Executive Committee

Council Offices, Almada Street Hamilton, ML3 0AA

Tuesday, 10 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, 31 January 2018 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, John Bradley, Walter Brogan, Robert Brown, 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 Jackie Burns, Stephanie Callaghan, Andy Carmichael, Ian Harrow, Graeme Horne, Martin Grant 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 - 18 Minutes of the meeting of the Executive Committee held on 6 December 2017 submitted for approval as a correct record. (Copy attached)

Monitoring Item(s)

3 Capital Budget Monitoring for Period 10 - 1 April to 8 December 2017 19 - 26 Report dated 27 December 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

4 Revenue Budget Monitoring for Period 10 - 1 April 2017 to 8 December 27 - 46 2017 and 2017-2018 Probable Outturn Report dated 18 December 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

5 Trading Services Financial Performance for Period 10 - 1 April to 8 47 - 50 December 2017 Report dated 18 December 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

6 Additional Funding from the Scottish Government and Other External 51 - 54 Sources Report dated 8 January 2018 by the Executive Director (Finance and Corporate Resources). (Copy attached)

Item(s) for Decision

7 Overall Position of Revenue Budget 2018/2019 and Savings Proposals 55 - 144 Report dated 24 January 2018 by the Executive Director (Finance and Corporate Resources). (Copy attached)

8 South Lanarkshire Integration Scheme Amendment 145 - 186

9 Foundation Apprenticeships 187 - 192 Joint report dated 14 December 2017 by the Executive Directors (Education Resources) and (Finance and Corporate Resources). (Copy attached)

10 Police Scotland – Local Policing Plan 2017 to 2020 193 - 212 Report dated 9 January 2018 by the Executive Director (Housing and Technical Resources). (Copy attached)

11 Representation on the Education Resources Committee - Update 213 - 216

12 Consultation on the Provisions of the Education (Scotland) Bill 217 - 238

13 Recommendations Referred by Resource Committees 239 - 242 Report dated 17 January 2018 by the Chief Executive (Finance and Corporate Resources). (Copy attached)

Item(s) for Noting

2 14 Amendments to Committee, Forum and Outside Body Memberships - SNP 243 - 246 Group Report dated 21 December 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

15 Amendments to Committee and Forum Memberships - Labour Group 247 - 250 Report dated 7 December 2017 by the Executive Director (Finance and Corporate Resources). (Copy attached)

Urgent Business

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

Exclusion of Press and Public

17 Exclusion of Press and Public It is recommended that the Committee makes the following resolution:-

"That, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it is likely that there will be disclosure of exempt information in terms of Paragraphs 6, 9 and 12 of Part I of Schedule 7A of the Act."

Item(s) for Noting

18 Relocation of UWS to Eco Campus

 Exempt information in terms of Paragraph 6 of Part I of Schedule 7A of the Act  Exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act  Exempt information in terms of Paragraph 12 of Part I of Schedule 7A of the Act

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

4 Agenda Item

EXECUTIVE COMMITTEE 2

Minutes of meeting held in Committee Room 1, Council Offices, Almada Street, Hamilton on 6 December 2017

Chair: Councillor John Ross (ex officio)

Councillors Present: Alex Allison, 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, Joe Lowe, Colin McGavigan, Mark McGeever, Jim McGuigan, Davie McLachlan, Gladys Miller, Richard Nelson, David Shearer, Collette Stevenson (substitute for Councillor Anderson), Josh Wilson

Councillors’ Apologies: John Anderson, Stephanie Callaghan

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 L Purdie, Head of Children and Justice Services Housing and Tehnical Resources A Finnan, Head of Housing Services

1 Declaration of Interests No interests were declared.

2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 8 November 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 8 - 1 April to 13 October 2017 A report dated 1 November 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the physical and financial progress at 13 October 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 £78.047 million and the Housing Programme £40.581 million. At 13 October 2017, £29.346 million had been spent on the General Fund Capital Programme and £16.208 million on the Housing Capital Programme.

The General Fund Programme had been increased from £77.958 million to £78.047 million to take account of proposed adjustments listed in Appendix 2 to the report.

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 adjustments to the General Fund Capital Programme, as detailed in Appendix 2 to the report, be approved.

[Reference: Minutes of 8 November 2017 (Paragraph 3)]

4 Revenue Budget Monitoring for Period 8 - 1 April to 13 October 2017 A report dated 23 October 2017 by the Executive Director (Finance and Corporate Resources) was submitted comparing actual expenditure against budgeted expenditure for the period ending 13 October 2017.

The figures included an overspend of £0.779 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 detailed in the report.

