured Deferred Sentence and Youth Court Pilot for 16-21 year olds 141 - 146 Joint report dated 27 October 2017 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached)

10 Pan-Lanarkshire Justice Services Review and Service Redesign 147 - 160 Joint report dated 25 October 2017 by the Director, Health and Social Care and Executive Director (Finance and Corporate Resources). (Copy attached)

11 Specialist Social Work Support and Housing Proposal 161 - 164 Report dated 16 November 2017 by the Director, Health and Social Care. (Copy attached)

12 Annual Performance Report 2016/2017 165 - 168 Report dated 13 November 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

13 Information Security Policy 169 - 188 Report dated 16 November 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

2 14 Confidential Waste Policy 189 - 196 Report dated 16 November 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

15 Youth Employability Service 197 - 200 Report dated 2 November 2017 by the Executive Director (Education Resources). (Copy attached)

16 Sustainable Development and Climate Change Strategy 2017-2022 201 - 256 Report dated 10 November 2017 by the Executive Director (Community and Enterprise Resources). (Copy attached)

17 South Lanarkshire Leisure and Culture Business Plan 2018/2019 257 - 260 Report dated 13 November 2017 by the Executive Director (Community and Enterprise Resources). (Copy attached)

Item(s) for Noting

18 Community Choices Budgeting Framework 261 - 266 Report dated 9 November 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

19 South Lanarkshire's Children's Services Plan 267 - 272 Joint report dated 24 October 2017 by the Executive Director, Health and Social Care and Executive Director (Education Resources). (Copy attached)

20 By-Election Result - Ward 12 - Rutherglen Central and North 273 - 274 Report dated 24 November 2017 by the Chief Executive. (Copy attached)

21 2018 Review of UK Parliament Constituencies - Publication of Revised 275 - 278 Proposals Report dated 13 November 2017 by the Chief Executive. (Copy attached)

Urgent Business

22 Urgent Business Any other items of business which the Chair decides are urgent.

For further information, please contact:- Clerk Name: Gordon Bow Clerk Telephone: 01698 454719 Clerk Email: [email protected]

4 Agenda Item

2 EXECUTIVE COMMITTEE

Minutes of meeting held in Committee Room 1, Council Offices, Almada Street, Hamilton on 8 November 2017

Chair: Councillor John Ross (ex officio)

Councillors Present: Alex Allison, John Anderson, John Bradley (substitute for Councillor Callaghan), Walter Brogan, Robert Brown, Graeme Campbell, Maureen Chalmers (Depute), Gerry Convery, Margaret Cooper, Peter Craig, Maureen Devlin, Joe Fagan, Allan Falconer, Alistair Fulton, Lynsey Hamilton, Ann Le Blond, Eileen Logan, Katy Loudon, Colin McGavigan, Mark McGeever, Jim McGuigan, Davie McLachlan, Gladys Miller, Richard Nelson, David Shearer, Sheena Wardhaugh (substitute for Councillor Lowe), Josh Wilson

Councillors’ Apologies: Stephanie Callaghan, Joe Lowe

Attending: Chief Executive’s Service L Freeland, Chief Executive Community and Enterprise Resources M McGlynn, Executive Director Education Resources T McDaid, Executive Director Finance and Corporate Resources P Manning, Executive Director; G Bow, Administration Manager; J Burke, Administration Assistant; T Little, Head of Communications and Strategy; G McCann, Head of Administration and Legal Services; K McVeigh, Head of Personnel Services Health and Social Care/Social Work Resources V de Souza, Director Housing and Technical Resources D Lowe, Executive Director

Also Attending: Scottish Fire and Rescue Service A Fairbairn, Area Commander (South Lanarkshire)

1 Declaration of Interests No interests were declared.

2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 27 September 2017 were submitted for approval as a correct record.

The Committee decided: that the minutes be approved as a correct record.

3 Capital Budget Monitoring for Period 7 - 1 April to 15 September 2017 A report dated 4 October 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the physical and financial progress at 15 September 2017 on the various Capital Programmes.

The General Fund Capital Programme included Education Resources, Social Work Resources, Roads and Transportation and General Services. The General Fund Programme totalled £77.958 million and the Housing Programme £40.581 million. At 15 September 2017, £24.652 million had been spent on the General Fund Capital Programme and £13.480 million on the Housing Capital Programme.

The General Fund Capital Programme had been increased from £77.950 million to £77.958 million to take account of proposals, outlined in Appendix 2 to the report, to allow for minor slippage in the Ballgreen Hall and Library demolition capital project.

Ongoing monitoring of the Capital Programmes would be undertaken by the Financial Resources Scrutiny Forum and reports submitted to this Committee on a regular basis.

The Committee decided:

(1) that the position on the various Capital Programmes for 2017/2018, as detailed in the report, be noted; and

(2) that the proposed adjustment to the General Fund Capital Programme, attached as Appendix 2 to the report, be approved.

[Reference: Minutes of 27 September 2017 (Paragraph 3)]

4 Revenue Budget Monitoring for Period 7 - 1 April to 15 September 2017 A report dated 22 September 2017 by the Executive Director (Finance and Corporate Resources) was submitted comparing actual expenditure against budgeted expenditure for the period ending 15 September 2017.

The figures included an overspend of £0.743 million on the General Fund Revenue Account and a breakeven position on the Housing Revenue Account. The overspend related to Social Work Resources and the position would continue to be closely monitored.

A number of other factors impacting on the Revenue Budget 2017/2018 were given in the report, including:-

 loan charges  additional Council Tax collectable for the year due to new properties  surpluses achieved by the Council’s Trading Operations  Home Office funding of £2.462 million (£0.379 million in 2017/2018) in relation to the resettlement of refugees

The Committee decided:

(1) that the overspend on the General Fund Revenue Account of £0.743 million at 15 September 2017 and the position relating to budget pressures on Social Work Resources be noted; and

(2) that the breakeven position on the Housing Revenue Account at 15 September 2017 and the forecast outturn to 31 March 2018 of a breakeven position be noted.

[Reference: Minutes of 27 September 2017 (Paragraph 4)]

5 Trading Services’ Financial Performance for Period 7 - 1 April to 15 September 2017 A report dated 22 September 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the projected financial results for 2017/2018 for the Council’s Trading Services.

In the period to 18 August 2017, the target for Trading Services’ surpluses was revised to £10.041 million to reflect a transfer from Property Services’ Trading Operation to Community and Enterprise Resources in relation to the realignment of Grounds Maintenance internal recharges. In the period to 15 September 2017, this figure had been further revised to £10.032 million to reflect a transfer of £0.009 million from centrally held budgets to the Fleet Trading Operation in relation to the pay award and living wage.

At 15 September 2017, surpluses of £4.728 million had been achieved. Officials were working to maximise the levels of surplus using the projected figure as a minimum target.

The Committee decided: that the surpluses achieved to 15 September 2017 of £4.728 million be noted.

[Reference: Minutes of 27 September 2017 (Paragraph 5)]

6 Additional Funding from Scottish Government and Other External Sources A report dated 11 October 2017 by the Executive Director (Finance and Corporate Resources) was submitted on additional revenue funding, totalling £2.462 million, made available to the Council from the Home Office to support the Syrian Refugee Resettlement Programme in Housing and Technical Resources, as detailed in Appendix 1 to the report.

The Committee decided: that the report be noted.

[Reference: Minutes of 27 September 2017 (Paragraph 6)]

7 Performance Monitoring - Quarter 2 Progress Report 2017/2018 A report dated 17 October 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the progress of ‘Connect’, the draft Council Plan 2017 to 2022 for Quarter 2 of 2017/2018, the period from 1 April to 30 September 2017.

‘Connect’ detailed the Council’s vision, objectives and priorities to be delivered within the 5 year period from 2017 to 2022. Progress made on key priorities and objectives was summarised in the report. Of the 220 measures contained in the draft Plan:-

 182 had been achieved or were on course to be achieved with no issues anticipated  9 were on course to be achieved but might be subject to some minor slippage  29 measures would be reported at a later stage

The ‘Connect’ Performance Report for Quarter 2, 2017/2018, covering the period to the end of September 2017, was attached as an appendix to the report. Measures which were categorised as not on course to achieve, or were subject to considerable slippage, would be considered in detail in the appropriate Quarter 2 Resource Plan Reports to be submitted to individual Resource Committees in the forthcoming cycle of meetings.

The Committee decided: that the report be noted and presented to the Performance and Review Scrutiny Forum on 23 January 2018.

[Reference: Minutes of 16 November 2016 (Paragraph 7)]

8 Local Government and Communities Committee - Call for Evidence on the Draft Budget 2018/2019 A report dated 16 October 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the Council’s response to the Scottish Parliament Local Government and Communities Committee’s call for evidence in relation to the draft budget 2018/2019.

The Call for Evidence had been structured around 10 questions, including 8 general questions relating to local government budgets and reserves and 2 questions regarding housing supply and funding.

A summary of the Council’s proposed response to each question was provided in the report and the detailed response was given in an attached appendix.

The Scottish Parliament Committee had confirmed that it would extend its original deadline of 23 October 2017 to 8 November 2017 to allow the Council to consider the proposed response.

Councillor Allison, seconded by Councillor Le Blond, moved that the recommendations in the report be approved. By way of amendment, Councillor Fagan seconded by Councillor Hamilton, moved that the Council’s proposed response to question 2 of the consultation be amended to include the following additional sentence, “A policy of continued austerity and grant reduction by central government represents a risk to local services.”

On a vote being taken by roll call, members voted as follows:-

Motion Alex Allison, John Bradley, Graeme Campbell, Maureen Chalmers, Peter Craig, Alistair Fulton, Ann Le Blond, Katy Loudon, Colin McGavigan, Mark McGeever, Jim McGuigan, Gladys Miller, Richard Nelson, John Ross, Josh Wilson

Amendment John Anderson, Walter Brogan, Robert Brown, Gerry Convery, Margaret Cooper, Maureen Devlin, Joe Fagan, Allan Falconer, Lynsey Hamilton, Eileen Logan, Davie McLachlan, David Shearer, Sheena Wardhaugh

13 Members voted for the amendment and 15 for the motion which was declared carried.

The Committee decided: that the Council’s response to the Scottish Parliament Local Government and Communities Committee’s call for evidence in relation to the draft budget 2018/2019, as detailed in the appendix to the report, be approved and submitted to the Scottish Parliament.

9 CCTV Operation and Information Management Policy A report dated 4 October 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the Council’s CCTV Operation and Information Management Policy.

The Information Commissioner’s Office (ICO) had issued a statutory Code of Practice in relation to the use of CCTV which required the Council to take account of in obtaining images and sound recordings. Failure to comply with the Code of Practice might result in significant financial penalties for the Council.

The Council already had a range of policies and guidance relating to its handling of personal data, however, it did not have a specific policy covering information gathered from CCTV. A CCTV Operation and Information Management Policy, which complied with the Statutory Code of Practice, had, therefore, been drafted and was attached as an appendix.

Appropriate supporting operating procedures to be followed by employees in respect of information obtained through CCTV would be developed to ensure a consistent approach across the Council.

The Committee decided: that the CCTV Operation and Information Management Policy, attached as an appendix to the report, be approved.

10 Scottish Fire and Rescue Service - Local Fire and Rescue Plan 2017 A report dated 11 October 2017 by the Executive Director (Housing and Technical Resources) was submitted on the South Lanarkshire Local Fire and Rescue Plan 2017.

The Plan, which was attached as an appendix to the report, had been produced as part of the planning process, taking account of the Scottish Government’s overarching vision for public services and the Fire and Rescue Framework for Scotland 2016. The Plan highlighted the steps that the Scottish Fire and Rescue Service should follow to ensure resources and activities were aligned with the Scottish Government’s purpose and national outcomes.

The Plan represented a critical part of the service delivery process and included the following local priorities:-

 local preparedness  reduction of accidental dwelling fires and fire related injuries in the home  reduction in the impact of unintentional injury and harm  reduction in the instances of fires within non-domestic properties  reduction in the instances of fire related anti-social behaviour  reduction of unwanted fire alarm signals  reduction in the impact of road traffic collision

The Scottish Fire and Rescue Service would continue to analyse both historical and predictive activity and socio-demographic data and trends to target resources where they were most required.

The Plan, which had been endorsed by the Safer South Lanarkshire Board, had been the subject of a wide-ranging consultation process, with the feedback received helping shape the content of the final plan.

The Committee decided: that the South Lanarkshire Local Fire and Rescue Plan for 2017, as detailed in the appendix to the report, be approved.

[Reference: Minutes of 24 May 2014 (Paragraph 9)]

11 Education Governance Review - Improvement Collaboratives A report dated 17 October 2017 by the Executive Director (Education Resources) was submitted on:-

 the updated position in relation to Education Improvement Collaboratives  proposals for the Council to part fund a post of Policy Officer to assist the recently appointed Lead Officer for the Regional Improvement Collaborative

In June 2017, the Scottish Government had published a report entitled “Education Governance: Next Steps”. The paper outlined the Scottish Government’s response to the governance review and a summary of its contents together with COSLA’s response to the Next Steps proposals were detailed in the report.

Following discussions, an agreed position between the Scottish Government and local government, through COSLA, had been developed. The resultant proposals for Regional Improvement Collaboratives would aim to ensure that improved outcomes for children were at the core of the work being carried out. The report produced by the Joint Steering Group, setting out how this would be achieved, was attached as an appendix to the report.

Each local authority in Scotland required to be a member of a collaborative group based on a local assessment of where the most meaningful work could be undertaken on a partnership basis. The COSLA/Scottish Government Steering Group had agreed the Improvement Collaborative groupings originally identified by local government which aligned South Lanarkshire to the West Partnership. It was proposed that officers continue to participate in the West Partnership and details of the Partnership’s governance arrangements were summarised in the report.

As part of the next steps to develop the work of the West Partnership, it was proposed that the Council part fund a post of Policy Officer to assist the work of the Regional Lead Officer and the Collaborative. The cost of this part funding would total £29,300 over the 3 financial years 2017/2018, 2018/2019, and 2019/2020.

The Committee decided:

(1) that the agreed position between the Scottish Government and COSLA in relation to Education Improvement Collaboratives be approved;

(2) that continued officer participation in the West Partnership be approved; and

(3) that the Council part fund the post of Policy Officer to assist the Regional Lead Officer as detailed in the report.

[Reference: Minutes of 30 August 2017 (Paragraph 13)]

Councillor Brown, as the mover of an amendment which failed to find a seconder, requested that his dissent be recorded

12 The Expansion of Early Learning and Childcare A joint report dated 17 October 2017 by the Executive Directors (Community and Enterprise Resources), (Education Resources), (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted on:-

 progress made in relation to the expansion of Early Learning and Childcare (ELC) in line with the Scottish Government’s Guidance entitled “A Blueprint for 2020: The Expansion of Early Learning and Childcare in Scotland”  the context for planning for the ELC expansion in line with the guidance provided by the Scottish Government

In March 2017, the Scottish Government had published ELC Planning Guidance for Local Authorities which offered a framework to support local authorities in developing initial expansion plans. The Planning Guidance was underpinned by the following key principles:-

 quality  accessibility  flexibility  affordability  phasing

The Scottish Government required councils to take forward expansion plans and a proposed South Lanarkshire draft expansion plan, which had been developed in response to this requirement, was attached as Appendix 1 to the report. The Council’s expansion plan included governance and consultation arrangements together with the initial Phase 1 expansion plan and expansion plan projections to 2020.

The Council’s expansion plan would include 771.95 FTE additional staff. Details of those posts and how they would be funded were provided in the report.

The Committee decided:

(1) that the progress made by the Council in implementing the planned expansion of Early Learning and Childcare provision be noted; and

(2) that the initial expansion plans for ELC, as required by the Scottish Government, be approved.

13 Update on Representation on Outside Bodies, Committees and Forums A report dated 16 October 2017 by the Executive Director (Finance and Corporate Resources) was submitted on a number of updates to the Council’s decision-making arrangements since the last meeting of this Committee.

Councillor Ross, seconded by Councillor Anderson, moved that the proposed updates to memberships, as detailed in the report, be approved. By way of amendment, Councillor Devlin, seconded by Councillor Brogan, moved that Councillor Craig be replaced by Councillor Devlin on the Business Gateway Steering Group.

On a vote being taken by a show of hands, 13 members voted for the amendment and 14 for the motion which was declared carried.

The Committee decided:

(1) that Councillor Wilson be replaced by Councillor Stevenson on the Safer South Lanarkshire Board with Councillor Horsham taking up the vacant position as Chair;

(2) that Councillor Craig be replaced by Councillor Anderson on the Business Gateway Steering Group with Councillor Stevenson taking up the vacant position as Chair;

(3) that Councillor Logan be appointed as one of the Council’s representatives on the Rural Development Trust as detailed in paragraph 3.2 of the report;

(4) that Councillor Ross be replaced by Councillor Anderson on the Economic Growth Board; and

(5) that Councillor Horne be replaced by Councillor Marrs as a substitute member of the Planning Local Review Body.

[Reference: Minutes of 30 August 2017 (Paragraph 12)]

14 Sustainable Development Update A report dated 24 October 2017 by the Executive Director (Community and Enterprise Resources) was submitted on:-

 the Council’s Statutory Climate Change Duties Report for 2016/2017  the draft Climate Change Bill and new national carbon reduction targets

The Council’s Climate Change Duties Report 2016/2017, which was the second report submitted under the statutory reporting requirements, was set out in 2 sections including the required section and the recommended section. Details of what was included in both of the sections together with key achievements in 2016/2017 were summarised in the report and detailed in the appendix to the report.

Following the signing of the Paris Agreement in 2016, the Scottish Government had committed to a new Climate Change Bill to reduce emissions further. Proposals included increasing the emissions reduction target from 80% to 90% by 2050 and increasing the interim 2020 target from 42% to at least 56%.

The proposed Bill was expected to become legislation in 2019 and it was forecast, using current projections, that the Council was broadly on course to meet the updated targets.

The Committee decided:

(1) that the Council’s Climate Change Duties Report 2016/2017 be approved and submitted to the Scottish Government by the due date of 30 November 2017; and

(2) that the Council’s intention to meet the updated national targets contained within the draft Climate Change Bill be noted.

[Reference: Minutes of 16 November 2016 (Paragraph 11)]

15 New Council Plan Connect 2017 to 2022 A report dated 24 October 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the new Council Plan “Connect” for the period 2017 to 2022. 12

The Plan had been developed around the following key elements:-

 vision  values  ambitions  objectives

Details of the structure and content of the Plan were detailed in the report together with information on how the overarching Council Plan would link with individual Resource Plans.

The draft Plan had been the subject of a wide ranging consultation exercise and the outcome of this exercise was summarised in the report and detailed in an attached appendix.

A strategy for communicating the contents of the new Council Plan, once approved, had been initiated and the strategy would be further developed and rolled out to ensure both internal and external stakeholders were fully informed.

The Committee recommended that the Council Plan “Connect” 2017 to 2022 be to the Council: approved.

[Reference: Minutes of 14 December 2016 (Paragraph 9)]

16 Proposed Restructure of Planning and Economic Development Services A joint report dated 30 October 2017 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted on the outcome of a review undertaken of Planning and Economic Development Services to ensure the Service was in a position to meet future demands.

Details were provided on the role and purpose of Planning and Economic Development Services including proposals for the future delivery of the Employability Service and proposed structural changes within Building Standards and Economic Development Services.

The proposed changes to the structure were summarised as follows:-

 Planning and Building Standards Services would move from 4 teams to 3, resulting in the reduction of 1 Manager. In addition, 2 vacant Support Services posts would be deleted and 2 staff had already reduced their hours, leading to a saving of 0.4 FTE  the Employability Team would be transferred from Community and Enterprise Resources to Finance and Corporate Resources (Personnel Services) and Education Resources. This would provide scope to consider the rationalisation of the management structure from 2 to 1  a Rural Initiatives team would be established under 1 Team Leader, thereby allowing for a reduction in 1 Team Leader post. This team would be under the remit of the Strategic Economic Development Manager  Voluntary and Community, External Funding and Tackling Poverty employees would remain within Community and Enterprise Resources pending consideration of community support activities across the Council. In the meantime, those officers would be under the remit of the Strategic Economic Development Manager  a currently vacant post of Funding Officer within Economic Development Services would be deleted

The changes to the structure would result in the reduction of 6.4 FTE posts and would deliver a saving of £345,392 in 2017/2018, with further savings in 2018/2019.

Councillor Ross, seconded by Councillor Chalmers, moved that the recommendations in the report be approved. By way of amendment, Councillor Fagan, seconded by Councillor Convery, moved that consideration of the report be continued to a future meeting of this Committee. On a vote being taken by a show of hands, 8 Members voted for the amendment and 18 for the motion which was declared carried.

The Committee decided:

(1) that the revised role and purpose of Planning and Economic Development Services be approved;

(2) that the revised structure for Building Standards Services, as detailed in the report, be approved;

(3) that the revised structure for Economic Development Services, as detailed in the report, be approved;

(4) that the transfer of employees from the current Employability Service, as detailed in the report, be approved; and

(5) that the position relating to Voluntary and Community, External Funding and Tackling Poverty employees, as detailed in the report, be noted.

[Reference: Minutes of 24 February 2016 (Paragraph 11)]

17 Review of the Council's Top Risks A report dated 6 October 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the Council’s top risk register which had been updated following a review and a consultation exercise.

As part of the risk management process, the following broad criteria had been used as a guide to determine what constituted a top risk:-

 it threatened the delivery of corporate objectives  it impacted on other services or partnerships  there was financial impact or it impacted on other key priority strategies  there were impacts of a social or demographic context

The key changes to the top risks were summarised in the report together with a number of developments which were taking place in relation to a number of significant risk areas. A number of specific risk areas had been identified this year including:-

 Education Governance Review  Brexit  other risks in Education

A number of actions had been implemented to control the Council’s top risks and the impact of those actions on mitigating the significant risks was provided.

A table containing the Council’s top 20 risks, divided into Risk Categories, was attached as an appendix to the report.

The Committee decided:

(1) that the updated Council’s top risks be noted;

(2) that the progress made in delivering the actions to mitigate the Council’s top risks be noted; and

(3) that the top risks be submitted to the Risk and Audit Scrutiny Forum and the Joint Trade Union Council for consideration.

[Reference: Minutes of 28 June 2017 (Paragraph 10)]

18 Urgent Business There were no items of urgent business.

16 Agenda Item

Report 3 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Capital Budget Monitoring for Period 8 - 1 April to 13 October 2017

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  Consolidate the capital budget monitoring to give a Council-wide summary of the 2017/2018 Capital Programme including 2016/2017 carry forward and adjustments. It includes information on two programmes: the General Fund Programme and the Housing Investment Programme.  update the Executive Committee of progress on the Capital Programme for the period 1 April to 13 October 2017. [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendations: [r (1) that the Period 8 position (ended 13 October 2017) of the General Fund Capital Programme itemised at Appendices 1 – 3 and the Housing Capital Programme at Appendix 4, be noted; (2) that the adjustments to the General Fund programme listed at Appendix 2, be approved; (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum.

3. Background 3.1. The attached statements to this report provide a summarised monitoring position as at 13 October 2017. Spending has been split into two separate sections:

 General Fund Capital Programme including Education, Social Work, Roads and Transportation and General Services (Section 5.1)  Housing Capital Programme (Section 5.2)

4. Employee Implications 4.1. None

5. Financial Implications 5.1. General Fund 5.1.1. 2017/18 Budget The budget agreed at Executive Committee on 8 November 2017 was £77.958 million. A revised budget of £78.047 million is presented in Appendix 1. This takes into account the proposed adjustments listed in Appendix 2.

5.1.2. Period 8 Position Taking into account the proposed adjustments in Appendix 2, the programme spend and funding for the General Fund is summarised in Appendices 1 and 3. This totals £78.047 million for 2017/2018.

5.1.3. Budget for the period is £30.889 million and spend to the 13 October 2017 is £29.346 million (37.60%). This represents expenditure of £1.543 million behind profile. This is mainly due to timing of spend on the Council’s Primary Schools’ Modernisation Programme.

5.1.4. Actual funding received to 13 October 2017 is £57.097 million (73.16%).

5.2. Housing Programme 5.2.1. Appendix 4 summarises the position on the Housing programme as at 13 October 2017. The revised capital programme for the year is £40.581 million. Programmed funding for the year totals £40.581 million.

5.2.2. Period 8 Position Budget for the period is £16.106 million and spend to 13 October 2017 amounts to £16.208 million (39.94%). This represents a position of £0.102 million ahead of profile.

5.2.3. As at 13 October 2017, £16.208 million of funding had been received.

5.2.4. Regular monitoring of both the General Fund Programme and the Housing Programme is carried out in detail by the Financial Resources Scrutiny Forum and reported on a regular basis to this Committee.

6. Other Implications 6.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment management meetings.

7. Equality Impact Assessment and Consultation Arrangements 7.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and therefore no impact assessment is required.

7.2. There was also no requirement to undertake any consultation in terms of the information contained in this report.

Paul Manning Executive Director (Finance and Corporate Resources)

1 November 2017

Link(s) to Council Values/Objectives  Accountable, Effective and Efficient

Previous References  Executive Committee, 8 November 2017

List of Background Papers  Capital Ledger prints to 13 October 2017

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’[email protected]

19 SOUTH LANARKSHIRE COUNCIL APPENDIX 1 CAPITAL EXPENDITURE 2017/18 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2017 TO 13 OCTOBER 2017 £m £m

Total 2017/18 Budget Approved 112.839 (Council, 16 February 2017)

Net Slippage from Previous Years 8.649

Transfers to Revenue: - Private Housing Scheme of Assistance (1.000) - Planned Maintenance (4.301) (5.301)

Carry Forward Adjustment from 2016/17 Outturn 0.039

Reduction in Primary School Modernisation Programme requirement (5.500)

Reduction in Street Lighting requirement: - LED’s (2.395) - Columns (1.048) (3.443)

Reduction in Glasgow City Region City Deal requirement (16.531)

Total Original 2017/18 Budget including Carry Forward 90.752

Previously Approved Adjustments (12.794) Proposed Adjustments – Period 8 0.089

Total Revised Budget including Carry Forward 78.047

Total Previous Approved C/F Previous Original Period Period 8 Revised 2017/18 From Year 2017/18 Approved Proposed 2017/18 Budget 2016/17 Adj’ments Budget Adj’ment Adj’ments Budget Resource £m £m £m £m £m £m £m

Community & Enterprise 52.174 1.059 (16.404) 36.829 (6.237) 0.063 30.655 Education 40.349 (1.519) (1.969) 36.861 3.556 0.000 40.417 Finance & Corporate 1.026 (0.102) 0.680 1.604 0.329 0.026 1.959 Housing & Technical 7.994 0.492 (4.433) 4.053 0.558 0.000 4.611 Social Work 11.296 0.109 0.000 11.405 (11.000) 0.000 0.405

Total 112.839 0.039 (22.126) 90.752 (12.794) 0.089 78.047

APPENDIX 2

Proposed Adjustments

Community and Enterprise Resources Clyde and Avon Valley Landscape Partnership Approval is sought to increase the 2017/18 Capital programme by £0.230m to £0.230m reflect additional funding received from Scottish National Heritage (£0.015m), Glasgow City Council (£0.001m), North Lanarkshire Council (£0.001m), Air Quality Scotland (£0.024m), Smarter Choices Smarter Places (£0.070m), and Heritage Lottery Fund (£0.119m). This funding will be used towards specific projects identified in the Landscape Conservation Action Plan (LCAP).

Crawfordjohn Community Projects £0.095m Approval is sought to increase the 2017/18 Capital programme by £0.095m to reflect the award of additional funding from Clyde Windfarm Renewable Energy Fund to augment the Council contribution of £0.150m for creation of a new community garden at Crawfordjohn and enhancements to the play area.

Upgrades to Community Infrastructure (£0.120m) Approval is sought to slip £0.120m into the 2018/19 Capital programme to reflect the timing of spend on path infrastructure works at Calderglen and Chatelherault Country Park and car parks infrastructure works at South Lanarkshire Leisure and Culture facilities. All of these assets belong to the Council.

Demolition Programme (£0.130m) Approval is sought to slip £0.130m into the 2018/19 Capital programme to reflect the demolition programme for closed properties.

Minor Adjustments £0.014m

Total Adjustments £0.089m

21 SOUTH LANARKSHIRE COUNCIL APPENDIX 3 CAPITAL EXPENDITURE 2017/18 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2017 TO 13 OCTOBER 2017

2017/18 Original 2017/18 2017/18 2017/18 Estimate inc Revised Budget to Actual to C/F Budget 13/10/17 13/10/17 Expenditure £m £m £m £m

General Fund Programme 90.752 78.047 30.889 29.346

2017/18 2017/18 2017/18 Income Budget Revised Actual Budget To 13/10/17 £m £m £m Prudential Borrowing 53.461 33.003 33.003 Heritage Lottery / Sportscotland Grant 0.032 0.226 0.076 Developers Contributions 2.716 2.924 2.565 Partners (Including SPT, Sustrans, Viridor and 0.808 2.994 1.232 Renewable Energy Fund) Scottish Government: - Capital Grant 30.331 30.331 15.167 - Cycling, Walking and Safer Streets 0.433 0.433 0.000 - Vacant and Derelict Land 1.637 1.637 1.096 - Scotland’s Energy Efficiency 0.076 0.076 0.027 Programme (SEEP) - Gaelic Education Hub 0.476 0.476 0.476 - Early Years 1,140 Hours 0.000 1.743 1.743 - Schools for the Future 0.000 2.492 0.000 Specific Reserves 0.511 1.441 1.441 Capital Receipts 0.000 0.000 0.000 Capital Financed from Current Revenue 0.271 0.271 0.271

TOTAL FUNDING 90.752 78.047 57.097

SOUTH LANARKSHIRE COUNCIL APPENDIX 4 CAPITAL EXPENDITURE 2017/18 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2017 TO 13 OCTOBER 2017

2017/18 2017/18 2017/18 2017/18 Annual Revised Budget to Actual to Budget Budget 13/10/17 13/10/17 £m £m £m £m Expenditure

2017/18 Budget 39.709 40.581 16.106 16.208 incl carry forward from 2016/17

2017/18 2017/18 2017/18 Income Annual Revised Actual to Budget Budget 13/10/17 £m £m £m

Capital Receipts – House Sales 5.872 5.872 6.369 Capital Receipts – Land Sales 0.000 0.000 0.122 Capital Funded from Current Revenue 18.997 19.520 9.717 Prudential Borrowing 9.890 9.890 0.000 Specific Grant - Scottish Government – New Council Houses 4.830 4.830 0.000 - Scottish Government – Mortgage to Rent 0.120 0.120 0.000 Other 0.000 0.349 0.000

39.709 40.581 16.208

24 Agenda Item

Report 4 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Revenue Budget Monitoring for Period 8 - 1 April to 13 October 2017

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise on the overall financial position of the Council’s General Fund Revenue Account and Housing Revenue Account for the period 1 April to 13 October 2017 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that the overspend of £0.779 million on the General Fund Revenue Account at 13 October 2017 as detailed in Appendix 1 of the report, and the forecast to 31 March 2018, be noted; (2) that the breakeven position on the Housing Revenue Account at 13 October 2017, as detailed in Appendix 2 of the report, and the forecast to 31 March 2018 of breakeven, be noted. [ 3. Background 3.1. General Fund Revenue Account Position This is an overview report summarising the actual expenditure and income to 13 October 2017 compared with the budget for the same period. This is provided on a Resource basis in Appendix 1 (page 1), and on a subjective basis in Appendix 1 (page 2) to the report.

3.2. Housing Revenue Account Position Appendix 2 to the report shows the expenditure and income position for the Housing Revenue Account (HRA) to 13 October 2017.

4. Financial Position 4.1. General Fund Revenue Account Position (including Trading Operations) As at 13 October 2017, Appendix 1 of the report details an overspend of £0.779 million (0.27%) against the phased budget. The overspend relates to Social Work Resources.

4.2. Social Work Position: As reported in previous periods, it is expected that the requirement for social care services in 2017/2018 will continue to exceed the budget available, including service areas such as Care at Home due to increased demand, and continuing pressures in Children and Families for Children’s Placements in Residential Schools.

4.3. The Executive Committee has previously been advised that the demand for Care at Home and the number of Children’s Placements have resulted in an expected overspend of £2.300 million in Social Work Resources for 2017/2018. The level of demand forecast for Care at Home remains as originally projected, however, we are now receiving a greater level of income than expected in relation to service user contributions for Care Home Placements. In addition, there has been a reduction in the level of external placements in Children and Families.

4.4. The Resource’s position will continue to be closely monitored as the requirement for Home Care is difficult to predict, however, taking into account the income from Care at Home clients and the reduced number of Children’s Placements, the projected Social Work position is expected to improve as we move towards the financial year end.

4.5. For 2017/2018, these are only the part year costs of this increased demand. Further costs will be experienced in 2018/2019 for the full year effect of the Social Work demand experienced this year.

4.6. Other Areas: The 2018/2019 savings papers, presented to the Members Seminar on 8 November 2017, included an updated Revenue Budget Strategy for 2018/2019. This paper detailed a number of items in respect of anticipated underspends in 2017/2018 that allow Corporate Funding Solutions to be put in place to manage the 2018/2019 savings requirement.

4.7. In 2017/2018, an underspend is expected in Utilities (£1 million) as price increases have not materialised at the level assumed in budget strategies. In addition, there is an anticipated underspend in respect of Council Tax Reduction Scheme Payments (£1 million) where a reduction in the level of demand is being experienced. In terms of income, an over recovery of Council Tax income (£1.5 million) is anticipated as a result of additional new properties in 2017/2018.

4.8. These underspends were presented to the Members’ Awareness Seminar on 8 November 2017, for consideration as part of the Council’s 2018/2019 Revenue Budget Strategy.

4.9. Loan Charges: As detailed in previous reports, an underspend in loan charges is also expected in 2017/2018. Work is ongoing in this area and the level of spend will be included in the Council’s Probable Outturn position for 2017/2018, which will show the overall expected position for the Council’s Revenue Budget for the current financial year. This will be reported to Committee in the new calendar year.

4.10. Trading Operations: Included within the overspend position for the General Fund Revenue Account in 4.1 above are the Trading Operations. As at 13 October 2017, the actual surpluses achieved by the Trading Operations total £5.524 million, representing a breakeven position against the phased budget.

4.11. Other Funding Education Resources have been notified of an allocation of £2.019 million of Attainment Scotland Fund Schools Programme funding from the Scottish Government. This has been included in the figures in Appendix 1. Also, Finance and Corporate Resources have been notified of £0.032 million of funding from the Big Lottery to fund a mobile men’s shed. This has also been included in the figures in Appendix 1.

4.12. Housing Revenue Account Position As at 13 October 2017, Appendix 2 of the report shows a breakeven position against the phased budget on the Housing Revenue Account. The forecast to 31 March 2018 on the Housing Revenue Account is a breakeven position.

5. Employee Implications 5.1. None.

6. Financial Implications 6.1. As detailed in section 4 of the report.

7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate.

7.2. There are no implications for sustainability in terms of the information contained in this report.

8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required.

8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report.

Paul Manning Executive Director (Finance and Corporate Resources)

23 October 2017

Link(s) to Council Values/Objectives  Accountable, Effective and Efficient

Previous References  None

List of Background Papers  Financial ledger and budget monitoring results to 13 October 2017

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O'Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o'[email protected]

27 Appendix 1 (page 1) SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Period Ended 13 October 2017 (No.8)

Annual Forecast Annual Budget Actual Variance Committee Budget for Year Forecast Proportion to Period 8 to Variance to 13/10/17 13/10/17 13/10/17

Departments: £m £m £m £m £m £m Community and Enterprise Resources 119.164 119.164 0.000 57.460 57.460 0.000 - Facilities Streets and Waste (Inc. Support) 62.757 62.757 0.000 31.725 31.725 0.000 - Environmental Services (Inc. Projects) 4.369 4.369 0.000 2.190 2.190 0.000 - Leisure and Culture Services 18.656 18.656 0.000 9.246 9.246 0.000 - Planning and Economic Development 4.480 4.480 0.000 1.356 1.621 (0.265) over Roads 28.902 28.902 0.000 12.943 12.678 0.265 under Education Resources 292.846 292.846 0.000 147.817 147.817 0.000 - Finance and Corporate Resources 32.731 32.731 0.000 20.698 20.698 0.000 - Finance Services 15.835 15.835 0.000 9.171 9.020 0.151 under Audit and Compliance Services 0.421 0.421 0.000 0.356 0.363 (0.007) over Information Technology Services 3.914 3.914 0.000 3.462 3.462 0.000 - Communications and Strategy Services 0.873 0.873 0.000 0.769 0.841 (0.072) over Administration and Licensing Services 5.188 5.188 0.000 3.165 3.237 (0.072) over Personnel Services 6.500 6.500 0.000 3.775 3.775 0.000 - Housing and Technical Resources 22.136 22.136 0.000 13.823 13.823 0.000 - Housing Services 6.309 6.309 0.000 3.119 3.113 0.006 under Property Services 15.827 15.827 0.000 10.704 10.710 (0.006) over Social Work Resources 139.282 139.282 0.000 57.567 58.346 (0.779) over Performance and Support Services 7.961 7.961 0.000 4.349 4.338 0.011 under Children and Family 27.238 27.238 0.000 14.828 15.297 (0.469) over Adults and Older People 103.093 103.093 0.000 37.871 38.218 (0.347) over Justice and Substance Misuse 0.990 0.990 0.000 0.519 0.493 0.026 under Joint Boards 2.363 2.363 0.000 1.608 1.608 0.000

608.522 608.522 0.000 298.973 299.752 (0.779) over

Annual Forecast Annual Budget Actual Variance Committee Budget for Year Forecast Proportion to Period 8 to Variance to 13/10/17 13/10/17 13/10/17

£m £m £m £m £m £m Service Departments Total 608.522 608.522 0.000 298.973 299.752 (0.779) over Trading Accounts Surplus (10.043) (10.043) 0.000 (5.524) (5.524) 0.000 - CFCR 6.008 6.008 0.000 0.000 0.000 0.000 - Financing Charges 66.529 66.529 0.000 0.000 0.000 0.000 - Transfer to Reserves 0.000 0.000 0.000 0.000 0.000 0.000 - Total Expenditure 671.016 671.016 0.000 293.449 294.228 (0.779) over

Council Tax 137.458 137.458 0.000 0.000 0.000 0.000 - Less: Council Tax Reduction Scheme (19.382) (19.382) 0.000 0.000 0.000 0.000 Net Council Tax 118.076 118.076 0.000 0.000 0.000 0.000 - General Revenue Grant 248.735 248.735 0.000 0.000 0.000 0.000 - Non Domestic Rates 287.862 287.862 0.000 0.000 0.000 0.000 - Transfer from Reserves 16.343 16.343 0.000 0.000 0.000 0.000 - Total Income 671.016 671.016 0.000 0.000 0.000 0.000 -

Net Expenditure 0.000 0.000 0.000 293.449 294.228 (0.779) over

Appendix 1 (page 2)

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Period Ended 13 October 2017 (No.8)

Annual Forecast Annual Budget Actual Variance Budget Category Budget for Year Forecast Proportion to Period 8 to Variance to 13/10/17 13/10/17 13/10/17

Service Departments: £m £m £m £m £m £m

Expenditure Employee Cost 402.048 402.048 0.000 205.887 205.293 0.594 under Property Costs 54.484 54.484 0.000 33.833 33.884 (0.051) over Supplies and Services 32.341 32.341 0.000 13.273 13.636 (0.363) over Transport Costs 22.017 22.017 0.000 11.409 11.494 (0.085) over Administration Costs 10.912 10.912 0.000 5.343 5.619 (0.276) over Payments to Other Bodies 54.824 54.824 0.000 27.529 27.579 (0.050) over Payments to Contractors 176.264 176.264 .0.000 83.732 84.259 (0.527) over Transfer Payments 2.059 2.059 0.000 1.552 1.623 (0.071) over Housing Benefits 97.075 97.075 0.000 50.481 50.481 0.000 - Financing Charges (controllable) 1.643 1.643 0.000 0.953 0.888 0.065 under

Total 853.667 853.667 0.000 433.992 434.756 (0.764) over

Service Departments Total 853.667 853.667 0.000 433.992 434.756 (0.764) over Trading Accounts Surplus (10.043) (10.043) 0.000 (5.524) (5.524) 0.000 - CFCR 6.008 6.008 0.000 0.000 0.000 0.000 - Financing Charges 66.529 66.529 0.000 0.000 0.000 0.000 - Transfer to Reserves 0.000 0.000 0.000 0.000 0.000 0.000 -

Total Expenditure 916.161 916.161 0.000 428.468 429.232 (0.764) over

Income Housing Benefit Subsidy 92.000 92.000 0.000 50.097 50.097 0.000 - Other Income 153.145 153.145 0.000 84.922 84.907 (0.015) under rec General Revenue Grant 248.735 248.735 0.000 0.000 0.000 0.000 - Non Domestic Rates 287.862 287.862 0.000 0.000 0.000 0.000 - Council Tax (Net of Council Tax Reduction 0.000 0.000 0.000 0.000 118.076 118.076 - Scheme) Transfer from Reserves 16.343 16.343 0.000 0.000 0.000 0000 -

Total Income 916.161 916.161 0.000 135.019 135.004 (0.015) under rec

Net Expenditure 0.000 0.000 0.000 293.449 294.228 (0.779) over

Appendix 2

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Period Ended 13 October 2017 (No.8)

Housing Revenue Account

Annual Forecast Annual Budget Actual Variance Budget for Year Forecast Proportion to Period 8 to % Note Variance to 13/10/17 13/10/17 13/10/17

£m £m £m £m £m £m

Employee Costs 12.661 12.661 0.000 6.442 6.199 0.243 under 3.8% 1

Property Costs 37.938 37.938 0.000 20.006 20.226 (0.220) over (1.1%) 2

Supplies & Services 0.610 0.610 0.000 0.367 0.359 0.008 under 2.2%

Transport & Plant 0.215 0.215 0.000 0.067 0.066 0.001 under 1.5%

Administration Costs 5.886 5.886 0.000 0.392 0.407 (0.015) over (3.8%) a

Payments to Other Bodies 3.491 3.491 0.000 0.008 0.016 (0.008) over (100.0%) a

Payments to Contractors 0.100 0.100 0.000 0.040 0.040 0.000 - 0.0%

Transfer Payments 0.000 0.000 0.000 0.000 0.000 0.000 - n/a

Financing Charges 19.520 19.520 0.000 9.747 9.747 0.000 - 0.0%

Total Controllable Expenditure 80.421 80.421 0.000 37.069 37.060 0.009 under 0.0% over Total Controllable Income (95.423) (95.423) 0.000 (45.772) (45.785) 0.013 0.0% a recovered

Transfer to/(from) Balance Sheet 0.619 0.619 0.000 0.331 0.353 (0.022) over (6.6%)

Net Controllable Expenditure (14.383) (14.383) 0.000 (8.372) (8.372) 0.000 - 0.0%

Add: Non Controllable Budgets

Financing Charges 14.383 14.383 0.000 0.000 0.000 0.000 - 0.0%

Total Budget 0.000 0.000 0.000 (8.372) (8.372) 0.000 - 0.0%

Variance Explanations

1. Employee Costs This underspend reflects the current turnover levels within the service and also underspends on overtime.

2. Property Costs This overspend is due to repairs and grounds maintenance works which are demand led services and will be managed within the overall budget.

Budget Virements

a. Realignment of support budgets to reflect current service delivery. Net Effect 0: Administration Costs £1.724m, Payments to Other Bodies (£1.570m) and Income (£0.154m)

30 Agenda Item

Report 5 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Trading Services Financial Performance for Period 8 : 1 April 2017 to 13 October 2017

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  provide information on the estimated surplus for each of the Council’s Trading Operations,  provide information on the actual surplus as at 13 October 2017, and  provide an update on the projected results for the financial year 2017/2018. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the surplus achieved to 13 October 2017 of £5.524 million, as detailed in Appendix A of the report, be noted.

3. Background Trading Operations Position 3.1. As part of the budget for 2017/2018, an estimated target for Trading Operations’ surpluses was set at £14.323 million. As reported to the last Executive Committee on 8 November 2017, this was revised to £10.032 million.

3.2. Since then, in the period to 13 October 2017, a number of budget transfers have taken place which has an impact across the 3 Trading Operations. These relate to the reallocation of savings, the reallocation of Living Wage increases, an allocation of monies for Rates increases and finally the reallocation of budgets as a result of the transfer of the Facilities Trading Operation to Community and Enterprise Resources.

3.3. The effect of the above adjustments is to increase the Budgeted Trading Surplus by £0.011 million, resulting in a revised budget of £10.043 million.

3.4. Details of the financial performance of each of the individual Trading Operations is provided in Appendix A to this report.

3.5. This budgeted surplus sum will continue to be taken as a minimum target for achievement by the Trading Operations. Effort will be maintained to maximise results during the remainder of this financial year.

4. Employee Implications 4.1. None

31 5. Financial Implications 5.1. As at 13 October 2017, the actual surpluses achieved by the Trading Operations total £5.524 million.

6. Other Implications 6.1. The main risk associated with the Trading Operations’ Budgets is that there is a reduction in the surplus achieved. The risk has been assessed as low given the detailed budget management applied across the Trading Operations. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate.

6.2. There are no implications for sustainability in terms of the information contained in this report.

7. Equality Impact Assessment and Consultation Arrangements 7.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required.

7.2. There is also no requirement to undertake any consultation in terms of the information contained in this report.

Paul Manning Executive Director (Finance and Corporate Resources)

23 October 2017

Link(s) to Council Values/Objectives  Accountable, Effective and Efficient

Previous References  None

List of Background Papers  Financial ledger and budget monitoring results to 13 October 2017

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O'Hagan, Finance Manger (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o'[email protected]

Appendix A

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Period Ended 13 October 2017 (No.8)

Trading Operations

2017/2018 2017/18 Phased Actual Revenue Forecast Budget (Surplus) / Budget Revenue (Surplus) at Deficit Variance at Surplus Budget 13/10/17 at 13/10/17 13/10/17 Surplus

Trading Service £m £m £m £m £m

Fleet (2.026) (2.026) (1.117) (1.117) 0.000

Roads (3.896) (3.896) (2.097) (2.097) 0.000 -

Property Services (4.121) (4.121) (2.310) (2.310) 0.000 -

Total (10.043) (10.043) (5.524) (5.524) 0.000

34 Agenda Item

Report 6 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Additional Funding from Scottish Government and Other External Sources

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise Members of additional funding that has been made available to the Council by the Scottish Government and other external sources since the last report to this Committee (8 November 2017). [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional revenue funding of £2.019 million, as detailed at Appendix 1 of the report, be noted. [1recs] 3. Background 3.1. The Council is periodically advised of additional funding which is made available from the Scottish Government and other sources to enable various initiatives to be undertaken.

3.2. Additional funding may either be paid through the General Revenue Grant mechanism or by the completion of appropriate grant claims.

3.3. Details of the additional funding for 2017/2018 are attached at Appendix 1 to the report. The report details additional funding that has been reported by Resources as part of the additional resources notification process, as well as any additional funding that has increased the Council’s budget by more than £0.100 million.

4. Employee Implications 4.1. None.

5. Financial Implications 5.1. Additional revenue funding of £2.019 million has been identified for 2017/2018.

5.2. Resource budgets will be updated to reflect this additional funding as required, and where appropriate, details of spending plans will be presented to Resource Committees for approval.

6. Other Implications 6.1. There are no implications for sustainability in terms of the information contained in this report. 35

7.2. There was also no requirement to undertake any consultation in terms of the information contained in this report.

Paul Manning Executive Director (Finance and Corporate Resources)

2 November 2017

Link(s) to Council Objectives/Values  Accountable, Effective and Efficient

Previous References  Executive Committee, 8 November 2017

List of Background Papers  Additional Funding Reports, 11 October 2017 to 1 November 2017

36 Appendix 1

Additional Revenue Funding

2017/18 Total Resource Description £m £m Method

Education Attainment Scotland Fund 2.019 2.019 Scottish Government Resources Schools Programme 2017/18

TOTAL REVENUE FUNDING 2.019 2.019

38 Agenda Item

7 Report

Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Employee Workforce Monitoring Information April 2017 to September 2017 Summary

1 Purpose of Report 1.1 The purpose of the report is to:- [purpose]  provide employment information relating to the Council for the period April 2017 – September 2017. [1purpose] 2 Recommendation(s) 2.1 The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for April 2017 – September 2017 relating to the Council be noted:-

 attendance statistics  occupational health  accidents/incidents  discipline, grievance and dignity at work  employee development  labour turnover/analysis of leavers and exit interviews  recruitment monitoring  staffing watch as at 9 September 2017 [1recs] 3 Background 3.1. As part of the Council’s performance management arrangements, the following monitoring information is submitted to the Executive Committee. This report for the Council provides information on the position for the period April 2017 – September 2017.

4. Attendance Statistics 4.1. Information on absence statistics for April 2017 – September 2017 for the Council and each Resource is provided in Appendices 1 – 8. Points to note are:

 The Council’s average absence rate for April 2017 – September 2017 is 3.7%, a decrease of 0.3% when compared to the same period last year  The APT&C average absence rate for April 2017 – September 2017 is 4.0%, an increase of 0.1% when compared to the same period last year  The teaching staff average absence rate for April 2017 – September 2017 is 1.8%, a decrease of 0.4% when compared with the same period last year  The manual workers’ average absence rate for April 2017 – September 2017 is 4.9%, a decrease of 0.6% when compared with the same period last year 39

In comparison to April 2016 - September 2016 (Appendix 8):-

 Musculoskeletal and psychological conditions remain the main reasons for absence  Total days lost due to musculoskeletal conditions have decreased by 1893 days  Total days lost due to psychological conditions have decreased by 2690 days  Total days lost due to stomach, bowel, blood and metabolic disorders have increased by 166 days  Total days lost due to respiratory conditions have decreased by 664 days

5. Occupational Health 5.1. Information on Occupational Health for the period April 2017 – September 2017 is provided in Appendix 9.

 Over the period musculoskeletal and psychological conditions were the main reasons for medical referrals; this remains unchanged from the same period last year  During the period there were a total of 762 employees referred for a medical examination and when compared to the same period last year this represents an increase of 27 employees being referred  During the period, a total of 1027 employees attended physiotherapy treatment, which is a decrease of 14 when compared to the same period last year. Of the 1027 employees referred, 66% remained at work whilst undertaking treatment  Over the period 467 employees were referred to the Employee Support Officer, a decrease of 102 when compared to the same period last year. Of those referrals made during the period, 89% related to personal issues  During the year there were 243 referrals for counselling, 220 were from management and 23 from employees. This represents an overall decrease of 35 referrals when compared with the same period last year  Over the period a total of 106 employees were referred for Cognitive Behavioural Therapy, an increase of 11 when compared to the same period last year

6. Accidents/Incidents 6.1. The accident/incident report for the period April 2017 – September 2017 is contained in Appendix 10.

 The number of accidents/incidents recorded for the period was 429, an increase of 84 from same period last year  During the period specified injury accidents/incidents have increased by 4 when compared to the same period last year  Overall minor accidents/incidents have increased by 78 when compared with the same period last year  During the period the number of over 3 day injuries have decreased by 2 when compared to the same period last year  During the period the number of accidents resulting in an absence lasting over 7 days has increased by 4 when compared with the same period last year

40 7 Discipline, Grievance, Dignity at Work 7.1 Information on Disciplinary, Grievance Hearings and Dignity at Work for the period April 2017 – September 2017 is contained in Appendices 11 and 12.

 During the period, a total of 114 disciplinary hearings were held across Resources within the Council which represents a decrease of 28 when compared to same period last year. Action was taken in 101 of these cases and there were 6 appeals raised against the outcomes  Our target is to convene disciplinary hearings within 6 weeks. During the period 70% of hearings met this target which is an increase of 10% when compared to the same period last year  During the period 10 appeals were submitted to the Appeals Panel, of which 3 were upheld, 1 was upheld in part, 1 was not upheld and 5 appeals were pending  Overall 10 grievances were raised during the period, an increase of 4 when compared with the same period last year  There were 7 dignity at work incidents raised this period, an increase of 3 when compared with the same period last year  During the period 4 referrals for mediation were submitted; this represents a decrease of 3 when compared to the same period last year

8. Employee Development 8.1. Information on Employee Development for the period April 2017 – September 2017 is contained in Appendices 13 and 13a.

 The Council is committed to ensuring that every employee has the opportunity to undertake learning and development which relates to their job  During this period there were 12,442 attendances at training events  As Learn on Line options continues to be developed, employees have successfully completed 24,796 e-learning packages covering a wide variety of subjects

9. Labour Turnover/Analysis of Leavers and Exit Interviews 9.1. Labour Turnover Information on the number of leavers and exit interviews for the period April 2017 – September 2017 is contained in Appendix 14. Exit interviews are conducted with leavers who leave voluntarily.

Labour turnover Using information compiled from Resources as at 30 September 2017, the Council’s average labour turnover figure for April - September 2017 is as follows:-

379 leavers/14397 employees in post = Labour Turnover of 2.6%

The Council’s labour turnover figure for April 2017 – September 2017 is 5.3% and this figure has increased by 2.2% when compared to the same period last year.

9.2. Analysis of Leavers and Exit Interviews  During April 2017 – September 2017 there were 379 leavers eligible for an exit interview, an increase of 154 when compared with April 2016 – September 2016.  Exit interviews for April 2017 – September 2017 were held with 10% of leavers, compared with 12% in the period April 2016 – September 2016.

41 10. Recruitment Monitoring 10.1. Information on Recruitment Monitoring for the period April 2017 – September 2017 is contained within Appendix 15. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:-

 93% of applicants completed an Equal Opportunities Monitoring Form, compared with 92% in the period April 2016 – September 2016  Of the 179 applicants who declared themselves as disabled, 66 were shortleeted for interview and 10 were appointed. This compares to 136 applicants the previous period, of which 74 applicants were shortleeted for interview and 11 were appointed  Of the 125 applicants from a black/ethnic background, 27 were shortleeted for interview and 7 were appointed. This compares to 101 applicants the previous period, of which 32 were shortleeted for interview and 7 were appointed

11. Staffing Watch 11.1. Details of the number of employees in post at 9 September 2017 are contained in Appendix 16. There were 14,332 employees in post as at 9 September 2017 compared to 14,552 as at 10 September 2016. This represents a decrease of 220 when compare to same period last year.

12. Employee Implications 12.1. There are no implications for employees arising from the information presented in this report.

13. Financial Implications 13.1. All financial implications are accommodated within existing budgets.

14. Other Implications 14.1. There are no implications for sustainability or risk in terms of the information contained within this report.

15. Equality Impact Assessment and Consultation Arrangements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required

There was no requirement to undertake any consultation in terms of the information contained in this report.

Paul Manning Executive Director (Finance and Corporate Resources)

14 November 2017

Link(s) to Council Objectives  Accountable, effective and efficient  Fair and open  Self aware and improving  Excellent employer  People focused  Working with and respecting others

42 Previous References  14 December 2016

List of Background Papers  Monitoring information provided by Resources

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Janet McLuckie, Personnel Officer Ext: 4239 (Tel: 01698 454239) E-mail: [email protected]

43 APPENDIX 1 ABSENCE TRENDS - 2015/2016, 2016/2017 & 2017/2018 Council Wide

APT&C Teachers Manual Workers Council Wide 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2017 / 2016 2017 2018 2016 2017 2018 2016 2017 2018 2016 2016 / 2017 2018 %%%%%%%%%%%% April 4.24.0 4.1 April 2.6 2.92.1 April 4.3 6.15.2 April 3.84.33.9 May 4.04.2 4.4 May 2.9 3.12.7 May 4.4 5.85.1 May 3.94.44.2 June 3.64.1 4.1 June 2.2 2.42.2 June 4.5 5.64.9 June 3.54.13.9 July 3.23.5 3.3 July 1.2 1.20.8 July 3.9 4.74.5 July 2.93.33.0 August 3.53.7 3.7 August 1.5 1.41.0 August 4.3 5.24.5 August 3.33.63.2 September 3.64.1 4.4 September 2.6 2.42.2 September 5.1 5.45.0 September 3.84.14.0 October 4.14.5 October 2.8 2.9 October 5.0 5.6 October 4.14.4 November 4.55.0 November 3.8 3.1 November 5.9 6.4 November 4.74.9 December 4.25.1 December 4.2 3.2 December 6.1 6.3 December 4.74.9 January 4.14.7 January 4.0 2.8 January 6.0 5.5 January 4.64.5 February 4.55.1 February 4.2 3.7 February 6.5 5.8 February 5.05.0 March 4.75.0 March 4.3 3.4 March 6.8 5.4 March 5.24.7 Annual Average4.04.4 4.5 Annual Average3.0 2.72.5 Annual Average5.2 5.75.4 Annual Average4.14.44 .2 Average Apr-Sep3.73.9 4.0 Average Apr-Sep2.2 2.21.8 Average Apr-Sep4.4 5.54.9 Average Apr-Sep3 .54.03.7

No of Employees at 30 September 2017 6929 No of Employees at 30 September 2017 3748 No of Employees at 30 September 2017 4371 No of Employees at 30 September 2017 15048

For the financial year 2017/18, the projected average days lost per employee equates to 8.8 days.

44 APPENDIX 2 ABSENCE TRENDS - 2015/2016, 2016/2017 & 2017/2018 Community and Enterprise Resources

APT&C Manual Workers Resource Total Council Wide 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2016 2017 2018 2016 2017 2018 2016 2017 2018 2016 2017 2018 April 1.7 4.0 3.9 April 4.2 5.8 5.2 April 3.8 5.3 4.8 April 3.8 4.3 3.9 May 2.6 4.2 4.4 May 4.4 5.6 5.7 May 4.1 5.2 5.4 May 3.9 4.4 4.2 June 2.3 3.4 4.2 June 4.5 5.5 5.1 June 4.1 4.9 4.9 June 3.5 4.1 3.9 July 2.4 2.5 3.4 July 3.9 4.4 4.2 July 3.6 3.9 4.0 July 2.9 3.3 3.0 August 3.3 2.9 3.6 August 4.5 5.0 4.5 August 4.2 4.4 4.3 August 3.3 3.6 3.2 September 2.3 4.4 3.4 September 5.2 5.6 5.0 September 4.7 5.3 4.8 September 3.8 4.1 4.0 October 5.4 4.8 October 5.3 5.8 October 5.3 5.5 October 4.1 4.4 November 3.5 5.5 November 6.1 6.7 November 5.6 6.4 November 4.7 4.9 December 2.5 5.3 December 6.5 6.2 December 5.7 6.0 December 4.7 4.9 January 3.2 4.4 January 6.3 5.7 January 5.7 5.4 January 4.6 4.5 February 3.0 4.5 February 6.5 6.4 February 6.0 5.9 February 5.0 5.0 March 4.1 4.2 March 6.5 5.9 March 5.9 5.4 March 5.2 4.7 Annual Average3.0 4.2 4.3 Annual Average5.3 5.7 5.5 Annual Average4.9 5.3 5.2 Annual Average4.1 4.4 4 .2 Average Apr-Sep2.4 3.6 3.8 Average Apr-Sep4.5 5.3 5.0 Average Apr-Sep4.1 4.8 4.7 Average Apr-Sep3 .5 4.0 3.7

No of Employees at 30 September 2017 588 No of Employees at 30 September 2017 2745 No of Employees at 30 September 2017 3333 No of Employees at 30 September 2017 15048

For the financial year 2017/18, the projected average days lost per employee equates to 11.9 days.

45 APPENDIX 3 ABSENCE TRENDS - 2015/2016, 2016/2017 & 2017/2018 Education Resources

APT&C Teachers Resource Total Council Wide 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2016 2017 2018 2016 2017 2018 2016 2017 2018 2016 2017 2018 April 4.2 3.4 4.0 April 2.6 2.9 2.1 April 3.2 3.12.9 April 3.8 4.3 3.9 May 4.3 3.8 4.7 May 2.9 3.1 2.7 May 3.5 3.43.5 May 3.9 4.4 4.2 June 3.6 3.8 3.6 June 2.2 2.4 2.2 June 2.8 3.02.8 June 3.5 4.1 3.9 July 2.6 2.9 2.1 July 1.2 1.2 0.8 July 1.8 1.91.3 July 2.9 3.3 3.0 August 3.1 3.0 2.7 August 1.5 1.4 1.0 August 2.2 2.01.7 August 3.3 3.6 3.2 September 4.6 3.7 4.3 September 2.6 2.4 2.2 September 3.4 2.93.0 September 3.8 4.1 4.0 October 4.5 4.2 October 2.8 2.9 October 3.5 3.4 October 4.1 4.4 November 5.4 5.4 November 3.8 3.1 November 4.5 4.0 November 4.7 4.9 December 5.0 5.4 December 4.2 3.2 December 4.5 4.1 December 4.7 4.9 January 4.6 4.7 January 4.0 2.8 January 4.3 3.6 January 4.6 4.5 February 4.7 5.5 February 4.2 3.7 February 4.4 4.4 February 5.0 5.0 March 4.9 5.6 March 4.3 3.4 March 4.5 4.3 March 5.2 4.7 Annual Average4.3 4.3 4.4 Annual Average3.0 2.7 2.5 Annual Average3.6 3.33.3 Annual Average4.1 4.4 4 .2 Average Apr-Sep3.7 3.4 3.6 Average Apr-Sep2.2 2.2 1.8 Average Apr-Sep2.8 2.72.5 Average Apr-Sep3 .5 4.0 3.7

No of Employees at 30 September 2017 2535 No of Employees at 30 September 2017 3748 No of Employees at 30 September 2017 6283 No of Employees at 30 September 2017 15048

For the financial year 2017/18, the projected average days lost per employee equates to 6.0 days.

46 APPENDIX 4 ABSENCE TRENDS - 2015/2016, 2016/2017 & 2017/2018 Finance and Corporate Resources

APT&C Manual Workers Resource Total Council Wide 2015 / 2016 / 2017 / 2015 / 2017 / 2015 / 2017 / 2015 / 2017 / 2016 2017 2018 2016 2016 / 2017 2018 2016 2016 / 2017 2018 2016 2016 / 2017 2018 April 3.1 2.6 2.8 April April 3.12.62.8 April 3.84.33.9 May 2.9 2.2 3.2 May 0.0 May 2.92.23.2 May 3.94.44.2 June 3.7 2.2 3.3 June 0.0 June 3.72.23.3 June 3.54.13.9 July 3.5 2.0 3.1 July 0.0 July 3.52.03.0 July 2.93.33.0 August 3.0 2.2 3.5 August 0.0 August 3.02.23.4 August 3.33.63.2 September 1.7 2.4 4.1 September 0.0 September 1.72.44.1 September 3.84.14.0 October 2.3 2.6 October October 2.32.6 October 4.14.4 November 2.3 3.1 November November 2.33.1 November 4.74.9 December 2.5 2.6 December December 2.52.6 December 4.74.9 January 2.7 2.6 January January 2.72.6 January 4.64.5 February 3.9 3.8 February February 3.93.8 February 5.05.0 March 2.7 3.7 March March 2.73.7 March 5.24.7 Annual Average2.9 2.7 3.2 Annual Average0.0 Annual Average 2.92.73.2 Annual Average 4.14.44.2 Average Apr-Sep3.0 2.3 3.3 Average Apr-Sep0.0 Average Apr-Sep 3.02.33.3 Average Apr-Sep 3.54.03 .7

No of Employees at 30 September 2017 1059 No of Employees at 30 September 2017 10 No of Employees at 30 September 2017 1069 No of Employees at 30 September 2017 15048

For the financial year 2017/18, the projected average days lost per employee equates to 7.8 days. Figures for manual workers only applicable from May 2017/2018

47 APPENDIX 5 ABSENCE TRENDS - 2015/2016, 2016/2017 & 2017/2018 Housing & Technical Resources

APT&C Manual Workers Resource Total Council Wide 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2016 2017 2018 2016 2017 2018 2016 2017 2018 2016 2017 2018 April 4.5 4.6 4.3 April 5.0 6.3 4.5 April 4.7 5.1 4.4 April 3.84.33.9 May 3.6 4.3 4.2 May 4.7 5.0 3.9 May 3.9 4.5 4.1 May 3.94.44.2 June 3.8 4.3 3.9 June 4.6 5.5 4.4 June 4.0 4.7 4.1 June 3.54.13.9 July 3.5 4.1 4.3 July 4.1 4.5 4.9 July 3.7 4.2 4.5 July 2.93.33.0 August 3.7 4.9 4.7 August 4.3 5.7 4.0 August 3.9 5.1 4.4 August 3.33.63.2 September 3.5 5.1 4.3 September 3.8 4.6 4.5 September 3.6 5.0 4.4 September 3.84.14.0 October 4.2 5.5 October 4.1 5.0 October 4.2 5.3 October 4.14.4 November 4.4 4.9 November 4.5 6.7 November 4.5 5.5 November 4.74.9 December 4.0 5.0 December 4.9 6.7 December 4.3 5.6 December 4.74.9 January 3.9 5.0 January 4.9 4.3 January 4.2 4.8 January 4.64.5 February 4.2 4.9 February 6.5 4.7 February 4.9 4.8 February 5.05.0 March 4.9 4.7 March 7.3 4.6 March 5.7 4.6 March 5.24.7 Annual Average4.0 4.8 4.6 Annual Average4.9 5.3 4.9 Annual Average4.3 4.9 4.7 Annual Average4.14.44 .2 Average Apr-Sep3.8 4.6 4.3 Average Apr-Sep4.4 5.3 4.4 Average Apr-Sep4.0 4.8 4.3 Average Apr-Sep3 .54.03.7

No of Employees at 30 September 2017 895 No of Employees at 30 September 2017 553 No of Employees at 30 September 2017 1448 No of Employees at 30 September 2017 15048

For the financial year 2017/18, the projected average days lost per employee equates to 10.6 days.

48 APPENDIX 6 ABSENCE TRENDS - 2015/2016, 2016/2017 & 2017/2018 Social Work Resources

APT&C Manual Workers Resource Total Council Wide 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2015 / 2016 / 2017 / 2016 2017 2018 2016 2017 2018 2016 2017 2018 2016 2017 2018 April 5.0 4.8 5.0 April 4.2 6.6 5.6 April 4.8 5.4 5.2 April 3.8 4.3 3.9 May 4.8 5.3 4.9 May 4.5 6.9 4.1 May 4.7 5.8 4.6 May 3.9 4.4 4.2 June 3.9 5.2 5.3 June 4.3 6.2 4.6 June 4.0 5.5 5.1 June 3.5 4.1 3.9 July 3.9 5.0 4.8 July 4.0 5.7 4.9 July 4.0 5.3 4.8 July 2.9 3.3 3.0 August 4.0 4.8 4.9 August 4.0 5.4 4.7 August 4.0 5.0 4.8 August 3.3 3.6 3.2 September 3.5 4.3 5.0 September 5.3 5.3 5.2 September 4.0 4.7 5.1 September 3.8 4.1 4.0 October 3.9 4.7 October 4.8 5.6 October 4.2 5.0 October 4.1 4.4 November 4.4 5.1 November 6.0 5.4 November 4.9 5.2 November 4.7 4.9 December 4.3 5.6 December 5.5 6.1 December 4.7 5.8 December 4.7 4.9 January 4.4 5.5 January 5.7 5.5 January 4.8 5.5 January 4.6 4.5 February 5.2 5.8 February 6.2 4.8 February 5.5 5.4 February 5.0 5.0 March 5.3 5.6 March 7.2 4.8 March 5.9 5.3 March 5.2 4.7 Annual Average4.4 5.1 5.2 Annual Average5.1 5.7 5.1 Annual Average4.6 5.3 5.2 Annual Average4.1 4.4 4 .2 Average Apr-Sep4.2 4.9 5.0 Average Apr-Sep4.4 6.0 4.9 Average Apr-Sep4.3 5.3 4.9 Average Apr-Sep3 .5 4.0 3.7

No of Employees at 30 September 2017 1852 No of Employees at 30 September 2017 1063 No of Employees at 30 September 2017 2915 No of Employees at 30 September 2017 15048

For the financial year 2017/18, the projected average days lost per employee equates to 10.8 days. .

49 APPENDIX 7

ABSENCE BY LONG AND SHORT TERM

From: 1 April 2017 - 30 September 2017

April - September 2017 Total Short Total Long Resource Total Resource Term % Term % Absence % Community and Enterprise 1.6 3.1 4.7 Education 0.8 1.7 2.5 Finance and Corporate 1.1 2.2 3.3 Housing & Technical 1.6 2.7 4.3 Social Work 1.6 3.3 4.9

Council Overall for 1.2 2.5 3.7 Apr - Sep 2017

From: 1 April 2016 - 30 September 2016

April - September 2017 Total Short Total Long Resource Total Resource Term % Term % Absence % Community and Enterprise 1.5 3.3 4.8 Education 0.8 1.9 2.7 Finance and Corporate 0.9 1.3 2.3 Housing & Technical 1.7 3.1 4.8 Social Work 1.5 3.8 5.3

Council Overall for 1.3 2.7 4.0 Apr - Sep 2016

APPENDIX 8

Absence Monitoring

Absence Classifications

From 1 April 2017 to 30 September 2017

Reason % of Work Days Lost % of Work Days Lost Musculoskeletal 19301 30 Psychological 1736227 Stomach 757112 Respiratory 4013 7 Others 1539724 Total Days Lost 63644100

From 1 April 2016 to 30 September 2016

Reason Days Lost% of Work Days Lost Musculoskeletal 2119429 Psychological 2005228 Stomach 7405 10 Respiratory 4677 6 Others 1881327 Total Days Lost 72141100

51 APPENDIX 9 OCCUPATIONAL HEALTH REPORTS

FROM: 1 April 2017 - 30 September 2017 comparison with 1 April 2016 - 30 September 2016

Medical Referrals

Education Community and Finance and Housing & Social Work Totals Enterprise Corporate Technical Teachers Others

TOTAL (Apr-Sep 2017) 224 56 77 60 118 227 762

TOTAL (Apr-Sep 2016) 177 59 71 25 108 295 735

No of Employees Referred For Cognitive No of Employees Referred For Physiotherapy No of Employees Referred To Employee Support Officer Behavioural Therapy

Apr-Sep RESOURCE Apr-Sep 2016 RESOURCEApr-Sep 2016 Apr-Sep 2017RESOURCEApr-Sep 2016 Apr-Sep 2017 2017 Community and Enterprise 267 272 Community and Enterprise 134 115 Community and Enterprise 18 19 Education (Teachers) 110 109 Education 174 152 Education 29 29 Education (Others) 140 142 Finance and Corporate 16 29 Finance and Corporate 8 16 Finance and Corporate 44 57 Housing and Technical 92 51 Housing and Technical 13 14 Housing and Technical 173 147 Social Work 153 120 Social Work 27 28 Social Work 307 300 TOTAL 569 467 TOTAL 95 106 TOTAL 1041 1027

Analysis of Counselling Referrals by Cause

Reason

Work Stress Addiction Personal Anxiety/ Depression Bereavement Total

MSM SMS M S MS M S

TOTAL (Apr-Sep 2017) 64 13 0 0 134 10 2 0 20 0 220 23 TOTAL (Apr-Sep 2016) 69 14 0 0 159 15 1 0 20 0 249 29 Total Referrals (Apr-Sep 2017) 243 Total Referrals (Apr-Sep 2016) 278 M = MANAGEMENT REFERRAL S = SELF REFERRAL

52 APPENDIX 10 ANALYSIS OF ACCIDENTS/INCIDENTS Comparison CAUSE OF ACCIDENTS/INCIDENTS TO EMPLOYEES

FROM: 1 April 2017 - 30 September 2017 comparison with 1 April 2016 - 30 September 2016

Community and Finance and Education Housing & Tech Social Work TOTAL Enterprise Corporate

2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016

Fatal 1 0 0 0 0 0 0 0 0 0 1 0 Specified Injury 3 0 2 1 0 0 0 0 0 0 5 1 Violent Incident: Physical 0 0 0 0 0 0 0 0 0 1 0 1 Total Specified Injury* 4 0 2 1 0 0 0 0 0 1 6 2 Over 7-day 5 6 2 0 0 0 4 0 1 2 12 8 Violent Incident: Physical 0 0 0 0 0 0 0 0 0 0 0 0 Violent Incident: Verbal 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 7-day**5 6 2 0 0 0 4 0 1 2 12 8 Over 3-day 2 3 0 0 0 0 0 0 0 1 2 4 Violent Incident: Physical 0 0 0 0 0 0 0 0 0 0 0 0 Violent Incident: Verbal 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3-day**2 3 0 0 0 0 0 0 0 1 2 4 Minor 30 30 13 15 0 1 15 10 16 15 74 71 Near Miss 4 4 0 2 0 0 2 3 6 2 12 11 Violent Incident: Physical 7 5 240 191 0 1 4 5 37 13 288 215 Violent Incident: Verbal 6 2 11 10 7 4 4 8 7 10 35 34 Total Minor*** 47 41 264 218 7 6 25 26 66 40 409 331 Total Accidents/Incidents 58 50 268 219 7 6 29 26 67 44 429 345

*A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE.

**Over 3 day / over 7day absence is an injury sustained outwith major injury category that results in a period of absence of absence as defined by the HSE.

*** A minor injury is an injury not covered by " Over 7-day", "Over 3-day" or "Specified".

53 APPENDIX 11 RECORD OF DISCIPLINARY HEARINGS

FROM: 1 April 2017 - 30 September 2017

No of weeks to convene Disciplinary No of Disciplinary Hearings Outcome of Disciplinary Hearings Hearing % Held RESOURCE within 6 No Action Action Taken Manual/ Weeks APT&C Teachers Total Manual / Manual / 3 4-6 6+ Craft APT&C Teachers Total APT&C Teachers Total Craft Craft

COMMUNITY AND ENTERPRISE 7 49 N/A 56 2 7 N/A 9 5 42 N/A 47 26 11 19 66%

EDUCATION 11 0 4 15 2 0 0 2 9 0 4 13 5 4 6 60%

FINANCE AND CORPORATE 4 0 N/A 4 1 0 N/A 1 3 0 N/A 3 2 1 1 75%

HOUSING & TECHNICAL 3 2 N/A 5 0 0 N/A 0 3 2 N/A 5 2 2 1 80%

SOCIAL WORK 23 11 N/A 34 0 1 N/A 1 23 10 N/A 33 20 7 7 79%

TOTAL (Apr-Sep 2017) 48 62 4 114 5 8 0 13 43 54 4 101 55 25 34 70%

TOTAL (Apr-Sep 2016) 51 87 4 142 10 8 0 18 41 79 4 124 61 24 57 60%

No of Appeals Outcome of Appeals

Appeals RESOURCE Upheld Upheld in Part Not Upheld Pending Manual/ APT&C Teachers Total Craft Manual/ Manual/ APT&C Teachers Total APT&C Teachers Total APT&C Manual/ Craft Teachers Total Craft Craft

COMMUNITY AND ENTERPRISE 1 3 N/A 4 0 0 N/A 0 0 1 N/A 1 1 2 0 3 0

SOCIAL WORK 2 0 N/A 2 1 0 N/A 1 1 0 N/A 1 0 0 0 0 0

TOTAL (Apr-Sep 2017) 33061001110212030

TOTAL (Apr-Sep 2016) 21030000000021030

*Resources nil responses are not included in figures

N.B. Non-White employees refers to those employees who have indicated that they are:- Any other mixed background, Indian, Pakistani, Bangladeshi, Chinese, Any other Asian background, Caribbean, African and any other black background.

APPEAL'S PANEL

FROM: 1 April 2017 - 30 September 2017

APPEALS APPEAL'S PANEL UPHELD UPHELD IN PART NOT UPHELD WITHDRAWN TOTAL PENDING TO DATE 3 1 1 0 5 5

APPENDIX 12A RECORD OF GRIEVANCES

FROM: 1 April 2017 - 30 September 2017 comparison with 1 April 2016 - 30 September 2016

No Resolved at No Resolved at No Resolved at Still in GRIEVANCESNo of Grievances Stage 1 Stage 2 Stage 3 Process

EDUCATION 4 0 0 1 3 HOUSING & TECHNICAL 4 1 1 0 2 SOCIAL WORK RESOURCES 2 0 0 0 2 TOTAL (Apr-Sep 2017) 10 1 1 1 7 TOTAL (Apr-Sep 2016)6 5 0 1 0

DIGNITY AT WORK

FROM: 1 April 2017 - 30 September 2017 comparison with 1 April 2016 - 30 September 2016

No Resolved at No Resolved at Appeals in Still in DIGNITY AT WORK No of Incidents No of Appeals Informal Stage Formal Stage Process Process

COMMUNITY AND ENTERPRISE 1 0 0 0 0 1 EDUCATION 2 1 0 0 0 1 HOUSING & TECHNICAL 1 0 0 0 0 1 SOCIAL WORK RESOURCES 3 0 1 0 0 2 TOTAL (Apr-Sep 2017)7 1 1 0 0 5 TOTAL (Apr-Sep 2016)4 0 4 0 0 0

*Resources nil responses are not included in figures

55 APPENDIX 12B

REFERRALS FOR WORKPLACE MEDIATION

As at September 2017

WORKPLACE MEDIATIONApr-17May-17Jun-17Jul-17Aug-17Sep-17

No of Referrals 011020 *No of Successful Cases 000000 *No of Unsuccessful Cases 000000 No of cases unsuitable for mediation 011000

WORKPLACE MEDIATIONApr-16May-16Jun-16Jul-16Aug-16Sep-16

No of Referrals 002203 *No of Successful Cases 000 200 *No of Unsuccessful Cases 000000 No of cases unsuitable for mediation 000201

*successful/unsuccessful case outcomes may be shown outwith the month they were referred.

56 APPENDIX 13

Employee Development

1 April 2017 - 30 September 2017

Attended classroom based training

Community and Enterprise 3290

Education 3658

Finance and Corporate 561

Housing and Technical 1692

Social Work 3241

Total 12,442

Courses Completed / Passed

Community and Enterprise 1816

Education 6329

Finance and Corporate 5153

Housing and Technical 5693

Social Work 5805

Total 24,796

57 APPENDIX 13A

EMPLOYEE DEVELOPMENT

Monitoring Stats for all Training - 1 April 2017 - 30 September 2017 Finance and Corporate Resources

Percentage (%) Count

Male 37.79%5436

Female 62.21%8949

Disabled 1.78%257

Not Disabled 87.45%12617

Not Disclosed 4.09%590

Not Entered 6.68%964

White - Scottish 90.54%13024

White - Other British 2.29%329

White - Irish 0.49%70

White - Any other Background 0.76%109

Asian - Pakistani 0.11%16

All Others 5.82%837

21 Years 2.96%426

21-29 Years 14.65%2107

30-39 Years 19.02%2736

40-49 Years 25.80%3711

50-59 Years 27.92%4016

60-65 Years 7.92%1139

Over 65 Years 1.74%250

APPENDIX 14 ANALYSIS OF LEAVERS AND EXIT INTERVIEWS

FROM: 1 April 2017 - 30 September 2017

LABOUR TURNOVER (Apr-Sep 2017)

Community and Finance and Housing & Education Social Work Total Enterprise Corporate Technical

Total Number of Leavers 253 901 28 43 126 1351 Per Resource

EXIT INTERVIEWS (Apr-Sep 2017)

Community and Finance and Housing & REASONS FOR LEAVING Education Social Work Total % Enterprise Corporate Technical CHILD CARING / CARING 0 2 2 2 2 8 22 RESPONSIBILITIES CAREER ADVANCEMENT 2 0 0 0 1 3 8

MOVING OUTWITH AREA 0 0 0 1 2 3 8 DISSATISFACTION WITH 0 2 0 0 0 2 5 TERMS AND CONDITIONS POOR RELATIONSHIPS 1 0 0 0 1 2 5 WITH MANAGERS / COLLEAGUES TRAVELLING DIFFICULTIES 0 1 0 1 0 2 5

PERSONAL REASONS 1 0 0 0 0 1 3

FURTHER EDUCATION 0 0 1 0 0 1 3

OTHER 3 8 1 0 3 15 41

NUMBER OF EXIT 7 13 4 4 9 37 INTERVIEWS CONDUCTED

TOTAL NO OF LEAVERS PER RESOURCE ELIGIBLE 123 131 16 26 83 379 FOR AN EXIT INTERVIEW

% OF LEAVERS 6 10 25 15 11 10 INTERVIEWED

EXIT INTERVIEWS (Apr-Sep 2016)

NUMBER OF EXIT 1 24 1 0 2 28 INTERVIEWS CONDUCTED TOTAL NO OF LEAVERS PER RESOURCE ELIGIBLE 72 64 15 16 58 225 FOR AN EXIT INTERVIEW % OF LEAVERS 1 38 7 0 3 12 INTERVIEWED

* Note these totals include temporary employees

APPENDIX 15 RECRUITMENT MONITORING Analysis of Gender, Disability, Ethnicity and Age

FROM : 1 April 2017 - 30 September 2017

Total Number of applications received: 5090 Total Number of Equal Opportunities Monitoring forms received: 4726 Total Number of posts recruited for: 399 Total Number of appointments: 742

Gender / Disability / Age AppliedInterviewed Appointed Total EO Forms Received 47261699612 Total No of Male Applicants 1480378108 Total No of Female Applicants 32421031420 Total No of Disabled Applicants 1796610 Total No of applicants aged under 50 40011189453 Total No of applicants aged over 50 69828376 Total No of White applicants 45651372516 Total No of Black/Ethnic minority applicants* 12527 7

FROM : 1 April 2016 - 30 September 2016

Total Number of applications received: 5094 Total Number of Equal Opportunities Monitoring forms received: 4709 Total Number of posts recruited for: 441 Total Number of appointments: 808

Gender / Disability / Age AppliedInterviewed Appointed Total EO Forms Received 47051751581 Total No of Male Applicants 1603518144 Total No of Female Applicants 30901226412 Total No of Disabled Applicants 1367411 Total No of applicants aged under 50 39751419446 Total No of applicants aged over 50 692317108 Total No of White applicants 45491700548 Total No of Black/Ethnic minority applicants* 10132 7

*Black/Ethnic Minority applicants includes Mixed, Asian, Black and other backgrounds.

60 APPENDIX 16 QUARTERLYJOINT STAFFING WATCH RETURN : NUMBER EMPLOYED ON 9 September 2017

Analysis by Resource

Total Number of Employees Full-Time Equivalent Male Female Salary Band ResourceTotal F/T P/T F/T P/TTotal Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3129 1384 221 221 13032320.74 1.00 1545.63 437.65 254.05 50.61 19.80 4.00 8.00 0.00 Education - Others 2404 127 71 358 18481677.62 1.00 1037.51 448.50 86.07 19.00 14.00 4.00 56.94 10.60 Education - Teachers 3622 680 58 2235 6493332.80 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.60 3328.20 Finance & Corporate Resources 1013 225 17 449 322900.10 2.00 162.56 393.09 238.90 68.41 27.11 6.00 2.03 0.00 Housing & Technical 1353 891 13 306 1431299.00 1.00 190.79 689.91 363.30 40.00 12.00 2.00 0.00 0.00 Social Work Resources 2811 223 195 913 14802420.18 1.00 1354.03 477.57 543.58 20.00 22.00 2.00 0.00 0.00

8617.64 (excluding Teachers) Total All Staff 14332 3530 575 4482 574511950.44 6.00 4290.52 2446.72 1485.90 198.02 94.91 18.00 71.57 3338.80

** Change to report this is now run electronically which allows us to report on grade.

QUARTERLYJOINT STAFFING WATCH RETURN : NUMBER EMPLOYED ON 10 September 2016

Analysis by Resource

Total Number of Employees Full-Time Equivalent Male Female Salary Band ResourceTotal F/T P/T F/T P/TTotal Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3335 1448 237 251 13992474.83 1.00 1613.42 487.21 273.43 55.51 21.80 4.00 18.46 0.00 Education - Others 2353 133 75 369 17761645.28 1.00 986.40 457.35 87.98 22.51 15.00 4.00 53.84 17.20 Education - Teachers 3531 668 56 2145 6623233.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 3227.30 Finance & Corporate Resources 577 177 8 232 160520.93 2.00 75.34 157.23 190.95 59.21 28.20 7.00 1.00 0.00 Housing & Technical 1774 971 18 506 2791673.58 1.00 272.79 922.19 412.97 48.60 13.00 2.00 1.03 0.00 Social Work Resources 2982 245 199 961 15772567.14 0.00 1429.30 541.92 551.92 20.00 22.00 2.00 0.00 0.00

8881.76 (excluding Teachers) Total All Staff 14552 3642 593 4464 585312115.06 5.00 4377.25 2565.90 1517.25 205.83 100.00 19.00 80.33 3244.50

** Change to report this is now run electronically which allows us to report on grade.

Report 8 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Revenue Budget 2018/2019 and Savings Proposals

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  Provide an update on the 2018/2019 Revenue Budget Strategy and present proposals for meeting the savings requirement in preparation of the 2018/2019 budget. [1purpose] 2. Recommendation(s) 2.1. The Members of the Council are asked to approve the following recommendation(s):-

(1) that the proposed revised Revenue Budget Strategy for 2018/2019 (section 4), be approved; (2) that the proposed additional Corporate Solutions of £8.000 million (section 5), be approved; (3) that the revised savings requirement of £23.529 million (section 5.9,), be noted; (4) that the package of already approved savings totalling £0.234 million (section 7.4), be noted; (5) that the remaining savings proposals, totalling £23.295 million (section 7.4), be approved; and (6) that the intention to submit a paper to this Committee confirming actual Government Grant when the Council is notified of its settlement, be noted.

3. Background 3.1. At its meeting on 28 June 2017, the Council’s Executive Committee approved the Revenue Budget Strategy for 2018/2019. This Budget Strategy stated an initial savings requirement of £42.129 million. In arriving at this level of savings, the Strategy took account of a number of assumptions including Grant Reductions, Pay and Pension Increases, Price Increases, Funding for Priorities and Revenue Consequences of Capital.

3.2. While the savings requirement was noted as £42.129 million, this was reduced to £27.329 million as a result of a number of corporate funding solutions. Table 1 overleaf shows how the efficiency savings figure of £27.329 million was arrived at, detailing the corporate funding solutions approved to minimise the level of efficiency savings required.

63 Table 1: Efficiency Savings Requirement for 2018/2019

2018/2019 £m Savings Requirement in Year 42.129

Corporate Solutions Capital Financed from Current Revenue (2.500) Reserves - 2015/16 underspend balance (5.000) Loan Charges / Early Repayment of Debt (5.300) Council Tax Income - Property Numbers (1.000) - Council Tax Reduction Scheme (1.000) Total Corporate Solutions (14.800)

Efficiency Savings Requirement 27.329 (28 June 2017, Executive Committee)

3.3. Since the Revenue Budget Strategy was approved in June 2017, further information has been received on a number of key areas. It is therefore appropriate to refresh the Revenue Budget Strategy. This report will provide an update on the current Revenue Budget Strategy position (section 4) and the resultant savings requirement. It will also provide details on how the savings requirement can be achieved (section 5) through the presentation of a package of savings for consideration by Members.

4. Current Position on Revenue Budget Strategy 4.1. In setting the Revenue Budget Strategy, a number of assumptions were made. Since June 2017, further information has been received which allows these assumptions to be updated as appropriate. Information on key elements of the Revenue Budget Strategy for 2018/2019 is noted below:

4.2. Pay Award The 2018/2019 Strategy currently provides for a pay award. However, the removal of the public sector pay cap and ongoing discussions at a national negotiating level indicate that the actual pay award agreed may be higher than budgeted. On that basis, an additional allocation is proposed. Increase in Costs: £2.100m 4.3. Auto Enrolment As part of the 2017/2018 Revenue Budget Strategy, £1.5 million was included in the Council’s budget for Auto Enrolment to the pension scheme. This was on the basis that there were approximately 1,000 employees who are currently not in the pension scheme who would meet the criteria to be automatically enrolled in the pension scheme in October 2017.

4.4. However, the Local Government Pension Committee has recently amended the rules, which means that all of the employees that the Council would previously have been expected to automatically enrol, will not be auto-enrolled, therefore the £1.5 million in the budget is not required at present. This is therefore available for use in 2018/2019. Moving forward, there is still an expectation that the Council will automatically enrol any eligible employees every 3 years. This would mean that funding would be required in 2019/2020. Decrease to Costs: (£1.500m)

4.5. Utilities Previous years’ strategies have included estimates for utilities’ price increases. The actual expenditure being incurred in 2017/2018 suggests that the budgets for utilities can be reduced. Decrease to Costs: (£1.400m)

4.6. Social Work Resources Temporary Funding As part of the 2017/2018 Budget, £1 million of non-recurring Additional Government Grant was allocated to contribute towards pressures in Social Work (£1 million). In light of the pressures being experienced by Social Work Resources in the current year, it is proposed that these monies remain with Social Work Resources into 2018/2019.

Reinstatement of Budget: £1.000m

4.7. Social Care Pressures Committee has already been advised that in 2017/2018, it is expected that the requirement for social care services will continue to exceed the budget available. Indications show that the total level of spend for social care services will result in an overspend of £2.3 million for 2017/2018. As this position relates to current services being delivered, these costs will continue into 2018/2019. The full year additional costs of meeting the level of care currently delivered in 2017/2018 is £4.9 million.

4.8. It is also expected that demand for service in 2018/2019 will continue to increase. The estimated new costs from increasing demand in 2018/2019 is £2.6 million, with inflation for care homes adding a further £0.5 million to the costs. Note that these are only the part year costs of this demand. Further costs will be experienced in 2019/2020 for the full year effect of this demand (a further £2.6 million will be needed in that year). Social Work are currently in the process of trying to establish any funding solutions and recovery plans to mitigate some of the additional costs in 2017/2018. This will include the outcome of financial assessments of clients, and it is estimated that £2 million of solutions could be assumed into 2018/2019 to help manage the costs of additional demand.

4.9. The current Budget Strategy for 2018/2019 includes £2 million of additional funding for Social Work. Therefore, the current expected level of overspend in 2018/2019 arising from 2017/2018 service levels and the part year costs of new demand into 2018/2019 would be £4 million.

Increase to Costs: £4.000m

4.10. Taking the above information into account allows a revision to the Revenue Budget Strategy position for 2018/2019. This movement is summarised in Table 2 overleaf:

Table 2: Revised Efficiency Savings Requirement for 2018/2019 2018/2019 £m Efficiency Savings Requirement from Table 1 27.329 (28 June 2017, Executive Committee)

Changes to Strategy Pay Award (section 4.2.) 2.100 Auto Enrolment (section 4.4.) (1.500) Utilities (section 4.5.) (1.400) Reinstatement of Temporary Budget – Social Work (section 4.6.) 1.000 Social Work Resources Pressures (section 4.7.) 4.000

Total Increase to Strategy 4.200

Revised Efficiency Savings Requirement for 2018/2019 31.529

4.11. Table 2 above shows the revised savings requirement of £31.529m.

5. Corporate Funding Solutions 5.1. In addition to the review of the Budget Strategy Assumptions, following completion of the 2016/2017 Accounts and the current status of Council Tax estimates, further Corporate Funding Solutions have been identified which could be used to offset the savings requirement. These are detailed below:

5.2. 2016/2017 Underspend At the end of 2016/2017, there was an additional underspend of £2 million, over and above that identified as part of the probable outturn exercise, mainly as a result of additional Council Tax in-year. Due to timing, this was not included in the original Strategy presented to Members. This underspend was transferred to the Earmarked General Fund to assist with future budget strategies (approved by Executive Committee in June 2017). These monies are available to support the 2018/2019 Budget Strategy on a one-off basis only.

Increase in Funding Solutions: £2.000m

5.3. Council Tax Collected from New Properties The 2018/2019 Budget Strategy includes an increase of £1 million in relation to additional historic properties. The 2018/2019 Budget Strategy did not assume the impact of any additional new properties in 2017/2018 nor did it assume new properties into 2018/2019.

5.4. As we are now part way through 2017/2018, to reflect the increase in actual properties to date and an estimate of the full year, an additional £1.5 million can be assumed for these 2017/2018 properties.

5.5. In addition, £1 million has been estimated for prospective 2018/2019 additional properties. It should be noted that these increases do not give a permanent benefit to the Strategy as there will be an impact on grant levels in future years. This is estimated at 80% grant reduction – for every additional £1 of Council Tax, there is an 80p reduction in grant. This will form part of grant assumptions from 2019/2020.

Increase in Funding Solutions: £2.500m

5.6. 2017/18 Council Tax Income Over-Recovery As noted in 5.4. above, there are additional new properties in 2017/2018. The Council Tax collected from these is £1.5 million. As well as being added to the Budget Strategy for 2018/2019, this will result in an over-recovery of income in 2017/2018. This can be used as a funding solution in 2018/2019. These monies are only available in 2018/2019 on a one-off basis.

Increase in Funding Solutions: £1.500m

5.7. Utilities As noted in 4.5. above, anticipated increases in utilities costs have not materialised at the level assumed in the budget strategies. As well as being added to the Budget Strategy for 2018/2019, this will result in an underspend in 2017/2018. This can be used as a funding solution in 2018/2019. These monies are only available in 2018/2019 on a one-off basis.

Increase in Funding Solutions: £1.000m

5.8. Council Tax Reduction Scheme (CTRS) Over recent years, the Council has experienced reduced demand for the CTRS. This scheme is funded by the Scottish Government and from £1 million of Council monies. As part of the 2018/2019 Budget Strategy, the Council’s £1 million has been removed from the budget, and reflects the reduced demand being experienced. The reduction in demand is experienced in 2017/2018, and as such, an underspend will occur. This can be used as a funding solution in 2018/2019. These monies are only available in 2018/2019 on a one-off basis.

Increase in Funding Solutions: £1.000m

5.9. Taking the corporate solutions into account gives a revised savings requirement (after Corporate Solutions) of £23.529 million. This is shown in Table 3 below:

Table 3: Revised Efficiency Savings Requirement for 2018/2019

2018/2019 £m Revised Efficiency Savings Requirement for 2018/19 31.529 (from Table 2)

Additional Corporate Solutions 2016/17 Underspend (section 5.2.) (2.000) Council Tax Properties in 2017/18 and 2018/19 (sections 5.4 and 5.5.) (2.500) Council Tax Income 2017/18 Over-Recovery (section 5.6.) (1.500) Utilities’ Underspend 2017/18 (section 5.7.) (1.000) Council Tax Reduction Scheme (section 5.8.) (1.000)

Total Additional Corporate Solutions (8.000)

Revised Efficiency Savings Requirement for 2018/19 23.529 (after Additional Corporate Solutions)

5.10. Savings proposals to meet this are presented for consideration in Section 7.

6. Other Issues 6.1. While a number of the Strategy assumptions have been updated in Section 4, there are other areas where no change has been proposed but that should be noted by Committee. These are detailed below for information:

6.2. Government Grant At the time of setting the Revenue Budget Strategy (June 2017), the Council had not been advised of the level of grant to be received for 2018/2019. There is no update on this position and the grant allocation will not be known until mid-December 2017.

6.3. Non Domestic Rates – Barclay Review The Scottish Government commissioned a review into a number of aspects of the current Non Domestic Rates system. If implemented, the recommendation to remove the rates relief to some charities / Arms- Length External Organisations (ALEOs) would have an impact on the rates payable by South Lanarkshire Leisure Cultural Trust.

6.4. The recently issued Programme for Government stated that the Scottish Government will give urgent consideration to the recommendations of the Barclay Review and will publish an implementation plan before the end of 2017. Initial indications were that the recommendations would be effective from April 2018.

6.5. However, due to the level of the potential impact on councils, COSLA and the Government has agreed to have further engagement on the recommendations and the areas of concern highlighted by COSLA, particularly in relation to the removal of rates relief for charities.

6.6. While the recommendations are still being considered by the Scottish Government, and discussions continue with COSLA regarding the potential financial impact across councils, no adjustment has been made to the Council’s Budget Strategy. When the implications are confirmed, Committee will be advised.

6.7. Council Tax From 2017/2018, the Council Tax freeze has been lifted and councils are able to apply a 3% maximum increase per annum to all council tax bands. Table 4 below shows the impact of a 1%, 2% and 3% increase to the Council’s Council Tax charges. These increases would reduce the savings requirement by £1.3m, £2.5m and £3.8m respectively. This prudently assumes that the Council will meet the costs of the Council Tax Reduction benefits that will increase through the increase in Council Tax. Historically, these costs have been covered through Government Grant.

Table 4: Impact of Council Tax Increase

Level of Increase Band “D” Council Income generated in Council tax tax (current £1101) from Increase 1% £1,112 £1.3m 2% £1,123 £2.5m 3% £1,134 £3.8m

6.8. The approved 2018/2019 Revenue Budget Strategy (Executive Committee, June 2017) took no account of any additional income from increasing Council Tax.

7. Savings Proposals 2018/2019 7.1. As detailed in Section 5.9 above, the total level of savings required to balance the budget for 2018/2019 is £23.529 million. In order to meet this level of savings, officers have identified proposals for Members’ consideration.

7.2. A package of savings proposals totalling £23.529 million is attached at Appendix 1 to this report. These were provided to Elected Members at an Awareness Session on 8 November 2017.

7.3. The savings proposals have been categorised to provide Members with more information on how each saving will impact on the Council and its services. Table 5 below shows the split of savings across the categories, along with the FTE and savings value for each category:

Table 5: Efficiency Savings Across Categories

FTE £m Approved 0.0 0.234 Efficiency and Outturn 152.2 11.065 Charging 0.0 1.386 Service Impact 73.2 10.844 TOTAL Proposed Savings 225.4 23.529

7.4. The overall package includes £0.234 million of savings resulting from decisions which have already been approved. Of the remaining £23.295 million, there are Efficiency and Outturn savings of £11.065 million. In the remaining categories, Service Impact and Charging savings total £12.230 million. It is proposed that the remaining savings of £23.295 million are now considered for approval.

7.5. Integration Joint Board All of the Social Work Resources’ savings proposals relate to services delegated to the Integration Joint Board. However, these savings do relate to the Council’s Social Work Resources, and as such, form part of the Council’s overall savings package for approval.

7.6. In approving these savings, the Council is approving a reduction in the financial allocation to the Integration Joint Board. These savings are in relation to efficiencies, and delivering services in a better way, in order to save money. There are also three savings which relate to charges. Legally, the Council must set the charge, as the Integration Joint Board cannot do so.

7.7. If the reduction in the allocation to the Integration Joint Board is approved by the Council, then the specific savings relating to Integration Joint Board delegated services will be presented to the Board for their agreement.

8. Position Beyond 2018/2019 8.1. This paper and the attached savings proposals focus on financial year 2018/2019, and are in line with the Strategy approved by the Executive Committee on 28 June 2017, updated by the revised assumptions and corporate solutions in sections 4 and 5 above.

69 8.2. For future years, the estimated savings requirements continue to pose a considerable challenge, and this will require further consideration of areas of service delivery.

8.3. Temporary Solutions Of the proposals for 2018/2019 Savings and Corporate Solutions, a number are of a temporary nature. These will require to be reinstated in future years, from 2019/2020. These are shown in Table 6 below:

Table 6: Temporary Solutions and Year of Reinstatement

Year of Reinstatement 2019/20 2020/21 2021/22 £m £m £m

Revised Assumptions Auto Enrolment (section 4.4.) 1.500 - -

Savings Carbon Reduction Commitment (COR01) 0.500 - - Staffing Secondment (CER17) 0.035 0.025 - Contribution to Community Planning (FCR05) 0.022 Homelessness Temporary Accommodation (HTR03) 0.300 - - Community Safety (HTR07) 0.020 - -

Corporate Solutions Reserves: 2015/16 and 2016/17 Underspend 7.000 - - Loan Charges / Early Repayment of Debt - - 6.100 Capital Receipts - 4.000 - Government Grant Impact of Additional Properties - – 1.200 0.800 Council Tax Council Tax Income 2017/18 (section 5.6.) 1.500 - - Utilities Underspend 2017/18 (section 5.7.) 1.000 - - Council Tax Reduction Scheme 2017/18 (section 5.8.) 1.000 - -

Total Temporary Solutions 14.077 4.825 6.100

8.4. All of the temporary assumptions/savings/corporate solutions shown above in Table 6 will have an impact on the savings requirement for future years from 2019/2020. These must be considered as part of the Revenue Budget Strategies for these years.

9. Summary 9.1. An approach has been taken in producing this updated budget strategy, of providing a fully funded solution to the expenditure pressures outlined in the report. Members are reminded of the information given (section 6.7, 6.8) that there is the option to increase Council Tax by up to 3%. If that was done, provided that assumptions on levels of Government Grant are accurate, then this may provide scope for options in setting the budget.

9.2. It should also be noted that a number of funding solutions are temporary in nature (section 8.3). As detailed in Table 6, in year 2019/2020 we will need to identify £14.077m within the financial strategy to address this and in considering budget options that fact should be taken into account. An increase in Council Tax would represent a permanent solution, the value depending on the rate of increase chosen.

70 9.3. A significant reason in why some funding solutions are temporary, is because they are draws on the Council’s reserves. In 2017/2018 funding of £9 million will come from Reserves. Within the financial strategy for 2018/2019 £17 million of funding will come from reserves, with a further £16 million scheduled to be used from reserves across the years 2019/2020 and 2020/2021. Other amounts within the overall total for reserves relate to the Housing Revenue Account (£10 million), the Insurance Fund (£3 million), the Repairs and Renewals (£4 million), Winter Maintenance (£2 million), and Capital Funds (£10 million) and Government Grant carried forward in reserve (£14 million). This leaves a core General Fund Reserve of £12.5 million, which the Council holds to be used in the event of unforeseen circumstances. While money from this reserve could be used in setting the budget, the current level represents 1.9% of the Council’s budget and is considered to be a low level of reserve. Any increased use of reserves in setting the 2018/2019 budget would only represent a temporary funding solution.

9.4. Section 4 of this report covers projected increased pressure on the Social Work budget in 2018/2019. A feature of the financial settlement from the Government over the past 2 years has been the direction of monies to integrated health and social care joint boards through the NHS. Should this be a feature of the 2018/2019 grant settlement, then these pressures would have first call on this funding.

9.5. Another feature of the 2017/2018 financial settlement was the late inclusion of a national total of £130 million. It should be noted that at present the Council’s financial strategy assumes that amount will not be included within the 2018/2019 settlement. COSLA are at present putting forward the case for the inclusion of the £130 million in the 2018/2019 grant, as part of the settlement discussions with Government. However, Government’s current view is that this should not be included in the baseline budget. If this was to be included, it would assist the Council’s position by approximately £7.7 million.

10. Next Steps 10.1. As discussed at section 6.2, indications are that the Council will be unlikely to receive confirmation of its detailed grant figures until December 2017. As the Council has to set a balanced budget early in 2018/2019, the assumptions made in the approved Budget Strategy in relation to the grant settlement will continue to be used (Executive Committee, June 2017). An updated position will be provided to this Committee following confirmation of the grant figures from the Government.

11. Employee Implications 11.1. Each saving proposed in the appendix shows the number of full time equivalent posts that will be affected. The savings options here would require a net reduction of 225.4 FTE posts in 2018/2019.

11.2. A substantial number of these can be managed through anticipated turnover, vacant posts and the removal of temporary posts. The balance of posts will be achieved through a combination of redeployment and voluntary severance/early retiral.

12. Other Implications 12.1. The assumptions on which the savings target is based are defined within the Financial Strategy for the Council as approved by the Executive Committee on 28 June 2017 and updated by the revised assumptions and corporate solutions (sections 4 and 5). The Financial Strategy is a way of managing a number of key risks which directly impact on the funding available to deliver the Council’s Objectives.

71 12.2. Requirement to Set a Budget: Under statute and internal governance rules, Council Members have duties around setting budgets. Failure to set a balanced budget would have serious implications, not just for the Council but also potentially for individual members who could incur personal responsibility for failure to comply with their statutory duty.

12.3. Any failure to set a balanced budget would almost certainly provoke intervention by Scottish Ministers and the Accounts Commission who have legislative powers to carry out investigations and make recommendations which could result in Scottish Ministers issuing binding directions to the Council. Under the Local Government (Scotland) Act 1973, special reporting processes exist (Section 102) which, if the Controller of Audit is not satisfied with the Council’s steps to remedy such an issue, then he/she can make special report to the Accounts Commission on the matter. The Commission can then recommend that Scottish Ministers direct the Council to rectify the issue. Individual members who unreasonably contribute to the failure or delay in setting a budget could be ultimately censured, suspended or disqualified from standing for election for a prescribed period of time by the Standards Commission.

12.4. If a new budget is not set, then the Council could not enter into any new unfunded commitments including contracts, and spend would be restricted to meeting existing liabilities. As the Council’s current position is that there is a budget shortfall that requires to be met through savings, without Council agreement on a 2018/19 budget, a gap in our budget would remain.

12.5. In relation to individual savings, work has been carried out within Resources to ensure their deliverability. Through this exercise, any risks which may impact on service delivery have been considered.

13. Equality Impact Assessment and Consultation Arrangements 13.1. The savings are presented for approval subject to any statutory consultation requirements. In the event that, following any consultations, a decision is taken not to progress with any saving then an alternative saving will be sought.

13.2. Where savings proposals have identified potential negative impact on service users, appropriate consultation and engagement will take place with those who may be affected.

13.3. In terms of consultation, the Trade Unions will be consulted. In addition, as in previous years, targeted Public Consultation on the budget will be carried out using members of the Citizens’ Panel and budget consultation events will take place with representatives of a number of groups: the Council’s Employee Network, South Lanarkshire Youth Council, Seniors Together, Disability Groups and Lanarkshire Ethnic Minority Action Group. All members of the public will be invited to comment on budget proposals through a dedicated e-mail address.

13.4. The Equality Act 2010 expects that those making decisions give ‘due regard’ to equality considerations during the course of decision-making. The Equality Impact Assessments and their outcomes should help inform elected members so that their decisions have taken account of the different needs and rights of members of the community. This does not mean that difficult decisions cannot be made, but that they are made in a fair and transparent way.

13.5. In terms of the Council’s public sector duties under the Equality Act 2010, initial Equality Impact Assessments (EQIAs) have been carried out on all the proposals which require them. Any proposal which has identified potential adverse impacts will also have mitigating actions to remove or lessen the impact on protected groups. The protected characteristics are age, disability, sex, sexual orientation, pregnancy and maternity, marriage and civil partnership, race, religion and beliefs and transgender identity.

13.6. Assessments of the overall impact of the savings proposals on service users and employees have also been carried out. The Equality and Human Rights Commission recommends that EQIAs should be considered carefully before decisions are taken. Further information on Impact Assessments is available from the Employee Development and Diversity Manager. Any necessary equality impact assessments in relation to savings resulting from decisions already approved (Approved category) have been completed and made available as appropriate

Paul Manning Executive Director (Finance and Corporate Resources)

21 November 2017

Link(s) to Council Values/Objectives  Accountable, Effective and Efficient

Previous References  Executive Committee, 28 June 2017

List of Background Papers  None

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jackie Taylor, Head of Finance Ext: 5637 (Tel: 01698 455637) E-mail: [email protected]

74 8

Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Cross Resource Savings Proposals 2018/2019

COR01 All Efficiency and Carbon Reduction Commitment - 0.750 Outturn A saving of £0.500m will be achieved from a one-off reduction in relation to the Carbon Reduction Commitment, which will require to be re-instated in 2019/2020. This is the result of underspends realised in previous years from reduced levels of carbon allowances required, mainly due to the completion of the Street Lighting Improvement Programme. The saving will be achieved through the Council utilising funds that have been built up, thus generating a one-off saving of £0.500m in 2018/2019.

A further saving will be achieved from the ongoing reduction of £0.250m per annum in relation to the Carbon Reduction Commitment.

COR02 All Efficiency and Business Support 20.0 0.500 Outturn From the consideration of back office services and processes, a saving of £0.500m can be achieved across all Resources.

The saving will be achieved across the organisation through the creation of a single reporting responsibility for Business Support, which will enable the sharing of good practice and the delivery of economies of scale. Through the use of IT systems, efficiencies will be realised through enabling self- service and removing duplication of tasks.

Savings identified for 2018/2019 will be achieved through changes in contract administration, improvements in booking systems, merging of support tasks, streamlining of complaints and Freedom of Information processes, and the removal of vacant posts across the Council.

There are 709 FTE posts identified within Business Support. This saving proposes a reduction of 20 FTE posts to 689 FTE, saving £0.500m per annum.

75 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

COR03 All Efficiency and Policy and Strategy 3.0 0.150 Outturn Through a more focused use of resources, and a more joined up approach to policy and strategy across the Council, a reduction in staffing can be achieved across all Resources. Structural changes from bringing together teams, where a council wide approach is required, will enable efficiencies to be made and will remove duplication.

Efficiencies of 3 FTE (£0.150m) are achievable in 2018/2019 through removing duplication in the preparation and monitoring of various policies, strategies and procedures across the Council.

There are 59 FTE posts identified within Policy and Strategy. This saving proposes a reduction of 3 FTE posts to 56 FTE, saving £0.150m per annum.

COR04 All Efficiency and Overtime Criteria - 0.500 Outturn This saving is a further conversion of premium rate working to employment opportunities, building on the work carried out in partnership with the Trade Unions over 2016/2017 and 2017/2018.

By continuing to review the overtime criteria, the amount of additional hours required to be worked will reduce, and the requirement for regular overtime will be translated into more established hours at Plain Time, reducing the cost to the Council.

As part of this saving there will be engagement with the Trade Unions, and this saving will have no impact on service delivery.

Total Cross Resource Savings Proposals 2018/2019 23.0 1.900

76 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Cross Resource Savings Summary Across Categories FTE £m

Approved - 0.000 Efficiency and Outturn 23.0 1.900 Charging - 0.000 Service Impact - 0.000

Cross Resource Savings Proposals 2018/2019 23.0 1.900

77 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Community and Enterprise Resources’ Savings Proposals 2018/2019

Community and Enterprise Resources’ Efficiency and Outturn Savings

CER01 Fleet and Efficiency and Realignment of Employee Budget - 0.020 Environmental Outturn Through realignment of budget to reflect actual salaries paid, a saving of £0.020m can be achieved in 2018/2019.

This will have no impact on service delivery or FTE numbers.

78 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER02 Roads and Efficiency and Staffing Structure – Roads Contracting Restructure 2.0 0.250 Transportation Outturn This proposal involves moving from the existing three area based teams to a single Construction Unit. This will enable a reduction in staff through economies of scale, which will generate a saving of £0.100m.

Currently, the operational service is delivered via three separate operational teams. These cover the areas of Clydesdale (with depots at Carnwath and Lesmahagow plus a winter only depot at Elvanfoot), East Kilbride / Rutherglen (with a depot at Hawbank, East Kilbride) and Hamilton (with a depot at Canderside).

The proposal is to amalgamate the three separate area teams into a single Construction Unit under the control of a single manager. Staff would primarily be based at Canderside Depot. In the short term, the remaining depots would act as satellite depots with the continuing need for these depots being reviewed in the medium term.

The current establishment consists of 12 FTE posts across the three area based teams. The proposal will see a reduction of 2 FTE posts to 10 FTE. This will be managed through the removal of temporary posts from the current structure.

In addition, operational efficiencies of £0.075m will be realised through more efficient planning and programming of works.

A further £0.075m will be generated through identifying efficiencies within the utilisation of plant and fleet, and through operating a single pool of professional expertise.

This represents a saving of 0.9% of the overall Roads Trading Service Expenditure Budget, and there will be no impact on current service provision.

79 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER03 Roads and Efficiency and Lighting Investment Programme - 0.500 Transportation Outturn The completion of the current programme of 100% LED switchover and 7,400 column replacements means that further longer term revenue budget savings can be realised.

The saving will be achieved as a result of the early completion of the programme and a reduction in budget required due to reduced energy costs.

The 2017/2018 budget allocation for Street Lighting is £3.940m, and so the proposed saving equates to 13% of the annual budget. The saving of £0.500m relates to funds currently redirected from the Roads revenue budget towards the Street Lighting Investment Programme which are no longer required as the project is now complete.

CER04 Roads and Efficiency and Winter Service – Route Optimisation - 0.230 Transportation Outturn Via a route optimisation exercise, the opportunity has been identified to achieve the same precautionary gritting coverage via 23 gritting routes rather than the existing 25. Savings will be realised through a reduction in fleet and overtime costs.

It should be noted this change will be implemented for the coming winter given that it has no policy implication.

CER05 Facilities, Efficiency and Catering Service to Social Work Lifestyle Centres 3.6 0.078 Waste and Outturn Currently, meals are produced on site for Social Work Lifestyles facilities. Through centrally Grounds producing all foods at Council HQ, and transporting to Carluke, Fairhill, Eastfield (Cathkin Adult Training Centre), Murray Owen and Stonehouse Lifestyles Centres for serving, a saving of £0.078m can be realised.

Centralising the production of a similar type of menu at specific sites allows the Resource to maximise the use and capacity of existing facilities and equipment.

The current establishment consists of 8.7 FTE. The proposal will see a reduction of 3.6 FTE catering staff to 5.1 FTE. A total of 6 employees will be impacted by the proposal.

80 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER06 Facilities, Efficiency and Pitch Maintenance Regime 1.0 0.029 Waste and Outturn This proposal would see the maintenance regime of pitches with limited formal usage reflect that of Grounds general open space. This would allow the areas to continue to be used for informal recreational purposes but would no longer be available to book for formal matches and would be removed from the SLLC booking schedule. Alternative pitches will be available for booking.

The current establishment consists of 294 Grounds operatives and 115 Seasonal operatives. This proposal would remove 1 FTE from the current establishment and would impact on 2 members of staff. The pitches affected, alternatives and the number of current lets are detailed below:

Location Alternative Bookings Pitches 2017/18 Meikle Earnock, Hamilton Palace Sports 14 1 Hamilton Ground or Ferniegair Wooddean, Hamilton Palace Sports 0 1 Bothwell Ground Glassford Strathaven 0 1 Burnhill, Peter Brownlee 0 2 Rutherglen Cambuslang Park Welfare Park Halfway Park, Peter Brownlee 0 1 Cambuslang Cambuslang Park Welfare Park Kildare Park, Lanark 4 1 Lanark Stonedyke, Moorpark 0 1 Clydesdale Birkenshaw, Tileworks 0 1 Larkhall Harleeshill, Tileworks 0 1 Larkhall

81 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER07 Facilities, Efficiency and Grounds Staffing Structure 2.0 0.075 Waste and Outturn This proposal would see a reduction in the number of Grounds Officer posts, including those within Grounds Countryside and Greenspace, by 2 FTE, reducing the current establishment from 24 FTE to 22 FTE.

There is currently one vacant Grounds Officer post within the service, which will contribute towards the saving.

Duties will be re-prioritised and reallocated across the remaining resources within the service.

CER08 Facilities, Efficiency and Delivery of Waste Services - 0.180 Waste and Outturn Following an analysis of current routes and working patterns to ensure optimum delivery of the Grounds service and to maximise use of the Council’s fleet, savings of £0.180m have been identified.

This follows the evaluation of the current provision of Waste Management Services, in conjunction with Zero Waste Scotland.

CER09 South Efficiency and Rationalisation of ICT Services - 0.030 Lanarkshire Outturn A saving of £0.030m will be achieved through the rationalisation of a number of ICT services, Leisure and including the removal of a photocopier, a reduction in the number of leased PCs and a reduction in Culture the number of Citrix licenses required.

The 2017/2018 budget allocation for ICT Services is £0.227m, which will reduce to £0.197m following implementation of this saving.

CER10 South Efficiency and South Lanarkshire Leisure and Culture Staffing Structure 12.9 0.488 Lanarkshire Outturn The saving will be achieved through the implementation of a number of operational changes and Leisure and changes to the current management structure which will allow a reduction of 12.9 FTE. The saving Culture will have a minimal impact on service delivery.

82 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER11 South Efficiency and Increase to the ACE Programme - 0.060 Lanarkshire Outturn By offering an improved ACE Activity Programme, additional income can be generated through Leisure and increased attendance and membership. Culture By expanding the existing programme through adding more classes, the number of ACE membership packages can be increased by 308 (from 2,000 to 2,308), generating an additional £0.075m per annum. An additional £0.015m would be required for coaches to deliver the classes, resulting in a net saving of £0.060m in 2018/2019.

CER12 South Efficiency and Supplies and Services and Administration Budgets and Realignment of Income - 0.158 Lanarkshire Outturn This saving will be realised through a reduction in areas of overheads such as materials, marketing, Leisure and printing and stationery, external training costs, events and activities and administration costs. Culture In addition, there will be a realignment of budget to reflect an increase to the value of the catering contract at James Hamilton Heritage Park, and to reflect revised operational hours within the park. Further income can also be generated from the sale of advertising space and securing external sponsorship for a number of events.

CER13 South Efficiency and Sole Bar Rights - 0.030 Lanarkshire Outturn Through operating sole bar rights for functions in all venues which currently have bar facilities, Leisure and additional income of £0.030m can be generated. Culture Currently, the hirer has an option to bring in their own bar, or to hire one. It is proposed that this option be removed and that anyone using the venues must use the bar services provided by South Lanarkshire Leisure and Culture.

This saving will affect Fernhill Integrated Community Facility, Stonehouse Integrated Community Facility and Ballerup Hall. Hamilton Town House, Rutherglen Town House and East Kilbride Arts Centre already have this in place.

83 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER14 South Efficiency and East Kilbride Summer Fest - 0.020 Lanarkshire Outturn It is proposed that the current budget allocation of £0.057m in relation to East Kilbride Summer Fest Leisure and is reduced by £0.020m (35%). Culture Since moving the event from the East Kilbride town centre to the East Kilbride Arts Centre, there has been a reduction in the requirement for security, litter picking, technical support and infrastructure.

The focus of the event has become more family orientated, offering opportunities for participation in arts and other activities rather than the concert style event it was previously.

These changes have allowed savings to be identified for 2018/2019.

CER15 Fleet and Efficiency and Efficiencies in Contracts - 0.050 Environmental Outturn This saving proposes to realign the income budget for pest control services. This will achieve a saving of £0.050m per annum which reflects the actual activity experienced in recent years.

CER16 Fleet and Efficiency and Fleet Asset Movements - 0.320 Environmental Outturn Changes to fleet assets across the Council has allowed efficiencies of £0.320m to be realised in 2018/2019.

Casual hire to lease conversions, and the non-renewal of lease agreements for vehicles no longer required, have allowed savings to be achieved in the costs of these agreements and the associated running costs of the vehicles.

CER17 Planning and Efficiency and Staffing Secondment 1.0 0.085 Economic Outturn A total saving of £0.085m can be realised in 2018/2019 due to a 2-year staff secondment which will Development commence in October 2017. The saving will be made up of an underspend of £0.025m from 2017/2018 and a full-year saving of £0.060m in 2018/2019. A further saving of £0.025m will be realised in 2019/2020.

This post requires to be reinstated following completion of the secondment.

84 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER18 South Efficiency and Halls Staffing Structure 2.7 0.058 Lanarkshire Outturn The saving will be achieved through a reduction in the requirement for hall keepers and cleaning Leisure and provision which will result in an overall reduction of 2.7 FTE. Culture The saving will be achieved through the reorganisation of employees following the non-filling of vacancies. The opening hours of the halls will remain unaffected.

CER19 Fleet and Efficiency and Reduction in Non-Employee Cost Expenditure and Income Generation - 0.060 Environmental Outturn The proposal involves a reduction in expenditure on supplies and services within Fleet Services, including cleaning, plant and equipment and protective clothing. This will be achieved through identifying efficiencies within current service delivery and through adopting better procurement processes.

In addition, through analysing the total level of mileage incurred for clients over 60, additional income can be generated through the Bus Services Operators Grant from Transport Scotland.

The current budget allocation across these areas of expenditure is £0.245m. This will reduce by £0.060m, to £0.185m following implementation of this saving.

CER20 Facilities, Efficiency and Supplies and Services - 0.020 Waste and Outturn Reduce expenditure on Supplies and Services by £0.020m within Waste Services. The current Grounds budget allocation for 2017/2018 is £0.314m, which will reduce to £0.294m following implementation of this saving.

This will have no impact on service delivery.

Total Community and Enterprise Resources’ Efficiency and Outturn Savings 2018/2019 25.2 2.741

85 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Community and Enterprise Resources’ Charging Savings

CER21 Facilities, Charging Increase Price of School Meals - 0.416 Waste and It is proposed that the price of a school lunch is increased by £0.20, from £1.60 to £1.80. This will not Grounds affect those pupils in Primary 1, 2, & 3 who receive free meals through the government initiative and those in Primary 4 to 7 and High School pupils entitled to free meals through national entitlement.

The Council will continue to provide a 3 course lunch for primary school pupils and continue to have the lowest price charged across Scotland for both Primary and Secondary school meals (based on 2016/2017 school meal prices across other Councils).

CER22 Facilities, Charging Charges for Cremation - 0.100 Waste and It is proposed to increase cremation charges from the current charge of £599 per service to £670. Grounds The increase of £71 would generate additional income of £0.100m per annum.

The increase will result in South Lanarkshire moving from 2nd of 12 in terms of lowest cost, to 7th of 12, based on current charges for other authorities, as detailed below:

2016 Cremation Charges for Local Authorities: Inverclyde £552 South Lanarkshire £599 Glasgow £599 Falkirk £608 West Dunbartonshire £617 Argyll and Bute £628 Fife £642 City of Aberdeen £693 Edinburgh £708 Perth and Kinross £749 South Ayrshire £788 Highland £849

86 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER23 South Charging Price Increases – Calderglen Country Park Zoo - 0.035 Lanarkshire Propose to increase admission costs to Calderglen Zoo by £0.20 for a child, from £0.50 to £0.70, and Leisure and by £0.50 for an adult, from £1.40 to £1.90. Culture The proposed prices for the Zoo are still considerably lower than other similar attractions in the area. Charges for Amazonia are currently £4.75 per child, and Camperdown charge £4 per child.

CER24 South Charging Activage Membership - 0.200 Lanarkshire The Activage membership is available to all South Lanarkshire residents aged 60+. The membership Leisure and allows access to all mainstream leisure activities and a number of bespoke classes. Culture An increase to the annual Activage membership fee from £54.60 to £80 per annum is proposed, rising to £100 in 2019/2020.

This is the equivalent of an increase of £0.49 per week in 2018/2019.

This is based on the current level of 8,000 members continuing membership following the increase.

Membership levels have increased over the years as follows:

2014 6,176 2015 6,891 2016 7,421 2017 8,064

87 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER25 South Charging Price Increase Across Other Areas - 0.120 Lanarkshire Increasing charges by a maximum of 3% (except those covered in other savings and fitness, Leisure and including pay as you go memberships) will generate a saving of £0.120m. Culture Examples of the proposed increases are detailed below, with a full list of price increases available on request:

Swimming Lane Hire 20m Lane 1 – Increase from £11.60 to £11.95 Gym – Increase from £6.10 to £6.30 Football 5 A Side – Increase from £43.35 to £44.65

CER26 South Charging Under 16 Clubs – Price Rationalisation - 0.105 Lanarkshire Through offering a 25% discount on the current junior rate to sports clubs aimed at children under the Leisure and age of 16, a saving of £0.105m can be achieved whilst still continuing to offer a concessionary price Culture to these clubs. At present, a 50% discount is offered.

Based on current junior rates, the revised rates per child will be as follows:

 For a Club requiring a hall hire, the increase per person would be around 25p per hour.

 Junior price pitch hire of a 5 a side synthetic pitch would increase from £11.60 to £17.40 (58p per person).

 A grass 11 a side pitch would increase from £31.60 to £47.40 for 2 hours. For 26 participants the increase is 61p per person or 30p per hour.

 For use of a 7 a side pitch by 20 children the increase would represent 22p per person.

The number of users who will be affected by the change in level of concessionary discount applied represents less than 15% of all under-16s usage of Leisure facilities, due to the discount only applying to particular clubs.

88 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Total Community and Enterprise Resources’ Charging Savings 2018/2019 - 0.976

89 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Community and Enterprise Resources’ Service Impact Savings

CER27 Fleet and Service Impact Environmental Services 4.0 0.180 Environmental The cover of the Out of Hours Noise Control service will be managed to allow the reduction of 1 FTE. The service will continue to be provided 7 days a week, with a reduction in the size of both teams. The current establishment consists of 9 FTE. The proposal will see the removal of 1 FTE vacant post within the Service to 8 FTE.

It is also proposed to realign the Public Health and Private Housing service through prioritisation of cases, consideration of response times, and directing complaints to appropriate third parties where possible.

Currently the target response time for service requests is 2 working days. Implementation of the saving would see this increase to 5 working days. The current establishment consists of 18.5 FTE. The proposal will see the removal of 2 FTE posts within the Service.

The removal of vacant hours within the Food and Business Regulation section has enabled the reduction of 0.5 FTE posts from the current structure of 15.6 FTE, to 15.1 FTE. The reduction in hours will be managed through less face to face customer contact for low risk sites, and a focus on the use of alternative enforcement strategies including telephone calls, questionnaires, use of technology, information gathering visits and themed visits.

Finally, the work of the Environmental Protection service will be reprioritised to reflect current demands, including contaminated land and air quality. This will allow a reduction of 0.5 FTE from the current establishment of 2 FTE, which will be managed through a vacant post.

The service currently deals with, on average, 22 contaminated land enquiries per annum, and assists with planning applications where contaminated land is an issue.

Overall, the saving will result in a reduction of 4 FTE, from 45.1 FTE to 41.1 FTE.

90 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER28 Fleet and Service Impact Litter Enforcement 2.0 0.050 Environmental Through a reduction of 2 FTE from the current establishment, a saving of £0.050m can be achieved. The delivery of service will continue to be prioritised and monitoring of the Council’s performance will continue to ensure focus of attention remains in prioritised areas.

The service currently has an establishment of 9 FTE. The saving proposes that this is reduced by 2 FTE to 7 FTE.

Staff in the posts are currently on temporary contracts which are due to expire in March 2018.

CER29 Fleet and Service Impact Market Surveillance Approach to Trading Standards Inspections 2.0 0.080 Environmental Through a reduction in pro-active visits informed by market surveillance, and by directing customers to self-help facilities where appropriate, it is considered that 2 FTE can be removed from the current structure of 14.33 FTE.

Planned interventions will continue to be carried out where required, and will focus on areas of greatest consumer detriment.

Consumers will be directed to action they can take themselves to resolve customer advice requests and be directed to third party agents such as trade bodies and Citizens Advice Scotland.

91 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER30 Fleet and Service Impact Fleet Management - 0.900 Environmental This saving will be achieved by looking at the costs of replacing and maintaining the Council’s fleet of vehicles.

Through further replacement of casual hire vehicles by using more cost effective procurement methods, the identification of efficiencies in fuel supply through the use of telematics, and by extending the use of electric vehicles, a saving of £0.448m can be achieved.

Further savings of £0.286m can be achieved in the costs of vehicle maintenance through consideration of changes in fleet requirements across the Council. In addition, the level of expenditure on avoidable damage can be reduced through better awareness and through communication with managers and staff.

A saving can be generated from assessing current usage of the pool car fleet. An assessment of usage was carried out within Environmental Services. This identified that some vehicles were less used than others. Through ensuring that the pool car fleet utilisation increases towards capacity, savings of £0.016m can be generated.

Finally, a saving of £0.150m can be realised by realigning income budgets to reflect current service delivery, and by reducing expenditure on outside repairs.

92 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER31 Planning and Service Impact Planning and Economic Development Service 5.0 0.250 Economic This is a continuation of the 2017/2018 approved saving to restructure the Planning and Economic Development Development Service.

Savings will be realised through changes within Planning and Economic Development which allow the re-prioritisation of service requirements and changes to the staffing structure to release 5 FTE posts.

Statutory service delivery will continue to be met, but there will be an impact on the timescales, and deliverability on discretionary services. All requests for service would be prioritised.

The service currently employs 110 FTE. This proposal would see a reduction of 5 FTE.

CER32 Planning and Service Impact Payments to Other Bodies - 0.118 Economic Through aligning priorities to the Community Plan, this will enable a reduction within the Payments to Development Other Bodies budget line. Following approval of the Community Plan in October 2017, current payments made to external organisations will be considered against the focus areas outlined in the Plan.

The 2017/2018 budget for Payments to Other Bodies is £0.733m. The proposed saving of £0.118m (16%) will be achieved across a number of areas, which are outlined below:

 Money is contributed to a fund in Clydesdale for the provision of rural transport which mainly supports an additional bus route. Work can be picked up through other activities and funding sources such as the LEADER programme. The full allocation of £0.016m is proposed as a saving.  A saving of £0.040m will be realised from a reduction in the current Youth Diversion allocation of £0.382m. The Council will liaise with Regen:FX in order to ensure that the saving is attributed to those areas with the lowest impact on service delivery.  A further saving of £0.062m will be achieved through prioritisation of the remaining Payments to Other Bodies expenditure within the Service in line with focus areas identified within the Community Plan.

93 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER33 Planning and Service Impact Employability Programmes - 0.480 Economic There are a number of initiatives and changes impacting on the council requirement to provide Development employability support through commissioned programmes and this has allowed efficiencies to be made. These are the introduction of Fair Start Scotland, more activity around Developing the Young Workforce based in Education Resources, and efficiencies gained by centralising and delivering in house for some employability support.

The Scottish Government is contracting for a new employability service for 2018/2019 (Fair Start Scotland). This service will support disabled and unemployed clients who would otherwise have been placed in a number of Council programmes such as Connect2 and Inclusiveness. This allows the Council to redirect work into other employability activity and not duplicate the work carried out via this Scottish Government contract.

A redesign of the Council’s employability programmes, together with delivering more through existing internal resources means a saving of £0.480m (10.5%) can be made from the current budget of £4.6m.

CER34 Roads and Service Impact Roads Staffing Structure 10.0 0.280 Transportation Through a reprioritisation of existing work programmes, including those referenced in other savings (CER45 - Carriageway Resurfacing and CER36 - Flood Prevention), and active travel and cycling, staffing efficiencies have been identified. The saving will result in a reduction of 10 FTE, from 55.5 FTE to 45.5 FTE.

 Rationalisation of design teams from 6 FTE to 3 FTE  Reduction in Traffic/Transportation Team from 7.5 FTE to 6.5 FTE  Reduction in Flooding Team by one post, from 7 FTE to 6 FTE  Reduction in Streetworks Team by one post from 8 FTE to 7 FTE.  Reduction in Area Office Network Management Teams by 3 posts, from 22 FTE to 19 FTE  Reduction in Management Team by one post, from 5 FTE to 4 FTE.

94 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER35 Roads and Service Impact Footway Resurfacing - 0.120 Transportation The proposal is to reduce footway resurfacing by 24% from the current £0.500m annual programme to £0.380m per annum.

The remaining investment of £0.380m will continue to be prioritised, taking account of footway condition and usage.

CER36 Roads and Service Impact Flood Prevention - 0.090 Transportation This proposal is a 25% reduction in the level of flood prevention work currently undertaken through the Revenue Programme. Risks will continue to be managed through organising activity on a prioritised basis.

The saving will be realised through a reduction in the number of studies undertaken as well as a decrease in the level of materials purchased and physical works undertaken.

The current Revenue budget for Flood Prevention is £0.350m, which supplements the annual Capital Programme allocation (£0.100m in 2017/2018).

95 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER37 Facilities, Service Impact Remove Night Shift Council Officer Cover at HQ and Realign Frequency of Duties in all 4.9 0.146 Waste and Principal Offices Grounds Reduce Council officer presence at HQ from 10.00pm to 6.00am. This would result in access to and from HQ from 6.00am to 10.00pm 7 days per week. HQ is currently accessible 24 hours a day.

In other buildings, where there is a requirement for access to the building outwith hours, a booking system and procedure is in place. This would be implemented at HQ and would be followed if there was a requirement for access to the building during the night.

The proposal would see the realignment of duties within the Council Officer service in terms of porterage and setting up of rooms. Employees will be redeployed within the service where required. Employees would be employed specifically for any event that occurs after 10.00pm. Night time cleaning would be reprogrammed to be completed within the opening times.

The saving will result in a reduction of 4.9 FTE, from 42.6 FTE to 37.7 FTE.

CER38 South Service Impact Increase in Swimming Lesson Programme - 0.050 Lanarkshire The swimming lesson programme continues to attract significant interest from the community. A Leisure and saving of £0.050m is achievable in 2018/2019 from increased income from swimming lessons. Culture Extension of the programme will be achieved through reducing public swimming sessions as follows:

 Hamilton Water Palace would close the 25 metre swimming pool on Thursdays from 3.20pm until 8pm to accommodate lessons. This would allow for an extra 5 classes accommodating 40 members @ £20.90 monthly - £0.010m.  Lanark Lifestyles would close on Wednesdays from 4pm until 6pm to accommodate 9 additional classes - 72 members @ £20.90 per month - £0.018m.  South Lanarkshire Lifestyles Eastfield would close on Mondays from 4pm until 6pm to accommodate 6 additional classes - 48 members @ £20.90 per month - £0.012m.  A further £0.010m would be raised from other pools where additional classes can be accommodated without a full pool closure.

96 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER39 South Service Impact Mobile Library Services and Home Delivery Service 2.0 0.050 Lanarkshire Following a rationalisation of the service during 2016/2017, it is now proposed that the mobile library Leisure and service is removed. The current vehicles used in the provision of the service are likely to require Culture investment or renewal in the coming years, which cannot be accommodated within existing budgets.

Over the last 5 financial years between 2013/2014 and 2016/2017 there has been a 38% reduction in the use of this service.

In addition to this, the new online virtual library has been launched which provides free 24hr access to eBooks, audio Books, newspapers, comics and magazines. It is anticipated that this will influence a downturn in demand for the home delivery service going forward.

There will be no impact on service provision for those users who continue to require the Home Delivery Service. The service will continue to offer the same level of service provision, which can be arranged over the phone, online or by contacting the local library. However, through the introduction and promotion of alternative services available, it is anticipated that this will result in a natural decrease in demand.

The number of occasions where the Home delivery service was utilised in 2016/2017 was as follows:

Rutherglen - 732 Clydesdale - 1,162 East Kilbride - 693 Hamilton – 812

The current establishment consists of 6.2 FTE. The proposals will see the removal of 2 FTE posts, reducing the establishment to 4.2 FTE.

97 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER40 Planning and Service Impact Town Centre Maintenance - 0.020 Economic A budget allocation of £0.020m is held within Economic Development for Town Centre Maintenance. Development This budget was established to enable reactive maintenance to be carried out in town centres, however, this function is now mainstreamed within other services of the Council, including Grounds Services and Waste Management. Examples include replacing litter bins, repairing benches and other ad hoc maintenance.

It is proposed that the budget of £0.020m is removed and any discretionary maintenance required is funded from within the overall Service budget in future years.

CER41 Planning and Service Impact Business Support Grants 1.0 0.160 Economic Business Support Grants are available to small and medium enterprises (SME) across South Development Lanarkshire who may have difficulty raising funds through other means, or to assist in levering in further external funding. The grants are awarded for various purposes, including the purchase of equipment, marketing and investment in new premises.

The proposal is to reduce the budget for Business Support Grants by 50%, from £0.230m to £0.115m, and to remove 1 FTE post from the current structure, resulting in a total saving of £0.160m in 2018/2019.

This is not a statutory function. Scottish Enterprise deals with the high growth sector and the Council deals with SME. The Council will continue to offer non-financial assistance to enterprises where required. Business Gateway are also available to SME and provide advice and information on support available.

The current establishment consists of 7 FTE posts. The proposal will see the removal of 1 FTE post within the Service to 6 FTE. The post to be removed is currently vacant.

98 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER42 Planning and Service Impact Payments to Other Bodies - 0.012 Economic The proposal is to remove the current contributions to Young Apprentice (£0.005m) and Princes Trust Development (£0.007m) in 2018/2019.

Both of these organisations receive other funding and work is underway, with Council support, to have the £0.005m Young Apprentice contribution replaced via sponsorship. Advice and guidance will still be provided.

CER43 Planning and Service Impact Tourism Marketing - 0.018 Economic It is proposed to reduce the current £0.059m annual contribution for participation in a spring Development marketing campaign with North Lanarkshire Council (NLC) by £0.018m to £0.041m per annum.

The Council will continue to work with NLC on tourism marketing to encourage people to visit the area including an autumn marketing campaign and promotion of the Visit Lanarkshire website.

CER44 Facilities, Service Impact Rationalisation of Library Attendants 4.0 0.080 Waste and As a result of a reduction in footfall within libraries over a number of years, the requirement for both Grounds an attendant and a cleaner in terms of providing an adult presence, and the requirement for the same level of cleaning provision, is no longer necessary. An analysis of the roles of library attendants and cleaners within 15 libraries across the Council has identified the option to standardise the service provided at each location through reducing the total number of staff on site at the same time. This will allow a saving of £0.080m to be achieved in 2018/2019.

Details of the proposed changes can be provided.

The saving will result in a reduction of 4 FTE, from the current establishment of 12.8 FTE, to 8.8 FTE.

99 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER45 Roads and Service Impact Carriageway Resurfacing Programme - 4.366 Transportation This proposal involves revising the current timescales for completion of resurfacing works, and would equate to a reduction to the overall revenue and capital roads budgets of 18%.

There is £12m capital funding currently available, and £12m of revenue funding across all areas of roads budgets including reactive maintenance, giving a total allocation of £24m.

Works will be prioritised over 2018/2019 and future years. The resurfacing projects we continue to undertake will be prioritised on the basis of road condition and the importance of the route. In general terms the effect for 2018/2019, is that 80% of the programme will continue in 2018/2019, with any remaining works being reprogrammed in future years if there is a need to do so.

The amount that we spend on projects can also be reduced through continuing to make the best use of new and innovative materials and, through better procurement, we will ensure that more can be done with our remaining budgets. More competitive pricing can be achieved through packaging of projects and mini tendering.

We will also reduce costs through reducing work carried out by contractors, and undertake more routine work in house, protecting the Council’s workforce levels.

Road safety will continue to be safeguarded via a system of inspections and defect repairs consistent with national standards.

100 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER46 South Service Impact Community Managed Halls 1.0 0.025 Lanarkshire This proposal is to reduce the current level of staffing support offered within community managed Leisure and halls, saving £0.025m per annum. Currently there are 352.3 staffing hours (10 FTE) employed Culture across the following halls:

Staffing Hours Location Provided Tenants Association of Coatshill and 91.30 Thornhill (TACT) Community Hall Larkhall Community Centre 64.75 Uddingston Community Centre 68.25 Springwells Hall 13.00 North Halfway Hall 30.00 Carstairs Community Centre 17.00 Douglas St Brides 68.00 Total 352.30

The proposal would see a reduction of 42.3 hours, from 352.3 hours to 310 hours. This represents a 12% reduction in the number of hours of staffing support currently provided.

Consideration of the current provision for each hall, and revised requirements, will see the remaining employee hours being reallocated across the halls based on actual requirements.

There are currently 10 FTE within the service, which will reduce by 1 FTE, to 9 FTE.

101 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER47 South Service Impact Community Libraries 3.5 0.058 Lanarkshire An assessment of operational hours and attendance levels has been carried out across Community Leisure and Libraries, which has identified the ability to reduce the opening hours at 15 community libraries across Culture the South Lanarkshire area in line with current demand. As a result, a saving of 3.5 FTE and £0.058m can be achieved.

The proposal would move to a more peripatetic arrangement in terms of the delivery of children’s activities, where the children’s team would deliver events at other SLLC venues to enable continuation of the activity. This would mean that the impact on relationships with both primary and secondary schools will be minimised.

The change in hours for each library has been programmed to complement the opening times of an alternative library within a reasonable proximity.

In addition to this, the new online virtual library has been launched which provides free 24hr access to eBooks, audio Books, newspapers, comics and magazines.

The proposal is to reduce the opening hours at Forth, Bothwell, Cathkin, St. Leonards, Halfway, Hillhouse, Uddingston, Burnbank, Lesmahagow, Lanark, Larkhall, Greenhills, Hamilton Town House, Rutherglen and Blantyre.

CER48 South Service Impact Reduction in Opening Hours at Leisure Centres 3.9 0.095 Lanarkshire Through revising current opening hours within 5 leisure centres across South Lanarkshire in line with Leisure and current demand levels, a saving of £0.095m can be generated. The saving reflects an analysis of Culture attendance levels throughout the day, and the proposals suggest a slight change to current opening and closing times for each facility based on current attendance data.

The proposal is to reduce the opening hours at Coalburn, Forth, Strathaven, Eastfield Lifestyles and Biggar.

102 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

CER49 Facilities, Service Impact Provision of Cleaning in Council Offices and Depots 12.4 0.150 Waste and Through a reduction in the level of cleaning provided in the main council offices and depots, a saving Grounds of £0.150m can be generated in 2018/2019.

The service currently provides cleaning 5 days per week, 52 weeks of the year in the majority of council offices and depots. The proposal would involve the provision of this service on alternate days, with the exception of the cleaning of toilet facilities in high usage locations, which will still be undertaken daily.

Currently, alternate day cleaning is provided in 11 council offices and depots.

Details of the locations affected by the proposal can be provided, and the sites where alternate day cleaning is currently in place, can also be provided.

Further efficiencies of £0.150m are available in 2019/2020 from the implementation of this saving.

Total Community and Enterprise Resources’ Service Impact Savings 2018/2019 55.7 7.778

Total Community and Enterprise Resources’ Savings Proposals 2018/2019 80.9 11.495

103 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Community and Enterprise Resources’ Savings Summary Across Categories FTE £m

Approved - 0.000 Efficiency and Outturn 25.2 2.741 Charging - 0.976 Service Impact 55.7 7.778

Community and Enterprise Resources’ Savings Proposals 2018/2019 80.9 11.495

104 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Education Resources’ Savings Proposals 2018/2019

Education Resources’ Approved Savings

EDR01 Curriculum Approved Curriculum and Quality Improvement Service Staffing - 0.140 and Quality A new structure has been implemented within Curriculum and Quality Improvement Services (CQIS), Improvement which has led to a reduction in the number of Development Officer posts required. This was achieved Service through identifying tasks which can be transferred to Lead Officer remits, those which were no longer essential, including the delivery of training and membership of Local Authority groups, and tasks which could be devolved directly to schools or Learning Communities, including the development of curriculum materials and resources.

The proposed changes will have minimal impact on schools as all tasks deemed essential have been redistributed and will still be undertaken.

The FTE has reduced from 22 FTE to 14 FTE as follows:

Original (22 FTE) Revised (14 FTE) Section Manager (1) Section Manager (1) - Quality Improvement Manager (1) Quality Improvement Quality Improvement Officer (8) Officer (8) Development Officer (12) Development Officer (2) Health and Safety (1) Health and Safety (1) - Administration Officer (1)

There is no impact on FTE numbers as all staff have reverted back to their substantive posts in schools.

105 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Total Education Resources’ Approved Savings 2018/2019 - 0.140

106 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Education Resources’ Efficiency and Outturn Savings

EDR02 All Efficiency and Realignment of Property Costs, Supplies and Services and Administration Costs Budgets - 0.337 Outturn Through targeting areas of non-essential spend across the Resource and removing budgets no longer required, a saving can be made across a number of budget lines.

This saving will see a reduction in the per capita allocation to pupils from 3-18 years across all sectors. This will be a continuation of a managed programme of classroom materials reduction and will be allocated based on school roll. Savings can be realised in Early Years establishments and schools through the development and implementation of new procurement and delivery processes, which will generate savings through economies of scale and the identification of further efficiencies across the Resource.

Additionally, there will be a reduction to postage, catering and parent council budgets as a result of efficiencies in service delivery.

Finally, there will be the removal of property costs budgets of £0.028m no longer required.

107 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

EDR03 Early Years Efficiency and Early Years Realignment of Early Learning and Childcare Income - 0.200 Outturn Early Years has offered increased flexibility to parents and families through the provision of extended Early Learning and Childcare (ELC) provision across our nursery classes and stand-alone establishments over the last few years as part of our strategy of ELC expansion. This provides families with the ability to align with the needs of the child in the context of their families and in support of employment.

Chargeable places are available beyond the statutory provision in certain nursery classes and stand- alone establishments and parents and families have been able to access these places over the years, and rely on these places, to support their childcare requirements.

It is proposed to increase the budget in line with income levels and trends over the last few years. This proposed level of £0.200m is currently being achieved beyond the budget of £0.254m. This will have no impact on service delivery.

It is anticipated this saving will be achievable until the move to 1140 hours implementation in advance of 2020 when the fees generated from paid places will be used for statutory provision and income levels will reduce significantly.

Total Education Resources’ Efficiency and Outturn Savings 2018/2019 - 0.537

108 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Education Resources’ Service Impact Savings

EDR04 Curriculum Service Impact Central Funding for Licences - 0.061 and Quality The following licence payments are currently made by the Curriculum and Quality Improvement Improvement Service (CQIS) on behalf of establishments: Service  The Copyright Licencing Agency: The Copyright Licensing Agency simplifies copyright by providing blanket licences that allow establishments to copy from a wide repertoire of print and digital published content, without having to seek permission every time.  CEFM – Off Air Recording: This allows schools to make off air recordings of television and radio broadcasts without having to seek permission each time.  Phono Performance Licence and CEFM PRS Music Copyright Licence: Both licences are required for playing pre-recorded music.

It is proposed that the funding for this held within the Service is withdrawn, and that individual educational establishments pay for their own licences using devolved budgets. The invoices will continue to be paid centrally to retain the benefit of discounts from a single payment, and will then be recharged to the individual school budgets.

Schools will only pay for what they use so schools who currently use the licenses will now pay for them direct and can tailor them to their own requirements. There will be no change to service delivery, or implications for schools who do not use them.

109 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

EDR05 Youth Service Impact Youth Learning and Integrated Children’s Services - 1.255 Learning Youth Learning Services and Integrated Children’s Services are merging to become one Service Service and within Education Resources. The combined Service will provide Youth, Family and Community Integrated Learning Services which will support a closer alignment of services and deliver services for children Children’s and young people as well as community learning and development activities. The Service will Services provide for people of all ages through learning, personal development and active citizenship and building more stronger, resilient, supportive, influential and inclusive communities. This will be delivered through 3 main changes to provision:

A review of the crèche facilities and the Early Years Home Link service has identified an opportunity to realign these services within the Early Years function and reduce the requirement through the Youth, Family and Community Learning Service.

In relation to Attendance Officers, the provision has been reviewed and the service realigned to the Aspire project or the Youth, Family and Community Learning Service which has the same aim of supporting young people into employment.

Through a review of the Social, Emotional and Behaviour Needs (SEBN) provision, an adaptation of the service is proposed which will deliver a targeted service for young people with specific needs. This will involve the Youth, Family and Community Learning Service staff with a Youth Learning background, working in providing from establishments such as the KEAR Campus and providing an alternative to the current academic provision.

In the case of this saving, there is expected to be no net loss of posts as redeployment opportunities are made available in the move towards 1140 hours elsewhere within the Resource.

110 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

EDR06 Psychological Service Impact Psychological Services – Staffing Structure 1.0 0.050 Services As a result of changes to current working patterns through phased retirement and reduced hours, a reduction of 1 FTE Psychologist post can be achieved.

Available resources will be developed in order to enable schools to better respond to any issues arising which will help to mitigate the reduction in staff.

The current structure is 22.8 FTE.

EDR07 Schools Service Impact Behaviour Support in Secondary Schools 3.0 0.085 The saving will be achieved by removing the provision of dedicated Behavioural Support staff in schools, and the introduction of a ‘whole school’ approach to behaviour which will be adopted and implemented by all teaching staff within secondary schools.

This is the continuation of a programme to remove targeted behaviour support as part of the move to a whole school approach on behaviour.

Staff resources will be either redeployed within schools, or the additionality used for this support will cease. This targeted support is only present in 6 schools and will ensure consistency of approach in all secondary schools in relation to behaviour management.

The current allocation of 3 FTE for Behaviour Support across schools is as follows:

Calderside Academy 0.6 FTE Cathkin HS 0.6 FTE Larkhall Academy 0.3 FTE St John Ogilvie HS 0.6 FTE Stonelaw HS 0.3 FTE Trinity HS 0.6 FTE TOTAL 3.0 FTE

111 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

EDR08 Schools Service Impact Targeted Class Sizes Support – Primary 1 - 0.280 The saving will be achieved by removing the class size reduction from primary 1, and instead provide targeted class size reduction support to primary 1 children where required.

By increasing the primary 1 class size to 25 pupils, 10 schools will see the Class Size Reduction teacher removed based on expected configurations and would take all classes to the statutory levels.

All children have access to, and benefit from, a teacher in the Early Years setting, in advance of starting Primary 1.

The Council will continue to maintain the required Pupil Teacher Ratio through ensuring that the reduction in posts are offset with necessary cover staff.

EDR09 Schools Service Impact School Technicians 10.5 0.350 A reduction of 10.5 FTE Technicians can be achieved through standardising a range of tasks across schools. Currently, due to differing curricular models, there is variability across secondary schools in the range of tasks undertaken.

School technicians support the delivery of the curriculum within the Secondary sector. This is carried out in 3 distinct disciplines - Science, Audio Visual and Technical. Schools currently have between 2.5 and 4.5 FTE Technicians (including a Team Leader) dependent on the size of the school.

In addition, we currently operate a central technician team which provides advice for all schools and ensures we meet our legislative requirements. The role of the team will now be allocated fairly across schools to support the curriculum and to continue to carry out the legislative functions. There will be a reduced number of technicians overall and they will all be embedded within the secondary schools. The saving will be achieved through the management of temporary posts, retirements and Switch2.

The current budget is £2.010m and 67 FTE. This saving proposes a reduction of 10.5 FTE posts to 56.5 FTE, saving £0.350m per annum.

112 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

EDR10 Inclusive Service Impact External Placements - 0.300 Education This saving relates to a reduction in expenditure following on from less children and young people Service being placed in external provision for their education, in line with the policy to educate and care for as many of our children within South Lanarkshire as is possible while still being needs led.

An analysis of the suitability of the current placements has been undertaken which has allowed us to place as many children as possible within our own Authority provision, for example the Kear Campus or ASN schools. This is in line with the mainstreaming strategy and the trend experienced across recent years.

Savings of £0.300m are achievable in 2018/2019 from a reduction in the external provision required.

The current budget for Independent School Placements is £3.857m and this represents a saving of 7.8%.

Total Education Resources’ Service Impact Savings 2018/2019 14.5 2.381

Total Education Resources’ Savings Proposals 2018/2019 14.5 3.058

113 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Education Resources’ Savings Summary Across Categories FTE £m

Approved - 0.140 Efficiency and Outturn - 0.537 Charging - 0.000 Service Impact 14.5 2.381

Education Resources’ Savings Proposals 2018/2019 14.5 3.058

114 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Finance and Corporate Resources’ Savings Proposals 2018/2019

Finance and Corporate Resources’ Approved Savings

FCR01 Administration, Approved Licensing and Registration Income - 0.094 Legal and Through the introduction of charges for route testing and vehicle inspections to increase public safety, Licensing applying inflationary rises to current Licensing and Registration charges and the realignment of budget to reflect current income being received, efficiencies of £0.094m are available in 2018/2019.

Approval to introduce the charges for route testing and for the Licensing and Registration increases was granted at the Finance and Corporate Resources Committee on 5 September 2017.

Total Finance and Corporate Resources’ Approved Savings 2018/2019 - 0.094

115 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Finance and Corporate Resources’ Efficiency and Outturn Savings

FCR02 Finance Efficiency and External Audit Fee - 0.035 Outturn The budget for the External Audit Fee in 2018/2019 is £0.529m, however only £0.494m was required for services received in 2017/2018. Therefore, the saving will be achieved from realigning the budget to the expenditure being incurred.

FCR03 Finance Efficiency and Interest on Investments - 0.050 Outturn The saving will be achieved through increasing the income budget for interest on investments to reflect current income being received for deposits with the Debt Management Office.

This is a realignment of budget only to reflect the current level of investments with no additional income being sought from interest on future investments.

FCR04 All Efficiency and Reduction in Supplies and Services and Administration Budgets and Realignment of Income - 0.341 Outturn This saving will be realised through a reduction in areas of overheads across the Resource such as payments to external contractors, system costs, agency fees, bulk mail, and membership fees.

In addition, there will be a realignment of income budgets to better reflect actual income being received in relation to the supplier development programme and medicals income.

The Resource budgets for Supplies and Services and Administration Costs are currently £5.771m and £7.121m respectively.

116 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR05 Communication Efficiency and Contribution to Community Planning - 0.022 and Strategy Outturn The Council currently pay a contribution to Community Planning of £0.022m per annum. The total current contributions from all of the partners is £0.048m per annum (including SLC £0.022m).

At the end of 2016/2017, there was a balance carried forward of £0.044m into 2017/2018. The saving will be achieved through all partners not having to make a payment in 2018/2019 by utilising the funds that have been built up, thus generating a one-off saving of £0.022m in 2018/2019. This will not result in any reduction in work undertaken by the Partnership.

FCR06 Communication Efficiency and Publications Efficiencies - 0.036 and Strategy Outturn Efficiencies can be achieved in the following areas:  Ceasing print production and household distribution of the annual Reporter with a digital option being made available (£0.030m);  Ceasing print production of the Works with staff communications offered digitally through a revised offer on the intranet (£0.006m)

117 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR07 Personnel Efficiency and Supported Employment and Management 1.0 0.200 Outturn Through removing the duplication of services delivered following the introduction of the Scottish Government Fair Start Scotland programme, and assessing the current management structure and programme delivery, efficiencies can be achieved in 2018/2019. This is linked to saving CER33. This saving will be delivered through a reduced need to spend on employability programmes as the needs of some client groups will now be delivered through the national Fair Start programme. This will include a reduced need to pay partners to deliver programmes.

Through planning the targeted projects the Council will deliver, there will be no duplication with Scottish Government delivered services. Programmes of work will be determined so that all key groups will still be targeted either through Council, Scottish Government, or other initiatives. The Council will ensure efficiency through coordinating its service through the supported employment team.

There are 16 FTE posts within supported employment. This saving proposes a reduction of 1 FTE vacant management post to 15 FTE, as teams are merged for a more coordinated service delivery. The current budget in Personnel for this is £2.588m. This saving will reduce the budget to £2.388m.

118 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR08 IT Efficiency and IT Services 9.0 0.810 Outturn This saving will be achieved through the following efficiencies across the Service:

 Reduction in number of end-user devices (phones, PCs) provided to Resources – Savings in lease and licensing costs will result from reducing the number of devices such as telephones and PC’s (£0.100m).  Rationalisation of software licences – Through using fewer licences, efficiencies can be gained (£0.100m).  Storage - To reduce storage costs, we will remove any non-priority back up storage beyond immediate requirements, and also look more to external solutions where possible (such as cloud). Rationalisation of the files that are held will be required to meet corporate retention standards, which will be relevant to each service (£0.065m).  Reduction of non-core IT tasks (1 FTE) – These include writing and generating reports, efficiencies in managing contracts and 3rd parties on behalf of customers, opening tickets on behalf of customers, and resolving data-related issues. This will have little direct impact on Council services delivered. (£0.050m).  Introduction of self-service (2 FTE) – Self-service capabilities will be introduced on management tools and the SL intranet to enable customers to access information directly. In addition, self-service capabilities will be made available to raise new service desk tickets directly on the system, including out of hours. This will be implemented by June 2018 (£0.050m).  Expenditure with External Providers – Savings will be made from reducing the level of spend we make with external providers on specialist servers and equipment. (£0.150m).  Staffing (6 FTE) – In addition, through the consideration and realignment of duties, and consideration of vacancies, a further saving of £0.295m and 6 FTE can be achieved. 4 FTE posts are currently vacant within the Service. The remaining 2 FTE posts will be achieved through natural turnover within the Service.

There are 126 FTE posts within IT Services. This saving proposes a reduction of 9 FTE posts to 117 FTE. The current gross budget for IT is £11.202m. This saving will reduce the budget to £10.392m.

119 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR09 Administration, Efficiency and Voluntary Organisations Grants - 0.016 Legal and Outturn A 5% reduction in grant is proposed for a range of voluntary organisations currently in receipt of Licensing grants from the Council. Actual reductions will range from £1,000 to around £20, saving £0.008m per annum (from a budget of £0.162m). A list of the organisations affected is available.

In addition, Lightburn Elderly Association Project (LEAP) currently receives a contribution of £0.054m per annum from the Council. A 15% reduction in grant is proposed (£0.008m) in 2018/2019.

LEAP receives support from a range of sources other than the Council, including NHS Lanarkshire, the National Lottery, the Voluntary Action Fund and People’s Health Trust. LEAP also receives money through the third sector integrated care budget.

Their overall income from grants to 31 March 2016 was £0.396m. The proposed saving of £0.008m represents 2.1% of LEAP’s overall income from grants in 2015/2016.

As at 31 March 2016, there was a balance of £0.045m on their unrestricted funds.

120 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR10 Administration, Efficiency and Cambuslang Childcare Project - 0.044 Legal and Outturn The £0.082m current funding to Cambuslang Childcare Project (CCP) funds a free 0-3 year old Licensing nursery service for parents in the Cairns / Cambuslang area. The core grant also covers management and administration staffing costs etc.

CCP also receives £0.061m funding from Education Resources for nursery placements.

The free 0-3 year old service funded by this grant is unique in South Lanarkshire and is not available through any other nursery. The Council will work with CCP to replace the provision of free places for 0-3 year olds (saving £0.044m per annum) with places for 3-5 year olds, funded through partnership nursery arrangements.

CCP have advised that the reduction could be manageable, if given time to implement the transition from the provision of 0-3 year old service to solely 3-5 year olds through partnership nursery arrangements.

Eligible families can access free nursery provision through alternative arrangements funded by the Scottish Government for children from age 2.

The saving equates to 31% of the overall funding currently provided to CCP in total from the Council.

A further saving of £0.038m is achievable in 2019/2020 from the complete removal of the current funding.

121 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR11 Personnel Efficiency and Personnel Services Staffing Structure 17.5 0.760 Outturn Through the consideration and realignment of duties, and consideration of vacancies, a saving of £0.190m and 5.5 FTE can be achieved.

The use of online forms with better integration into back office systems will allow a further reduction of 7 FTE posts to be made, generating a saving of £0.350m. Increased self-service for employees and managers will allow further efficiencies to be achieved.

In addition, further efficiencies of £0.220m and 5 FTE posts can be achieved within Personnel Services through continuing efforts to move suitable training from face to face to more cost effective methods, increasing online opportunities and webinars. Staffing levels will reduce as a result of moving more online, adjusting our involvement in national training initiatives and ensuring that best value continues to be achieved for our involvement.

This includes considering the support provided to the Clyde Valley Learning and Development Initiative to ensure the Council’s lead role is provided at no net cost to the Council.

By recognising the work undertaken by others around equalities, we can remove any duplication in efforts either within the Council or between partner organisations. Currently the Council supports a number of equality based programmes.

This support will continue, and we will look at merging management roles to create staffing efficiencies.

There are 164 FTE posts within Personnel Services. This saving proposes a reduction of 17.5 FTE posts to 146.5 FTE, saving £0.760m per annum, from a staffing budget of £3.334m.

122 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR12 Finance Efficiency and Finance Services Staffing Structure 33.5 1.065 Outturn Through the continued consideration of the management structure across services, reducing workload and considering more efficient financial monitoring, further efficiencies will be realised in 2018/2019. Within Transactions, a number of initiatives are resulting in a reduction in the administrative processes, and therefore staff, required to undertake the current functions, including the expansion of e-invoicing within creditors and more effective processes for the ordering of school and nursery provisions on a daily basis.

Of the 33.5 FTE posts attached to this saving, it is expected that these will be managed partly through consideration of temporary posts, and the non - filling of existing vacancies.

There are 224 FTE posts within Finance Services and Audit Services. This saving proposes a reduction of 33.5 FTE posts to 190.5 FTE, saving £1.065m per annum, from a staffing budget of £8.030m.

123 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR13 Finance Efficiency and Q&A Offices Staffing Structure 8.0 0.220 Outturn The number of customers seeking assistance from the Q&As continues to fall and in particular within the 3 smaller offices operated from the local libraries. This proposal will still ensure the delivery of Q&A services from these local libraries.

In 2016/2017, in the Carluke, Blantyre, and Larkhall Q&As, the average number of customers visiting per day was 10, 12 and 25 respectively with the percentage of staff time used for actual interaction with customers being 7%, 10% and 33% respectively. There has also been a drop of 18% in the number of customers using the other 5 Q&As.

The use of the satellite office based in Forth is also currently not effective, with on average only 4 customers attending per opening day.

It is proposed that the Carluke, Blantyre, Larkhall and Forth Q&As continue as unstaffed services with public access to fast track phones and on line systems remaining. The libraries will continue to open the premises with signposting to the phones and PCs available for use. The satellite office based in Forth will continue to be opened throughout the week by the Community Group. Telephones and leaflets will be made available in the office for customers to use at all times.

In circumstances where a member of the public could not make it to one of the staffed Q&As for a face to face discussion, an appointment would be made for them at their local service point. This will result in the release of 4 FTE posts from the current structure, saving £0.110m. To assist in delivering this, it is further proposed that the Q&As close at 4.15pm on Fridays in line with other Council Services. The number of visitors in the main Q&As after 4pm on Fridays averages less than 1, representing ineffective use of staff time and resources.

It is further proposed that, due to the reduction in visitors to the main Q&As, an additional 4 FTE posts are removed from the current structure saving a further £0.110m per annum.

There are 38 FTE posts within Q&A Services. This saving proposes a reduction of 8 FTE posts in total to 30 FTE, saving £0.220m per annum, from a staffing budget of £1.063m.

124 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR14 Administration, Efficiency and Realignment of Members Budget - 0.057 Legal and Outturn Boundary changes have resulted in the number of Members reducing from 67 to 64. The realignment Licensing of the budget to reflect these changes will result in savings of £0.057m in 2018/2019.

FCR15 Administration, Efficiency and Legal and Licensing Staffing Structure 8.0 0.286 Legal and Outturn Continued revised working practices and better use of available technology allows a reduction in Licensing staffing of 8 FTE posts, saving £0.286m in 2018/2019.

There are currently 3.7 FTE vacancies within the Service totalling £0.112m. The remaining posts will come from realigning the management structure across the Service, and through better use of technology with licensing going fully online and therefore the level of presentations at Licensing office counters will reduce resulting in staff requirements reducing across the 5 Licencing locations (East Kilbride, Hamilton (2 offices), Rutherglen and Lanark.

There are 76.5 FTE posts within Legal and Licensing Services. This saving proposes a reduction of 8 FTE posts in total to 68.5 FTE, saving £0.286m per annum, from a staffing budget of £2.849m.

125 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR16 Finance Efficiency and Benefits and Revenues and Customer Contact Centre Staffing 16.0 0.400 Outturn Improving performance through management arrangements and administrative practices, including the introduction of more effective IT software and associated working practices, will allow efficiencies of £0.400m to be achieved in 2018/2019.

Staff numbers, comprising 3 FTE Grade 3 and 13 FTE Grade 2 employees, can be reduced following the introduction of IT solutions and improved working practices across the Services.

IT solutions include the integration of Direct Debit and Single Persons discount forms directly into back office systems resulting in reduced manual intervention and therefore reduced staffing levels required.

This saving represents 4.8% of the current staffing budget of £8.265m.

There are 260 FTE posts within Benefits and Revenues and the Customer Contact Centre. This saving proposes a reduction of 16 FTE posts to 244 FTE, saving £0.400m per annum.

FCR17 Finance Efficiency and Q&A Development Team Staffing 3.0 0.100 Outturn As a result of changes to the working practices in place at the Q&As, there is no longer a requirement for the same level of staff required to support these. This will allow savings of 3 FTE and £0.100m in 2018/2019.

Q&A staff are no longer dealing with service requests from customers directly as these are now filtered through them to the relevant back office specialist staff across the Council. This has removed the level of duplication and has resulted in a lower level of staff from the development team to support them. At present, staff provide support for the SMS project and implementation of on-line forms and the maintenance of process maps for Q&A Services. Remaining staff will still be required to support some of these activities.

There are 6.9 FTE posts within the Q&A Development Team. This saving proposes a reduction of 3 FTE posts to 3.9 FTE, saving £0.100m per annum, from a staffing budget of £0.238m.

126 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

FCR18 Communicatio Efficiency and Print and Graphic Services - 0.100 n and Strategy Outturn Reduced contract spend and a reduction in outsourced print across the Council will allow efficiencies to be achieved within the following areas in 2018/2019:

Photocopying Paper - £0.035m (reduced contract spend and reduction in paper required - current budget £0.300m) Commercial Print - £0.055m (reduction in outsourced print across the Council - current budget £0.240m) Shredding - £0.010m (reduced contract spend - current budget £0.030m)

Total Finance and Corporate Resources’ Efficiency and Outturn Savings 2018/2019 96.0 4.542

Total Finance and Corporate Resources’ Savings Proposals 2018/2019 96.0 4.636

127 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Finance and Corporate Resources’ Savings Summary Across Categories FTE £m

Approved - 0.094 Efficiency and Outturn 96.0 4.542 Charging - 0.000 Service Impact - 0.000

Finance and Corporate Resources’ Savings Proposals 2018/2019 96.0 4.636

128 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Housing and Technical Resources’ Savings 2018/2019

Housing and Technical Resources’ Efficiency and Outturn Savings

HTR01 Property Efficiency and Estates Staffing Efficiencies 1.0 0.030 Services Outturn Through the realignment of duties and consideration of vacancies, a saving of £0.030m and 1 FTE can be achieved within the Service.

There are 31.5 FTE posts within the Estates section. This saving proposes a reduction of 1 FTE post to 30.5 FTE, saving £0.030m per annum.

HTR02 Property Efficiency and Planned and Reactive Maintenance - 0.575 Services Outturn Housing and Technical Resources hold the budget for planned maintenance across all Council Non Housing properties. Savings can be realised through the development and implementation of new procurement and delivery processes, which will generate savings through economies of scale and the identification of further efficiencies within the current programme. In addition, savings will be generated by considering the current timescales of the programme of planned maintenance works and extending these timescales where appropriate.

Savings of £0.575m are anticipated in 2018/2019.

HTR03 Housing Efficiency and Homelessness Temporary Accommodation - 0.300 Services Outturn The Council will receive a funding allocation from the Scottish Government for temporary accommodation of £1.408m in 2017/2018. This funding will mitigate the loss of rental income within the Homelessness service as a result of welfare reform changes. Due to the phased migration towards Universal Credit, there will be an expected underspend in 2017/2018 which can be used as a one off saving in 2018/2019 of £0.300m.

This budget will have to be reinstated in 2019/2020.

129 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

HTR04 Property Efficiency and Budget Realignment - 0.130 Services Outturn Following the renegotiation of the contract for the care and repair service, a saving of £0.130m has been identified against the current budget allocation of £0.344m.

HTR05 Property Efficiency and Lindsay House 2.0 0.060 Services Outturn A saving of £0.060m can be realised through a reduction in Council Officer provision at Lindsay House from 121 hours per week to 94 hours per week. This will have no impact on service provision.

There are 14 FTE posts within the service. This saving proposes a reduction of 2 FTE posts to 12 FTE, saving £0.060m per annum.

HTR06 Property Efficiency and Property Support Staffing 5.0 0.200 Services Outturn Through consideration of the current structure within Property Support, savings can be achieved through combining the Planning and Delivery structures. This will result in a realignment of management and supervision duties. Through the consideration and realignment of duties, and the identification of vacancies, a saving of £0.200m and 5 FTE can be achieved across the Service.

HTR07 Housing Efficiency and Community Safety - 0.050 Services Outturn The proposal is to reduce the Community Safety budget by £0.030m (11% of current budget). By reviewing the way services are commissioned and delivered, the saving can be achieved with minimal impact on the services being delivered.

The service will also benefit from a one-off refund from external partners of £0.020m for community safety project costs provided which are no longer necessary.

Total Housing and Technical Resources’ Efficiency and Outturn Savings 2018/2019 8.0 1.345

130 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Housing and Technical Resources’ Service Impact Savings

HTR08 Housing Service Impact Anti-Social Behaviour Service 3.0 0.035 Services The proposal is to consider the prioritisation of the services of the central Anti-Social Behaviour Service, which includes the Community Wardens, Anti-Social Investigation Team and Mediation.

The FTE shown reflects the full employee impact of the saving, however, as the Service is part funded by the HRA, the impact on the General Services budget is £0.035m.

There are 33.1 FTE posts within the service. This saving proposes a reduction of 3 FTE to 30.1 FTE, saving £0.035m per annum.

Total Housing and Technical Resources’ Service Impact Savings 2018/2019 3.0 0.035

Total Housing and Technical Resources’ Savings 2018/2019 11.0 1.380

131 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Housing and Technical Resources’ Savings Summary Across Categories FTE £m

Approved - 0.000 Efficiency and Outturn 8.0 1.345 Charging - 0.000 Service Impact 3.0 0.035

Housing and Technical Resources’ Savings Proposals 2018/2019 11.0 1.380

132 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Social Work Resources’ Savings 2018/2019

Social Work Resources’ Charging Savings

SWR01 Adult and Charging Increase in Charge for Community Alert Alarms - 0.130 Older People The Community Alarm Service provides a 24 hour response service for vulnerable individuals across Services South Lanarkshire. The majority of these are provided in the homes of service users using dispersed alarms, with the Community Alarm Service also providing emergency out of hours cover for sheltered housing tenants.

The current charge for the Community Alarm Service is £1.54 per week and has remained the same since 2001/2002. Other councils across Scotland provide different levels of service and at different prices, with costs ranging from £1.00 per week to £5.80 per week.

It is proposed to increase the charge by £0.46 per week from £1.54 per week to £2 per week.

The increase in income is based on 5,437 chargeable alert alarms.

The saving will not change the type or level of service received by service users. It only changes the charges to users.

133 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

SWR02 Adult and Charging Increase in Taper Applied to Non-Residential Care Services - 0.150 Older People Non-residential care relates to all care provided in the community or in the service users’ homes, Services including day care, supported living and social care, but excluding alert alarms and meals on wheels.

The current charges to service users are based on ability to pay. The Council has discretion to apply a taper, to ensure that the service user contribution is not based on all of their eligible income. The proposal is to increase the taper from 60% to 65%, therefore the maximum contribution a service user would pay would be 65% of their eligible income.

This change will affect 705 service users as detailed below:

Range increase No. of Users (per week) <£1 63 £1.01 to £2 128 £2.01 to £3 74 £3.01 to £4 84 £4.01 to £5 96 £5.01 to £6 124 £6.01 to £7 90 £7.01 to £8 20 £8.01 to £9 13 £9.01 to £10 0 >£10.00 13 Total 705

There are 14 other councils who currently apply tapers of 65% or above.

The saving will not change the type or level of service received by service users.

134 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

SWR03 Adult and Charging Non Residential Charges – Adult Day Centres - 0.130 Older People This saving will be achieved through the introduction of a charge for attendance at Adult Day Care Services Centres and also an increase in the price of the meal provided at the Adult Day Care Centres. Both of these will bring the Adult Day Care Centres in line with service users in other areas across the Service.

The application of the Charging Policy for Non Residential Service users to service users attending adult day care centres will bring this into line with other service users currently in receipt of day care services. There are 161 users who would be affected by this proposal. However, the proposal is to include this as part of the total care package costs and apply the existing non-residential charging policy, therefore, the level of charge applied will be means tested and based on an assessment of their ability to pay.

The proposal is also to increase the cost of the meals provided to service users attending adult day care centres. Service users are currently provided with a 2 course meal at a charge to the service user of £2.00. The proposal is to increase the charge from £2.00 to £3.00. This would bring the charge in line with the charge for community meals provided to other service users across the Council, namely Meals on Wheels and Lunch Clubs.

The centres where the increase in meal charge will be introduced are the Integrated Facilities in Hamilton, Lanark, Carluke, Rutherglen, Stonehouse and the Murray Owen Centre.

The saving will not change the type or level of service received by service users. It only introduces a new charge or increases the charges to users.

Total Social Work Resources’ Charging Savings 2018/2019 - 0.410

135 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Social Work Resources’ Service Impact Savings

SWR04 Adult and Service Impact In-House Care Support Services - 0.100 Older People The savings will be achieved through an analysis of the care packages, where it is safe to do so, Services currently being delivered to service users, with a view to identifying alternative delivery methods, whilst ensuring that the service user continues to receive the support and care that they require.

The changes will include removing sleepovers where the ‘just checking’ system has established that the service user does not require assistance during the night; removing the waking night service and introducing shared sleepovers where the service users stay in close proximity to each other including the use of assistive technology, if required. The increased use of assistive technology such as epilepsy monitors, smoke alarms connected to ALERT and door sensors to alert the service if the service user attempts to leave their home when unsupported means that there will be a reduced requirement for staff.

The assessment for changes to support are subject to thorough risk assessments and carried out in partnership with care and support staff and social work staff from locality teams.

The service will work closely with family members to reassure them of the changes and safety/wellbeing of the service users and that any assistive technology is in place to ensure responses are in place should the service user require support outwith times of support being delivered.

The saving will be delivered through changes in the care package of a small number of service users. The reduction in care hours required to be delivered will allow the removal of 9.6 FTE posts from the structure, moving from 142.95 FTE to 133.35 FTE. Anticipated recruitment opportunities for the redeployment of staff affected will mean that in the case of this saving there is no net loss of posts.

The current net budget for this service is £4.253m.

136 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

SWR05 Adult and Service Impact Adult and Older People Day Care - 0.550 Older People The redesign of adult and older people day care services will allow savings of £0.550m to be Services achievable in 2018/2019, from a net budget of £7.997m.

This will be achieved through the reconfiguration of current day service models and delivery arrangements for adult and older people. Across adult and older people services there are 20 “building based” services some of which are significantly under used and the current model of delivery does not support an integrated care approach. The savings will be realised by a reduction in the number of these centres as services are realigned. This will mean reduced property, staffing and transport costs. The vision is to move away from traditional day service models to the development of intermediate care models and community hubs in each of the four locality areas in working partnership with health, leisure and third sector colleagues.

The saving will be delivered through the re-provision of Adult Day Care from Carluke Day Centre to the Harry Smith Complex and the closure of 2 Older Peoples Day Care Centres - Ashley Grant, East Kilbride and Jenny MacLachlan, Carluke.

The re-provision of Adult Day Care and closure of the 2 Older Peoples Day Care Centres will allow the removal of 15 FTE posts from the current structure of 87.1 FTE, resulting in a revised structure of 72.1 FTE. Anticipated recruitment opportunities for the redeployment of staff affected by the day care centre closures will mean that in the case of this saving there is no net loss of posts.

Total Social Work Resources’ Service Impact Savings 2018/2019 - 0.650

Total Social Work Resources’ Savings 2018/2019 - 1.060

137 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Social Work Resources’ Savings Summary Across Categories FTE £m

Approved - 0.000 Efficiency and Outturn - 0.000 Charging - 0.410 Service Impact - 0.650

Social Work Resources’ Savings Proposals 2018/2019 - 1.060

138 Appendix 1 – Savings Proposals

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Efficiency and Outturn, Charging, Service Impact)

Savings Summary Across Resources Total Savings Summary Across Categories Total FTE £m FTE £m Cross Resource 23.0 1.900 Community and Enterprise Resources 80.9 11.495 Education Resources 14.5 3.058 Approved - 0.234 Finance and Corporate Resources 96.0 4.636 Efficiency and Outturn 152.2 11.065 Housing and Technical Resources 11.0 1.380 Charging - 1.386 Social Work Resources - 1.060 Service Impact 73.2 10.844

Total 2018/2019 Savings Proposed 225.4 23.529 Total 2018/2019 Savings Proposed 225.4 23.529

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140 Agenda Item

Report 9 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Director, Health and Social Care Executive Director (Finance and Corporate Resources)

Subject: Structured Deferred Sentence and Youth Court Pilot for 16 to 21 year olds

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise the Committee of the successful bid to introduce a Structured Deferred Sentence Pilot for 16 to 21 year olds  advise the Committee of the requirement for temporary increases in staff in order to deliver this service [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report relating to the bid for South Lanarkshire Council and the nominated partners to pilot a specifically tailored model of Structured Deferred Sentence be noted; (2) that the establishment of 2 FTE social worker posts for a period of 18 months be approved and; (3) that the establishment of 1 part-time Social Work Assistant post for a period of 18 months be approved.

3. Background 3.1. South Lanarkshire Justice Services are committed to the Whole System Approach (WSA), a Scottish Government programme for addressing the needs and managing the risks of young people involved in offending. This approach requires practitioners to work together to support young people, and take early action at the first signs of any difficulty, rather than only getting involved when a situation has already reached crisis point.

3.2. Many young people appearing before the adult court struggle to comply with statutory orders, resulting in breach of orders and young people being placed in custody. South Lanarkshire Justice services have been exploring options to introduce earlier interventions and increase partnership working in order to reduce reoffending and the use of custody for young people aged 16-21 years. The statutory disposals currently available to the court are outlined in Appendix 1. South Lanarkshire Justice Services proposes introducing Structured Deferred Sentences as an early intervention disposal available to the youth sentencing court for 16-21 year olds. Structured deferred Sentences can be imposed in terms of section 202 of the Criminal Procedure (Scotland) Act 1995.

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4. Structured Deferred Sentence (SDS) and Employability 4.1. South Lanarkshire Council Justice Services submitted a bid to fund a collaborative approach to working with 16-21 year olds involved in offending behavior and appearing at the local courts. The bid was submitted in the context of Creating a Fairer Scotland: A New Future for Employability Support in Scotland (March 2016) which emphasised the need for partnership working across government and sectors to increase efficiency and effectiveness, including better alignment of skills and employability investment. This is in line with the Scottish Government's response to the Christie Commission report on improving the coherence and integration of public services in Scotland.

4.2. On 15 June 2017, the Minister for Employability and Training, Jamie Hepburn MSP, launched the Employability Innovation and Integration Fund. The Fund invited proposals from bodies responsible for delivering community planning partnership priorities to develop and test collaborative, innovative approaches that demonstrate how the integration and/or alignment of employability and skills training services with health and social care, justice and/or housing services would contribute to an area's regeneration or development and help more people into work.

4.3. On 28 August 2017, the Minister announced that 13 projects would receive funding at the assessment stage. The projects represent a mixture across the areas of health and social care, justice and housing and will operate across 15 local authority areas.

4.4. A bid submitted by Justice Services is one of the successful bids referred to above.

4.5. The Fund will look to join up Social Work Justice Services with employment support to ensure people receive the level of support they need to find sustainable employment.

5. Current Position 5.1. South Lanarkshire Project South Lanarkshire Council has, in comparison with other local authority areas, a high proportion of young people aged 16-21 years incarcerated in Polmont Young Offenders Institution; presently, there are 35 which is approximately 10% higher than comparator council areas. A recent in-house scoping exercise indicated that young people are receiving community based disposals which they struggle to comply with. Findings are reflective of national research and are attributed to young people’s chaotic lifestyles and maturity.

5.2. South Lanarkshire Council has been awarded Scottish Government funding of £219,999 for a period of 18 months to improve employability outcomes for young people involved in offending behaviour. £108,267 has been issued for the period 2017-2018 and £111, 732 for the period 2018-2019. Funding has been provided to work with young people involved in offending behaviour, make connections with the third sector and improve employability outcomes for this group of young people.

6. Detailed Breakdown of the Model and Structured Support Provided 6.1. South Lanarkshire Council are seeking to pilot a specifically tailored model of Structured Deferred Sentence for 16-21 year olds as part of a youth sentencing court in Hamilton. A Structured Deferred Sentence offers an additional disposal to the court and will most likely be imposed for a period of 6 months.

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6.2. A Social Worker registered with the Scottish Social Services Council who has the required skills to write court reports is allocated to the young person. A court report and action plan is devised to provide a background to the offending behaviour and outline a plan to address underlying issues associated with the offending.

6.3. Progress with the plan is reviewed by the sheriff court on a 4 weekly basis. The young person, if compliant, can be admonished at the end of that period. If the young person does not comply with this order then they can be sentenced to the full range of disposals available to the court.

6.4. Interventions would be led by Justice Services as the young person is the subject of a court sanctioned disposal and Social Workers would be introduced at the earliest point of the young person being sentenced. The young person will be supported by a Social Worker who will attend at court and account for the progress the young person has made with this statutory disposal.

6.5. A Social Work Assistant would offer welfare based assistance such as supporting attendance at appointments to enhance compliance with the order. The pilot is reflective of elements of other problem solving courts in Aberdeen and Forfar. The key difference with the Youth Sentencing Court is the specific link to employability which is strongly associated with a reduction in offending behaviour. The Social Worker and Social Work Assistant will link with the third sector and other agencies to ensure specific and relevant support is provided. The following third sector providers are key components of the pilot.

7. Access to Industry 7.1. A third sector provider with specialist experience in mentoring and creating employability connections for young people involved in offending behaviour. Support is offered on a weekly basis from this project at a cost of £21,000.

7.2. Mindfulness Interventions are offered to support young people with emotional and mental health difficulties. Mindfulness sessions will be provided at a cost of £5000.

8. Evaluation 8.1. In order to consider the effectiveness of Structured Deferred Sentences and the Youth Sentencing Court, the University of the West of Scotland, Criminal Justice Department, have agreed to evaluate this initiative over an 18 month period. This will enable an independent appraisal of the effectiveness of the Youth Sentencing Court Pilot. The cost of evaluation is £5000.

9. Target Group and Project Deliverables 9.1. The target group are young people aged between 16/21years who are involved with the justice system, have been convicted and are awaiting sentence. The target group, whilst a priority for many agencies, remains an unserved group in terms of employability, mainly because of the difficulties of connecting with the target group as a result of their chaotic backgrounds and keeping them connected in employability services.

10. The aims of the pilot are as follows:  to provide an alternative community based disposal in the form of a Structured Deferred Sentence to 50 - 60 young people aged between 16-21 years old.  undertake suitability assessments using appropriate risk assessment tools.

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 to provide intensive support packages to be tailored to individual needs at the point of contact with the justice system.  offer social work support to individuals throughout the court process while arranging ongoing short term support and guidance as required.  to develop pathways to training and employment pertinent to the individual. This will involve working closely with employability organisations including the third sector.  to develop opportunities for meaningful reintegration and community involvement in a pro-social manner.  to independently evaluate the effectiveness of this initiative with the assistance of the University of the West of Scotland.

11. Recommendations 11.1. It is recommended that two Social Workers and one Social Work Assistant posts are created on a temporary basis to enable this initiative to be implemented.

11.2. The increased staffing compliment will offer the capacity to meet the identified outcomes from the introduction of this initiative and contribute to reduced victimisation and improved public safety outcomes for South Lanarkshire Council.

12. Employee Implications 12.1. The creation of two additional Social Workers and one additional part-time Social Work Assistant for a temporary period of 18 months.

Table 1: The establishment changes associated with the Pilot requirements.

Proposed SCP Hourly Annual Gross Cost Post Number Grade Range Rate Salary inc on costs (Social of Posts 30.3% Work) (FTE) Social Worker 2 Grade 3 55 – 74 £14.60 - £26,643- £34,715 - Level 2 - 4 £19.35 £35,311 £46,010 Social Work 0.5 Grade 2 32 - 57 £10.40 - £18,978- £24,728 - Assistant Level 1- 4 £15.04 £27,446 £35,762 £81,794 - £109,901

13. Financial Implications 13.1. The costs of the staffing will be met from the grant award totalling £0.220m over two financial years.

14. Equality Impact Assessment and Consultation Arrangements 14.1. There is no requirement to carry out an impact assessment in terms of the proposals contained within this report.

14.2. Trade Union colleagues have been provided with an update in relation to the additional funding consultation after partner agencies in relation to the submission of the bid.

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Val de Souza Director, Health and Social Care

Paul Manning Executive Director (Finance and Corporate Resources) 27 October 2017

Link(s) to Council Values/Objectives  protect vulnerable children, young people and adults  improve community safety

List of Background Papers  none

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Diane Dobbie, Justice Service Manager Ext: 3952 (Phone: 01698 453952) Email: [email protected]

145 APPENDIX 1: Statutory Disposal Options

Where a person has pleaded guilty or been convicted of an offence, the court has various disposal options.

Some of these options are:

 Absolute Discharge: There are certain circumstances where the court may discharge that person completely. No penalty is imposed and in summary proceedings no conviction is recorded. Reasons could be because of the particular circumstances; the offender’s previous good character; if the crime was very minor; if the offender was very young or very old.

 Admonition: This is a warning given to the offender. Although there is no other penalty, the admonition is recorded on a criminal record.

 Remittal to the Children’s Hearing: If a young person is under the age of 17 years and six months, they can remit a young person’s case to the Children’s Hearing for disposal. The remitted offence is treated as an established ground and the Reporter must arrange a Children’s Hearing. When a case is remitted from a criminal court to a Hearing for disposal, the jurisdiction of the court ceases and the Children’s Hearing can discharge the referral, defer making a decision, make a Compulsory Supervision Order (CSO), or continue a CSO with or without variation.

 Deferred Sentence/ Structured Deferred Sentence: The court has the option to defer a final decision about any punishment to another date, usually between three and twelve months later. Section 202 of the Criminal Procedure (Scotland) Act 1995 allows for sentences to be deferred. A Structured Deferred Sentence is usually a three to six month deferment period, where a period of intensive social work intervention is carried out in order to address specific issues that relate to the offending. While the court retains the full range of sentencing options at the end of the deferment period, the intention is that where intervention has proved effective, this will be reflected in the final sentence of the court. Admonition is then an option for final sentencing.

 Community Payback Orders: A Community Payback Order (CPO) is an alternative which is carried out in the community and has two aims: to make an offender give something back to the community and to help them change their behaviour and stop them committing more crimes in the future. The court must impose Offender Supervision and / or Unpaid Work conditions. Optional additional conditions can include: completing a programme of treatment for drug, alcohol, mental health or behaviour issues, or paying compensation to the victim of the crime.

 Financial Penalty: If the offence is deemed to be low tariff and there are no significant issues of risks, then a financial penalty can be considered.

 Custodial Sentence: Imprisonment is the most severe sentence available to the courts and they are reserved for the most serious offences. The length of the sentence depends on the seriousness of the offence and the maximum (or minimum) penalty for the crime allowed by law. The Criminal Justice and Licensing (Scotland) Act 2010 introduced a presumption against short periods of imprisonment, meaning that the court should favour community options as alternative to short term custodial sentences

146 Agenda Item

Report 10 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Director, Health and Social Care

Subject: Pan Lanarkshire Justice Services Review and Service Redesign

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise the Executive Committee of the work undertaken to review the Pan Lanarkshire Justice Services namely, the Drug Treatment and Testing Order (DTTO) Service, hosted by South Lanarkshire Council Justice Services; the Throughcare Service, hosted by North Lanarkshire Council Justice Services and the Court Team, hosted by South Lanarkshire Council Justice Services and;  outline the conclusions from the reviews of the three Pan Lanarkshire services [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted (2) that it be noted that there would be no change to current delivery of South Lanarkshire Council Court services. (3) that the proposed DTTO Service redesign be approved. (4) that approval be given to the decreased staffing structure of the DTTO Service as detailed in section 4.3 and presented in Table 1. Specifically the deletion of:  0.5 FTE Team Leader  1.5 FTE Social Worker Posts  1.5 FTE Substance Misuse Worker posts  0.5 FTE Admin Assistant post (5) that the proposed Throughcare Service redesign be approved. (6) that approval be given to the increased staffing structure of the Throughcare Service as detailed in Section 4.4 and presented in Table 2. Specifically the addition of:  1 FTE Team Leader  4 FTE Social Worker Posts  4 FTE Social Work Assistant posts  0.5 FTE Admin Assistant post  2 FTE Clerical Assistant posts

(7) that it be noted that the costs associated with recommendations within the report, will be met by the current Section 27 grant for Justice Services within the local authority, subject to agreement with North Lanarkshire Council on the required split of the Throughcare Service funding; and

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(8) that the Executive Directors (Finance Corporate Resources) and Health and Social Care be authorised, in consultation with the Head of Administration and Legal Services to negotiate the terms of a Memorandum of Association reflecting the Review findings and associated financial provisions which are in the best interest of the Council .

3. Background and Reviewing Process 3.1. South Lanarkshire Justice Service is a statutory service fulfilling an essential role in the Criminal Justice System. The Community Justice (Scotland) Act 2016 resulted in the dissolution of the Community Justice Authorities (CJA) and the subsequent introduction of the Community Planning Partnership (CPP).

3.2. The legislation also introduced a new funding formula which not only takes into account workload but the social and economic cost of crime. The new formula resulted in different funding allocations for different council areas and consequently led to greater scrutiny over pan Lanarkshire services to ensure equity of service delivery and also best value.

3.3. Social Work Justice Services are part of the Community Justice Partnership (CJP) and report on key performance indicators on a quarterly and annual basis to the CPP and the Scottish Government.

3.4. The National Outcomes and Standards for Social Work Services in the Criminal Justice System, 2009, Safer Scotland, is the guidance that indicates the Scottish Government requirements for service delivery.

3.5. There are three Justice Services that are jointly delivered by South Lanarkshire Council (SLC) and North Lanarkshire Council (NLC) and these are referred to as Pan Lanarkshire Services.

3.6. All three Pan Lanarkshire Services have been jointly reviewed by SLC and NLC between July and October 2017. The reviews were triggered by the dissolution of the Pan Lanarkshire CJA and introduction of the separate North and South CJPs.

3.7. The purpose of reviewing the Pan Lanarkshire Services was to transparently and jointly evaluate the effective and efficient delivery of the services.

3.8. The Terms of Reference for each review are presented in Appendix 1 - 3. The methods and processes utilised in the reviews included: scrutinising statistical information; case file audit; analysing information gained from gathering the views of employees; stakeholders; service-users and families and bench marking with other relevant local authorities.

3.9. The purpose of all of the reviews was to assess the effectiveness and efficiency of the services across both North and South Lanarkshire, particularly given the implications of the new funding arrangements.

4. Review Findings 4.1. Each Review resulted in recommendations for future service delivery and full details for each are presented in Appendix 1, 2 and 3 respectively.

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5. Court Service 5.1. The Court Service is hosted by South Lanarkshire Council and provides a Social Work Service to the three Courts within the Lanarkshire boundaries including Hamilton, Lanark and Airdrie.

5.2. The Service is based in Hamilton Sheriff Court, with staff devolved to Airdrie and Lanark Courts when necessary.

5.3. The Service has a staffing establishment of 14 FTE SLC employees.

5.4. The Court Service aims to ensure the effective and efficient functioning of the Lanarkshire Courts.

5.5. The findings of the review indicated that the Court Service provides a consistent, credible and responsive service to the Courts.

5.6. The reviewing team also identified areas for improvement in relation to the efficient running of various processes undertaken by the Service and a working group has been established to implement the changes that would enhance the Service.

5.7. The recommendation of the Reviewing Group is that the Court Service should continue to be delivered on a shared basis, hosted by South Lanarkshire Council, with no changes to staffing or structures.

6. DTTO Service 6.1. The Drug Treatment and Testing Order (DTTO) Service is hosted by South Lanarkshire Council and provides a service to the service-users of both North and South Lanarkshire.

6.2. The Service is based in High Patrick Street, Hamilton, with outreach clinics in both Coatbridge and Lanark.

6.3. The multi-disciplinary team includes Social Work, Substance Misuse and Health personnel. The Service is currently comprises of an establishment of 10 FTE SLC employees. Additionally there are 0.4 FTE GP medical sessions purchased and three full time nursing employees, also purchased.

6.4. DTTOs are granted by the Sheriff if a service-user’s substance misuse issues are significantly causal to their offending. Orders can range from six months to three years and are utilised if the service-user is at risk of receiving a custodial sentence. The goal is to support the service-user to address substance misuse and engage in treatment and subsequently reduce offending behaviour.

6.5. The reviewing team noted that having a specific service offering specialised support to service-users placed on DTTOs by the Sheriff is viewed as positive, credible and effective by partners and service-users. All service-users who were interviewed reported to value the service they received and emphasised the importance of having intensive and specialist support.

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6.6. However, the reviewing team found that the service being delivered on a shared basis to both North and South Lanarkshire resulted in access issues particularly for service- users in North Lanarkshire. There were also limitations in the demonstration of outcomes and some issues in relation to the differing roles in the team. It was also noted that a challenge for the team was working with two differing Local Authorities each with different perspectives, practices and models of functioning particularly in relation to Integration.

6.7. The recommendation of the reviewing group is for North Lanarkshire and South Lanarkshire to deliver separate DTTO services.

6.8. For SLC, in order to meet the requirements of a DTTO disposal, the recommendation is for SLC to maintain a specialist DTTO service. The current service would require to cease for NLC service-users (with NLC delivering an alternative service).

6.9. As the demand for the service would reduce, the staffing levels would also require to be reduced accordingly. The funding for a South Lanarkshire only DTTO is £0.345 million. This would then be utilised to establish an SLC DTTO Service. A reduced amount of GP and nursing sessions would be purchased and the following employees being part of the new DTTO model of delivery:

 0.5 FTE Team Leader post  1.5 FTE Social Worker posts  1.5 FTE Social Work Assistant posts.  0.5 FTE Admin Assistant post  2.0 FTE Clerical Assistant posts

6.10. A benchmarking exercise has been undertaken and highlights that in areas without a specialised DTTO service, there is a decline in DTTO uptake, subsequent poorer outcomes for service-users and a loss in credibility of DTTOs being an alternative to custodial sentences.

6.11. An SLC DTTO Service would result in service continuity for SLC service-users, local Courts and Partners. Credibility of the DTTO Service would continue and SLC would be able to continue to offer DTTO service delivery as an effective alternative to custody for some of SLC’s most vulnerable service-users who require support to address the substance misuse which has led to offending behaviour.

7. Throughcare Service 7.1. The Throughcare Service is hosted by North Lanarkshire Council and provides a service to service user of both North and South Lanarkshire.

7.2. The Service is based in the Wishaw area of North Lanarkshire with employees travelling to locality offices, prisons and service-users homes when required. The Service is currently comprised of 26.5 NLC employees. The total S27 grant for the delivery of a Throughcare Service across Lanarkshire is £1.516 million, with £1.415 million allocated to North Lanarkshire to deliver services on a pan Lanarkshire basis and £0.101 million to South Lanarkshire.

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7.3. The service provides support to service users and their families from the point of entry to prison, through their custodial sentence and for at least three months after their release. The goal of the service is to provide service users with support to re- integrate and re-settle into the community following the completion of the prison sentence and ultimately to reduce re-offending whether they are subject to statutory supervision or want to engage on a voluntary basis. Three months after release from prison, service users are then usually transferred to their appropriate locality teams for continued supervision, monitoring and offence-focussed work.

7.4. The reviewing team noted that having a specialised service resulted in the provision of intensive and specialist support to service users at the time that it is most needed, resulting in effective re-integration and re-settlement of service users.

7.5. However, the reviewing team found that the service being delivered on a shared basis to both North and South Lanarkshire resulted in South Lanarkshire service-users having access issues; inconsistencies in service delivery and communication issues. There were also limitations noted in relation to information sharing and the transition to localities as the three month stage.

7.6. The recommendation of the reviewing group is for North Lanarkshire and South Lanarkshire to deliver separate Throughcare services.

7.7. For SLC, in order to meet the statutory requirements for a Throughcare Service, the recommendation is for SLC to establish an SLC specialist Throughcare Service.

7.8. A review of the workload statistics for the past 3 years, which form the basis of the grant, shows that South Lanarkshire service users account for 43% of the service delivery. On this basis £0.652 million will be allocated to South Lanarkshire to operate a Throughcare service. This will be utilised to establish the service with the following employees:

 1 FTE Team Leader post  4 FTE Social Worker posts  4 FTE Social Work Assistant posts.  0.5 FTE Admin Assistant post  2 FTE Clerical Assistant posts . 7.9. It is proposed that this service would be based in High Patrick Street, Hamilton where there is space and suitable facilities available. This is also the public protection building which will allow for closer working with those disciplines and allow access to infrastructure which will support the Throughcare task for example video conferencing. Additional infrastructural developments, such as the use of conference calling and video conferencing will be explored to meet the service demands.

7.10. An SLC Throughcare Service would result in South Lanarkshire service-users in prison (and until three months post- release) intensive and specialist service delivery to support re-integration, re-settlement and ultimately reduced re-offending. Local connections with Partners and Third Sector organisations would be prioritised and communication and transition to locality teams would be improved.

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7.11. Without a specialist Throughcare Service, (for example, the service to be delivered at a locality level) would result in increased risks for South Lanarkshire and potential for reduced support for service-users to re-settle and ultimately increased risk of re- offending. Throughcare tasks require specialist knowledge of prison systems and protocols, parole systems and close monitoring of high risk offenders and licence arrangements.

8. Summary of recommendations:  Court Service to remain unchanged and delivered as a Shared Service hosted by SLC  SLC and NLC to deliver separate DTTO and Throughcare Services  for SLC this means the current DTTO Service requires to reduce from 10 FTE Employees to 6 FTE employees. A centralised base would be maintained in High Patrick Street, Hamilton  SLC requires to establish a Throughcare Service. It is proposed that a specialist team would consist of 11.5 FTE employees

9. Employee Implications 9.1. Table 1 below outlines the staffing reconfiguration for the proposed SLC DTTO Service.

Table 1: DTTO Service Current Proposed SCP Hourly Annual Gross Post Number Number of Grade Range Rate Salary Cost inc (Social of Posts Posts on costs Work) (FTE) (FTE) 33.1% Team 1 0.5 Grade 3 75 – £19.64 - £35,841 £47,700 - Leader Level 8 80 £21.16 - £51,314 £38,614 Social 3 1.5 Grade 3 55 – £14.60 - £26,643 £34,715 - Worker Level 2 - 74 £19.35 - £46,010 4 £35,311 Substance 3 1.5 Grade 2, 36 - 57 £11.06 - £20,183 £26,298 - Misuse Level 2-4 £15.04 - £35,762 Worker £27,446 Admin 1 0.5 Grade 2 32 – £10.40 £18,979 £25,261 - Assistant Level 1 35 – - £26,500 £10.91 £19,910 Clerical 2 2 Grade 1 20 - 31 £8.74 - £15,950 £21,229 – Assistant Level 1-4 £10.28 - £24,970 £18,760 Total Costs 10 6 £170,458 - £211,506

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9.2. Table 2 below outlines the staffing requirements for the SLC Throughcare Service

Table 2: Throughcare Service Proposed SCP Hourly Annual Gross Cost Post Number of Grade Range Rate Salary inc on costs (Social Work) Posts (FTE) 33.1% Team Leader 1 Grade 3 75 – 80 £19.64 - £35,841 £47,700 - Level 8 £21.16 - £51,314 £38,614 Social Worker 4 Grade 3 55 – 74 £14.60 - £26,643 £34,715 - Level 2 - 4 £19.35 - £46,010 £35,311 Social Work 4 Grade 2 –32 - £10.40 - £18,978 £24,728- Assistants Level 1- 4 57 £15.04 - £35,762 £27,446 Admin 0.5 Grade 2 32 – 35 £10.40 £18,979 £25,261 - Assistant Level 1 – - £26,500 £10.91 £19,910 Clerical 2 Grade 1 20 - 31 £8.74 - £15,950 £21,229 – Assistant Level 1-4 £10.28 - £24,970 £18,760 Total Costs 11.5 £340,560 - £411,595

9.3. Managers and staff have been fully informed of the proposals and discussions have also taken place with the Trade Unions regarding the review.

10. Financial Implications 10.1. DTTO The staffing component of the South Lanarkshire DTTO service of £0.212 million will be funded from the S27 grant of £0.345 million. The balance of £0.133 million will be required for other operating costs, including the medical and nursing services.

Throughcare 10.2. The current service cost of the Throughcare service is £0.101 million. The cost of implementing the additional proposed staffing structure for the Throughcare service is £0.412 million, resulting in a total staffing cost of £0.513 million.

10.3. There are also costs in relation to infrastructure developments, in particular video and conference calling for Throughcare Services, estimated to be in the region of £0.010 million.

10.4. It is proposed that the total cost of £0.523 million will be funded from allocation available to South Lanarkshire to deliver its own Throughcare service of £0.652 million. The split of the current Pan Lanarkshire allocation still requires to be formally agreed with NLC and this proposal is conditional on a financial agreement being reached.

11. Other Implications 11.1. There are significant risks in not developing these resources appropriately and the council run the risk of not meeting its statutory requirements. This would incur not only the reputational risk but Public Protection risks for individuals and communities.

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11.2. When a service or business changes owner or authority, its employees may be protected under the Transfer of Undertakings (Protection of Employment) regulations (TUPE). These regulations apply to businesses in the UK. Transfers within the public sector aren’t usually covered by TUPE and in the case of the employees within both North and South Lanarkshire Councils, TUPE does not apply. In any event the employees are not clearly identified as providing the service, therefore protection would not apply.

11.3 Agreement on the review findings, future delivery of the services and division of the current Pan Lanarkshire budget to be reflected in a Memorandum of Understanding between South Lanarkshire Council and North Lanarkshire Council to provide clarity and avoid legal dispute.

12. Equality Impact Assessment and Consultation Arrangements 12.1. The report does not introduce a new policy, function or strategy or recommend a change to and existing policy, function or strategy and, therefore no impact assessment required.

12.2. As part of the reviews, discussions have taken place with all staff in the relevant teams and trade unions.

Val de Souza Director, Health and Social Care

25 October 2017

Link(s) to Council Values/Objectives  Improve Community Safety  Protect Vulnerable Children, Young People and Adults.  Embed governance and accountability  Strengthen partnership working, community leadership and engagement.

Previous References  None

List of Background Papers  None

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Diane Dobbie, Service Manager Ext: 3952 (Phone: 01698 453952) Email: [email protected]

154 Appendix 1: Terms of Reference for the Pan Lanarkshire Court Service

Title Terms of Reference: Pan Lanarkshire Court Service Resource Justice Social Work 10 Name of Project Review of Lanarkshire Court Services August 2017 Background  The Lanarkshire Court Service has delivered a service on behalf of North and South Lanarkshire Councils.  It provides services to each Court in Lanarkshire, Airdrie, Hamilton and Lanark. It provides a service to those attending the Court, their families from Lanarkshire and across Scotland.  The focus of the work undertaken is dictated by National Outcomes and Standards. Work undertaken at the Court covers a broad and diverse range of tasks which vary in complexity.  The governance of this pan Lanarkshire service has involved regular steering group meetings to routinely share the details of the work undertaken.

Objective  To complete a review of the current model of service delivery of the Court service provided.  To provide a report outlining all the information gathered, stakeholders who have been consulted and detail a range of options of how the service can be delivered in the future. Scope of 1. Gather information about the current service model of delivery of the Court Project service 2. To review the current processes and effectiveness of the service provided across the Courts 3. Seek the views of key stakeholders of the effectiveness of the service 4. Consult with social work staff to seek their views of the current model and views on other potential models 5. To assess current service provision in terms of the existing Section 27 funding and the new model of Community Justice Services to maximise the service for service users and main stakeholders 6. Collate benchmarking information of other similar services for comparison and to inform final report Key aims of/outcomes from project - Service/ Complete a transparent review of the current service model to be presented to the operational Community Justice Partnership Board and the Head of Service.

Employee Any proposed workforce changes to establishment or structure will be subject to appropriate consultation with both trade unions and employees. The Council will take all reasonably practical steps to avoid or mitigate any detrimental impact on employees, but cannot guarantee to do so. The Council’s framework for Managing Workforce Change will ensure that, in such circumstances, fair and reasonable processes are applied.

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Key milestones - Review Group Initial Meeting – 18th August 2017, Wishaw - Project team Meeting – TBC - Interim Report – TBC - Final Report – TBC - Final report to go to North and South Lanarkshire JIB/SW Committee Monitoring and reporting arrangements Project Team will meet regularly with oversight from the Review Group until completion of the final report. Lead Officers Diane Dobbie- Justice Service Manager -SLC Liz Coates –Manager Justice Services–NLC Project team (include reference to any additional internal or external support required) Diane Dobbie - Manager, Justice Services SLC

Liz Coates - Manager, Justice Services NLC

Jane Gilmartin - Service Manager NLC

Andy Blair - Senior Social Worker NLC

Anne Broderick - Senior Officer NLC

Jim Johnston - Court Services

Alison Grubb - Operations Manager SLC

Kellie McNeil - Operations Development Team Leader SLC

Stephen Bonar - Finance Manager SLC

Michelle Milne - HR Business Partner SLC

Santosh Dade - Operations Manager SLC

Isobel Turner - HR Business Partner NLC

Simon Ward - Accountant, NLC

156 Appendix 2: Terms of Reference for the Pan Lanarkshire DTTO Service

Title Terms of Reference: Pan Lanarkshire DTTO Service Resource Justice Social Work Name of Project Review of Lanarkshire DTTO Services July 2017 Background  The Lanarkshire DTTO Service is hosted by SLC Justice Services and delivers and service on behalf of North and South Lanarkshire Councils from its central base in Hamilton.  Drug Treatment and Testing Orders (DTTO) are imposed by courts where someone's offending is clearly linked to problematic drug misuse. It is different to other community-based sentences such as Community Payback Orders, as the focus of a DTTO is to address problematic drug use to reduce the risk of further offending and harm. (DTTOs) are designed for an offender to reduce or stop offending by addressing their problematic drug use through rapid access to a closely monitored treatment programme.  The introduction of Community Justice and Health and Social Care Integration agendas has led to changes in some of the structures and systems of service delivery. In light of these changes, the (DTTO) requires to be reviewed to ensure it continues to be effective, efficient and relevant.  The (DTTO) service delivery needs to be developed in order to meet the needs of both North and South Lanarkshire Councils’ residents and main stakeholders. A short life working party will be set up to take this review forward.

Objective  To complete a review of the current model of service delivery of the DTTO service provided.  To provide a report outlining all the information gathered, stakeholders who have been consulted and detail a range of options of how the service can be delivered in the future. Scope of 1. To gather information on the historical and current numbers of Assessments, Project (DTTO)s and location of orders made /Courts. To detail the current delivery model and the nature of the service delivery. To review resources against current workload. 2. To review the current process flow and effectiveness of the delivery of (DTTO). Use any internal audit information, gaps and improvement measures highlighted. Use Key Performance Information (KPIS), National Standards and Outcome information and any other management information available. 3. To review the effectiveness of work flow and how this impacts on meeting service user needs. 4. To review reports and all other performance management information and tools. 5. To review the services provided via NHS and other partners and ensure work is appropriate and aligned to the new Justice Model. 6. To review current laboratory contract –with NHS Glasgow 7. Collate information from other local authority areas delivering a DTTO service and incorporate learning into the review. 8. To review accommodation and Satellite clinics. Key aims of/outcomes from project - Service/ Complete a transparent review of the current service model to be presented to the operational Community Justice Partnership Board and the Head of Service.

157 Key milestones - Interim Report – 13th September 2017 - Final report to the NLC Joint Integrated Board on 23 November - Final report to go the SLC SW Committee on 15 November Monitoring and reporting arrangements Project Team will meet regularly with oversight from the Review Group until completion of the final report. Lead Officers Diane Dobbie- Justice Service Manager -SLC Liz Coates –Manager Justice Services–NLC Project team (include reference to any additional internal or external support required) . Maureen Dearie –NHS . Val Tallon- ADP/ Operations Manager ,Substance Misuse service . Stephen Conroy - Medical officer- . Ann Broderick – Senior officer –NLC . Santosh Dade – Operations Manager Criminal Justice Service . Marion Miller – Administration Advisor . Stephen Bonnar – Finance Officer . Claire Borden – Team Leader, UPW . Michelle Milne – HRBP Social Work . Margaret Alison –Team Leader Addictions NHS . Pauline Izat - Service Manager Addictions NHS . Simon Ward – Accountant NLC . Issy Turner – Human Resources NLC

158 Appendix 3: Terms of Reference for the Pan Lanarkshire Throughcare Service

Title Terms of Reference: Pan Lanarkshire Throughcare Service Resource Justice Social Work Name of Project Review of Lanarkshire Throughcare Services August 2017 Background  The Lanarkshire Throughcare Team was set up in 2004 via the CJA (now disbanded). It is part of NLC Justice Services and delivers the service on behalf of North and South Lanarkshire Councils from its central offices in Wishaw.  The Governance of this shared service has involved regular steering group/ liaison meetings and includes managers from both authorities and other key agencies such as HMP Addiewell, Police Scotland, Addiction Services and Housing.  Throughcare is the term for the range of services provided to both prisoners and their families. Custodial sentences are imposed by the courts and generally happen following the submission of a criminal justice social work report.  Engagement commences at the point of sentence, continues throughout the period in custody and remains in place when the person is released into the community. The primary focus for Justice Throughcare is community engagement with prisoners during their custodial sentence via the tri partite annual Integrated Case Management (ICM) review agreement and the preparation of reports for release purposes. Cases are normally transferred to Localities after 3 months assuming the case is stable.  Since it was set up the team has grown significantly which reflects the growing demands for throughcare services, the enhanced role in light of MAPPA responsibilities and developments in Voluntary Throughcare via funding from the ADP for the Community Bridges Project. Objective  To complete a review of the current model of service delivery of the Throughcare service provided.  To provide a report outlining all the information gathered, stakeholders who have been consulted and detail a range of options of how the service can be delivered in the future. Scope of 1. Gather data and detail the current service delivery model, including information on Project resources. 2. Review the current process flow and effectiveness of the delivery of the service. Use any internal/external audit information available. 3. To review the costs required to deliver a Throughcare Service. 4. Seek the views from service users and their families to establish how the service is meeting their needs and ask about other potential models. 5. Seek the views of key stakeholders to establish how the service fits with their priorities and ask about other potential models. For example, Housing, Addiction Services, SPS, PBSW, Parole Board. 6. Seek the views of social work staff to establish how well the service works from their perspective and ask about other potential models. 7. Collate benchmarking information to ensure any proposals are informed by this. 8. Complete final report Key aims of/outcomes from project - Service/ Complete a transparent review of the current service model to be presented to the operational Community Justice Partnership Board and the Head of Service.

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Key milestones - review group will meet 6 Sept 2017 - Interim report completed by 6 October 2017 - Final report with proposals completed by 10 November - Final report to the NLC Joint Integrated Board on 23 November - Final report to go the SLC SW Committee on 15 November Monitoring and reporting arrangements Project Team will meet regularly with oversight from the Review Group until completion of the final report. Lead Officers Diane Dobbie- Justice Service Manager -SLC Liz Coates –Manager Justice Services–NLC Project team (include reference to any additional internal or external support required) Gerry Ranachan Service Manager NLC

Gillian Anderson SSW NLC

Anne Broderick Snr Officer NLC

Mary Anne Adam SSW NLC

Simon Ward Accountant NLC

Issy Turner HR Advisor NLC

Ralph Henderson HMP Addiewell

Allison Grubb Service Manager SLC

Stephen Bonar Accountant NLC

Moira Hutchison SW SLC

Kellie McNeill TL Operational Development SLC

Michelle Milne Personnel Advisor SLC

160 Agenda Item

Report 11 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Director, Health and Social Care

Subject: Specialist Social Work Support and Housing Proposal

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  recommend the use of Arran House, in East Kilbride, which previously came under the auspices of children’s services, to be an adult services specialist resource within South Lanarkshire to accommodate service users with complex needs [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that approval be given for the use of Arran House as an adult services specialist resource to accommodate service users with complex needs.

3. Background 3.1. Director, Health and Social Care has identified a number of service users/patients with complex Health and Social Care needs which cannot be routinely or safely accommodated within mainstream internal or externally commissioned services.

3.2. This is not a unique position. It is not only within South Lanarkshire that there are significant issues in placing adults with complex needs in an appropriate setting it is an issue across Scotland .This has an adverse impact for the individual in terms of personal outcomes and living a fulfilling life, it also causes anxiety for families.

3.3. Where it is not possible to identify suitable placements, often after significant periods of time, this can result in the service user being placed in an “out of authority” specialist placement which can be anywhere across the UK. From a person centred perspective for the individual they are being removed from their local community, often outwith Scotland, and for families this presents difficulties maintaining regular contact.

4. Current Position 4.1. Work has been progressing in terms of South Lanarkshire Health and Social Care Partnership (SLHSCP) to identify options for an appropriate facility to provide care for service users within the South Lanarkshire area.

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4.2. We have sought to determine immediate solutions that would support the transition of service users being discharged to a community setting. Arran House in East Kilbride, which is currently vacant, has been identified as being suitable for conversion to an adult services specialist resource that could accommodate service users with complex needs. This facility previously came under the auspices of children’s services. The feasibility of this option has been fully explored by operational managers and architects.

4.3. The proposal around the conversion of Arran House would be to adapt the ground floor area of Arran house to accommodate an initial placement by 31 March 2018. There would be the option thereafter to undertake additional placements for service users.

4.4. In testing the model, if the outcomes were successful it would be possible to convert the upstairs area of Arran House to accommodate a further 2-3 service users and this work could be undertaken late 2018/19. There may be economies of scale associated with caring for a number of service users within Arran House.

4.5. A paper on this proposal has been presented to the Integrated Joint Board on 5 December.

5. Employee Implications There are no employee implications associated with this report.

6 Financial Implications 6.1 The costs to adapt the ground floor of Arran House are estimated at £0.200 million. These costs can be met from the existing Council capital budget.

6.2 As detailed in Section 4.4. there is the possibility to extend the provision in Arran House. The capital costs to convert the upper area of Arran House for further 2-3 service users would have to be determined but it is not anticipated that this would require significant financial investment.

6.3 The running costs of the facility will be met by the Health and Social Care Partnership. The actual costs will be confirmed though procurement of service however the initial estimate is approximately £0.770 million. These costs will be met from existing council budgets, and temporary contributions from NHS Lanarkshire (NHSL).

6.4 There is currently a budget within the Council for the provision of care for service users that could be accommodated at Arran House, however this is a demand led service and in 2017/2018 the budget is committed. For 2018/2019 the costs associated with Arran House can be accommodated as detailed above. In future years, there will be a requirement to look to the funds identified for this category of care, and will require to consider the additional financial burden presented.

7 Other Implications If the proposal to adapt Arran House was not implemented there would be a requirement for the Council to identify an alternative suitable facility.

7.1 There are no sustainable development issues associated with this report.

7.2 There are no other implications at this stage.

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8 Equality Impact Assessment and Consultation Arrangements 8.1 This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required.

8.2 There has been consultation with health and other interested parties

Val de Souza Director, Health and Social Care

16 November 2017

Previous References  None

List of Background Papers  None

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Brenda Hutchinson, Head of Health and Social Care Ext: 3701 (Phone: 01698 453701) Email: [email protected]

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164 Agenda Item

Report 12 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Annual Performance Report 2016-17

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  provide the Executive Committee with the Annual Performance Report (APR) 2016-17. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the Annual Performance Report is approved; (2) that the Annual Performance Report be uploaded onto the website in December 2017, well ahead of the statutory deadline of 31 March 2018; and (3) that the Annual Performance Report be presented to the Performance and Review Scrutiny Forum for noting.

3. Background 3.1. The council’s first Annual Performance Report (APR) was prepared based on 2011-12 information and represented the council’s ongoing commitment to continuous improvement in respect of its approach to public performance reporting.

3.2. Since then, the report has been developed and refined, taking into account influences from internal and external sources, including:  the annual report by Audit Scotland to the Accounts Commission on councils’ arrangements for public performance reporting;  our own performance reporting gap analysis;  feedback from consultation with the Citizens’ Panel on the first APR and on the performance pages on the website;  research carried out on the PPR material of the Scottish local authorities that scored well in Audit Scotland’s assessments ; and  comments from CMT about our timing of published performance information.

3.3. This report now provides Committee with the opportunity to consider the APR 2016- 17. Copies have been placed in Elected Member areas in advance of this report coming to committee today.

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4. Current Position 4.1. All council Resources have been involved in bringing together the content of the APR 2016-17. The focus, at all times, has been to ensure that the information included is not only written in a consistent, interesting and understandable format for the public, but also readily accessible.

4.2. In keeping with the council’s shift towards a digital first approach, the focus has been on the electronic version of the APR. This will be uploaded onto the performance pages of the council’s website to allow our customers and residents to browse the information electronically, which is their preferred option (as per Citizens’ Panel consultation 2013 and a survey carried out in 2016). By doing this, we are able to include many hyper-links (identified by coloured text) within the document to signpost readers to additional, relevant information, and comparisons where appropriate, on both internal and external websites. No further hard copies will be printed unless a specific request is received.

4.3. In order to gather feedback and improve the APR, a SNAP survey will continue to be embedded within the web document as well as the traditional feedback form.

4.4. To complement the APR, we also prepare a suite of public performance reports for the website which focus on key areas of council business. Each report includes a clear presentation of data; targets and narrative to introduce and explain the performance indicators and results; comparisons, customer feedback, satisfaction statistics and links or signposts to further relevant information. These reports were praised by Audit Scotland in their Public Performance Reporting (PPR) assessment in 2015 and by the public in our web testing exercise. Since they were first uploaded (at the end of March 2015) they have attracted thousands of visitors to the performance pages of the website, indicating that there is an audience for the performance information, providing us with a platform on which to report and explain our performance to the public.

5. Public Performance Reporting assessment 5.1. The Accounts Commission (the Commission) has a statutory responsibility to define the performance information that councils must publish for performance comparisons and benchmarking purposes. This is closely linked with the Commission’s Best Value audit responsibilities.

5.2. Since 2008, the Commission has taken steps to develop a more flexible approach to its statutory responsibility to define the performance information that councils must publish.

5.3. The Commission’s 2015 Direction sets out a streamlined and more flexible set of performance information for the 2016-17 financial year and each year through to the financial year ending March 2019. Although the Direction spans three years, the Commission will continue, on an annual basis, to engage with the Local Government Benchmarking Framework (LGBF) Board, monitor the ongoing development of the LGBF, review progress with the LGBF and council’s reporting of performance. Details of how the Commission will assess councils’ PPR under the new Direction have not yet been finalised.

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5.4. As noted at 3.2 above, the APR and the council’s approach to Public Performance Reporting continues to evolve in response to user feedback and changing legislative requirements. It is intended that the format of the APR will be reviewed for 2017-18, with a view to producing a shorter, more accessible document, which communicates key messages through a mix of case studies, infographics, and images. This will ensure the document keeps pace with public expectations and also with the Commission’s requirements in respect of Public Performance Reporting. The APR will continue to be complemented by a suite of performance information on the council’s website.

6. Next steps 6.1. The Committee is asked to approve the APR 2016-17 document.

6.2. Officers will continue to work closely to complete the public performance reports before the statutory deadline of 31 March 2018.

7. Employee Implications 7.1. There are no employee implications relating to this report.

8. Financial Implications 8.1. There are no financial implications relating to this report.

9. Other Implications 9.1. The work undertaken in the preparation of the APR assists in providing assurance that the council is responding to its Best Value obligations in terms of continuous improvement and public performance reporting.

10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy, and therefore no impact assessment is required.

10.2. Consultation took place with Resources on the plans to update our PPR material as well as the content of the APR.

Paul Manning Executive Director (Finance and Corporate Resources)

13 November 2017

Link to Council Objectives  Promote performance management and improvement

Previous References  Report to Executive Committee (5 October 2016) Annual Performance Report 2015- 16

List of Background Papers  None

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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:-

Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698 454904) E-mail: [email protected]

168 Agenda Item

Report 13 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Information Security Policy

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  Seek the approval of the Committee of the Information Security Policy as revised by the Information Governance Board. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that the Information Security Policy, as revised by the Information Governance Board, be approved. [ 3. Background 3.1. On 8 December 2014, the Executive Committee approved the current Information Security Policy of the Council. This policy relates to all information held by the Council regardless of its format. Consequently, it includes matters concerning the maintenance of the integrity and security of personal data and sensitive personal data as defined by the Data Protection Act 1998.

3.2 The Information Governance Board has revised the Information Security Policy to take account of the changes to data protection law taking effect from 25 May 2018.

3.3 The revised Information Security Policy is attached at the Appendix to this report.

4. Information Security Policy - revised 4.1. The current policy has been revised to take account of the requirements of the GDPR in relation to governance arrangements with regard to the management of personal data and/or sensitive personal data/special category data.

4.2 The revised policy sets down  the revised governance arrangements in relation to responsibility within the Council in relation to the management of personal data etc.  a more formal process for internal notification of all Information Security Incidents to the IGB and the Council’s Senior Information Risk Officer (currently the Executive Director (Finance and Corporate Resources)  the Council’s responsibilities in relation to external notification of such incidents in order to ensure that the Council meets its obligations of notification of incidents to the Information Commissioner within 72 hours of first becoming aware of the incident)

169  the Council’s responsibilities concerning the notification of any information security incidents to the data subjects whose personal data is the subject of the incident and  the revised procedures for record keeping in relation to information security incidents.

5. Information Security Incidents Notification Procedures 5.1 The Information Security Policy previously included the procedures to be followed in respect of an incident . However, for the sake of clarity and accessibility, these procedures are now available separately from the Policy.

5.2 These procedures introduce a two-stage process that Resources must follow in relation to the notification of information security incidents. This was done in order that the Council could meet the deadlines for notification to the Commissioner that will come into force from 25 May 2018.

5.3 The time for notification starts from the moment that the Council becomes aware that there has been or has likely to have been an information security incident. This could start upon the receipt of a complaint by a member of the public. The deadline does not permit the Council to undertake any investigations as to what has or may have happened prior to external notification. Consequently, a second stage allowing for such investigations has been introduced into the procedures.

6. Employee Implications 6.1 Following approval of the policy by the Council, the new procedure will require to be communicated to employees through a personnel circular and management briefing as well as the usual Resource communication procedures. 6.2 Resources may also need to consider what internal procedures they should introduce to ensure compliance with the Council wide procedures including internal awareness raising as appropriate and related training for employees. This may be an issue for Resources who have a number of outlying offices/premises in which employees are involved in the processing of personal information and where incidents may occur.

7. Financial Implications 7.1 At this time, failure to comply with the requirements of data protection law in relation to, in particular, security and integrity of confidentiality of personal data may result in enforcement action by the Information Commissioner. After 25 May 2018, it is likely that, the consequences of this enforcement action could become more severe with an increase in the maximum penalties that could be imposed by the Commissioner.

7.2 It should be noted that, failure to notify the Commissioner in relation to an information security incident within the statutory time period could, in itself, be viewed as being an action that was non-compliant with the law and so subject to its own enforcement action by the Commissioner

8. Other Implications 8.1 If personal data is not processed by the Council effectively and legally, there could be an adverse effect on the public perception of the Council which could lead to a lack of trust in the services provided.

9. Equality Impact Assessment and Consultation Arrangements 9.1 There is no requirement to carry out an equality impact assessment or undertake consultation in relation to the proposals within this report.

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Paul Manning Executive Director (Finance and Corporate Resources) 16 November 2017

Link(s) to Council Objectives  Accountable, Effective and Efficient  Fair and Open  Self-Aware and Improving

Previous References Executive Committee held on 8 October 2014

List of Background Papers None

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Geraldine McCann, Head of Administration and Legal Services Ext: 4516 (Tel: 01698 454516) Email: [email protected]

171 Appendix

Information Security Policy

As Approved by South Lanarkshire Council on [ ]

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Contents

Topic Page

Introduction 4 What is information security? 4

Why is action needed? 4

Information Security Policy Statement 5

Security Policy 5 Aim of the policy 5

Information security awareness 6

Information Security Management System 6

Security Organisation 6

Asset Management 7 Cross Resource Information Systems 8

Personnel security 9 User responsibility guidelines – Manual and Electronic 9

Misuse of Information 9

Physical and Environmental Security 10

Communications and operations management 10

Access Control 11 Electronic Records 12

Paper files and records 12

Keeping personal information secure within the office 12

Keeping personal information secure out with the office 13

Transfer, delivery and posting of personal information 14

Deletion/Disposal of Information 14

Information systems acquisition, development and maintenance 14

Information Security Incident Management 15 Security Incidents 15

Information security incident notification process 15

Information Security external notification process 16

173 Communication with the data subject 16

Communication with the Information Commissioner 17

Business continuity management 17

Compliance 17

Contacts for Information 18

Appendix 19

174 Introduction

What is information security?

Information is an essential resource for South Lanarkshire Council. Without accurate and reliable information the Council cannot be effective in meeting either business objectives or statutory obligations. Thus the Council has implemented systems, policies and procedures all of which aim to make sure that information is suitably protected. This Information Security Management System is essential to the Information Strategy of the Council.

For South Lanarkshire Council there are 5 information security themes:

Confidentiality - protecting sensitive information from unauthorised disclosure or intelligible interception

Integrity - safeguarding the accuracy and completeness of the information and computer software

Availability - ensuring that information and vital services are available to users

Authenticity – ensuring that only authorised users can access Information

Legal Compliance – ensuring that the Council complies with each of its legislative obligations.

Information takes many forms. It can be stored on computers, transmitted across networks, printed out or written down on paper and spoken in conversations.

From a security perspective, appropriate protection should be applied to all forms of information including papers, databases, computer files, conversations and any other methods used to convey knowledge and ideas.

Why is action needed?

Information and the systems and networks which support it are important to the Council. Their availability, integrity and confidentiality is an essential element in allowing the Council to provide continuous improvement in services, demonstrate best value and meet statutory obligations. The threats to information are many and varied, including:  accidental damage or loss  inappropriate disclosure  computer based fraud  sabotage or vandalism  environment or climatic conditions  viruses  hackers

Each of these threats can be either internal or external to the Council and as such it is essential that security procedures are developed and deployed to minimise risk.

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1. Information Security Policy Statement

South Lanarkshire Council has based this Information Security Policy on the international information security management standard ISO27001. This management standard provides guidance on best practice and identifies the controls that are recommended to protect information assets.

Where these controls are appropriate to the legislative obligations and business needs of the Council they are mandatory and must be implemented. This policy has taken into account the ISO27001 standard.

The policy covers the 11 key areas of control identified in ISO27001:  Security Policy  Security Organisation  Asset Management  Personnel Security  Physical and Environmental Security  Communications and Operations Management  Access Control  Information Systems Acquisition, Development & Maintenance  Information Security Incident Management  Business Continuity Management  Compliance

2. Security Policy

This information security policy sets out the framework for the information security management system and the scope of how information security management risk will be handled by South Lanarkshire Council.

This Information Security Policy includes explanations of specific policies, standards and compliance requirements, and a definition of general and specific responsibilities for all aspects of information security.

This policy will be regularly reviewed to ensure that it continues to meet the requirements of South Lanarkshire Council.

Information Security affects every user of South Lanarkshire Council’s information, services and infrastructure, whether employees, Elected Members, third party suppliers or customers. It is essential that all of these user groups are aware of their responsibilities in relation to the Information Security Policy.

The Information Security Policy, and any supplementary guidance, will be made available to every user of information, services and infrastructure within South Lanarkshire Council through the Information Security Section on the Council’s intranet, as well as being provided to Third Party Suppliers and Partner Organisations.

2.1 Aim of the policy

The Council has developed this Information security Policy as part of the its commitment to protect information used by the Council to those parties to which the information relates. The Council acknowledged that it has responsibilities towards these third parties as well as to ensuring that its business requirements are met.

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The aim of the policy is to assist all information users within the Council (including those who external users are handling information purely on behalf of the Council) to recognise the role they must play in ensuring that its information is managed in a safe and secure manner. The Council acknowledges that do so must involve taking account of the likelihood and impact of any risk, both to the Council and the parties to whom the information relates occurring, taking account of the risks.

2.2 Information Security awareness

All information users within the Council (and any one handling information on its behalf) must be made aware of this Information Security Policy and the Information Management System and its role in helping to ensure that the Council’s handling of information remains compliant with this policy.

A Learn on Line course on information security is available and the Executive Director must ensure that all relevant employees must complete this course if relevant to their employment tasks.

2.3 Information Security Management System

The Information Security Management System (ISMS) is a set of policies concerned with information management or IT related risks. The governing principle behind the ISMS is that the Council should design, implement and maintain a coherent set of policies, processes and systems to manage risks to its information assets, thus ensuring acceptable levels of information security risk.

Consequently, this Policy is part of that set of interconnecting information management policies set out in Appendix 1.

3. Security organisation

The Chief Executive On a corporate level, the Chief Executive is responsible for authorising this policy and assigning implementation and compliance responsibilities to relevant individuals and groups.

Information Governance Board The Information Governance Board, which has representation from all Resources, takes a strategic overview of all information governance issues of which information security plays an integral part.

Executive Directors All Executive Directors (as default Information Asset Owner – see Section 4) are responsible for ensuring that there are appropriate procedures and measures to support this Policy within that Resource and that these procedures and measures are communicated to employees (see Section 7 for more information).

IT Services Management Team Responsibility for overseeing and implementing the information security assigned to the Management Team within IT Services.

Data Protection Officer (the DPO) This is the person who has been designated by the Council to provide advice on all issues relating to data protection matters. The DPO is an advisory role only. However Executive Directors must ensure that the DPO is involved, properly and in a timely manner, in all issues involving information security where the information concerned is personal data or sensitive personal data (or after 25 May 2018, special category data) all data protection.

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Individuals and users of information assets Individuals who make use of Council information and information assets are responsible for adhering to the various codes of practice and guidance documents that apply.

4. Asset Management

Information is an asset of the Council in the same way as buildings or vehicles can be considered assets. Each set of data or records are part of our information assets. Therefore, it is important that we keep a record of our information assets in the form of an asset inventory or register.

A register of existing information assets has been compiled by means of an information audit. This is a valuable resource and must be kept current by all services.

All new projects as part of their design will compile an inventory of assets which will cover all formats including electronic and manual assets specifically identifying each asset. If the project involves personal data or sensitive personal data, this shall be included within the Privacy Impact Assessment.

By use of the information asset register or inventory we will control and manage our information assets ensuring that any changes do not compromise security.

Executive Directors are the default Information Asset Owner (IAO) for each Resource. Information Asset Owners are responsible for ensuring the security of all information and, in particular, confidential information such as personal or sensitive personal data. An Executive Director will be able to designate someone else who will be the Resource IAO for the specified information held and used by that Resource.

At no time, should there be more than one identified Information Asset Owner for each set of information.

Where an Executive Director wishes to identify a Resource IAO for certain information assets, the Executive Director must ensure that the additional IAO has sufficient management responsibility and powers to be able to ensure compliance with this Policy.

As and when change occurs in the identification of an IAO, projects or information assets the new IAO will identify any changes that need to take place in the inventory. As well as listing each information asset, the inventory will record:

 Who is the IAO that controls that asset (where this is not the Executive Director);  The physical, or logical, location of that asset;  Any specific controls that apply to that asset;  Whether the asset contains any personal and/or sensitive data (or after 25 May 2018, special category data) and  If any of the information is such data, the processing conditions which makes the Council’s processing of the data lawful.

The Executive Director for each Resource (or the designated person) will ensure that appropriate risk management processes are in place for each information asset in whatever format that it exists. To make this happen the following measures will be enforced:  business critical information services provided by the Council will be subject to business continuity and disaster recovery planning.  asset registers will be compiled identifying the information assets within the Council.  risk assessments will be carried out on critical assets to identify potential threats.

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 appropriate controls for each asset will be identified, documented and implemented as agreed with relevant managers  where there is a change to security measures relating to the Council’s collection or use of personal data or sensitive personal data, a Privacy Impact Assessment or a Data Protection Assessment has been undertaken prior to those changes being made and that all risks to the Council and to the data subjects have been mitigated to a proportionate level after balancing the extant risks against the purposes of the processing.

The IT Services Management Team must be consulted prior to these decisions to ensure that they remain appropriate to the business needs of the organisation.

Where the information is personal data and/or sensitive personal data (or after 25 May 2018, special category data), it may be necessary in terms of the Council’s Privacy Policy (and from 25 May 2018, required by law) to carry out a Privacy Impact Assessment (a PIA). When undertaking a PIA, Resources must consider the Screening Questions and consult the DPO on any issues relating to data protection to ensure that the Council is complying with data protection law in relation to protection of personal data and/or sensitive personal data (or from 25 May 2018, special category data).

Cross Resource Information Systems There may be certain systems holding information that are used jointly between two or more Resources. In such cases, the Executive Directors (or others designated to carry out the information security function for a Resource) shall clearly identify as part of the Privacy Impact Assessment or Data Protection Assessment. This Executive Director (or the designated person) shall be responsible for the undertaking of any risk assessment, identification, documentation and implementation of appropriate controls for the asset.

It is the responsibility of the Executive Director for each Resource to ensure that, where the issue of information security relates to personal data or sensitive personal data, proper records are kept in order that the Council can demonstrate compliance with this Policy.

5. Personnel security

Everyone within South Lanarkshire Council will be made aware of the importance of implementing and following the information security policy. Controls in place to reinforce this will include:  each member of staff will be made aware of their duties and responsibilities within the information security management system.  management systems in place will ensure that everyone can report any problems or potential threat to any of the assets held by the Council.  If a training need has been identified, as and when required, appropriate training will be given to staff. The completion of this training will be verified and recorded.  an introduction to the requirements of the information security management systems, including the undertaking of any relevant Learn on Line modules, will be included as an induction item for all new starts in the Council.  arrangements that have been put place by any Executive Director to monitor compliance with the information security policy and to detect breaches.

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5.1 User responsibility guidelines – Manual and Electronic Records

South Lanarkshire Council deals with a wide variety of information and needs to do this effectively to deliver services to its residents, customers and partners. If an employee use this information, or the Information and Communications Technology systems and networks, the employee has an essential part to play and must follow the regulations that apply. This document summarises the responsibilities placed on employees and identifies relevant Council policies and codes of practice. Copies of these are available on the intranet and the Executive Director of the relevant Resources must ensure that employees are aware of these and understand how they may affect them.

Note that, in many cases, there is a legal obligation on the Council to both enforce and monitor the implementation of these responsibilities and therefore any breach would be viewed as serious, especially where it is a breach of the Council’s Code of Conduct.

All information users must:  understand the nature and sensitivity of any information they deal with and ensure it is retained securely  use any IT equipment sensibly and observe the relevant codes of practice and guidance documents that apply  ensure that any requests made of them for information are dealt with in accordance with the relevant procedures and  report either to their line manager or the IT Help Desk any problems or issues they experience when using either the IT facilities, working with manual files or observing these responsibilities.

5.2 Misuse of information

As a responsible organisation, South Lanarkshire Council will take steps to ensure adherence to this Information Security Policy.

All information users must immediately bring any instances of suspected or actual information misuse which may compromise the policy to the attention of their line manger or IT Help Desk (01698 455656).

Everyone who uses South Lanarkshire Council information systems, which includes telephones, software, hardware, infrastructure, data and hard copy files and records must understand the Information Security Policy, and any other associated guidelines, and fully comply with them.

6. Physical and environmental security

As the top priority, the Council will ensure that all of its activities are carried out in a safe working environment. This applies equally to staff, visitors, sub-contractors and information assets. Applying this to the information security management system specifically, the Council will:  where require, undertake a PIA including the consideration of what and the level of security measures that are required,  ensure that all information assets are used in a suitable and safe working environment and protected against accidental and deliberate damage;  protect electronic equipment against threats such as power fluctuations, ingress of dust and electro static discharge;  protect all network cabling and equipment against damage or loss;  encourage a clear desk and screen policy (i.e. not leaving information visible on users’ screens while they are away for a few minutes);  enforce access control procedures for sensitive business processes and procedures;  ensure manual files are kept in secure, locked cabinets where appropriate;

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 introduce audit trails in relation to location of manual records such as sign out/sign in procedures to track file movements;  ensure, where information is being destroyed in accordance with any relevant retention policy, the information is destroyed securely and confidentially

7. Communications and operations management

The information security policy enforced by the Council will be supported by the operation of the Council’s Codes of Conduct as well as relevant Codes of Practice and guidance documents. These define responsibilities and identify how key tasks are to be carried out and are available using the links below:

 Employee Code of Conduct  IT Acceptable Use Policy  Records Management Policy (and related Management Plan)  Privacy Policy  Data Sharing Policy  Information Strategy  Corporate Standards

The operation of the information security management system will be supported by internal communications within the Council. Specifically, there is in place a reporting mechanism to the relevant IAO that can be used to identify existing and potential risks in the operation of the information security management system. This system tracks and monitors issues and ensures that;  sufficient IT capability is made available to satisfy the Council’s business needs;  system documentation is controlled to prevent loss or damage;  protection against malicious software is in place and as far as is possible meets current known threats;  information exchange with other organisations is carried out in a controlled manner that protects both parties as well as the information itself;  each incident is logged, including notification in accordance with the Council’s Information Incident Notification Procedures and, in relation to resolution, remedying or mitigating any damage arising from an information security incident, allocated to a specific person within the Council who is responsible for its resolution;  progress in resolving each incident can be recorded;  the closure of each incident is recorded and the results communicated to each person affected as well as the originator.

It is the responsibility of the Executive Director of each Resource to ensure that these procedures and measures are communicated to employees.

8. Access control

Information in all its formats is a critical business asset. This includes hard copy Information and data held on Information and Communications Technology systems and networks. Their security is essential to the Council’s effective operation. This means we must make sure that information can be accessed only by appropriately authorised people and that it will be accurate and available whenever they need to use it.

South Lanarkshire Council is committed to restricting access to information only to those who have a requirement to access it. The Council will take steps to:  protect our hard copy and electronic information, our IT assets – hardware, software, infrastructure and data – against security threats

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 enforce an effective Council wide Information Security Policy  help users understand the importance of securing these assets as part of our everyday work, and  make sure the Council follows relevant laws

South Lanarkshire Council employees as well as processors, will be provided with appropriate access to information, equipment and systems they need to do their work effectively. However, where the information or part of it is personal data and/or sensitive personal data (or special category) is being shared with third parties including Elected Members will always be done in compliance with the Council’s Data Sharing Policy and data protection laws. Everyone using these has a direct responsibility for the security of the information assets.

Access to these information assets and IT systems will be controlled using specific accounts that must be used by the authorised user only. Authorised users will be responsible for actions recorded against that account.

Access to manual files will be monitored and controlled.

8.1 Electronic Records

Access to critical information assets will be controlled. Defined controls will exist for each information asset, listing who can access the information and what they can do with that information. These access rights are only granted if approved by relevant line managers who have ensured there is an appropriate business need for that access. Controls will include:  registering each authorised user of each asset and defining their user rights;  Ensuring that each user is made aware of their responsibilities and duties in the information security management system;  Ensuring that suitable network access control is part of the network operating systems;  Restricting access to sensitive information;  Where appropriate, monitoring the usage of specific resources;  Reviewing user lists regularly to take account of personnel changes.

As well as any physical access control measures, password control will be used to control access to electronic media with a defined Password policy in place for each aspect of the business. Non-electronic media will be subject to access control measures appropriate to that media and application.

In terms of physical control measures, account should be taken of security within the office area and there should be methods in place to prevent unauthorised people gaining access to physical files. For example, files should be kept in locked cabinets with restricted key holding arrangements. See the risk management guidance document on key holding procedures for more information. Where this is not possible, files should not be left unattended.

8.2 Paper files and records

Although a large proportion of our information is held electronically, we are still creating and using manual paper files. Care should be taken when the file contains personal and sensitive information. The information security management system as described in section 2.3 also covers paper files. The 11 key areas of control outlined in section 1 should be considered when dealing with paper information.

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8.3 Keeping personal information secure within the office

All personal data must be kept in a secure environment with controlled access. Suggestions as to how local arrangements can be made to secure paper records include:  Locked metal cabinets (access to keys limited to nominated employees only)  Locked drawer or desk (access to keys limited to nominated employees only)  Locked cupboard or room (access to keys limited to nominated employees only)  Physical access to floors or areas where records are stored monitored and restricted

Where access to the information is required on a frequent basis making locked cabinets and rooms impractical, arrangements must be made to ensure that areas where personal data is held are manned by authorised employees so that access can be controlled. For more guidance on key holding procedures see the risk management guidance document entitled key holding procedures.

While staff are working on files containing personal information, care should be taken not to leave these unattended at their desk or work area. No files containing personal information should be left overnight on employee’s desks. A clear desk policy should be applied in relation to files and information containing personal and sensitive information.

Be on the lookout for any unattended visitors accessing files where they have no authorisation. Visitors should be signed in and accompanied while they are in areas normally restricted to staff only.

When handling personal and sensitive data, Managers should only allow access to employees who have a legitimate business need to access it as part of their duties.

It is also important to be certain of the purposes for which access to personal data will be permitted. This will be clear in some cases such as Personnel Services but there may be other areas where it requires to be specifically defined.

Employees may have access to personal data about other members of staff – confidentiality should be maintained at all times and where appropriate, confidentiality forms must be signed.

8.4 Keeping personal information secure out with the office

Employees should avoid taking manual files home or out of the office with them. However, if there is a business need to do so, permission should be obtained from the line manager. To minimise the risk, it may be possible to only take part of the file away rather than the entire file.

Photocopies of files containing personal information should be carefully controlled and kept to a minimum. Once no longer needed, the photocopy should be confidentially destroyed.

Where files containing personal data are required to be removed from the office e.g. to a meeting at another location and permission has been given to do so, a signing out and signing back in procedure should be introduced. While out of the office, the file should be the responsibility of the person who has signed it out.

As well as the signing out and signing in procedure, other reasonable security measures appropriate to the sensitivity of the information concerned must be taken to ensure the safety of the file.

Examples of these measures are:  using robust containers to transport files e.g. document folders with secure fastenings or lockable briefcases

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 employees returning files to the office as soon as they can  never leaving information unattended in a public place (e.g. a train)  never leaving information on view while in a car – put it in the boot  never leaving information overnight in the car (not even in the boot)  In the information users home, storing the information in a locked drawer or cupboard if possible  never storing paper files or notes of encryption PIN numbers alongside or in the same carrying case as a laptop  Destroy any paper files or records confidentially

8.5 Transfer, delivery and posting of personal information

When the Council is required to transfer paper information or files containing personal or sensitive information, the relevant IAO must first consider the risks associated with the loss or disclosure of that information. If the information to be transferred is highly sensitive then it may be that hand delivery or special courier is the only appropriate method of transfer.

Employees of the Council must ensure that  all communications are marked strictly private and confidential  the name and address of the individual to whom the information is being sent are clearly defined on the outside packaging and  the name and address are checked before sending it out to make sure they are accurate,  packaging must be robust and appropriate for the contents, making sure that it will not come apart with rough handling in the mail system and  the packaging is securely fastened and taped so that no one can tamper with it.

8.6 Deletion/Disposal of information – Electronic and Manual Records

Importance is also placed on the deletion/disposal of information regardless of its format. Data must be deleted in an appropriate manner and specific arrangements for confidential destruction must be made if the information contains personal data and/or sensitive personal data (or from 25 May 2018, special category data) about our employees or customers.

Manual files and information should be destroyed in accordance with the approved retention schedule for the relevant service area. If the Service does not have a retention schedule in place, they must contact the Archive and Information Management Service (AIMS) on 01698 454768 and one can be developed.

All manual records must be destroyed/disposed of in compliance with any Confidential Waste Disposal Policy approved by the Council.

9. Information systems acquisition, development and maintenance

In terms of the Council’s Privacy Policy (and in certain circumstances after 25 May 29018, by law), the Council requires that a Privacy Impact Assessment is required where the Council is developing operations which involve the processing of personal data and/or sensitive personal data (from 25 May 2018, special category data). As part of a PIA, the security of such data (both technical and operational) during the proposed operation must be included.

The Council must put in place all security measures identified within the PIA before any personal data etc. is processed. This includes the assessment of security measures in relation to systems acquired or the obtaining of services from processors. These are set out in more detail in the related Toolkit.

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During the development of assets, systems or products by the Council, access to each such asset will be controlled. This control will ensure that nothing can be released until appropriate quality checks have been completed and that the inventory of assets cannot be adversely affected by development activities. Release will not be completed until any implications for the information security management system have been considered and recorded.

Similarly, as and when any planned maintenance changes to products are introduced, there will be in place a mechanism to ensure that each change is released in a controlled manner.

10. Information Security Incident Management

Procedures have been established to manage risk of incidents that can impact the Council’s information assets. Any potential threats to security or misuse of the Council’s electronic information should be reported by employees to their line manager, the IT Technical Systems Engineer (Security) or the IT Help Desk.

10.1 Security Incidents

The Council has in place an information security incident reporting process. All incidents (including where it is suspected that there has been or may have been an information security incident in relation to confidential information including personal data and sensitive personal data) must be reported by employees to their line manager and their Resource’s Contact Officer. The Contact Officer will then report it to the IGB and SIRO in accordance with the Council’s Information Security Incident Reporting Guidance.

10.2 Information security incident notification process

In addition to the above reporting mechanism which identifies existing and potential risks in the operation of the information security management system there is an information security incident notification process. The process is for Services/Resources to report all information security incidents to the Council’s Information Governance Board.

The type of incidents that could be reported are:-  loss or theft of data held either electronically or in paper files or equipment on which data is stored  Inappropriate access controls allowing unauthorised use  Equipment failure  Human error  Unforeseen circumstances such as fire or flood  Hacking attack  Information obtained from the Council by deceiving the Council - blagging

For reporting information security incidents, please see the Information Security Incident Reporting Guidance.

This must be followed by all Resources within the Council in relation to notifying Information Security Incidents.

In summary  Executive Directors of each Resource should ensure that there are appropriate procedures in place within his/her Resource for incidents to be reported to the IGB and SIRO within 48 hours of becoming aware of the incident.

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 Employees should liaise with their line manager with regard to reporting information security incidents to their Information Governance Board representative, who in turn will report the incident to the Council’s Information Governance Board via the Data Protection Officer.  If the Executive Director must provide all of the information contained sought in the information Security Preliminary Notification form when notifying the incident, together with the information sought by the Information Security Incident Supplementary Notification Form as a matter of urgency thereafter.

10.3 Information Security Incidents external notification process

This section applies to where the information security incident relates to personal data or sensitive personal data. It does not apply to incidents which relate to other types of information deemed to be confidential by the Council

Where the information security incident involves the unauthorised (regardless of whether the disclosure is accidental, a failure in a process or human error) disclosure of personal data or sensitive personal data to someone other than the person to whom the information relates (the data subject), the Council (a) must communicate that the incident has occurred to the person to whom the information relates (if more than one data subject is involved, to each of those data subjects individually) and (b) may have to notify that the incident has occurred to the Information Commissioner.

10.4 Communication with the data subject It is the responsibility of the Executive Director of the Resource processing the personal data or sensitive personal data to advise the data subject of the information security incident without undue delay. This responsibility applies even where the personal data or sensitive personal data was being processed on behalf of the Resource concerned – regardless of whether this was another Service within the Council or an external data processor.

The following information must be communicated to the data subject personally (unless one or more of the exceptions mentioned later applies)  the contact details for the Council’s data protection officer  the likely consequences of the incident and  the steps taken or proposed to be taken by the Council to address the incident, including, where appropriate, measures to mitigate the incident’s possible adverse effects.

The Executive Director of the Resource concerned does not need to contact the data subject regarding any incident where (a) the personal data or sensitive personal data involved in the incident had been rendered unintelligible to the recipient of the information i.e. it was encrypted before the incident. (b) the Council has taken measures which ensure that there is no risk to the data subject concerned such as risk to the right of privacy or financial or other loss or damage arising from that incident and (c) if there is a large number of data subjects involved within the incident, where notification to each data subject would involve disproportionate effort (however alternative means of notification such as a public communication must be used).

Where the Executive Director is of the view that one or more of the above exceptions apply and so there is no need to contact the data subject, the Executive Director concerned must ensure that records explaining why notification to the data subject was not required. The decision as to whether to notify the data subjects will be set out in the information security incident notification form sent to the Council’s Data Protection Officer.

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10.5 Communication with the Information Commissioner Where the security incident includes personal data or sensitive personal data, the Council will generally need to notify the Information Commissioner of the incident. The decision regarding whether the incident is one which does not require notification will be taken by the Council’s Senior Information Risk Officer or someone authorised to act on his/her behalf.

The information provided in the information security incident preliminary notification form will be considered when deciding as to whether the Council must report a security incident to the Information Commissioner.

11 Business continuity management

As part of the ongoing risk assessment exercise for information assets, appropriate measures will be taken to ensure that each asset is protected. This protection will include planning how the Council would replace each asset in the event of loss. Controls in place will include:  A documented business continuity and disaster recovery plan for the Council that includes defined responsibilities;  A schedule of regular and systematic back-ups of electronic media;  Testing these back up procedures by restoring from back up at planned intervals;  Where appropriate the replication of paper copy assets;  Preparation of a vital records schedule (this will form part of the information audit exercise)

12. Compliance

The Information Governance Board will keep up to date with external regulatory requirements and continuously review the information security policy and other related policies to ensure that the Council has appropriate policies in place and that it continues to comply with each. This will include:  ensuring compliance with the Data Protection Act and Public Records (Scotland) Act  observing intellectual property rights such as copyright to ensure fully recognised and only authorised copies of software are used;  ensuring that the Council’s IT resources are not used inappropriately; Enforcing the appropriate secure information systems and procedures.  as part of the ongoing information security management system, the carrying out of regular audits to ensure that each applicable regulation is adhered to consistently.

It is the responsibility of the Executive Director of each Resource to ensure that there are appropriate procedures and measures to support these policies within that Resource and that these procedures and measures are communicated to employees (see section 7).

Contacts for further information

IT Help Desk 01698 455656

Derek Nelson, IT Technical Systems Engineer (Security) 01698 452208

Bill Dunn, Information Compliance Manager/ 01698 454564 Data Protection Officer

Paula Biagioni, Administration Adviser 01698 454768

187 Appendix

Information security management system - policies

Policy What the policy covers For help contact

Information How the Council manages its Line Manager Strategy information and its plans for improvement

Privacy Data Protection Act 1998 Line Manager Policy Our responsibilities with Line Manager respect to processing personal data Data Protection Officer

Privacy Impact Assessment Guidance

Data Sharing Our responsibilities with Line Manager Policy respect of the sharing of personal data with other parts Data Protection Officer of the Council and to external people, partners or organisations

IT The code of conduct for the Line Manager Acceptable use of IT facilities, email, Use Policy internet, desktop and laptops IT Help Desk

Information How information security is Line Manager Security managed in South Lanarkshire Policy Council IT Help Desk

IT Technical Systems Engineer (Security)

Records How to manage the Council’s Line Manager Management records Policy Administration Adviser

188 Agenda Item

Report 14 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Confidential Waste Policy

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  request Committee approval for a Confidential Waste Policy [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):-

(1) that the Confidential Waste Policy document attached as Appendix 1 to this report be approved

3. Background 3.1 As part of the Council’s duties under the Data Protection Act 1998 and the Public Records (Scotland) Act 2011, South Lanarkshire Council must have robust procedures in place for the confidential destruction of its information. Information security and the potential loss of information is identified on the Council’s Risk Register as one of the Council’s top risks.

3.2 In terms of the Data Protection Act 1998, failure to have proper arrangements in place for the secure and confidential disposal of any documents or records that contain personal data or sensitive personal data is potentially a breach of the seventh data protection principle. This could lead to enforcement action by either the data subject (through claims for damages for distress or and/or damage caused) or the Information Commissioner (whose ultimate enforcement sanction would be the imposition of a civil monetary penalty on the Council.

3.3 Further, under the Public Records (Scotland) Act 2011, the Council was required to submit a Records Management Plan (RMP) to the Keeper of the Records for approval. Element 6 of the RMP deals with destruction arrangements and the Council was under obligation to demonstrate in its submitted plan that appropriate arrangements were in place for confidential waste destruction.

4. Confidential Waste Contract 4.1 A new confidential waste disposal contract was awarded to Paper Shredding Services in December 2016. This contract is under the operational control of the Printing Service and is being rolled out to all business areas across the Council.

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4.2 The confidential waste process involves the collection of everyday confidential waste in offices via confidential waste consoles which are emptied on a regular basis by Paper Shredding Services under the contract. There is also the provision for bulk confidential waste to be collected by bag.

4.3 The benefits of this service are that:

 It is carried out under contract by a specialist company  The confidential waste collected in the consoles and in the bags are guaranteed to be confidentially destroyed  There will be an audit trail of the destruction process  Destruction certificates will be provided and held by the Printing Service  The process is recognised by both the Information Commissioner and the Keeper of the Records as being appropriate as a method of destruction of confidential waste

4.4 The Council is therefore able to provide assurance to its customers, to the Keeper of the Records and to the Information Commissioner that all confidential waste is destroyed through a Council-wide procedure by an approved contractor.

5. Development of the Confidential Waste Policy 5.1 The Confidential Waste Policy has been developed to provide a framework to support the process of confidential waste across the Council and covers the destruction of all formats of confidential information including paper and electronic.

5.2 The development of a Confidential Waste Policy and the fact that the Council has a contract in place for the confidential destruction of paper waste provides assurances to the Council in order to avoid enforcement action so far as possible in relation to data protection and also provides evidence to the Keeper that proper destruction arrangements are in place in accordance with the Records Management Plan.

5.4 The Policy covers the destruction of information in all formats and makes reference to the following:  Retention scheduling process  Confidential waste consoles  Bulk confidential waste procedure  Electronic information disposal  Disposal of formats of information other than paper or electronic  Information security

6. Communication to employees 6.1 The Confidential Waste Policy will be uploaded to the Information Governance area on the intranet.

6.2 A personnel circular and management bulletin will be prepared to announce the new policy and Resources will be asked to cascade the policy through Resource management teams and team meetings to emphasise its importance and relevance to employees.

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7. Employee Implications 7.1 There are no employee implications.

8 Financial Implications 8.1 Failure to dispose of confidential waste records containing personal data and/or sensitive personal data could result in a civil monetary penalty being imposed upon the Council by the Information Commissioner. With data protection changes in 2018, the maximum level of such penalties is likely to substantially increase.

9. Other Implications 9.1 Strict adherence to a Confidential Waste Policy will protect the Council against potential breaches of the Data Protection Act, fines from the Information Commissioner and damage to Council reputation. It will also reduce the potential for detrimental effects being caused by the Council to any of its customers due to information security breaches.

10. Equality Impact Assessment and Consultation Arrangements 10.1 There are no equal opportunity assessment implications.

10.2 The Confidential Waste Policy was developed in consultation with the Information Governance Board.

Paul Manning Executive Director ( Finance and Corporate Resources) 16 November 2017

Link(s) to Council Objectives  Accountable, Effective and Efficient  Fair and Open  Self-Aware and Improving

Previous References  None

List of Background Papers  None

191 Appendix 1

Confidential Waste Disposal Policy

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1. Introduction

South Lanarkshire Council recognises the importance of good information management. A key part of the lifecycle of a record is the disposal of that record. Employees of the Council must adhere to guidance and procedures which safeguard the security of the information and records that they manage.

The purpose of this policy is to:  establish the Council’s approach to the disposal of confidential waste  inform employees, Elected Members and working partners of their responsibilities with regard to the disposal of confidential waste  provide guidance

2. Data Protection Act

The Data Protection Act imposes duties upon the Council in relation to safe destruction of “personal data” which is information about a living identifiable individual. It does so by setting down eight rules that must be followed called the data protection principles. The seventh data protection principle deals with the issue of information security. The principle states that appropriate technical and organisational measures shall be taken against unauthorised or unlawful processing of personal data and against accidental loss or destruction of, or damage to, personal data.

This means that we have an obligation to make sure that the appropriate procedures are put in place to make sure that confidential waste, and especially that which contains personal data, is destroyed securely and that we are not putting any of our employees, customers or the Council itself at risk.

Careless disposal of information, whatever its format, could result in breaches of the Data Protection Act and could lead to the Council facing civil monetary penalties imposed by the Information Commissioner (at present up to £500,000), damage to the reputation of the Council, damage or distress to members of the public or our own employees.

The Act also makes it a criminal offence for employees to disclose personal data to anyone else without the authority of the Council.

3. Retention schedules

Retention schedules The destruction of information should be carried out in accordance with the approved retention schedule. A retention schedule is a document which sets out all the records created by a service or business area and the periods of time that these should be retained once they are closed. See the Retention and Disposal Policy for more information. If you do not have a retention schedule in place, please contact the Archive and Information Management Service (AIMS) on 01698 454768 and one can be developed for your service.

Records Centre If you use the Records Centre for long term off site storage of your non current records, then these records will be confidentially disposed of at the agreed destruction date as per the signed off retention schedule.

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4. Confidential waste consoles

All confidential waste must be disposed of in a secure manner. For small everyday destruction of confidential waste, confidential waste consoles have been located close to photocopiers for employees to use.

What can employees put in the consoles? Employees can put all printed and handwritten papers, documents and photocopying into the consoles. These can be loose or stapled. It’s not necessary to make a judgement about whether the papers contain confidential information or personal data. Any papers which are related to Council business should be put into the console. Consoles are locked and are emptied on a regular basis.

What should not be put into the consoles? Employees should not put plastic folders, cardboard folders or any other type of cardboard into the consoles. Many of these can be reused or can go into the recycling bin. General waste such as drinks or food packaging, old pens or rulers goes into the regular waste bin as per usual.

See the intranet for more information on confidential waste consoles.

5. Bulk disposal of confidential waste

To assist Resources to meet their obligations and to facilitate the process of confidential waste disposal, the Council has a contract with a professional confidential waste company.

Resources must dispose of bulk confidential waste through this contract. By using this confidential waste disposal system you will be guaranteed that the confidential documents will be disposed of in an appropriate manner and there will be an audit trail of the procedure.

The process involves the ordering of paper sacks in which to put the bulk confidential waste. Once the sacks are filled and ready for collection they will be picked up by the contractor and taken away for offsite confidential shredding.

This process is available by using the Graphics+Print shop on the intranet. The Graphics+ Print Shop link can be found in the task bar at the top the intranet home page. Select Shredding from the category list on the left hand side of the screen, or from the main icons on the page.

Login and password for Graphics+Print Shop To use the confidential shredding and uplift service you require a login and password for the Graphics+Print Shop which you can get by emailing [email protected] or by phoning the Printing Section on 01698 454241.

6. Electronic information and EDRMS

EDRMS Personal, sensitive personal and confidential information should be held in EDRMS in folders with appropriately restricted access control. This can be confirmed by your Resource records manager. Confidential information held in the EDRMS file plan should be destroyed in line with the appropriate retention (disposal) schedule, where this has been applied. Standard users cannot delete (destroy) records. If a record needs to be destroyed before the end of the record retention period then the relevant Resource records manager should be contacted. 194 Any document you delete from the system will enter a purge period, to be automatically removed after seven days. Please note that the purge period applies to the Meridio software which is due to be replaced during 2017/18 and may be different in the future.

Electronic information Confidential information held on the Council’s computer network should be disposed of at the appropriate time by deleting it from the system. When you delete information from the shared network drive this information is destroyed securely. However, information deleted from the C:Drive will sit in your Recycle Bin on your computer desktop until it is deleted from there. It is good practice to ensure that you empty the Recycle Bin regularly. Employees should refrain from storing personal and sensitive information on their C:Drives. Personal and sensitive information should be stored on the Council’s network drives, where data is backed up and digitally destroyed upon disposal.

All data and information stored on the Council’s networks and systems is secured to professional standards. When the Council disposes of servers or personal computers, the Council’s suppliers are contractually obliged to digitally destroy any data that may reside on the disks. This destruction is discharged to international standards and periodically checked by independent assessors.

7. Other formats of confidential waste

Confidential waste can be held on a variety of media, for example, paper, computers, computer disks, memory sticks, mobile phone SIM cards, camera memory cards, CDs, DVDs, audio and video tapes. Irrespective of how the information is held, employees are responsible for ensuring that confidential information is securely destroyed.

Items like CDs, DVDs, audio and video tapes can be destroyed via the confidential shredding contract. See the Shredding page on the Graphics+ Print Shop for more information.

Mobile Phones, Smartphones and Blackberries Mobile phones, Smartphones and BlackBerries may contain confidential or sensitive information, such as contact details, records, photographs and emails. This information must be deleted from the device before it is recycled or returned to IT Services. For mobile phones being returned (when someone leaves) the contact list on the SIM card should be deleted beforehand. It is recommended that mobile devices be reset to factory defaults. This can be done from within the menu system in most mobile phones. Instructions are provided with the handset.

8. Don’t leave confidential waste unattended

Items intended for confidential disposal must be kept secure and protected against accidental loss, damage or unauthorised access up until its final destruction. It must not be left lying unattended in the office. Do not leave personal, sensitive and confidential waste in bags or piles around the office while they are waiting to be collected for confidential disposal. Arrangements must be made to secure bags waiting to be destroyed in a locked room or cupboard. Open plan offices should make local arrangements for storing personal and sensitive waste securely. All confidential waste should be destroyed either by placing it in the consoles or by organising confidential waste sacks. On no account should any confidential waste be placed in other types of waste receptacles e.g. those for normal recycling or regular waste bins.

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9. Responsibilities

All Council employees are responsible for the secure disposal of confidential waste. If you are unsure of what to do, ask your line manager. All offices should put local procedures in place to facilitate the disposal of confidential information and sensitive personal data in all formats.

10. Further information

This Confidential Waste Disposal Policy should be read in conjunction with the Information Security Policy. It will be monitored and reviewed by the Information Governance Board.

If you require further advice or guidance on confidential waste disposal contact your line manager in the first instance. Further guidance is available by contacting Paula Biagioni on 01698 454768, [email protected] Angie Moakler on 01698 453853, [email protected]

For enquiries with regard to electronic data destruction contact your Business Systems Manager.

196 Agenda Item

Report 15 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Education Resources) Executive Director (Finance and Corporate Resources)

Subject: Youth Employability Service

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise Committee of the two significant changes to European Social Fund Criteria, which relate to an amendment to the groups of young people who can be offered support and changes to staff allocation to programmes  advise Committee of the positive impact these changes will have within South Lanarkshire Council in expanding the programme [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; (2) that the creation of 1 FTE Team Leader for a temporary period of 13 months from December 2017 until December 2018 be approved; (3) that the creation of 4 FTE Vocational Development Assistants for a period of 13 months from December 2017 until December 2018 be approved; and (4) that it be noted that the budgetary impact of the additional temporary resourcing requirements will be managed through the availability of the additional European Social Funding. [1recs] 3. Background 3.1. Over the last 2 years, work has taken place to consolidate and align the management of Youth Employability supports within Education Resources. In July 2016, the Executive Committee approved proposals to create the ASPIRE Programme and the creation of 8 temporary posts to achieve the outcomes of a successful European Social Fund bid. Those posts were in addition to current staff within Finance and Corporate Resources and Regeneration Services, who provide support to the wider Youth Employability agenda.

3.2. Staff from other services have been transferred or aligned to Education Resources, allowing for the creation of a more coordinated approach and a greater ability to use intelligence and to target resources to the areas of greatest need.

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3.3. As a result of European Social Fund (ESF) restrictions, targeted supports were previously only available to identified Data Zone areas, which only included 6 of the 20 secondary establishments. The revised ESF structure and changes in funding limitations has allowed South Lanarkshire Council to offer the services across South Lanarkshire, including all secondary establishments and all young people identified as requiring support to enter and sustain a positive destination until the age of 19.

3.4. The Aspire project has been operational since September 2016 and, to date, some 560 young people have received a targeted package of support to help them achieve and sustain a positive destination. A key element of this support is a 6 month phase of Aftercare support to ensure the positive destinations are sustained or where required, alternative opportunities are secured for the young person.

3.5. A significant indicator of progress this year was a higher than the national average School Leaver Destinations as published by the Scottish Government. South Lanarkshire had 94.1% of young people achieve a positive destination compared to the National average of 93.3%.

3.6. There has also been significant progress in closing the gap in relation to the positive destination outcomes for young people residing in the Data Zones. Since 2012, the gap in school leaver destinations between those living in the lowest 30% data zones and the whole school leaver cohort has decreased from 7.1% to 4.4%.

3.7. A key contributor to the improved outcomes is the targeted support provided to young people with Autism through the ‘Work It Out’ project led by Finance and Corporate Resources. There are an increased number of referrals from mainstream schools for specialist support to help young people with Autism to achieve and to sustain a positive destination post school. The experience within South Lanarkshire is that without this dedicated aftercare support to the young people and their families, they are 3 times more likely to be in a negative destination at the national follow up surveys published by the Scottish Government. The proposal is that 1 of the additional 5 posts will be aligned to the ‘Work It Out’ project.

4. Proposals 4.1. The have been 2 significant changes to the ESF funding criteria which are beneficial to the provision of support within South Lanarkshire and which come into effect in January 2018:-

 the ESF have made an amendment to the groups of young people who can be offered support. This will enable ESF funded support to be offered to young people in their last 6 months of education who have been identified as likely to need ongoing support to achieve and sustain a positive destination. This will facilitate a revision to the current provision, expand the service and provide more early intervention supports to all young people who require them across South Lanarkshire  previously, staff employed on an ESF programme had to be financially allocated 100% to the programme. However, from January 2018, the Council will be able to include the cost of staff who are not 100% committed to the project. The minimum staff must be allocated to a programme is at least 30% committed. This will enable the Council to increase the ESF allocation further and include the work of key mangers currently involved in the delivery of the service, but who previously were not able to be attributed to the programme

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5. Funding 5.1. Across the partnership, the following funds have been identified which are already committed to the ESF current program and can be expanded on utilising the new funding criteria:-

Education Resources £352,940 Regeneration Services £120,000 Scottish Government Funding £202,000 Total £674,940

Applying the 60/40 funding criteria this will enable the Council to attract a grant of £449,960, which overall provides a potential budget of £1,124,900 enabling a targeted service to be provided to an additional 120 young people.

5.2. Project Staffing and supports for young people 4x Team Leaders (inc on costs) £159,200 18x Vocational Development workers (inc on costs) £635,400 Activities Budget to support Young People £210,000 Staff mileage/general running costs £120,300 Total £1,124,900

6. Employee Implications 6.1. There are currently 9 permanent members of staff and 8 temporary members of staff working on the ASPIRE Programme. In order to deliver ASPIRE effectively and expand the provision as per the changes to the ESF criteria and to offer targeted support to all young people identified as requiring additional support, the establishment would increase by a further 5 FTE posts.

6.2. These additional 5 posts would be added to the establishment for a fixed term period until December 2018, which is aligned to the current agreed delivery timeframe for the available EU funding.

Post title Number of posts Grade Hourly Annual Gross / SCP Rate salary additional costs (including on-costs) Existing New Difference

Team 3 4 1 Grade £14.60 £26,643 £33,303 Leader 3 level - - 2, SCP £16.94 £30,913 £38,641 55 -65 Vocational 14 18 4 Grade £13.58 £24,782- £123,910 Development 2 Level - £27,446 Assistant 4, SCP £15.04 £137,230 50 - 57

6.3. There is sufficient budget available to meet these costs for the remaining term of the ESF programme.

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6.4. It is proposed that the advertising of these posts should be restricted to appropriate Council Staff in the first instance.

7. Financial Implications 7.1. Costs associated with these proposals can be met from the core budgets of Education and Regeneration Resources and the ESF grant.

Tony McDaid Executive Director (Education Resources)

Paul Manning Executive Director (Finance and Corporate Resources)

2 November 2017

Link(s) to Council Objectives  Raise educational attainment for all

Previous References  None

List of Background Papers  SLDR Report to Executive Committee (March 2016)  Executive Committee Paper 6 July 2015

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kathleen Colvan, Service Manager ICS/CL Ext: 4517 (Tel: 01698 454517) E-mail: [email protected]@southlanarkshire.gov.uk

200 Agenda Item

Report 16 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Community and Enterprise Resources)

Subject: Sustainable Development and Climate Change Strategy 2017 to 2022

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  present the updated draft Sustainable Development and Climate Change Strategy 2017 to 2022 which now takes account of wide ranging consultation [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council’s Sustainable Development and Climate Change Strategy 2017 to 2022 be approved; and (2) that a graphic version of the strategy be developed and published. [1recs] 3. Background 3.1. A new Sustainable Development and Climate Change Strategy (SDCCS) covering the period 2017 to 2022 has been prepared over the last year. The new strategy will set out the Council’s approach to sustainable development and address the challenges and opportunities of climate change. The strategy will not only cover the next five years; it will also be the mechanism for longer term thinking and investment to meet national climate change targets.

3.2. The new strategy takes account of the proposed policies set out in the Scottish Government’s draft Climate Change Plan due to be published in early 2018. To avoid delay in the publication of the Sustainable Development and Climate Change Strategy, the strategy’s outcomes and how we intend to achieve them will be flexible to accommodate possible additional policies or future changes in legislation.

3.3. Following approval from the Executive Committee on 27 September 2017, the draft strategy underwent wide-ranging consultation during October 2017 and the strategy has been updated where appropriate to reflect the feedback received.

4. Engagement and Consultation 4.1. As the strategy has been developed over the last year, we have engaged with various stakeholders and held a number of development sessions which have included:-

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 discussions with Resources on longer-term outcomes and how these will be achieved  consultation events with young people including pupils from secondary schools and students from South Lanarkshire College  self-evaluation workshops using Climate Change Assessment Tool, PSIF and the best value sustainability toolkit  staff survey where questions were based around sustainable development and climate change issues and encouraged input and views from employees  consultation with the Council’s sustainable development coordination group and SEA corporate working group

4.2. In addition to this, the draft strategy was put out to consultation during the month of October 2017, involving a wide-range of stakeholders and other interested parties. Views were sought on the draft strategy’s approach, strategic outcomes and how we intend to achieve these.

4.3. A copy of the draft strategy was made available on the Council’s website, VASLAN’s website and Sustainable Scotland Network’s knowledge hub. Invitations to comment on the draft strategy were also emailed to many stakeholders and interested parties including community councils, community planning partners, other partners, eco schools, community groups, neighbouring local authorities, equalities groups, elected members and Council employees.

4.4. The feedback received was on the whole positive with an acknowledgement that the strategy was informative, accessible and user friendly. There were no proposed major changes to the strategy’s approach or strategic outcomes within the consultation returns. Suggested changes that enhanced the draft strategy have now been incorporated where appropriate. In summary these changes included:-

 additional achievements in all themes  background policy to include Scotland’s climate change adaptation programme  additional monitoring indicators and further information on reporting  include details of sustainable development and climate change governance arrangements

4.5. A copy of the updated draft strategy is attached at appendix A and a copy has been made available in the Members’ areas for inspection prior to the Committee.

4.6. The strategic outcomes and how we intend to achieve them forms the framework for developing the strategy’s action plan. The framework will be the basis for reviewing and agreeing the strategy’s action plan annually and is attached at Appendix B. This has also been made available in the members’ areas for inspection prior to the committee. Discussions are already underway with Council Services to agree measures, indicators and timescales for the 2018/2019 action plan.

5. Next Steps 5.1. The proposed next steps to finalising and implementing the new sustainable development and climate change strategy, pending approval, are:-

 graphic version of strategy to be produced and published – December 2017  launch of strategy in January 2018  finalise discussions with Services on action plan measures, indicators and timescales for 2018/2019 action plan – February 2018

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 2018/2019 action plan commences – April 2018  monitor action plan progress using IMPROVe  report progress of 2018/2019 action plan to Executive Committee at Q2 and Q4

7. Employee Implications 7.1. All Council employees have a role to play in acting sustainably and thereby contributing to the implementation of the strategy to ensure that actions and targets are met.

8. Financial Implications 8.1. There are no immediate financial implications, however, the Council may require need to further assess financial impacts and balance these against social, economic and environmental impacts as the strategy progresses.

9. Other Implications 9.1. The strategy is intended to mitigate environmental risks posed to the Council which are considered under its risk register. The actions in the strategy help fulfil the Council’s new duties under the Climate Change (Scotland) Act 2009 and other environmental legislation.

9.2. A screening determination for Strategic Environmental Assessment (SEA) was undertaken and is available on the on the Scottish Government’s SEA Gateway Database.

10. Equality Impact Assessment and Consultation Arrangements 10.1. An equalities impact assessment has been undertaken.

10.2. As noted in the report, the strategy has been subject to full consultation process.

Michael McGlynn Executive Director (Community and Enterprise Resources)

10 November 2017

Link(s) to Council Objectives and Values  Develop a sustainable Council and communities

Previous References  Report to Executive Committee on 27th September 2017 entitled ‘ Draft sustainable development and climate change strategy 2017-22

List of Background Papers  Sustainable Development Strategy 2012-2017

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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lesley Hinshelwood, Sustainable Development Officer Ext: 4610 (Tel: 01698 454610) E-mail: [email protected]

204 Appendix A 16

Sustainable Development and Climate Change Strategy

2017-2022

205 Contents

Foreword 3

Chapter 1 – Introduction What do we mean by sustainable development? 4 Well-being and quality of life 4 Why is the environment important? 4 How do we achieve sustainable development? 6 Climate Change 7 What are the impacts for Scotland? 7 What has climate change go to do with sustainable development? 8 How the strategy has been developed 9

Chapter 2 – Policy Background International context 11 National context 11 Local context 13

Chapter 3 – Sustainable Council What this theme is about 14 Issues that influence our approach 14 What has been achieved so far? 15 Strategic outcomes and how we intend to achieve them 17

Chapter 4 – Sustainable Environment What this theme is about 19 Issues that influence our approach 19 What has been achieved so far? 20 Strategic outcomes and how we intend to achieve them 24

Chapter 5 – Sustainable Communities What this theme is about 26 Issues that influence our approach 26 What has been achieved so far? 27 Strategic outcomes and how we intend to achieve them 30

Chapter 6 – measuring, monitoring and reporting How we will deliver the strategy 33 How we will monitor and report on the strategy 33 Climate change duties statutory reporting 33 South Lanarkshire’s State of the Environment report 33

Appendix 1 – Environmental Statement 35 Appendix 2 – Consultation and statutory assessments 37 Appendix 3 – Summary of strategic outcomes and how we intend to achieve them 38 Appendix 4 – Monitoring table 42 Appendix 5 – Definitions and links 45

206 Sustainable Development and Climate Change Strategy 2017-2022

Foreword

Welcome to the council’s third ‘Sustainable Development and Climate Change Strategy’ which covers the period 2017 to 2022. This strategy ensures the connections between sustainable development and climate change are more explicit and sets out the council’s approach to sustainable development and addresses the challenges and opportunities of climate change.

The strategy not only covers the next five years but is also the mechanism for longer term planning to contribute to global sustainable development goals and meet national climate change targets.

Sustainable development is about taking forward the development of our economy, society and environment together, in an integrated way. In keeping with our previous approach, this strategy will focus on the environmental aspects of sustainable development, to complement the council’s already extensive work in the areas of social and economic development.

The vision for our overall approach to sustainable development remains:

‘People live and work sustainably in South Lanarkshire while respecting and enjoying the benefits of a high quality environment’.

We aim to achieve this vision through the commitment of our employees and the services they deliver, through our work with community planning partners, and the wider community. We will build on the strong foundation provided by the first two sustainable development strategies.

Many of our strategies and plans have a strong connection to the Sustainable Development and Climate Change Strategy. Due to its cross-cutting nature, all our services have a role in delivering sustainable development and meeting our climate change targets. Decisions need to be taken which are robust and able to adapt to the uncertainties of the future climate. We will also promote resource efficiency which will help us deliver best value for South Lanarkshire.

Using the principles of sustainable development, we can provide improved local services at the same time as ensuring the resilience of our environment, economy and local communities.

Councillor John Ross Leader of South Lanarkshire Council

207 Chapter 1 – Introduction

This Strategy sets out how we aim to achieve sustainable development and tackle climate change over the next five years. The Strategy will provide a broad strategic direction and sets our planned actions and projects to deliver our vision.

What do we mean by ‘achieve sustainable development’? Sustainable development can be interpreted in many different ways, but the most frequently quoted definition is:

"Sustainable Development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs."

What does this really mean? Simply stated, the principle of sustainable development recognises the importance of ensuring that all people should be able to satisfy these basic needs and enjoy a better quality of life, both now and in the future

It supports strong economic and social development, in particular for people with a low standard of living. At the same time it emphasises the importance of protecting natural resources and the environment.

Wellbeing and quality of life

Traditionally, the term ‘development’ was more commonly associated with ‘economic growth’ in which the focus was improving the economic ‘well-being’ and ‘quality of life’ for people by creating and/or retaining jobs, supporting and growing incomes, the expanding or retaining of local businesses, and promoting technological advances and innovation.

However focusing predominately on economic growth does not take into account other factors essential for ‘wellbeing’ and ‘quality of life’ for people, like a healthy environment and social progress.

It is recognised that in order to have a strong economy we require a strong society. Social progress is essential for a strong society and, includes necessities like access to education, health care, affordable housing, equal opportunities for all, inclusion, safety and a fair distribution of wealth.

Why is the ‘environment’ important to economic growth and social progress?

Fundamentally the environment provides natural resources essential to meet our basic needs, including fresh water, clean air, food, medical resources, raw materials and energy. The world’s stocks of natural resources are referred to as natural capital which underpins our economy and society.

Natural capital is central to economic activity and growth, providing raw materials we need to produce goods and services however the continuous supply of goods and services from the available natural capital is dependent upon a healthy, functioning environment. The structure and diversity of habitats and ecosystems are also important components of natural capital.

We are, however, consuming natural capital at a rate faster than the planet can replenish, contributing to the depletion of natural resources like water; fossil fuels (coal, oil and natural gas); and metals and minerals. The capacity of the natural environment to absorb and process unwanted by-products, in the form of pollution and waste, is also under stress due to the over-consumption of natural capital.

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The removal of forests for agriculture, housing and commercial use is also on the increase. This is resulting in a loss of biodiversity which can affect food and medicine sources, industry, and intensify climate change.

Therefore, while natural capital is used to generate economic growth, it needs to be used sustainably and efficiently in order to secure growth in the long run - whether by improving the efficiency of resource consumption or by adopting new production techniques and product designs.

Using fossil fuels for energy and transport causes substantially more harm to the environment than renewable energy sources, including air and water pollution, damage to public health, wildlife and habitat loss, water and land use and increased carbon emissions.

Reducing these environmental impacts has great potential to lead to economic growth by creating new markets in areas such as biofuels and renewable energy sources. This could lead to new employment opportunities, benefits in population and environmental health, whilst also improving energy security in the long run.

Ecosystems like grasslands, wetlands, woodlands and forests also contribute to managing risks to economic and social activity, helping to minimise flood risks, regulating the local climate (both air quality and temperature), and maintaining the supply of clean water and other resources.

Protecting and enhancing the natural environment is a key factor in sustaining economic and social development, not just today but for future generations.

A strong economy requires a strong society, and both depend on a healthy natural environment.

Figure 1.1

209 How do we achieve sustainable development?

Developing sustainably requires a new way of thinking. Essentially we need to integrate social progress, a healthy environment, and economic growth outcomes (otherwise referred to as People, Planet and Prosperity) in our decision making and actions. All three are essential factors for the wellbeing and quality of life for people and communities: we cannot aim to achieve one at the cost of another.

Achieving complete sustainable development is not easy due to overlapping national, political and economic interests or conflicting priorities. However we should strive to move closer to building an inclusive, sustainable and resilient future for people, planet and prosperity.

Sustainable development is not a “thing we do” or a “program we carry out.” It is a set of fundamental values by which we make decisions and how we choose to live. These values are outlined in the 17 Global Sustainable Development Goals (SDGs) of the United Nations 2030 Agenda for Sustainable Development as seen in Figure 1.2.

Figure 1.2

The overarching themes People, Planet, Prosperity, Peace and Partnership – the Five Ps – integrate the Goals and targets together. Figure 1.3

210 Climate Change

What is Climate Change? Weather reflects short-term conditions of the atmosphere while climate is the average daily weather for an extended period of time at a certain location. Climate change is a change in global or regional climate patterns.

The earth’s climate has always gone through natural cycles. However, widely accepted scientific evidence shows that there is a buildup of greenhouse gases in the atmosphere produced by human activities which is increasingly warming the planet causing changes in the earth's climate.

One of the primary greenhouse gases is carbon dioxide (CO2) which is emitted through the burning of fossil fuels (for example oil, gas and coal). Other human activities, such as agriculture and deforestation, also contribute to the increase of greenhouse gases that cause climate change.

The concentration of greenhouse gases in the atmosphere is 40% higher than at the start of the industrial revolution and is still increasing.

Effects of Climate Change The Earth's atmosphere is warming faster than it ever has, resulting in more frequent extreme weather events like heavy rain, stronger storms and severe heat waves. In some cases weather patterns, climates and natural environments are changing quicker than wildlife or people can adapt.

Some of the effects of climate change could have serious effects which will amplify health implications such as increased sun exposure, increased air pollution, a longer and more intense allergy season and the spread of insect-borne diseases. Damage to property and infrastructure which could be extremely costly with a greater impact on those on low incomes; and energy, food and water supplies could be affected. Businesses and industries that are closely linked to weather and climate, such as tourism, sporting and outdoor activities, and agriculture, may also face considerable challenges from climate change. Other effects are less serious like the disruption to transport systems. And some effects, like less cold-weather related illnesses and longer growing seasons for crops, are positive.

However, as the Earth keeps getting warmer, the negative effects are expected to outweigh the positive ones. This decade has seen the warmest years ever recorded globally, and even the current 1ºC of warming is causing significant impacts to people such as serious health problems, livelihoods are being ruined and people are being forced to become climate migrants.

What are the impacts for Scotland?

The climate has already changed here in Scotland and South Lanarkshire; over the last century the average temperatures have increased with warmer summers and milder winters, however not all of the clear-sky, bright sunshine variety. We have experienced increased cloud cover and rainfall and less snow coverage during the winter. We have also experienced more frequent extreme weather from heavy storms, flash floods and heat waves (1). It is anticipated that the extreme weather events will increase as a result of climate change.

While climate change is no longer a new concept, it can sometimes seem less important to people on a personal level. However, no matter what we are passionate about, something we care about could be affected by climate change. Scotland is already experiencing the consequences of our changing climate and we are only likely to see more of these if the changes continue at their current rate.

211  Scottish snow sports industry could disappear within decades as winters become too mild for regular snowfall  Summer water shortages will threaten our whisky and fish farming industries  Climate change in Scotland could see an increase in pests, diseases and invasive species, which could affect people’s health, animals, plants and trees adding pressure on the likes of our National Health Service, farming industry and forestry industry  Climate change could mean that some species of animals and plants may no longer be suited to the new climate conditions. For example cod, herring and haddock could migrate away from Scotland's west coast waters because of warming sea temperatures, according to Scottish Association for Marine Science  Wetter winters are expected to lead to increased fungus growth in poor quality or inadequately heated housing, causing problems for those suffering from asthma and other respiratory diseases  More extreme rainfall events are expected with an increased potential for river and surface water flooding, and subsequent impacts on people, property and the environment  Warmer, drier summers are expected to lead to an increase in the number of days with high pollen counts, also causing problems for those who have respiratory diseases, or suffer from hay fever  Heat waves have increased this decade and affect cities particularly badly. Scottish cities could suffer more than more southerly UK cities because our cooler climate makes us more sensitive to these kinds of changes. Summer heat waves may make our homes, workplaces and public transport uncomfortable, and can have an effect on our health, particularly of vulnerable people  While an abundance of fresh water is something we take for granted here in Scotland, droughts are also on the increase and will have an impact on water quality and supply

The effects of climate change in other countries will also impact Scotland and South Lanarkshire; for instance, a devastating drought in Eastern Europe can push up food prices here.

For further information on the impacts for Scotland see the 15 key consequences of climate change identified in the Scottish Government’s Climate Change Adaptation Programme: Climate Ready Scotland. This programme sets out Scottish Ministers objectives in relation to adaptation to climate change, their proposals and policies for meeting those objectives. (1) Although there is no official definition of a 'heat wave' in the UK, the term can be used to describe an extended period of hot weather, days or weeks, relative to the expected conditions of the area at that time of year – met office

What has climate change got to do with sustainable development? Climate change is now recognised globally as one of the most significant threats to humanity and is a key challenge for sustainable development.

The effects of climate change can add significant stress to development and growth of the economy, society, and a healthy environment. However, developing sustainably can help reduce the greenhouse gas emissions that are causing climate change and also help prepare for the effects of a changing climate.

Taking action to reduce greenhouse gas emissions and adapting to a changing climate would be far less expensive than dealing with the consequences of not doing so. We have the knowledge and the technology to reduce our impact on the climate, and ease the pressures on people, planet and prosperity.

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How the strategy has been developed? In keeping with our previous approach, this strategy focuses on the environmental aspects of sustainable development to complement and align with other council strategies which focus on social and economic development.

The vision for our overall approach to sustainable development remains: ’People live and work sustainably in South Lanarkshire while respecting and enjoying the benefits of a high quality environment’

The strategy has three themes which are interconnected to help us to achieve our vision.

1. Sustainable Council: Considers the council’s own impact on the environment and what we and our partners will do to minimise it.

2. Sustainable Environment: Considers what the council is doing to protect, enhance and respect the quality of the natural environment contributing to the health and wellbeing of local communities.

3. Sustainable Communities: Considers how the council’s services will help provide places for people to live and work in an environmentally responsible way and be better prepared for a low carbon Scotland.

For each theme we have identified outcomes we hope to achieve and addressing climate change issues has been used as a guiding principle throughout the strategy. As outlined in figure 1.4

To help guide our approach to sustainable development and climate change we have the Council’s Environmental Statement which summarisies the commitments we have made. This Environmental Statement can be found at Appendix 1.

As part of the development of the strategy we carried out a number of engagement and consultation sessions, carried out an equalities impact assessment and followed the Strategic Environmental Assessment procedures as at Appendix 2.

Within each theme we have listed the strategic approach of how we intend to achieve the outcomes. The outcomes and intentions are designed to be broad enough to span the next five years and also provide flexibility in the event of any changes that may impact the strategy e.g. changes in legislation.

The outcomes and intentions as at Appendix 3 provides the framework to develop an annual action plan which will include specific Service actions and projects to meet the outcomes in each theme. The action plan will be made available on the Council’s website and details of monitoring and reporting on the action plan is detailed in Chapter 6 (page 34).

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Figure 1.4

214 Chapter 2 - Policy Background

The concept of sustainable development has been around for about 25 years and in that time has seen many changes in the international and national legislation that has shaped local policies.

The policy history of sustainable development and climate change is detailed in the previous strategy and is updated here with the changes since 2012.

International Context

Sustainable Development Goals The 17 Sustainable Development Goals (SDGs) are a new, universal set of goals aimed to end poverty, protect the planet, and ensure prosperity for all. The SDGs follow and expand on the Millennium Development Goals (MDGs), which were agreed by governments in 2001 and expired in 2015.

Each goal has targets and indicators that United Nations member states are expected to use to frame their agendas and political policies over the next 15 years. The Scottish Government adopted the goals in July 2015 making Scotland one of the first nations to commit to them.

The new goals recognise that tackling climate change is essential for achieving sustainable development and as such, many of the SDGs are addressing the core drivers of climate change. In particular SDG Number 13 promotes urgent action to combat climate change and its impacts.

The Paris Agreement At the United Nations Climate Conference in Paris in December 2015, world leaders agreed to adopt a legally-binding agreement to limit global average temperature rise to well below 2°C and to build resilience and reduce vulnerability to the adverse effects of climate change.

The agreement entered into force on the 4 November 2016 with the United Kingdom being one of the 169 parties, to date, who has ratified the agreement.

The Scottish Government is committed to delivering on the Paris Agreement and has announced proposals for a new Climate Change Bill, including a new ambitious 2020 target of reducing Scottish emissions by more than 56% (based on 1990 levels).

National Context

Climate Change Plan The Scottish Government published the Climate Change Plan in January 2017. This is the third report which sets out how Scotland will meet the emission reduction targets in the period 2017-2032.

The plan sits alongside the Scottish Government’s Energy Strategy and provides the strategic framework for the transition to a low carbon Scotland. Building on previous reports on policies and proposals, the Plan sets out the path to a low carbon economy while helping to deliver sustainable economic growth and secure the wider benefits to a greener, fairer and healthier Scotland in 2032.

The draft Plan includes policies and proposals to reduce emissions from electricity generation, housing, transport, services, industry, forestry, peatlands, waste, and agriculture.

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Climate Ready Scotland: Scottish Climate Change Adaptation Programme (SCCAP)

The Scottish Climate Change Adaptation Programme sets out Scottish Ministers objectives, policies and proposals to tackle the climate change impacts identified for Scotland in the UK Climate Change Risk Assessment, as required by section 53 of the Climate Change (Scotland) Act 2009. Published in 2014, and due on 5 yearly cycles, the next SCCAP is due in 2019. However, Scottish Government has already begun early engagement on the development of the second SCCAP. South Lanarkshire is influencing this through Climate Ready Clyde (see page 29 for information on Climate Ready Clyde).

Climate change duties reporting The Climate Change (Scotland) Act 2009 sets clear and ambitious targets for 80% emissions reductions by 2050 and other climate change provisions including adaptation. The public sector has a crucial leadership role in the delivery of Scotland's climate change ambitions. The Act, which came into force in January 2011, places duties on public bodies requiring them to:

 contribute to carbon emissions reduction targets  contribute to climate change adaptation  and to act sustainably

Further to the duties contained in the Act, the Scottish Government introduced annual statutory reporting in 2016, for public bodies, on their compliance with the climate change duties. The new reporting platform has improved the quality and consistency of climate change information reported across the public sector in Scotland. The reports and analysis are publicly available thereby increasing accountability and transparency. The standardised format makes it easier for the public and other parties to understand an organisation’s climate performance.

This in turn is helping to improve leadership and engagement, while raising awareness of the impact of climate change with senior management, with an aim to integrate climate change objectives in corporate business plans and action embedded across all departments. The council’s annual climate change duties report can be found on our website.

Climate change duties for Integration Joint Boards

New legislation, in the form of the Public Bodies (Joint Working) (Scotland) Act 2014 came into force on 1 April 2014. The act requires Health Boards and Local Authorities to work together effectively to agree a model of integration to deliver quality, sustainable health and social care services. In April 2016, the integration of health and social care went live in South Lanarkshire and is led by the South Lanarkshire Health and Social Care Partnership (H&SCP).

The Lanarkshire H&SCP agreed that an Integration Joint Board (IJB), otherwise known as the ‘Body Corporate’ model, would be established. The IJB has developed a strategic commissioning plan for integrated functions and budgets delegated to them.

The IJB is a public body and as such is subject to the climate change duties and the statutory reporting. South Lanarkshire’s IJB will work alongside the Council and Health Board to comply with their climate change duties and reporting requirement.

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Local Context

Connect 2017 – 2022

The council’s Vision to ‘improve the quality of life of everyone in South Lanarkshire’ remains at the heart of the Council Plan (Connect) and, along with our values, ambitions and objectives, influences everything that we do. Although all of Connect’s objectives are relevant to sustainable development, several are of particular importance to this Strategy.

Connect Objectives Key Outcomes for Sustainable Development Improve the availability, quality and  Council housing stock meets the energy efficiency access of housing standard by 2020 and the impact of fuel poverty and climate change on people is minimised Improve the road network,  South Lanarkshire’s road and public transport network influence improvements in public enables the flow of people, goods, and services thereby transport and encourage active supporting the local economy travel  Increased active travel and recreational access to the outdoors will improve health and wellbeing and reduce the reliance on fossil fuels Work with communities and  Communities are better prepared for a low carbon future partners to promote high quality, and can adapt to the effects of climate change thriving and sustainable  Local environments are protected and enhanced and communities communities benefit from a high quality natural environment Support the local economy by  Job creation, potential growth and investment providing the right conditions for opportunities within a green economy in South inclusive growth Lanarkshire  Develop skills, knowledge and competence to assist with the transition to a green economy in South Lanarkshire Support our communities by  Improve energy efficiency in homes to help tackle fuel tackling disadvantage and poverty deprivation, and support aspiration  Reduce the vulnerability of those most at risk from the impacts of climate change Improve achievement, raise  All learners, but especially young people are enabled to educational attainment and support contribute to the global Sustainable Development Goals lifelong learning

Ensure schools and other places of  Educational establishments are environmentally learning are inspirational sustainable

Encourage participation in physical  Individuals enjoy the benefits of healthier lifestyles in a and cultural activities high quality natural environment

Deliver better health and social  Utilising our natural environment for ‘our natural health care outcomes service’

This strategy contributes to the council’s overall vision and sets out an appropriate plan of action based on the changes in policy background.

217 Chapter 3 – Sustainable Council

The ‘Sustainable Council’ theme is about our own environmental performance and how we can continue to improve it.

South Lanarkshire is the eleventh largest authority area in Scotland and is home to more than 317,000 people making it the fifth largest population-based local authority. The council provides services for everyone in the South Lanarkshire area. We recognise that an organisation our size could significantly impact on the environment and that we have a responsibility to reduce our carbon footprint and use resources wisely.

We will continue to reduce our carbon footprint through the way we manage our estate. This includes energy use in our buildings, waste management, energy from our street lighting, and fuel used in staff and business travel. We will ensure the services we deliver are efficient and resilient in the face of a changing climate

As a public body we have a key role in leading by example and promoting climate change action more widely. The way we carry out our functions, the decisions we make and the engagement we have with local communities means we have a much wider sphere of influence on carbon emissions than just our own direct impact. By working with communities and our partners we can strengthen this approach.

The way we source goods and services can also be a key lever through which we can influence a more sustainable economy, reduce carbon emissions, and ensure resilience to a changing climate.

Our previous strategies have helped us improve our environmental performance. This could not have been achieved without strong leadership and the support of our employees. It is essential that we continue to create a culture that focuses on sustainability by embedding sustainable development into our strategies, plans and policies and decision making. We also need to maintain awareness of the council’s sustainable development and climate change priorities.

Employee surveys consistently show there is a good understanding of the need to use resources more wisely and the part employees can play in helping use resources like energy, water, transport and raw materials more efficiently, and reduce waste. Resource efficiency helps achieve financial savings as well as improve our environmental performance.

What are the issues that influenced our approach to this theme?

Policy Key priorities Sustainable Development Goals  Use resources efficiently and reduce waste  Promote sustainable procurement practices  Invest in climate change mitigation and adaptation measures  Create a culture that focuses on sustainability Paris Agreement  Reduce the council’s carbon footprint  Ensure service delivery is resilient to the effects of climate change Climate Change Plan (RPP3)  Increase energy efficiency and heat decarbonisation programmes across Council assets  Promote a circular economy model in construction and make greater use of green infrastructure in council facilities

 Interventions to encourage sustainable and active travel 14

218  Strategic Environmental Assessment is applied appropriately and consistently in policy development Climate Change Assessment Tool and  Resource efficiency and climate change action Statutory Reporting incorporated in procurement practices  Climate change action embedded in staff competencies  Identify risks and opportunities of climate change for the council  Demonstrate leadership and good partnership working in addressing climate change  Climate change is incorporated into relevant policies, plans and strategies Procurement Reform Bill  Comply with the new sustainable procurement duty

What has been achieved so far?

Our Carbon Footprint The council’s carbon footprint comprises of energy use from our buildings, household waste to landfill, energy used for street lighting, fuel consumption used in our fleet and business travel.

Over the course of the previous strategy we have reduced our carbon emissions from 135,256 tonnes to 110,894 (2016-17 data), an 18% reduction. A range of initiatives can be attributed to this significant reduction.

 An ambitious street lighting LED replacement programme began in 2015 with savings achieved in the first year and second year. Expected savings of over 50% are anticipated at the end of the three year programme.

 Recycling services for our households have continued to expand with segregated waste collections extended to multi occupancy properties in 2014. New food and garden waste collections introduced in 2016 will also have contributed to the overall carbon reduction since 2012.

 Emissions from the energy used in our buildings has reduced by 8,630 tonnes since 2012 and this is due partly to the milder weather experienced but also to a successful energy efficiency campaign and a host of new technologies and improvements made to the fabric of buildings.

 More than 40 LED lighting and solar photovoltaic projects have been carried out, 36 voltage optimisers and 13 boiler optimisers have been installed, 11 combined heat and power units, 49 biomass boilers and 8 ground source heat pumps have all contributed to the overall carbon reduction.

 To improve efficiency and reduce the ecological impact of our vehicles we have installed a 'telematics' tracking system in many of our large vehicles such as refuse collection, roads maintenance (including winter maintenance), road/footpath sweepers and buses and in some of our light vehicles, such as cars and small vans. The telematic system provides information on the utilisation of vehicles including incidents of engine idling and harsh braking. This information enables changes in the use of the vehicles that will help reduce carbon emissions, vehicle emission, fuel costs, and improve the services provided by a wide range of vehicles.

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 In 2014, our low emission, low carbon, sustainable Fleet Service achieved a silver award in the Scottish Green Apple Awards for environmental best practice and a bronze award in the International Green Apple Awards.

Creating a culture that focuses on sustainability

Staff engagement We have continued to raise awareness and engage staff on environmental sustainability and climate change through various methods including training, using learn-online courses, webinars and the Management Development Programme. Regular news articles in The Work’s online magazine, email, intranet and social media are also key methods of communication.

We have provided opportunities for staff to take part in national campaigns such as Earth Hour, Recycling Week, Home Energy Scotland and Paths for All Step Challenge. The council’s environmental campaigning work led to an Earth Hour runner up award from the World Wide Fund for Nature in 2013.

The council managed to secure external funding to promote sustainable travel choices for employees. Initiatives included the ‘Cycle to Work’ scheme, ‘Dr Bike’ maintenance sessions, ‘Essential Cycling Skills’ training and equipment like cycle shelters, lockers and dryers. All initiatives have been well supported and received by staff.

The Council’s personnel service introduced agile working for employees which contributes to reducing the Council’s carbon footprint. Wider adoption of this model could lead to reduced travel costs and reduced office accommodation required, with a resultant reduction in heating, lighting and general running costs.

Decision making and governance Following a report from the World Economic Forum detailing that climate change is the top global risk for 2016, the council has updated its top risks to include sustainable development and climate change duties. Climate change is considered to be a concern both in the short and long term. The importance of long term thinking about risk is especially significant when attempting to limit the extent of climate change and to adapt to the change that is already inevitable. It is important that the council recognises that climate change is an increased risk to economic, social and environmental development.

Sustainability and climate change action is used as a guiding principle for all new and revised programmes, plans, polices and strategies (PPPS). Environmental impacts are also considered through the Strategic Environmental Assessment process for all new and revised PPPS. Furthermore all committee reports have a requirement to detail any sustainability or environmental implications.

The Sustainable Development Member Officer Working Group, consisting of three Elected Members and three Executive Directors, has the responsibility for implementing this Strategy and reporting progress to the Executive Committee. An Officers’ Coordination Group supports the work of the Member Officer Group, making recommendations and developing work programmes.

Sustainable Procurement The Sustainable Procurement Policy has helped to further embed sustainability and climate change considerations in the procurement process. Sustainability testing is now a requirement in the corporate sourcing strategy allowing for climate change and sustainability to be considered when compiling tender specifications.

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Training has also been provided to employees, involved at all stages of the procurement process, to understand the implications on public procurement resulting from the new sustainable procurement duty which is derived from the Procurement Reform (Scotland) Act 2014.

Sustainable South Lanarkshire During the development of the previous Sustainable Development Strategy, internal consultation took place with employees to gain their views and ideas in relation to the council’s approach to developing sustainably. The feedback revealed that employees were aware of individual areas of work such as energy reduction, active travel and recycling. However, many did not make the connection that these areas of work contributed towards the council’s overall sustainable development objectives.

There was a suggestion to develop branding to be included on all sustainability related publicity material so that employees could easily recognise that the varying topics, projects and initiatives contribute to the council’s sustainable development objectives.

‘Sustainable South Lanarkshire’ has been designed to provide a visual connection to sustainability for employees and the wider community. The use of the branding is still in its infancy; however through promotion and further use this will become a recognised brand for the council.

Email: [email protected]

Strategic outcomes and actions In this section, we have set out our strategic outcomes and how we intend to achieve them.

Outcome 1.1: The council’s carbon emissions are managed and reduced.

How can we achieve this? o Implement our Carbon Management Plan to reduce the council’s carbon footprint in line with the Scottish Government’s targets o Continue to implement energy efficiency measures across council facilities including investment in renewable and low carbon energy solutions o Implement measures within the council’s fleet to contribute to the Scottish Government’s ambition of the decarbonisation of road transport o Continue to improve the efficiency of our business travel and promote more sustainable travel options for employees

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Outcome 1.2: The council is environmentally responsible in the procurement, use and disposal of resources.

How can we achieve this? o Continue to develop procurement processes to improve environmental outcomes and ensure compliance with the council’s sustainable procurement duty o Create a culture of resource efficiency in the workplace o Maximise the use of environmentally responsible materials and reduce, reuse and recycle construction waste in new and refurbished council facilities

Outcome 1.3: The public sector climate change duties are further embedded in service delivery and partnership working.

How can we achieve this? o Demonstrate leadership and further develop partnership approaches in sustainable development and climate change action o Ensure that sustainable development and climate change is used as a guiding principle in Council plans, policies and strategies and that these also incorporate environmental considerations o Take account of the public sector climate change duties (mitigation, adaptation and acting sustainably) when making decisions about the use of our assets and capital investment in our estate o Continue to raise awareness of sustainable development and the business impacts of climate change with our employees and develop the skills required across the council to influence and adapt to change

Sustainable Council key strategies and plans There are a number of key strategies and plans that will help us achieve the intended outcomes in this theme. These include:

 Asset Management Plans  Carbon Management Plan  The Council Plan Connect  Employee Travel Plan  Energy Management Framework  Fuel Efficiency Strategy  Sustainable Procurement Policy

222 Chapter 4 - Sustainable Environment

The focus of this theme is South Lanarkshire’s natural environment and the benefits it can bring to people who live, work or visit the area. The quality of the environment across South Lanarkshire is in many aspects relatively good. A rich and diverse environment provides the area with its unique character.

It also has a significant influence on human health and quality of life. The provision of high quality, safe and easily accessible greenspace, for example, is recognised as being an effective way to promote physical and mental health and community wellbeing.

The council continues to work with its community planning partners to develop and enhance greenspace provision and encourage more outdoor recreation. There are well established links between economic growth and the quality of the environment. This is self-evident in relation to industries which clearly rely on a clean and healthy environment, for example, food production and tourism, but can also be a factor in determining business investment choices.

Clean air is important for our good health and wellbeing. That is why it is so important that we all play our part in protecting and improving the quality of the air that we breathe. Pollution from road traffic, and particularly diesel fumes, is a significant cause of poor air quality. The council’s role is to monitor air quality and where concentrations exceed national levels, measures should be put in place to reduce emissions. Typical measures to reduce emissions from local sources include traffic management, the encouragement of uptake of cleaner vehicles, and increased use of public transport along with more sustainable transport methods such as walking and cycling.

Healthy biodiversity supports sustainable development and benefits not only by providing us with clean air, water, food, energy, medicine, and building materials but also provides jobs and places for recreation and enjoyment. The resources that biodiversity provides are known as ‘ecosystem services’. Biodiversity conservation is not just about protecting those species that are rare or we find especially attractive; it is about securing the fundamental building blocks which we rely on.

Predicted changes in the local climate as a result of global warming, present some risks to our natural and physical environment. While these are difficult to quantify at present, the council has a duty to consider potential impacts and contribute to national plans being developed to help Scotland’s natural systems and infrastructure to adapt.

Biodiversity and ecosystem services can also be used to mitigate and adapt to climate change. For example the restoration of peatland can improve the carbon storage capacity and reduce incidents of flooding.

What are the issues that influenced our approach to this theme?

Policy Key priorities Sustainable Development Goals  Sustainable tourism that creates jobs and promotes local culture and products  Robust and reliable environmental data  Reduce air pollution  Provide safe, inclusive and accessible green public spaces and foster healthy lifestyles  Protect and safeguard South Lanarkshire’s cultural and natural heritage for future generations

 Biodiversity conservation is an integral part of local 19

223 development planning  Community-based participation in environmental management Paris Agreement  Ensuring the integrity of all ecosystems and the protection of biodiversity  Conservation and protection of carbon sinks  Help natural systems adapt to changes in the climate  Use the natural environment to minimise the effects of climate change Climate Change Plan (RPP3)  Greater sequestration potential through increased canopy cover, woodland creation and restoration of degraded peatlands  Accessible open/greenspace, canopy cover and woodlands contributing to improving people’s health and wellbeing Climate Change Assessment Tool and  Indentify the threats to biodiversity from a changing Statutory Reporting climate Cleaner Air for Scotland  Local air quality action planning which includes measures that will provide co-benefits in terms of sustainability and carbon reduction

What has been done so far?

Greenspace and Biodiversity Woodland Restoration at Chatelherault Country Park Restoration of conifer plantation sites to ancient woodland is a national conservation priority and a key objective of South Lanarkshire Council’s long term management plans for various sites. The woodlands at Chatelherault are an important component of the Clyde Valley Woodlands National Nature Reserve, and one of the most biodiverse natural habitats in Scotland. 18 hectares (6,500 tonnes of timber) of commercial plantation conifers have been removed from the west banks of the River Avon. Revenue generated from timber will be invested in vital improvements at the country park. The natural regeneration of native woodland will greatly improve biodiversity of the site.

A diversely structured native woodland with variable ground flora will slow the flow of water down steep gorges, helping to reduce flooding risk and protect soils. Over the long term, carbon will be captured and stored by trees and the associated woodland soils. This naturally functioning woodland will contribute to a valuable habitat network, aiding species resilience and adaptation to the effects of climate change.

Returning Salmon to the River Avon. On the River Avon, two abandoned weirs: Ferniegair (Chatelherault Country Park) and Millheugh (close to Larkhall) were identified as high impact obstacles to the movement of species such as salmon. South Lanarkshire Council was one of a number of partners involved in constructing fish passes at these weirs, creating a navigable pathway for fish. The project was completed in October 2016, allowing fish to migrate upstream and access an additional 200km of waterways for spawning. The improvement in water quality of this habitat network will result in multiple waterways supporting a more diverse and sustainable fish community that is more resilient to the effects of a changing climate.

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Peatland Restoration The Council owns Langlands Moss Local Nature Reserve which is managed in partnership with the Friends of Langlands Moss (FOLM). The site is a small (20ha), largely intact area of lowland raised bog in south East Kilbride. The group has been carrying out conservation work on site for many years, and more recently in partnership with Butterfly Conservation’s Bog Squad to install dams and remove trees. These works have helped to rewet parts of the moss helping to ensure that specialist bog species survive as well as improving the efficacy of the site as a carbon store and to help with reducing flood risk. The Council has been awarded Peatland Action funding to carry out a feasibility study, to direct future management which will ensure the long term effectiveness of this important site.

Urban Greenspace The council’s Countryside and Greenspace Service work with various partners including community groups to regenerate and maintain the council’s land assets, especially woodland and other natural open spaces. Over the five year period of this strategy the volunteer time invested in keeping these resources accessible and in good environmental condition has equated to £700,000. Over the same period, more than £800,000 of external funding has been invested in greenspace improvement.

Health and the environment Outdoor Access - South Lanarkshire has over 775km of core paths (which are detailed in South Lanarkshire's Core Paths Plan), 1,180km of wider access network routes, and 114 km of core water based routes. Investment in maintaining, upgrading and extending the network of paths and tracks available for walkers, cyclists and horse-riders includes projects such as the completion of the South Lanarkshire section of the Glasgow to Carlisle National Cycle Network Route No.74 and the Clyde Walkway Community Links project where paths have been improved to link local communities with the Clyde Walkway.

Air Quality - In South Lanarkshire we generally have good and improving air quality. However, there are some localised air pollution hotspots in our towns. We have declared three air quality management areas in these hotspots (East Kilbride (Whirlies), Rutherglen and Lanark) which allows action planning to improve air quality to be developed and delivered.

 We have facilitated an air quality and active sustainable travel programme for schools. The programme has included classroom workshops, social marketing training and travel action days. The aim of the programme is to raise awareness of air quality issues and encourage active and sustainable travel among older school pupils and their family groups, particularly during the journey to school. To date approximately 3,400 pupils have participated in over 118 classroom sessions.

 We launched the ECO (Efficient and Cleaner Operations) Stars Fleet Recognition Scheme in 2015. The scheme is free and available to fleet operators within South Lanarkshire and is aimed at helping fleet operators improve efficiency, reduce fuel consumption and emissions as well as making cost savings. We have also joined the scheme as fleet operators and to date there are 101 scheme members including national and local operators. The scheme covers 5,481 vehicles which regularly operate in the South Lanarkshire area.

 Vehicle emission testing events as well as engine idling patrols which focus on school pickup times are undertaken on a regular basis. These events help support efficient vehicle emissions as well as encouraging behaviour change in terms of engine idling.

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Vacant, derelict or contaminated land – Under the Environmental Protection Act 1990 we have a responsibility to investigate our land area specifically to find and resolve contaminated land issues. Potential contaminated sites are investigated and remediated through the planning process which helps support sustainable development. To date 1,698 sites (29% of the total) have been, in whole or part, investigated and remediated.

Flooding – As part of the statutory duties within the Flood Risk Management (Scotland) Act 2009 , the Council has been involved in the production of Local Flood Risk Management Plans, part of a collaborative approach with other local authorities and other external stakeholders including the Scottish Government, SEPA and Scottish Water, to manage flood risk in a sustainable manner. There are two Local Flood Risk Management Plans that cover the South Lanarkshire area: Clyde and Loch Lomond and Tweed

Environmental Monitoring South Lanarkshire’s comprehensive State of the Environment report is produced every two years and was last updated in 2015. The Report provides an effective means of tracking changes in the local environment, ensuring that the council and partners have a clear understanding of its current condition and helping to promote awareness of local environmental pressures and priorities that need to be considered alongside local community issues and the economy.

Environmental Education

South Lanarkhire’s State of the Environment report has been made available as an interactive resource on ‘GLOW’, the online educational platform for schools. Pupils and staff can access data tables, charts and maps as well as other resources within the State of the Environment section on GLOW. In turn environmental data collated through their own research and experiments can be uploaded and will be used to influence future editions of the State of the Environment Report.

The Outdoor Learning Strategy was launched in 2015, which is aimed at taking the curriculum outdoors. Many of our schools now have outdoor learning provision within their grounds which include facilities such as outdoor classrooms, biodiversity areas, planters/plots for growing vegetables, orchards, trim trails, nature trails and accessible wooded/wildflower areas. In addition, many teaching staff across South Lanarkshire have undergone accredited Forest School Training which allows them to lead teaching on woodland activity.

Schools Learning in Local Greenspace project in South Lanarkshire The Council has been working in partnership with Scottish Natural Heritage to provide a project to schools in South Lanarkshire called ‘Schools Learning in Local Greenspace’. This is part of a national project led by SNH and supported by Education Scotland and the Scottish Government. The project aims to help 100 schools across Scotland to get their pupils learning outdoors on a regular and frequent basis. This will be achieved by improving the access to and quality of a local greenspace and building confidence in teachers to take learning outdoors.

Partnership working The Council works with many partners to deliver multiple benefits to communities from using the local environment. Here are a couple of examples of the many different partnerships we are involved in and what collaborative working can achieve.

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The Lanarkshire Greenspace, Health and Wellbeing Partnership The partnership was established in 2013 to build upon the growing evidence that physical exercise, especially in a natural environment, has a positive impact on physical and mental health. The Partnership supports a Walking Development Officer, who co-ordinates the Get Walking Lanarkshire initiative. Developing environmental volunteering remains a key partnership objective, with the council’s Countryside and Greenspace continuing to run three successful, mental health focussed volunteering programmes with health and social care sector partners: Recover Through Nature (Phoenix Futures), Cadzow Crew (Lanarkshire Association for Mental Health) and Branching Out (Forestry Commission and NHS Lanarkshire).

The Partnership connected with the national ‘Our Natural Health Service Action Programme’, during 2017, to become a ‘Local Green Health Partnerships’ which will co-ordinate cross-sectoral action between the health, social care and the environmental sectors.

The action programme is led by Scottish Natural Heritage (SNH), working in partnership with Forestry Commission Scotland, NHS Health Scotland and a range of other national and local organisations across environment, transport, sport, education and health sectors. Supported by both the health and environment portfolios in Scottish Government, the goal of Our Natural Health Service action programme is to instigate a step change in how the natural environment can be used to improve people’s health.

The Clyde and Avon Valley Landscape Partnership The Clyde Valley is known for its patchwork of nationally important, ancient woodlands and stunning geological features; crumbling castles, mansion houses and riverside settlements; orchards and a unique market gardening heritage. The Clyde and Avon Valleys Landscape Partnership was established in 2011, with funding from the Heritage Lottery Fund. Over its six year lifespan, the Partnership has supported over 70 projects to conserve the built and natural heritage, increase community participation, improve access and develop learning and skills training. As lead partner, the Council has benefitted greatly from capital investment in some of South Lanarkshire’s key biodiversity, landscape and tourism assets, sharing of resources and expertise and greatly improved capacity for community participation and volunteer engagement.

Environmental Volunteering Work has continued with environmental volunteers across South Lanarkshire to help improve parks, woodlands, walking routes and many other green places. Environmental volunteering can include ‘Friends of’ groups that look after their local woodlands; horticulture groups, health walk groups leading weekly walks, and practical conservation groups all of which have equated to over 12,100 volunteer days in the last four years.

Conservation Volunteering at South Haugh South Haugh is an area of land, approximately 32 hectares, near the centre of Hamilton, bordered by the river Avon, the M74, Motherwell Road and the houses at Smithycroft. It is made up of a variety of habitats: ponds, riverbanks, woodlands, meadows and public recreation land.

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Over the last two years South Lanarkshire Council’s Countryside and Greenspace team have worked with a number of local groups and individuals who have volunteered at South Haugh to restore and improve its natural heritage. The team supports volunteering in a number of ways such as running events and training courses; directly supporting groups to apply for funding for site improvements and running regular conservation work days.

From February 2014 to June 2016, the Countryside and Greenspace team has hosted 43 conservation action events which resulted in a contribution of time by volunteers equal to 393 days. They have undertaken a wide variety of environmental volunteering activities including clearing paths, thinning trees and removing invasive plant species. The volunteers have also built and installed a number of benches, information boards and repaired a bird screen at one of the ponds.

Environmental volunteering not only improves the local environment but reconnects people with nature and provides health and wellbeing benefits and social and equality opportunities for people.

Strategic outcomes and actions In this section, we have set out our strategic outcomes and how we intend to achieve them.

Outcome 2.1: South Lanarkshire’s natural environment is protected, enhanced and respected.

How can we achieve this? o Continue to measure progress and report on the state of South Lanarkshire’s environment o Ensure our planning and land use policies protect and enhance the natural environment and ecosystem services o Use our natural environment to help mitigate and adapt to the impacts of climate change o Review and assess air quality throughout South Lanarkshire in line with our Air Quality Strategy o Meet our statutory biodiversity duty by managing our own estate to enhance and protect biodiversity o Contribute to South Lanarkshire Biodiversity Partnership’s action plan ensuring ecosystems are strengthened and used sustainably

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Outcome 2.2: South Lanarkshire’s enhanced environment provides health and wellbeing benefits to local communities.

How can we achieve this? o Continue to develop the Greenspace Strategic Partnership to enable people to learn, play and be physically active outdoors in South Lanarkshire o Work in partnership to develop and implement South Lanarkshire’s Outdoor Access Strategy o Continue to educate our young people about the local environment in which they live and encourage them to reduce the impacts they have upon it

o Provide environmental volunteering opportunities and support community groups to manage local environmental projects

Sustainable Environment key strategies and plans: There are a number of key strategies and plans that will help us achieve the intended outcomes in this theme. These include:

 Air Quality Strategy and Action Plan  Biodiversity Duty Implementation Plan  Contaminated Land Strategy  Core Paths Plan  The Council Plan Connect  Flood Risk Management Plans  Open Space Strategy  Local Transport Strategy  Local Development Plan and Statutory Supplementary Guidance  Outdoor Access Strategy  South Lanarkshire Biodiversity Strategy  South Lanarkshire Council Invasive Species Strategy

229 Chapter 5 - Sustainable Communities

Sustainable communities can be described as places in which people want to live, now and in the future; improving the quality of life for all whilst safeguarding the environment for future generations.

This theme is about the action the council takes, solely or in partnership, to enable people in South Lanarkshire to live within environmental limits whilst ensuring strong, healthy and just communities and help to achieve a sustainable local economy. There are many areas in which the council’s policies and actions can make it easier for people to live more sustainably.

Statutory duties set out in the Climate Change (Scotland) Act, 2009 require us to help reduce greenhouse gas emissions not just from our own services, but across the wider community as well. The statutory duties also require us to support communities increase resilience to climate change impacts and reduce the potential for climate change to increase health and social inequalities. We can contribute to action on climate change through our policies, powers and partnership activities

 The waste management services we provide enable householders to recycle more of what they throw away and so help reduce greenhouse gas emissions from landfill sites. Recycling helps reduce demand for new raw materials, the energy needed to process them and the environmental impact on the natural environments where they are sourced. Increased awareness of the impact of waste can hopefully encourage people to be less wasteful in their everyday lives.

 The council is investing in the energy efficiency of homes to help reduce fuel poverty and minimise the costs to householders using a range of available funding mechanisms. Lowering wasted energy to heat homes will help achieve further reductions in South Lanarkshire’s greenhouse gas emissions.

 Enhancing active travel within our communities is a key focus for the Council. Work is ongoing to improve the cycling infrastructure and to date there are over 750km of paths for walking and cycling within the area, and over 250km of signed cycle routes. The cycle network has also been extended with the construction of new schemes, including the recent completion of National Cycling Network (NCN) Route 74 through South Lanarkshire linking Glasgow and Gretna via Uddingston, Hamilton, Larkhall, Stonehouse, Kirkmuirhill and Lesmahagow, and NCN Route 756, which connects East Kilbride to Glasgow.

 How we plan for new developments has a significant impact on the transport needs of local communities. It can promote a shift towards walking, cycling or use of public transport systems and away from a reliance on private cars to access jobs, services and recreation opportunities.

 The Council also has a role in supporting communities and local businesses to be ready for, and benefit from, Scotland’s transition to a low carbon economy.

 We will continue to work with partners and local communities to increase resilience against the impacts of climate change and to benefit from any opportunities and minimise the impacts of climate change widening the gap in health and social inequalities.

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What are the issues that influenced our approach to this theme?

Policy Key priorities Sustainable Development Goals  Integrate climate change adaptation and mitigation into local development planning  Help build resilience of our communities to the effects of climate change  Ensure learners acquire knowledge and skills needed to promote sustainable development  Invest in energy efficient buildings, renewable energy sources and help tackle fuel poverty  Promote active travel, the use of public transport and electric vehicles  Discourage engine idling and promote ongoing vehicle maintenance  Provide communities with facilities for waste management  Develop quality, reliable, sustainable and resilient infrastructure to support economic development and human well-being with a focus on affordable and equitable access for all  Equip local communities with the knowledge and tools to reduce their environmental footprint  Engage with local communities on environmental, sustainable development and climate change action Paris Agreement  Council polices, plans and strategies will help reduce carbon emissions in the South Lanarkshire area  Work with communities to build resilience and decrease vulnerability to the adverse effects of climate change  Collaboration with partners on climate change adaptation Climate Change Plan (RPP3)  Increase energy efficiency and heat decarbonisation programmes across council housing - Improving the energy efficiency of homes will also improve health outcomes  Adopt circular economy principles in construction and make greater use of green infrastructure in council housing  Enhance the capacity of the electric vehicle charging network, promote the uptake of ultra low emission vehicles and consider urban-wide low emission zones – lower emissions from transport will help reduce air pollution and improve health  Further infrastructure improvements in favour of walking and cycling Climate Change Assessment Tool and  Local infrastructure and local communities are Reporting resilient to adapt to the impacts of climate change Fairer Scotland Action Plan  Tackling fuel poverty by providing warm homes that are affordable to heat

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What has been achieved so far?

Transport South Lanarkshire’s Local Transport Strategy was revised in 2013 and includes policies which address climate change issues including flood risk management and sustainable travel options. South Lanarkshire’s first cycling strategy was also published providing details of projects to promote and encourage more cycling in the area.

Excellent progress has been achieved in delivering improvements to cycling infrastructure across South Lanarkshire. One of the projects completed during the previous sustainable development strategy was the final section of the National Cycling Network 74 route from Lesmahagow to Happendon. The completion of this final section now allows cyclists to travel on a direct route from Glasgow to Gretna. In 2014 the first South Lanarkshire Cycling Partnership was established to promote and progress cycling issues within the area.

There are now 58 electric vehicle charging posts covering 98 bays across South Lanarkshire which encourages the use of electric vehicles in line with the Scottish Government’s commitment to complete decarbonisation of the road transport sector by 2050. In order to achieve this goal it will mean moving away from the current dependence on fossil-fuelled vehicles. Locations of electric charging points in South Lanarkshire can be found using 'Locate it'.

We have secured funding through Strathclyde Partnership for Transport, Sustrans and Paths for All as well as using air quality grants to support an ongoing initiative aimed at increasing active sustainable travel across South Lanarkshire. There are many health and environmental benefits to be gained from choosing more active and sustainable means of travel. The initiative has involved a promotional campaign with adverts, posters, leaflets, online articles and social media promotion of cycling and walking.

A review of the walking and cycling information available on South Lanarkshire Council’s website was undertaken. Signposts to useful online walking and cycling resources were added. Between June 2016 and June 2017 these pages received 6,341 page views with an increasing trend observed from late January 2017 which coincides with increased promotion of the campaign.

Land use and housing The council has invested significant resources in its 25,000 homes to bring them up to the Scottish Housing Quality Standard (SHQS), significantly improving the sustainability of council homes.

The average energy efficiency rating across council housing has increased and the improvements are estimated to save households around £40 per year on fuel bills. As a result of this investment the total lifetime reduction of carbon emissions is projected to be over 100,000 tonnes.

Through the Homes Energy Efficiency Programmes for Scotland (HEEPS) and other schemes, the council has attracted over £15million external funding for improving energy efficiency in private homes.

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Local Development Plan We adopted the Local Development Plan (LDP) in June 2015 and it runs until 2020. The LDP sets out a land use planning framework for South Lanarkshire which seeks to ensure that future development takes place in a sustainable way. It is supported by a suite of ten Statutory Supplementary Guidance (SG) documents which contain detailed policies and guidance on a range of topics including Sustainable Development and Climate Change, Natural and Historic Environment, Green Networks and Greenspace and Renewable Energy Development. Work has commenced on LDP2 which will update the policies in LDP1. It is proposed that the adopted Minerals Local Development Plan be amalgamated into LDP2 with separate statutory SG on Minerals being produced.

Climate change adaptation The local development plan and associated sustainable development climate change supplementary guidance includes policies and advice that helps address land use issues arising from the impact of climate change. The policies and advice from the LDP and SG will help ensure:

 New developments are adaptable to withstand more extreme weather, including prolonged wet or dry periods  The development and promotion of local green infrastructure to support local biodiversity (such as green corridors)  The use of sustainable drainage systems (SuDS) to reduce flood risk and improve watercourse water quality  Identifying opportunities for blue / green infrastructure to reduce flood risk and improve watercourse water quality  The promotion of landscaping and natural shading to cool spaces during hotter periods

When assessing new developments we consider the probability of flooding from all sources and utilise the latest climate change projections (1) to ensure that development only takes place on current or future flood plains where it will not affect the ability of the flood plain to store and convey water, where the development will not be at risk of flooding and where the development will not increase the risk of flooding elsewhere

We also use the latest climate change projections when undertaking Flood Studies, Surface Water Management Plans or Flood Protection Schemes, to assess if our assets are able to cope with the demands of future rainfall patterns.

(1) South Lanarkshire Council currently use the information from the UKCP09 climate projections to plan and adapt for future changes in climate. Once the UKCP18 data is released we will use this updated information.

Climate Ready Clyde The Council is a member of Climate Ready Clyde which is a cross-sector initiative bringing partners together to work strategically to minimise the risks and seize the opportunities climate change brings for the economy, society and environment in Glasgow and the Clyde Valley. The aim of the initiative is that people and communities will benefit from actions to adapt to climate change, that adaptation helps secure existing investment and generates new opportunities, and protects the area’s natural environment and uses it to help adapt to climate change.

Running from 2016-2019, it is leading development and co-ordination of a Climate Change Adaptation Strategy and Action Plan for Glasgow and the Clyde Valley. Alongside this, it provides capacity building and support, as well as new evidence and climate change leadership. It is funded by Scottish Government and 11 local partners, including healthcare providers, Universities, transport providers and Local Authorities.

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Waste management and recycling We have created greener waste collection services for households across South Lanarkshire, including food and garden waste collection and the extension of our recycling services to flats. As a result, 49.8% of household waste was recycled in 2015-16 compared to 37.7% in 2012-13. In 2015, we won the Scottish Green Apple Gold Award for environmental best practice in waste management.

Community Involvement All schools within South Lanarkshire are engaged with eco schools or similar programmes. The aim of the eco schools programme is to make environmental awareness and action an intrinsic part of the life and ethos of the school for both pupils and for staff and to engage the wider community. Over 40% of our schools have achieved the internationally recognised symbol of excellence in Sustainable Development Education - the Green Flag – demonstrating their good work in protecting, respecting and enhancing the environment and reducing their school’s carbon footprint.

Climate Challenge Fund Community groups in South Lanarkshire have received grants through the Scottish Government’s Climate Challenge Fund (CCF) to tackle climate change by running projects that reduce local carbon emissions. The CCF has supported projects involving energy efficiency improvements to community owned buildings, home energy efficiency advice, lower carbon travel options, community growing initiatives and schemes to tackle waste. Some of the projects funded in South Lanarkshire through the CCF have included:-  Bike Town, run by Healthy n Happy Community Development Trust  Passback and Blantyre Bikes Better both run by Blantyre Soccer Academy  The Healthy n Happy Community Hub Eco Project, run by Healthy n Happy Community Development Trust  R:evolve Recycling, run by Lightburn Elderly Association Project

Local Community Engagement The council has facilitated a series of air quality and active travel workshops funded from Smarter Choices, Smarter Places (SCSP) and Air Quality Action Plan (AQAP) grant programmes. The bespoke workshops have involved pupils from Primary 4, 5 and 6 from various schools across South Lanarkshire and have focused on awareness of air quality issues, the benefits of active and sustainable travel and related issues such as car parking and engine idling near schools. The workshops were mainly classroom based however did include supporting activities such as homework exercises and take-home information.

Following the workshops, two separate projects were undertaken consisting of more focussed activities, allowing whole schools to participate, with parents and carers being encouraged to travel by active/sustainable modes on the day. Pupils delivered presentations on air quality, active travel and engine idling, and distributed air quality and active travel information leaflets (which they designed) to their families, friends and the wider community.

Going forward it is hoped that we can continue to secure funding for these workshops engaging pupils in tackling air pollution in South Lanarkshire, helping them understand how their families’ travel choices could help reduce these problems, and ultimately encouraging a change in travel behaviour toward choices other than the private car.

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Strategic outcomes and actions In this section, we have set out our strategic outcomes and how we intend to achieve them.

Outcome 3.1: Homes and communities are energy efficient, environmentally sustainable, and fuel poverty is minimised.

How can we achieve this? o Explore options for innovative and affordable low carbon energy and heating solutions in local areas that will contribute towards national climate change ambitions o Continue to invest in energy efficiency measures in council homes including improvements to the fabric of the building, installation of affordable low carbon heating and the use of renewable technologies o Work in partnership to provide advice and support to local communities to help increase energy efficiency at home and minimise fuel poverty o Increase focus on sustainability for new developments through innovative design and delivery, using natural resources and environmentally-responsible building materials, and incorporating low carbon energy solutions o Incorporate inclusive and sustainable place-making principles into the design and delivery of area-based housing development projects and programmes

Outcome 3.2: The council’s strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate

How can we achieve this? o Continue to divert waste from landfill by providing and encouraging the effective use of household waste management services across South Lanarkshire o Work in partnership to help build resilience in local communities and mitigate against the potential increase of health and social inequalities from the impacts of climate change o Work in partnership to ensure that local infrastructure is resilient to the impacts of climate change and seek opportunities for including blue-green infrastructure to mitigate and adapt to the impacts of climate change o Encourage the uptake of low emission vehicles across South Lanarkshire o Help to reduce vehicle emissions and congestion and connect communities by improving infrastructure in favour of, and integration between, walking, cycling and using public transport o Work in partnership to support and encourage sustainable travel choices for people within South Lanarkshire, with emphasis on walking and cycling, promoting a healthier lifestyle o Ensure that opportunities for environmental benefits are realised through our procurement practices and externally funded programmes such as the renewable energy fund and developers’ contributions o Support renewable energy generation across South Lanarkshire helping to reduce the area’s carbon emissions and promote economic growth o Encourage sustainable production and consumption in the business community and support the growth of a low carbon industry in South Lanarkshire

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Outcome 3.3: Local communities are supported in taking action to be more environmentally responsible

How can we achieve this? o Support communities to access funding for environmentally sustainable projects or action on climate change o Communicate and engage with communities on environmental and climate change issues empowering further local action o Support local communities to be more resilient to the impacts of climate change o Embed sustainability and climate change in the school curriculum and continuing to engage young people in environmental education through Eco Schools and similar programmes o Work in partnership to provide the appropriate skills required for employment opportunities in the low carbon and renewable energy industry o Develop and implement policies which supports sustainable tourism, creating jobs and promoting local culture and products

Sustainable Environment key strategies and plans: There are a number of key strategies and plans that will help us achieve the intended outcomes in this theme. These include:

 Air Quality Strategy  Cycling Strategy  The Council Plan Connect  Energy Management Framework  Lanarkshire Tourism Action Plan  Local Housing Strategy  Local Transport Strategy  Local Development Plan and Statutory Supplementary Guidance  Outdoor Access Strategy  Sustainable Procurement Policy  Local Flood Risk Management Plans (Clyde and Loch Lomond, and Tweed)

236 Chapter 6– Implementing, monitoring and reporting

How will we deliver our strategy? Sustainable development is part of our approach to best value and should inform how we deliver all our services. Therefore, we will integrate the actions from the Sustainable Development and Climate Change Strategy into the council’s annual Resource and Service Plans.

A table of how we intend to deliver our strategy is attached at Appendix 3. This is the framework we will use to agree and review the strategy’s actions and measures with our Services on an annual basis. The annual action plan will be published on the Council’s website.

The responsibility for implementing the strategy rests with the sustainable development member officer group reporting to the Executive Committee. The group is chaired by an elected member and includes two other elected members. The Chief Executive, the Executive Director of Community and Enterprise Resources and Executive Director of Housing and Technical Resources also sit on the group.

An Officer’s Coordination Group drawn from all Council Resources and led by the Council’s Sustainable Development Officer supports the work of the member officer group, making recommendations and developing work programmes.

How we will monitor and report on our Strategy

As has been noted throughout the strategy, many of our strategic outcomes and actions are delivered through, or shared by, other plans and strategies. We will, however, report in relation to sustainable development objectives ‘as a whole’ to provide an overview of our progress.

Actions will be monitored quarterly using the Council’s performance management software system ‘IMPROVe’ and progress will be reported at least twice a year through the Council’s committee structures. Progress reports will also be made available to the public on the Council’s website. We aim to improve the way the Council’s approach to sustainable development is reported to make it more accessible and transparent. The Council also publishes annual public performance reports; a copy of the sustainable development public performance report can be found on our website.

As well as reporting on actions, there are a number of specific measures which will be used to help assess the overall success of our approach in relation to each strategy theme. These will be collated through our Outcome Monitoring Plan and reported in the annual review of the strategy. Key measures for each theme are attached at appendix 4.

Climate Change Duties Statutory Reporting We will continue to report progress on our sustainable development and climate change outcomes to the public through various methods of communication including our website, news articles, and social media.

We also have a statutory requirement, as part of the Climate Change (Scotland) Act 2009, to annually report our climate change duties compliance to the Scottish Government. Our annual climate change duties report is available on our website.

237 South Lanarkshire State of the Environment Report In addition, we will continue to maintain the biennial South Lanarkshire's State of the Environment report. This report provides analysis across a range of environmental issues, giving an overall picture of the condition of South Lanarkshire’s environment. It is used to identify environmental challenges facing South Lanarkshire and to track changes in environmental conditions.

238 Appendix 1 – Environmental Statement

This ‘Environmental Statement’ sets out the council’s environmental commitments as detailed in this sustainable development and climate change strategy. The Environmental Statement is relevant to all staff as everyone has a part to play in being sustainable, and protecting and enhancing the environment both locally and globally.

Communication  We will communicate openly the Council’s environmental policies, plans and performance and involve local communities in decisions impacting on their local environment  We will ensure that our employees and elected members are familiar with this environmental statement and will enlist their support in improving our environmental performance

Education  We will continue to educate our young people about the environment through the Curriculum for Excellence and help them learn the skills they will need in a low carbon economy  We will promote the importance of the local environment in which our young people live and encourage them to reduce the impacts they have upon it

Resource Efficiency  We will improve resource efficiency, including our use of water, energy and raw materials  We will reduce our reliance on fossil fuels and promote the use of renewable energy sources

Waste  We will promote the reduction of waste produced and encourage the re-use and recycling of materials

Procurement  We will aim to buy our goods and services in a sustainable manner and encourage our suppliers to adopt similar environmental principles

Travel  We will promote sustainable travel through the efficient use of our own fleet and promote greater use of the public transport network, car sharing and cycling and walking as alternative means of travel. We will support the use of low carbon vehicles

Protect the physical environment, biodiversity and greenspace  We will protect the public from environmental hazards, take action to improve the quality of local environments and promote the potential of the environment to improve health and wellbeing  We will work to protect biodiversity and safeguard ecosystem services in accordance with national and international legislation, policies and guidelines  We will work with communities to provide access to well managed, good quality greenspace and opportunities for accessing the outdoors  We will support and develop opportunities for environmental volunteering

Climate Change  We will work in partnership in response to the national targets to reduce the council’s carbon emissions and those for the South Lanarkshire area  We will minimise the effects of climate change on our service delivery and work in partnership to ensure that local infrastructure and local communities are resilient to adapt to the impacts of climate change and minimise the impacts of climate change widening the gap in health and social inequalities

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Delivering our statutory requirements  We will comply with relevant legislation and contribute to national targets in relation to the environment

240 Appendix 2 – Consultation and statutory assessments

Consultation and engagement In preparing the Strategy we held engagement and consultation sessions using a set of sustainability questions designed to help understand people’s attitudes and perceptions to environmental issues in their local area.

 An internal consultation was carried out for all our employees to gain their views and ideas  Discussion sessions were held with young people in local schools and colleges to hear their views on how decisions made by the Council affects their lives now and in their future  A stakeholder consultation was conducted to understand local needs and priorities

We received considerable feedback during the engagement and consultation sessions and we would like to thank everyone who contributed. The strategy has been strengthened as result of the feedback we have received.

Strategic Environmental Assessment (SEA) We have carried out an SEA screening of the draft Strategy. The statutory Consultation Authorities (Historic Environment Scotland, Scottish Environment Protection Agency and Scottish Natural Heritage) agreed with our determination that a full SEA was not required for the Strategy.

It is considered that no new significant environmental effects would be identified through the preparation and implementation of this strategy beyond that already taken account of in the full SEA of the previous Sustainable Development Strategy. In preparing this Strategy, full cognisance of this SEA has been taken.

Equalities

Reducing inequalities and creating opportunities is a key goal of sustainable development and is reflected in the United Nation’s new global Sustainable Development Goals. This strategy has been developed using the principle of equality for all as it cuts across all three themes and indeed the work of the Council.

The impacts of climate change on communities and individuals has the potential to widen the gap on health and social inequalities therefore the strategy will include action to work in partnership to mitigate against this.

Our corporate commitment to equality is contained in the Council’s mainstreaming equalities report and the equalities outcomes it sets out. The report outlines our whole organisation’s approach to meeting the general duties contained in the Equality Act (2010) to eliminate discrimination, harassment and victimisation; advance equality of opportunity; and foster good relations in relation to the protected characteristics of age, disability, gender reassignment, race, religion and belief, gender and sexual orientation, pregnancy and maternity, and marriage and civil partnership.

An equalities and human rights impact assessment is currently being undertaken to assess the impact of the strategy on people living, working and visiting South Lanarkshire. This will be available on the Council’s website.

241 Appendix 3 – Summary of strategic outcomes and how we intend to achieve them

Theme Outcome How we intend to achieve outcomes Sustainable The council’s carbon Implement our Carbon Management Plan to reduce the council’s carbon footprint in line Council emissions are managed and with the Scottish Government’s targets reduced Continue to implement energy efficiency measures across council facilities including investment in renewable and low carbon energy solutions Implement measures within the council’s fleet to contribute to the Scottish Government’s ambition of the decarbonisation of road transport Continue to improve the efficiency of our business travel and promote more sustainable travel options for employees The council is Continue to develop procurement processes to improve environmental outcomes and environmentally responsible ensure compliance with the council’s sustainable procurement duty in the procurement, use and Create a culture of resource efficiency in the workplace disposal of resources Maximise the use of environmentally responsible materials and reduce, reuse and recycle construction waste in new and refurbished council facilities The public sector climate Demonstrate leadership and further develop partnership approaches in sustainable change duties are further development and climate change action embedded in service Ensure that sustainable development and climate change is used as a guiding principle in delivery and partnership council plans, policies and strategies and these incorporate environmental considerations working Take account of the public sector climate change duties (mitigation, adaptation and acting sustainably) when making decisions about the use of our assets and capital investment in our estate Continue to raise awareness of sustainable development and the business impacts of climate change with our employees and develop the skills required across the council to influence and adapt to change

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Theme Outcome How we intend to achieve outcomes Sustainable South Lanarkshire’s natural Review and assess air quality throughout South Lanarkshire in line with our Air Quality Environment environment is protected, Strategy enhanced and respected Ensure our planning and land use policies protect and enhance the natural environment and ecosystem services Continue to measure progress and report on the state of South Lanarkshire’s environment Meet our statutory biodiversity duty by implementing our Biodiversity Duty Implementation Plan which will enhance and protect biodiversity through managing our own estate Contribute to South Lanarkshire Biodiversity Partnership’s action plan ensuring ecosystems are used sustainably and strengthened Use our natural environment to help mitigate and adapt to the impacts of climate change South Lanarkshire’s Continue to develop the Greenspace Strategic Partnership to enable people to learn, play enhanced environment and be physically active outdoors in South Lanarkshire provides health and Work in partnership to develop and implement South Lanarkshire’s Outdoor Access wellbeing benefits to local Strategy communities Continue to educate our young people about the local environment in which they live and encourage them to reduce the negative impacts they have upon it Provide environmental volunteering opportunities and support community groups to manage local environmental projects

Theme Outcome How we intend to achieve outcomes Sustainable Homes and communities are Explore options for innovative and affordable low carbon energy and heating solutions in Communities energy efficient, local areas that will contribute towards national climate change ambitions environmentally sustainable, Continue to invest in energy efficiency measures in council homes including and fuel poverty is improvements to the fabric of the building, installation of affordable low carbon heating minimised and the use of renewable technologies Work in partnership to provide advice and support to local communities to help increase energy efficiency at home and minimise fuel poverty

Increase focus on sustainability for new developments through innovative design and delivery, using natural resources and environmentally-responsible building materials, and incorporating low carbon energy solutions

243 Incorporate inclusive and sustainable place-making principles into the design and delivery of area-based housing development projects and programmes That council’s strategies, Continue to divert waste from landfill by providing and encouraging the effective use of plans and policies support household waste management services across South Lanarkshire communities to live more Work in partnership to help build resilience in local communities and mitigate against the sustainably, reduce carbon potential increase of health and social inequalities from the impacts of climate change emissions and adapt to a Work in partnership to ensure that local infrastructure is resilient to the impacts of climate changing climate change and seek opportunities for including blue-green infrastructure to mitigate and adapt to the impacts of climate change Encourage the uptake of low emission vehicles across South Lanarkshire Help to reduce vehicle emissions and congestion and connect our communities through infrastructure improvement projects in favour of, and integration between, walking, cycling and using public transport Work in partnership to support and encourage sustainable travel choices for people within South Lanarkshire, with emphasis on walking and cycling promoting a healthier lifestyle Ensure that opportunities for environmental benefits are realised through our procurement practices and externally funded programmes such as renewable energy fund and developers’ contributions Supporting renewable energy generation across South Lanarkshire helping to reduce the area’s carbon emissions and promote economic growth Encourage sustainable production and consumption in the business community and support the growth of a low carbon industry in South Lanarkshire Local communities are Support communities to access funding for environmentally sustainable projects or action supported in taking action to on climate change be more environmentally Communicate and engage with communities on environmental and climate change responsible mitigation and adaptation issues empowering further local action

Support local communities to be more resilient to the impacts of climate change Embed sustainability and climate change in the school curriculum and continue to engage young people in environmental education through Eco Schools and similar programmes Work in partnership to provide the appropriate skills required for employment opportunities in the low carbon and renewable energy industry Devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products

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245 Appendix 4 – Monitoring Table

Theme Measures Sustainable  Council greenhouse gas emissions relative to 2005/06 baseline Council  Energy consumption in council buildings  Carbon emissions related to council transport  Building energy performance ratings achieved for new buildings  Percentage of recycled materials used in construction of new buildings  Number of employees who have received training in sustainable development issues  Employee awareness of, and attitude to, sustainable development and climate change policies (council employee survey)  Percentage public satisfaction with the council’s response to climate change (council wide satisfaction survey)  Mileage travelled by electric fleet vehicles  Self-evaluation results using the Climate Change Assessment Tool  ‘Five steps to managing your climate risks’ tool  Number of risk assessments for climate vulnerability Sustainable  Percentage of adult residents normally taking visits to the outdoors at least once per week (Scottish Recreation Survey) Environment  Figures from walking/cycling counters in South Lanarkshire  Number of environmental volunteer days  Number of formally constituted community groups working with the council to manage local greenspace and/or path networks  Number of Local Nature Reserves (LNRs)  Area of South Lanarkshire Council land managed specifically for biodiversity e.g. wildflower areas/long grass management  Sites removed from the Vacant Derelict land register due to a biodiversity friendly end use e.g. woodland  Sites/area of land managed in partnership with communities where biodiversity is part of the project e.g. community woodland regeneration  Number of teaching staff trained in leading outdoor learning  Air Quality monitoring levels  Number of properties prone to flooding  South Lanarkshire ‘State of the Environment’ report Sustainable  South Lanarkshire area wide greenhouse gas emissions Communities  South Lanarkshire wide household energy consumption  Installed capacity of domestic renewable generation  Percentage of council houses which meet ESSHH  South Lanarkshire recycling rate for domestic waste  Tonnage of domestic waste produced per household

246  Amount of funding invested in domestic energy efficiency measures  Percentage of adults travelling to work or education by active or public transport (Scottish Household Survey)  Percentage mode share of children travelling to school by active or public transport using data (annual national ‘Hands Up’ survey)  The number of electric vehicle charging bays available to the public in South Lanarkshire  The public sector climate change duties annual statutory report  Involvement in the Eco Schools and related programmes  Total funding awarded within South Lanarkshire from the Scottish climate challenge fund

247 Appendix 5 – Definitions and links

Adaptation Scotland – Formerly known as the Scottish Climate Change Impacts Partnership. This is a partnership that brings together stakeholders across Scotland to address and prepare for impacts to climate change. Further information can be found at their website www.adaptationscotland.org.uk

Air pollution - occurs when harmful substances including particulates and biological molecules are introduced into Earth's atmosphere.

Air quality - the degree to which the air in a particular place is pollution-free.

Air Quality Management Area – where a local authority finds places where the national air quality objectives are not likely to be achieved, it must declare an Air Quality Management Area there. This area could be just one or two streets, or it could be much bigger.

Best value – A framework to help local authorities ensure the delivery of better, more responsive public services through continuous improvement and ensuring that they are of the highest quality at a cost which is acceptable to their local communities.

Biodiversity – Biodiversity is the variety of life which inhabits the planet including all plants, animals, fungi and also the surroundings they live in.

Biodiversity duty – A duty to further the conservation of biodiversity was placed on all public sector bodies in Scotland through The Nature Conservation Act (Scotland) 2004. This biodiversity duty is about connecting people with the environment and managing biodiversity in the wider environment all around us, not just in specific protected sites

Biomass – A renewable energy source from organic materials that can be burned and used as a source of fuel. Wood being the main source of biomass such as saw-dust or any type of waste from wood is processed to make wood-pellets and used as fuel for wood pellet boilers and stoves.

Boiler optimisers - technology works with existing boiler controls by using self learning intelligence that can determine if and when a boiler should fire and for how long.

Built environment - surroundings that are built by humans, that is, distinguished from the natural environment

Canopy cover – percentage of total ground area covered by the vertical projection of tree crowns (small openings in the crown are included) i.e. trees and large shrub masses from a bird’s eye view

Carbon dioxide (CO2) – A colorless, odorless gas. It is produced both naturally as people and animals exhale CO2, and through human activities, such as burning gas, coal, oil, and wood, all contributing to CO2 levels in the air. In the earth’s atmosphere CO2 acts as a greenhouse gas and plays a major role in global warming and climate change.

Carbon emissions - The release of carbon dioxide into the atmosphere over a specified area and period of time.

Carbon footprint - a measurement of the amount of carbon dioxide produced by the activities of a person, company, organisation, country or the planet

Carbon management – Monitoring and measuring an organisation’s carbon emissions and developing initiatives to reduce them through an agreed action plan.

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Carbon sequestration – is a natural or artificial process by which carbon dioxide is removed from the atmosphere and held in solid or liquid form. Carbon sinks - a forest, ocean, or other natural environment viewed in terms of its ability to absorb carbon dioxide from the atmosphere.

Circular economy - is an alternative to a traditional linear economy (make, use, dispose) in which we keep resources in use for as long as possible, extract the maximum value from them whilst in use, then recover and regenerate products and materials at the end of each service life.

Climate challenge fund – A fund launched by the Scottish Government to help community groups tackle climate change by running projects to reduce their carbon footprint. For further information see the ‘Keep Scotland Beautiful’ website www.keepscotlandbeautiful.org

Climate change - A change in global or regional climate patterns, in particular a change apparent from the mid to late 20th century onwards and attributed largely to the increased levels of atmospheric carbon dioxide produced by the use of fossil fuels.

Climate change adaptation - actions or changes required in anticipation of, or in response to, the impacts of a changing climate.

Climate change duties - The Climate Change (Scotland) Act 2009 places duties on public bodies relating to climate change which requires them to: contribute to carbon emissions reduction targets; contribute to climate change adaptation; and to act sustainably.

Climate Change Mitigation – Limiting the extent of future climate change by reducing greenhouse gas emissions now and in the future. It can also mean removing carbon dioxide from the atmosphere, for example by planting more trees or restoring peat bogs (carbon sinks).

Climate Change (Scotland) Act 2009 – An act passed by the Scottish Government to ensure the reduction of greenhouse gas emissions and a transition to a low carbon economy. Further information can be found on the Scottish Government’s website www.scotland.gov.uk

Climate Ready Clyde – Bringing together organisations across all sectors to address the climate change adaptation challenges facing Glasgow and the Clyde Valley. For further information see Adaptation Scotland’s website www.adaptationscotland.org.uk

Community planning - The process through which public sector organisations work together and with local communities and the voluntary sector, to identify and solve local problems, improve services and share resources

Cultural heritage - the legacy of physical artefacts and intangible attributes of a group or society that are inherited from past generations, maintained in the present and bestowed for the benefit of future generations

Curriculum for Excellence – The curriculum in Scotland for 3 to 18 year olds aiming to help every learner develop knowledge, skills and attributes for learning, life and work.

Cycle to Work Scheme – This is a UK Government tax exemption initiative to promote healthier journeys to work and to reduce environmental pollution. It allows employers to loan cycles and cyclists' safety equipment to employees as a tax-free benefit.

Decarbonisation - The reduction or removal of carbon dioxide from energy sources.

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Dr Bike - A service aimed at organisations that require a mechanic to come to their workplace/community and carry out basic bicycle servicing.

Earth Hour - An annual global event dedicated to heightening awareness of climate change. It is an hour in which people are invited to show their commitment to caring for the planet by switching off all non-essential lights and electrical appliances.

Economic development – A process by which a community or nation creates, retains and reinvests wealth and improves the quality of life.

Economic growth – An increase in the capacity of an economy to produce goods and services, compared from one period of time to another.

Eco-schools programme – An international programme that engages children and young people in key issues including the environment, sustainability, global citizenship and the value of a low carbon future.

ECO Stars Fleet Recognition Scheme - A free scheme that aims to help fleet operators improve efficiency, reduce fuel consumption & emissions and make cost savings

Ecosystem - Short for 'ecological system', includes all the living organisms such as plants, animals, fungi existing together in a particular area and how they interact with each other and with the non-living elements of the area, such as climate, water, soil etc.

Ecosystem services – these are the benefits that are supplied by an ecosystem; these include clean air, water, food, and energy, medicine, building materials, jobs and places to live.

Energy efficiency – A goal to reduce the amount of energy required to provide products and services. It is achieved primarily by means of a more efficient technology or use.

Environmental footprint - the impact of human activities measured in terms of the area of biologically productive land and water required to produce the goods consumed and to assimilate the wastes generated.

Environmental performance - The measurable outcome of an organisation's ability to meet environmental objectives and targets set out in the organisation's environmental plan or policy.

Environmentally responsible materials - those that make optimal use of resources, produce minimum waste and are safe for the environment and people

Equalities impact assessment – is a process designed to ensure that a policy, project or scheme does not discriminate against any disadvantaged or vulnerable people.

Essential cycling skills – training provided through Cycling Scotland to help boost the confidence of those new to or returning to cycling and give them the necessary skills to negotiate on-road journeys.

Fleet – is a number of vehicles under the control of an organisation.

Flora – the plants of a particular region, habitat, or geological period

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Fossil fuels – Non-renewable energy sources formed from fossilised plants and animals over millions of years such as coal, oil and gas.

Forest School - offers all learners regular opportunities to achieve and develop confidence and self- esteem through hands-on learning experiences in a woodland or natural environment with trees.

Forestry Commission (FC) – are the Government department responsible for the protection and expansion of woodlands. Further information can be found on their website www.forestry.gov.uk

Framework – A broad outline of the principles and supports required to achieve a particular goal.

Fuel poverty – Is when a household would have to spend more than 10% of their income on fuel to keep their home in a satisfactory condition and is determined by a number of factors, such as the cost of energy, the energy efficiency of the property and the household income.

GLOW – online community for Scottish Schools

Global risk - an occurrence that causes significant negative impact for several countries and industries

Green corridors – is a thin strip of land that provides sufficient habitat to support wildlife, often within an urban environment, thus allowing the movement of wildlife along it. Common green corridors include railway embankments, river banks and roadside grass verges.

Greenhouse gases – gases that stop heat escaping from the earth’s atmosphere ensuring that the planet is warm enough to sustain life. Human activity has increased the emission of greenhouse gases contributing to global warming (e.g. Carbon Dioxide)

Greenspace – An area of grass, trees, shrubs or other vegetation used for recreational or aesthetic purposes (e.g. a park or community garden).

Habitats - The natural home or environment of an animal, plant, or other organism

Habitat Network – a configuration of habitat that allows species to move and disperse through a landscape

Homes Energy Efficiency Programmes for Scotland (HEEPS) - is the Scottish Government initiative to tackle fuel poverty and increase energy efficiency in homes.

IMPROVe – The council’s system for managing and reporting performance.

Industrial revolution - The rapid development of industry that occurred in Britain in the late 18th and 19th centuries, brought about by the introduction of machinery

Infrastructure - are the physical structures and facilities needed to operate a functional society e.g. roads, utilities, water, sewage, etc.

LED lighting - Stands for "Light-Emitting Diode." An LED is an electronic device that emits light when an electrical current is passed through it. LEDs are energy efficient and have a long lifespan. The energy efficient nature of LEDs allows them to produce brighter light than other types of bulbs while using less energy.

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Local development planning - planning for the future development of the local area, drawn up by the local planning authority in consultation with the community.

Local Food Risk Management Plan - Scotland has been separated into 14 Local Plan Districts for flood risk management purposes. These districts are based on river catchments and coastal areas which cross administrative and institutional boundaries.

Low carbon - causing or resulting in only a relatively small net release of carbon dioxide into the atmosphere.

Low carbon economy – An economy that produces goods and services of increasing value while reducing the associated carbon dioxide in their production, use and disposal.

Low carbon energy / heating – energy or heating that comes from processes or technologies that produce power with substantially lower amounts of carbon dioxide emissions than is emitted from conventional fossil fuel power generation.

Low carbon industry – manufacturers of low carbon technologies

Low carbon future / society / Scotland – A future, society or Country, that has economic growth while ensuring minimal carbon emissions. This may involve the deployment of low carbon technologies and changes to social behaviours and lifestyles.

Low emission zones – a defined area where access by some polluting vehicles is restricted or deterred with the aim of improving the air quality.

Lowland raised peat bog – a bog which rises in height over time as a result of peat formation

National nature reserve - is a protected area of importance for wildlife, flora, fauna or features of geological or other special interest, which is reserved and managed for conservation and to provide special opportunities for study or research.

Natural capital – the world’s stocks of natural assets which include geology, soil, air, water and all living things. It is from this natural capital that humans derive a wide range of services, often called ecosystem services, which make human life possible.

Natural heritage – Inherited habitats, species, ecosystems, geology and landforms, including those in and under water, to which people attach value.

Natural resources – Something that is found in nature and is necessary or useful to humans such as such as a forest, minerals, fresh water.

Objectives – a goal / target

Our Natural Health Service - the use of the natural environment (parks, woodlands and other green spaces) as part of an holistic approach to health and social care

Outcome – desired end result following action

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Partnership working – Partnerships can be formed between a number of individuals, agencies or organisations with a shared interest. There is usually an overarching purpose for partners to work together and a range of specific objectives. Partnerships are often formed to address specific issues and may be short or long term.

Paths for All - a partnership of organisations committed to promoting walking for health and the development of multi-use path networks in Scotland.

Performance management - includes activities to ensure that goals are consistently being met in an effective and efficient manner

Photovoltaic – The method used to convert sunlight into electricity (i.e. solar power)

Place-making - is a multi-faceted approach to the planning, design and management of public spaces.

Public Sector Climate Change Duties – a legal obligation for the public sector under The Climate Change (Scotland) Act 2009. Further information on the Act and its duties can be found on the Scottish Government’s website www.scotland.gov.uk

Renewable energy generation - Energy which comes from natural resources such as sunlight, wind, rain, tides, and geothermal (thermal energy generated and stored in the Earth).

Resource efficiency - maximising of the supply of money, materials, staff, and other assets in order to function effectively, with minimum wasted (natural) resource expenses. It means using the Earth's limited resources in a sustainable manner while minimising environmental impact.

Scottish Environment Protection Agency (SEPA) - Scotland's environmental regulator and national flood forecasting, flood warning and strategic flood risk management authority. Its main role is to protect and improve Scotland's environment.

Scottish Green Apple Awards – An annual campaign to recognise, reward and promote environmental best practice.

Scottish Housing Quality Standard – is the Scottish Government's principal measure of housing quality in Scotland. The SHQS is a set of five broad housing criteria which must all be met if the property is to pass SHQS.

Smarter Choices, Smarter Places (SCSP) - grant scheme to support behaviour change initiatives to increase active and sustainable travel.

Social development - Social development is about improving the well-being of citizens and communities and creating the conditions for all individuals to reach their full potential.

Social progress – is the on-going process moving towards the goal of social development

South Lanarkshire Biodiversity Partnership – The South Lanarkshire Biodiversity Partnership is a group of organisations who wish to further biodiversity in the area and work together to deliver the South Lanarkshire Local Biodiversity Action Plan (LBAP).

South Lanarkshire Sustainability Partnership - facilitate and coordinate joint action by partners allowing people to enjoy the benefits of a sustainable South Lanarkshire.

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Staff competencies – Knowledge, skills, abilities and personal attributes that contribute to enhance employee performance and ultimately result in organisational success.

Stakeholders – a person or group with a direct interest, for example our employees and customers

State of the Environment Report – provides information on the different aspects of South Lanarkshire’s environment. A copy of the report can be found on the Council’s website www.southlanarkshire.gov.uk

Strategic environmental assessment (SEA) – a requirement under the Environmental Assessment (Scotland) Act 2005, to consider environmental impacts both positive and negative in policies, plans, programmes and strategies developed by the public sector.

Strathclyde Partnership for Transport (SPT) – the public transport executive responsible for planning and coordinating regional transport, especially the public transport system, in the Strathclyde area.

Sustainable procurement duty - The Procurement Reform (Scotland) Act 2014 places a duty on public procurement to maximise the social, environmental and economic benefits through effective and efficient procurement activity.

Sustainable Scotland Network (SSN) – a partnership of the Scottish Government, Keep Scotland Beautiful and SSN members throughout the public sector to improve Scotland’s public sector performance on sustainability and climate change. Further information can be found on their website www.sustainable-scotland.net

Sustainable tourism - is an industry committed to making a low impact on the environment and local culture, while helping to generate future employment for local people.

Sustainable urban drainage – is a natural approach to managing drainage in and around properties and other developments.

Sustrans - a UK sustainable transport charity

Telematics – records and analyses business journeys which helps with vehicle routing and reduces vehicle idling thus reducing carbon emissions.

Ultra low emission vehicles - a motor vehicle that emits extremely low levels of motor vehicle emissions compared to other vehicles.

United Nations - The United Nations (UN) is an intergovernmental organisation tasked to promote international co-operation and to create and maintain international order.

Voltage optimisers - technology optimises the incoming site voltage to a level such that electrical equipment runs more efficiently and consumes less energy.

World Economic Forum - an independent non-profit organisation dedicated to improving global economic and social conditions on a global scale.

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World Wide Fund for Nature - An international non-governmental organization working in the field of the biodiversity conservation and the reduction of humanity's footprint on the environment. It is also concerned with endangered species, sustainable production of commodities and climate change. Further information can be found on their website www.wwf.org.uk

If you require more information on the strategy or you want this information in another language or format, please contact us to discuss how we can best meet your needs.

Phone: 0303 123 1015 Email: [email protected]

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256

Agenda Item

Report 17

Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Community and Enterprise Resources)

Subject: South Lanarkshire Leisure and Culture Business Plan 2018/2019

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  request approval for the South Lanarkshire Leisure and Culture Limited Business Plan for 2018/2019 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the South Lanarkshire Leisure and Culture Limited Business Plan for 2018/2019 be approved. [1recs] 3. Background 3.1. South Lanarkshire Leisure and Culture Limited (SLLC) assumed responsibility for the operation, management and development of sports and leisure, community halls, arts venues, country parks, libraries and museums on behalf of South Lanarkshire Council.

3.2. The Funding Agreement requires South Lanarkshire Leisure and Culture Limited to submit a business plan for approval not less than four months prior to commencement of the annual period of funding each year.

3.3. The Board of SLLC agreed a draft business plan at their meeting on 22 November 2017, and submitted this for consideration by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources).

4. Current Position 4.1. The Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources), have reviewed the draft business plan and consider that the objectives are consistent with the strategic policies of the Council. A copy of the Draft Plan has been made available in the Members’ areas for inspection prior to the committee.

4.2. The Business Plan for 2018/2019 takes cognisance of key Council policies and strategies including the Council Plan (‘Connect’) and the strategic themes and focus of the Local Outcomes Improvement Plan (LOIP).

257 4.3. The Business Plan takes account of the Council’s current review of the Council Plan ‘Connect’ and makes reference to where SLLC is aligned to the new Council Plan Objectives and Ambitions and to the LOIP.

4.4. The SLLC vision of ‘providing opportunities to enrich people lives’ has retained its prominence throughout the document as work continues to address the health inequalities prevalent in South Lanarkshire.

4.5. Priorities for the forthcoming year include developing a Leisure and Cultural Strategy in partnership with the Council, improving partnership working, service integration and maximising income whilst controlling expenditure.

4.6. Taking account of the above, it is considered that the Council approves the SLLC Business Plan.

5. Employee Implications 5.1. South Lanarkshire Leisure and Culture Limited will continue to ensure that the terms and conditions of employment for all staff are consistent with those available to South Lanarkshire Council staff.

6. Financial Implications 6.1. The business plan identifies an estimated funding requirement of £17.100 million for the financial year 2018/2019. This figure includes an estimate of the additional income received directly by South Lanarkshire Leisure and Culture Limited for the annual inflationary increase on sales, fees and charges.

6.2. This level of funding is consistent with indicative figures identified for use within the 2018/2019 budget setting process and provision for this sum, once finalised, will be made available in the Community and Enterprise Resources’ budget for 2018/2019.

7. Other Implications 7.1. There are no significant risks associated with this proposal and there is no sustainability implications associated with this proposal.

8.2. There was no requirement to undertake consultation in terms of the content of this report.

Michael McGlynn Executive Director (Community and Enterprise Resources)

13 November 2017

Link(s) to Council Objectives and Values  Improve health and increase physical activity  Improve the quality of the physical environment  Partnership working, community leadership and engagement  Efficient and Effective use of Resources

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Previous References  Executive Committee, 08 February  Executive Committee, 11 May 2016

List of Background Papers  South Lanarkshire Leisure and Culture Limited Draft Business Plan 2018/19

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:-David Booth, Operations Manager Ext: 5302 (Tel: 01698 455302) E-mail: [email protected]

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260 Agenda Item

Report 18 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Executive Director (Finance and Corporate Resources)

Subject: Community Choices Budgeting Framework

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  Inform the Executive Committee of the Community Choices Budgeting Framework that has been developed by COSLA and the Scottish Government [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the Framework on Community Choices as agreed by COSLA Leaders and summarised at section 4 is noted; and (2) that the further support and planned activity on Community Choices as detailed in section 5 is noted, and (3) that further reports will be brought back to Committee to provide updates, and make recommendations on how Community Choices obligations can be met within South Lanarkshire. [1recs] 3. Background 3.1. The Scottish Government and COSLA have developed a Community Choices Budgeting Framework. This Framework was agreed by COSLA Leaders in October, and it defines Community Choices as the term to be used in Scotland for Participatory Budgeting and aims to set it as the enabler for active participation of citizens in local budget decision making. The Framework is attached at Appendix 1.

4. Community Choices Budgeting - Framework 4.1. Community Choices Budgeting is intended to enable community participation in local decision making. It is defined in the COSLA/Scottish Government Framework as “supporting democratic and engaged citizenship by enabling local people to have a direct say in how a defined budget can be used to address their priorities. It is one method of community engagement that can be used alongside other models as part of a wider approach to advancing participatory democracy”.

4.2. The Framework sets out how to calculate the 1% target for Community Choices, and the timescales for delivery of Community Choices. The Framework sets out the expectations that elected members, officers and communities will use this to go beyond the current arrangements for consultation and engagement. How local authorities approach Community Choices is for them to decide at a local level. Reference guides are signposted as a starting point. The framework also covers costs of running Community Choices budgeting and reporting requirements.

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4.3. Calculation of Community Choices Target and Timescales: The Framework states that the Community Choices budgeting target is not necessarily about identifying separate and/or additional resources. It is about involving communities in the decisions regarding existing resources.

4.4. The 1% target will be calculated on the Council’s Total Estimated Expenditure (TEE) from the Local Government Finance Settlement, less Assumed Council Tax Income, again from the Finance Settlement. The TEE includes Specific Grant funding allocated to local authorities for specific purposes.

4.5. The expectation is that local authorities will work towards this target (or the 2020/2021 equivalent), by 2020/2021, and that the 1% level will then be maintained.

4.6. There is local discretion as to how the target is reached – there is no prescription over whether this is revenue or capital or what area of the budget this should cover.

4.7. The Framework states that there are financial costs associated with running meaningful and sustainable Community Choices budgeting, but these will vary from initiative to initiative. The Framework states that Local Government is well placed to support this with its network of facilities and communication channels, and that clear parameters are needed on available resources.

4.8. Reporting: Local Authorities will complete a high level pro-forma on Community Choices and return it to COSLA on an annual basis. COSLA will collate and report on a global position to Scottish Government.

5. Further Support and Activity on Community Choices 5.1. Local Authorities will be supported to work towards achieving the target of 1%. A development manager has been appointed by COSLA to work with local authorities in developing Participatory Budgeting. The main focus will be to develop a base of good practice material and develop informal guidance.

5.2. An officer group will be created, workshops will be arranged and an online portal set up to share experiences. Individual local authority visits offering support will take place. A Community Choices Budgeting learning event is taking place on 11 December 2017.

5.3. Following engagement with COSLA and attendance at learning events further reports will be brought back to Committee to provide updates, and make recommendations on how Community Choices obligations can be met within South Lanarkshire.

6. Current South Lanarkshire Community Choices Activity 6.1. The Council is working with community planning partners are on delivering a £130,000 programme in 2017/2018 which will allow programmes to be run in three areas. The work is embedded in supporting the Local Outcome Improvement Plan and focuses on three areas (Burnbank, Udston and Hillhouse) with aims to enable communities to work with partners and service providers on local issues to remove barriers and recommend change. The funding of this project comes from contributions from the Scottish Government’s Community Choices Fund, the Council, and NHS Lanarkshire, with Community Links providing support in kind.

C:\Program Files (x86)\neevia.com\docConverterPro\temp\NVDC\4F920255-EC5A-4D00-A001-5792FF019303\abf07d34-d456-454a-9607-7f70b7e43a00.doc 262 7. Employee Implications 7.1. There are no employee implications in terms of the information contained in this report.

8. Financial Implications 8.1. There are no financial implications directly resulting from the recommendations of this report. As detailed at section 5.3 future reports detailing recommendations on how Community Choices obligations can be met within South Lanarkshire will be brought back to Committee. These reports will include details of any potential resource implications of these recommendations.

7. Other Implications 7.1. The main risk associated with Community Choices is the lack of community engagement. This will be mitigated through targeted publication of events and liaison with local members,

7.2 There are no implications for sustainability in terms of the information contained in this report.

8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report.

Paul Manning Executive Director (Finance and Corporate Resources)

9 November 2017

Link(s) to Council Values/Objectives  Accountable, Effective and Efficient

Previous References  None

List of Background Papers  Community Choices Budgeting Framework for the Operation of the 1% Target for Local Authorities

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Appendix 1:

Community Choices Budgeting Framework for the operation of the 1% target for Local Authorities

1. Introduction The Scottish Government and Local Government have a shared vision for communities to have greater participation in decision making. One way in which to do this is to involve people and communities in funding decisions which should ultimately achieve better outcomes. Included in the 2016/17 programme for government was a commitment from Scottish Government to work in partnership with local government, to have at least 1% of local authority budgets subject to Community Choices budgeting.

Community Choices budgeting, better known worldwide as participatory budgeting, is recognised internationally as a way for local people to have a direct say in how public funds can be used to address local needs. It is one method which can be used alongside other models of community engagement and empowerment as part of a wider strategic approach to advancing participatory democracy.

This Framework Document has been drawn up collaboratively by the Scottish Government and COSLA to provide a high level guidance for local authorities on how to deliver the target set out in the programme for government.

2. Definition of Community Choices Budgeting Community Choices budgeting is the term used in Scotland for participatory budgeting which enables the active participation of community voices in local financial decision making. Community Choices is defined as:

‘Community Choices budgeting supports a democratic and engaged citizenship by enabling local people to have a direct say in how a defined public budget can be used to address their priorities. It is one method of community engagement that can be used alongside other models of empowerment as part of a wider approach to advancing participatory democracy.’

C:\Program Files (x86)\neevia.com\docConverterPro\temp\NVDC\4F920255-EC5A-4D00-A001-5792FF019303\abf07d34-d456-454a-9607-7f70b7e43a00.doc 264 3. What is Community Choices Budgeting? Successful Community Choices budgeting requires political will, buy-in from senior management, interest from civil society and the local community, a defined budget, clarity of purpose and a clear definition of the rules. It goes beyond traditional consultation or including community representation on a decision making panel. The essence is about community cohesion, raising awareness, making connections and having a participative role in financial decision making that is deliberative and binding. As a consequence, its impact can be significantly greater and in particular if it is linked strategically to local action plans. As Community Choices budgeting can take many shapes and forms and covers a range of mechanisms, different Community Choices budgeting models exist. Therefore flexibility of approach is left to individual local authorities. As a starting point two Guides are recommended for further reference.

The first is the Grant Making through Participatory Budgeting – A ‘How to’ Guide for Community Led Organisations and community engagement workers (September 2016). It provides a step by step guide and a number of supporting templates to run a small projects process. The Guide is available at: Grant Making - How to Guide

The second is the Mainstreaming Participatory Budgeting - Ideas for Delivering Participatory Budgeting at Scale (October 2016). The Guide is designed to help better understand the issues of mainstreaming and to develop Community Choices models that work within each unique context. It includes an indication of the commissioning cycle, a budget matrix, the advantages and challenges of a number of approaches, a key set of principles and useful links to further information. The Guide is available at: Mainstreaming Ideas Guide

4. Budget The Community Choices budgeting target is not necessarily about local authorities identifying a separate and/or additional resource. It is principally about involving communities in decisions regarding existing resources. The 1% is the minimum target set and can be made up of revenue and capital expenditure. It is for local authorities to decide how to take forward Community Choices budgeting at a local level to reach the target. To ensure a shared understanding of the 1% target, this is defined as ‘total estimated expenditure for revenue, as per the local government finance circular, less assumed council tax intake. It is considered reasonable to exclude council tax as it is a local tax and therefore already directly and locally accountable.

C:\Program Files (x86)\neevia.com\docConverterPro\temp\NVDC\4F920255-EC5A-4D00-A001-5792FF019303\abf07d34-d456-454a-9607-7f70b7e43a00.doc 265 5. Costs There are financial costs associated with running meaningful and sustainable Community Choices budgeting but these vary from initiative to initiative. As a guide, costs could include staff, venue, promotion and evaluation. Local government is well placed to support this with its network of facilities and communication channels. There is also the possibility of increased costs associated with the outcome chosen by Communities for the benefit of the community. For example without clear parameters on available resources, a Community may design a more complicated contract or other aspect that requires additional on-going officer support from the council. With clear parameters, communities can help in the redesign and specification of services within available resources.

There are also a number of wider benefits to local democracy associated with running Community Choices budgeting. It can help improve the democratic process by widening participation and re-invigorating the role of local authorities, local councillors and civil society. It can contribute to the effectiveness of public spending by improving the way money is invested by increasing the knowledge available to the local authority when undertaking service planning. It also has the potential to strengthen the community and voluntary sectors by increasing the number of people taking part in local democratic processes. More information about the benefits of Community Choices budgeting can be found on the PB Scotland website www.pbscotland.scot.

6. Timescale The 2016/17 Programme for Government commitment does not set a timescale. The expectation from the Scottish Government is that the target of having at least 1% of local authority budgets subject to Community Choices budgeting should be reached by the end of this session of the Scottish Parliament, that is the end of the financial year 2020/21. While it is recognised that many councils are already engaged in Community Choices budgeting, the planning and design of how councils will meet the target should be started at the earliest opportunity.

7. Reporting For appropriate monitoring local authorities will complete a high-level pro-forma and return it to COSLA on an annual basis. COSLA will collate the information and report a global figure for local government to the Scottish Government on an annual basis.

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Report 19

Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Director, Health and Social Care Executive Director (Education Resources)

Subject: South Lanarkshire's Children's Services Plan

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  provide an update in relation to progress made to develop a new Children’s Services Plan for South Lanarkshire, to ensure compliance with the duty set out within the Children and Young People (Scotland) Act 2014 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted. [1recs] 3. Background 3.1. Partners have been working to comply with the new legislation outlined in Part three of the Children and Young People (Scotland) Act 2014, which places a duty on the Council and Health Board to put in place a Children’s Services Plan for South Lanarkshire by April 2017, that follows the legal framework set out in the Act.

3.2. Guidance provided for authorities on the Act asks us to set out clear strategic aims of the Plan that incorporates five sub-aims within the legislation:  safeguards, supports and promotes wellbeing of children  ensures action is taken at the earliest appropriate time  that action is integrated from the viewpoint of service users  services constitute the best use of available resources  related services are provided with the intention of safeguarding, supporting and promoting wellbeing

3.3. The Act also places a duty on partners to work to integrate service provision with an aim of facilitating better outcomes and preventing negative outcomes from arising and to improve efficiency by avoiding duplication.

3.4. The Children’s Services Plan, requires us to tell the story of where we have come from (improvements already achieved), where we are now and where we want to get to by describing how the wellbeing of children and young people will be improved.

3.5. Within South Lanarkshire, there is existing good practice of having a published Children’s Services Plan with strong governance and reporting arrangements, including a published Annual Report. 267

4. Progress 4.1. The process of scoping out the new plan has been helped by the strong partnership ethos already in place including the governance structure, the 2016/2017 Performance Improvement Plan (PIP) with its high level themes and the work of the strategic sub groups (Corporate Parenting, Substance Misuse and Getting it Right for Every Child (GIRFEC) Transformation) which are reflected in the aforementioned PIP.

4.2. The process of writing the Children’s Services Plan has also been helped by the following:  the culture of producing an annual report and the areas for improvement identified in the 2015/2016 Annual Report  an Improvement Action Plan, produced after the joint inspection of Children’s Services in 2014  the work of strategic working groups such as the Mental Health Task and Finish Group  the Corporate Parenting Strategy and supporting Action Plan  the work towards creating a refreshed suite of measures/indicators for moving forward to be supported by the activity of the Realigning Children’s Services (RCS) programme  data already held by partners such as Partnership Action for Continuing Employment (PACE), PLACE/Local Outcome Improvement Plan (LOIP) and the Strategic Needs Assessment created for the Health and Social Care Partnership  the systems and structures already in place that identify need for example Early Years Multi-Agency Support Meetings, Domestic Abuse Screening, Early and Effective Intervention/Youth Offending, Homelessness, Information Sharing etc

4.3. The Partnership Board have been working on Realigning Children’s Services, this is a national programme led by the Scottish Government, to support local improvement in joint strategic commissioning practice. It focuses on improved evidence collection, analysis and a strengthening of partnership working across all agencies involved in Children’s Services. It also supports the Scottish Government’s principles of Public Service Reform and the approach to GIRFEC.

4.4. The process of scoping out the Children’s Services Plan has been informed by the wealth of data available in South Lanarkshire and also by ensuring input from a wide range of stakeholders. This includes:-  a ‘mini’ Joint Strategic Needs Assessment (JSNA) carried out in 2015  the work of the Continuous Improvement Group in gathering single agency data. (A three year trend analysis on the agreed data set has provided a good raft of indicators for consideration)  data that can be accessed via South Lanarkshire Council’s Central Research Unit (CRU) with support from CRU colleagues  additional data that can be made available by partners and through consultation with stakeholders  some initial findings from the RCS programme

4.5. In addition, the RCS programme is beginning to provide valuable analysis that will inform years two and three of the Plan. Reports on the extensive consultation carried out last year as part of the programme have only just been received and the main findings will be considered by the partners over the coming months.

4.6. In developing the Plan we also considered other key drivers for example experience from the Joint Inspection and resultant improvement actions, the Child Protection Business Plan, Corporate Parenting Strategy and supporting Action Plan, Community 268 Learning and Development Plan, Early Learning and Childcare Planning, A Fairer Healthier Scotland, Mental Health Strategy for Scotland 2016 and the Health and Social Care Strategic Plan.

4.7. A wide range of stakeholders were engaged through a series of consultations which took place in March of this year and focused on the creation of an updated vision, proposed high level themes and identified outcomes and measures. Over 230 people, representing all of Children’s Services planning partners, participated in either a Senior Managers’ Seminar or one of two locally delivered events. This activity directly informed decisions made around the content of the Plan.

4.8. The Plan has a refreshed vision that reflects where we are as a partnership, and what we aspire to achieve for children, young people and families across South Lanarkshire: ‘Children, young people and families will be safeguarded and supported to reach their full potential and thrive within their communities.’

4.9. This vision is underpinned by a commitment to:-  tackle inequality, discrimination and poverty  promote early support and prevention  focus on those areas where working together will make the biggest impact on children, young people and families  ensure a multi-agency approach to continuous improvement  implement a Workforce Development Strategy that builds the competence and confidence of our staff  ensure meaningful participation and engagement of children, young people and families  workforce development

4.10. The priorities set out within the Children’s Services Plan centre on three key themes, each with a high-level outcome. These are:-  Prevention and Early Support: Children have the best start in life and are supported to realise their potential  Health and Wellbeing: The health and wellbeing of children and young people is improved  Supporting Vulnerable Groups and Keeping Children Safe: The life chances of our children with additional support needs and our most vulnerable children and young people are improved

4.11. A number of prioritised areas for action sit under each of the three themes. These areas for action have been identified as a result of interrogating the available data and where we have identified the need for improvement. The areas for action are set out in the following grid:-

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Children have the best start The health and wellbeing of The life chances of our in life and are supported to children, young people and most vulnerable children realise their potential. families is improved. and young people are improved.

Children’s exposure to Emotional and behavioural Employability of care second hand smoke in concerns in early years is experienced young people pregnancy and early reduced is improved childhood is reduced

The number of children More children and young Attainment for care living in low income people are a healthy weight experienced children and households is reduced young people is improved

Reduce the impact of parental substance misuse on children and young people

Speech, language and Health and wellbeing of Attendance at school for communication in early care experienced children care experienced children years is improved and young people is and young people is improved improved

School attendance of Emotional wellbeing of The rate of repeat referrals children and young people children and young people to the Scottish Children’s in the most deprived is improved Reporter Administration communities is improved (SCRA) is reduced

Attainment of children and Substance misuse by Support to children and young people in the most young people is reduced families affected by deprived communities is homelessness is improved improved

Employability of young Teenage pregnancies in Support to children and people within the most under 16’s is reduced families affected by deprived communities is domestic abuse is improved improved

Support to children and young people affected by parental substance misuse is improved

Support to young carers is improved

Support to children and young people with additional support needs is improved

270 4.12. The content of the CSP, along with the analysis of available data and the consultation activity carried out with the stakeholders, has been shared with partners developing the Local Outcome Improvement Plan.

5. Next Steps 5.1. We will seek to use the information provided by the RCS programme which can be aligned with this planning activity and, after thorough scrutiny by the Partnership, we expect this to inform years two and three of the Plan.

5.2. There is also a need to consider local commissioning processes based on robust information about needs, costs and quality and engagement of service users. The RCS programme is well placed to provide the key drivers for this demand.

5.3. The Children’s Services Senior Managers’ Event held on 6 October 2017, provided information on the process and content of the plan and began exploring potential areas for change informed by the RCS programme.

5.4. There is an expectation that the Partnership will begin to work to shift spend from higher tariff (and therefore more expensive) provision to earlier (less expensive) activity for example reductions in externally accommodated children/young people/reduction in number of places in children’s houses. In addition, a range of other initiatives such as the Family Nurse Partnership, Breaking the Cycle, Pupil Equity Funding, etc. have allowed us to evidence where models of prevention and early intervention can, and do, have a financial benefit as well as a positive wellbeing impact.

5.5. It is intended that a summary version of the Plan that is accessible to children, young people and the wider community will be produced.

5.6. The draft CSP will be presented to the Executive Committee for approval. Copies have been made available in the Members’ Areas.

6. Employee Implications 6.1. There are no employee implications associated with this report.

7. Financial Implications 7.1. There are no financial implications associated with this report.

8. Other Implications 8.1. There are no risk or sustainability issues associated with this report.

9. Equality Impact Assessment and Consultation Arrangements 9.1. There are no Equality Impact Assessment or consultation arrangement implications associated with this report.

Tony McDaid Executive Director (Education Resources)

Val de Souza Director, Health and Social Care

24 October 2017

271 Link(s) to Council Values/Objectives  Raise educational achievement and attainment  Protect vulnerable children, young people and adults

Previous References  None

List of Background Papers  Council Plan

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ann Donaldson, Head of Education (Inclusion) Ext: 4452 (Phone: 01698 454452) Email: [email protected]

272 Agenda Item

Report 20 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Chief Executive

Subject: Local Government By-Election Electoral Ward 12 – Rutherglen Central and North

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise on the outcome of the by-election held in Electoral Ward 12 (Rutherglen Central and North) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that following the by-election held on Thursday 23 November 2017, it be noted that Martin Lennon has been elected to represent Electoral Ward 12 (Rutherglen Central and North) on South Lanarkshire Council; [1recs] 3. Background 3.1. The Local Government (Scotland) Act 2004 introduced proportional representation in the form of the Single Transferable Vote (STV) to local government elections.

3.2. Following the resignation of Councillor Gerard Killen, arrangements were made to hold a by-election on Thursday 23 November 2017 to fill the resulting vacancy in Electoral Ward 12 (Rutherglen Central and North), a multi-member ward comprising 3 members.

4. Result of By-Election 4.1. Specific information in relation to the by-election in Ward 12 (Rutherglen Central and North) is as follows:-

Electorate – 12,110 Percentage Poll – 25.5% Total Valid Votes Cast – 3,047 Quota (number of votes required to be elected) – 1,524 Ballot Papers Rejected – 47

4.2. The number of first preference votes polled for each candidate was as follows:-

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Candidate Party No of first Elected preference votes (Stage No) Ellen Bryson Scottish Liberal Democrats 554 - Brian Finlay Scottish Green Party 88 - David Innes Scottish National Party 836 - Martin Lennon Labour and Co-operative 1,173 5 Party Janice MacKay UKIP 28 - Taylor Muir Scottish Conservative and 368 - Unionist

4.3. Martin Lennon has, therefore, been elected to represent Electoral Ward 12 (Rutherglen Central and North) on South Lanarkshire Council.

5. Employee Implications 5.1. None.

6. Financial Implications 6.1. None.

7. Other Implications 7.1. There are no implications in terms of risk or sustainability.

8. Equality Impact Assessment and Consultation Arrangements 8.1. No equality impact assessment or consultation was required in relation to this matter.

Lindsay Freeland Chief Executive

24 November 2017

Link(s) to Council Objectives/Values ♦ Accountable, effective and efficient

Previous References ♦ Executive Committee of 27 September 2017

List of Background Papers  Results for Electoral Ward 12 (Rutherglen Central and North) held by the Returning Officer

274 Agenda Item

Report 21 Report to: Executive Committee Date of Meeting: 6 December 2017 Report by: Chief Executive

Subject: 2018 Review of UK Parliament Constituencies – Publication of Revised Proposals

1. Purpose of Report 1.1 The purpose of the report is to:- [purpose]  provide an update on the Boundary Commission for Scotland’s 2018 Review of UK Parliament Constituencies and the Publication of Proposals. [1purpose] 2. Recommendation(s) 2.1 The Committee is asked to approve the following recommendations:-

(1) that the Boundary Commission for Scotland’s Proposals for the UK Parliament Constituencies, published on Tuesday 17 October 2017, be noted; (2) that the display of the final proposals at Rutherglen, East Kilbride, Lanark and Hamilton Libraries and also at the main entrance to the Council Offices, Almada Street, Hamilton ML3 0AA and detailed on the Council’s website be noted; (3) that the statutory consultation period of 8 weeks lasting until Monday 11 December 2017 be noted; and (4) that any comments on the Final Proposals be made on the Boundary Commission’s consultation portal at www.bcs2018.org.uk or by email to [email protected] or by letter to the Boundary Commission for Scotland, Thistle House, 91 Haymarket Terrace, Edinburgh EH12 5HD. [1recs] 3. Background 3.1 The Boundary Commission for Scotland is responsible for reviewing Constituencies in Scotland for the UK Parliament.

3.2 Full reviews of UK Parliament Constituencies are carried out every 5 years.

3.3 The Boundary Commission for Scotland consulted and arranged Public Hearings to explain their proposals and give an opportunity to those who wish to make comments on those proposals. The venues and times of the Public Hearings were published on the Boundary Commission’s website.

3.4 The Boundary Commission for Scotland published its Initial Proposals for a new map of UK Parliamentary Constituencies in Scotland on Thursday 20 October 2016. This date marked the start of a 12 week consultation period which ran until Wednesday 11 January 2017.

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3.5 The UK Parliament has decided to reduce the number of constituencies from 650 to 600. In Scotland this means that 59 Constituencies will be reduced to 53. Two of these 53 (Na h-Eileanan an lar (Western Isles) and Orkney and Shetland) are defined in the legislation and will not be subject to change.

3.6 The remaining 51 Constituencies must:-  not exceed the maximum permitted area of 13,000 square kilometres; and  be within 5% of the UK electoral quota of 74,769.2 (ie to have between 71,031 and 78,507 electors), except where a Constituency is larger than 12,000 square kilometres when it may have fewer than 71,031 electors.

3.7 Of the 51 Constituencies, 8 Constituencies are wholly within Dumfries and Galloway, North Lanarkshire and South Lanarkshire Council areas.

3.8 The initial proposed Constituencies which are within the South Lanarkshire Council area were as follows:-

 Clydesdale and Eskdale  East Kilbride, Strathaven and Lesmahagow  Hamilton and Motherwell  Rutherglen and Hamilton West

4. Current Position 4.1 The Boundary Commission has revised its original proposals and a further eight week consultation commenced on Tuesday 17 October 2017.

4.2 Elected Members were advised of this review by email on Tuesday 17 October 2017.

4.3 For two of the four constituencies covering South Lanarkshire there is no change from the Commission’s original proposals other than a change of name: ‘Rutherglen and Hamilton West’ becomes ‘Lanarkshire West’ and ‘East Kilbride, Strathaven and Lesmahagow’ becomes ‘Lanarkshire South West’. The proposed boundaries and electorates for these constituencies are exactly the same as they were in the initial proposals. Both of these constituencies are entirely contained within the South Lanarkshire boundary.

4.3 For the remaining two constituencies a change of name is also proposed: ‘Hamilton and Motherwell’ becomes ‘Mid Lanarkshire’ and ‘Clydesdale and Eskdale’ becomes ‘Dumfriesshire and Lanarkshire South East’. Both of these constituencies also have proposed amendment to their initial boundaries and, therefore, electorates. None of the boundary changes proposed affect the parts of these constituencies which lie within South Lanarkshire.

4.4 For the proposed Mid Lanarkshire constituency the electorate is reduced from the initial proposal’s 78,281 to 76,158 as a consequence of the removal of part of the Wishaw Ward in North Lanarkshire.

4.5 For the proposed Dumfriesshire and Lanarkshire South East constituency the electorate increases from the commission’s original proposal of 75,090 to 78,301. This change is a net consequence of the additional inclusion of the Annandale South Ward and the exclusion of part of the Mid and Upper Nithsdale Ward, which was entirely within this constituency under the initial proposals, and a greater part of the Lochar Ward than was initially proposed.

276 4.6 Of the estimated electorate of 78,301 for the Dumfriesshire and Lanarkshire South East constituency, 39,880 electors are resident within South Lanarkshire and 38,421 within Dumfries and Galloway, suggesting that the South Lanarkshire Returning Officer may become responsible for the conduct of the election for this constituency.

4.7 The Boundary Commission will submit their report to the Secretary of State in September 2018. The expectation would be that any new constituencies would apply at the next General Election (currently scheduled for 2022).

5. Employee Implications 5.1 None.

6. Financial Implications 6.1 None.

7. Other Implications 7.1 There are no implications in relation to risk or sustainability.

8. Equality Impact Assessment and Consultation Arrangements 8.1 This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required.

8.2 As part of the review, consultation will be undertaken with a wide range of stakeholders.

Lindsay Freeland Chief Executive/Returning Officer

13 November 2017

Link(s) to Council Objectives/Values  People Focused  Fair and Open  Working with and Respecting Others  Accountable, Effective and Efficient  Governance and accountability

Previous References  Executive Committee, 21 October 2016

List of Background Papers  Fifth Periodical Report of the Boundary Commission for Scotland  Letter of 19 October 2016 from the Boundary Commission for Scotland

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Aileen Knudsen, Depute Returning Officer Ext: 4872 (Tel: 01698 454872) E-mail: [email protected]

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