The Committee decided:

(1) that the overspend on the General Fund Revenue Account of £0.779 million at 13 October 2017 and the position relating to budget pressures in Social Work Resources be noted; and

(2) that the breakeven position on the Housing Revenue Account at 13 October 2017 and the forecast outturn to 31 March 2018 of a breakeven position be noted.

[Reference: Minutes of 8 November 2017 (Paragraph 4)]

5 Trading Services’ Financial Performance for Period 8 - 1 April to 13 October 2017 A report dated 23 October 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 15 September 2017, the target for Trading Services’ surpluses was 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 the living wage. In the period to 13 October 2017, this figure had been further revised to £10.043 million to reflect transfers across Trading Operations in relation to the reallocation of:-

 savings  living wage increases  monies for Rates increases  budget from Facilities Trading Operation to Community and Enterprise Resources

At 13 October 2017, surpluses of £5.524 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 13 October 2017 of £5.524 million be noted.

[Reference: Minutes of 8 November 2017 (Paragraph 5)]

6 Additional Funding from the Scottish Government and Other External Sources A report dated 2 November 2017 by the Executive Director (Finance and Corporate Resources) was submitted on additional revenue funding, totalling £2.019 million, made available to Education Resources from the Scottish Government as part of the Attainment Scotland Fund Schools’ Programme 2017/2018.

The Committee decided that the report be noted.

[Reference: Minutes of 8 November 2017 (Paragraph 6)]

7 Employee Workforce Monitoring Information - April to September 2017 - Summary A report dated 14 November 2017 by the Executive Director (Finance and Corporate Resources) was submitted on workforce monitoring information relating to the Council for the period April to September 2017 as follows:-

 attendance statistics  occupational health statistics  accident/incident statistics  disciplinary hearings, grievances, Dignity at Work and mediation cases  employee development  labour turnover/analysis of leavers and exit interviews  recruitment monitoring  staffing watch as at 9 September 2017

The Committee decided: that the report be noted.

[Reference: Minutes of 28 June 2017 (Paragraph 8)]

8 Revenue Budget 2018/2019 - Savings Proposals A report dated 21 November 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the overall revenue budget position for the Council for 2018/2019 and a prioritised package of savings proposals.

At its meeting on 28 June 2017, the Committee had approved the Council’s Revenue Budget Strategy for 2018/2019. Based on a number of assumptions, a requirement for savings totalling £42.129 million had been identified for 2018/2019.

A number of corporate solutions had been identified to minimise the level of savings required in 2018/2019, resulting in an efficiency savings requirement at 28 June 2017 of £27.329 million.

Since the meeting held on 28 June 2017, further information had been received on a number of key budget areas resulting in a revised savings target of £31.529 million. Further corporate funding solutions, which had also been identified, were detailed in the report and included:-

 use of 2016/2017 underspend £2.000 million  Council Tax Collected from New Properties £2.500 million  Council Tax Income Over-Recovery 2017/2018 £1.500 million  Utilities Underspend 2017/2018 £1.000 million  Council Tax Reduction Scheme £1.000 million

A package of savings totalling £23.529 million had been developed and was detailed in the appendices to the report. The savings had been broken down into the following categories:-

 savings previously approved £0.234 million  efficiency and outturn £11.065 million  charging £1.386 million  service impact £10.844 million

The savings previously approved were those where the Council had taken a decision to implement the strategy/principle within the proposed savings.

Within the Social Work savings proposals, there were a number of savings relating to services delegated to the South Lanarkshire Integration Joint Board (IJB). As those savings related to Social Work Resources, they would form part of the Council’s overall savings package for approval. If the reduction in the allocation to the Integration Joint Board was approved by the Council, then the specific savings relating to the delegated services delivered by the IJB would be presented to the IJB for their approval.

In terms of the savings requirement beyond 2018/2019, those would continue to present a considerable challenge and would require further consideration of areas of service delivery.

Contained in the 2018/2019 savings proposals was a number of savings and corporate solutions which were of a temporary nature. Those savings, which were detailed in the report, would require to be reinstated from 2019/2020 onwards.

The Council would not receive confirmation of its final grant figures until later in December 2017 and an updated position would be provided to the Committee when confirmation of the figures from the Scottish Government had been received.

The Committee decided: that consideration of the Revenue Budget and savings proposals for 2018/2019 be continued to the next meeting of this Committee.

[Reference: Minutes of 28 June 2017 (Paragraph 9)]

9 Structured Deferred Sentence and Youth Court Pilot for 16 to 21 Year Olds A joint report dated 27 October 2017 by the Director, Health and Social Care and the Executive Director (Finance and Corporate Resources) was submitted on:-

 a successful funding bid by the Council to introduce a Structured Deferred Sentence Pilot for 16 to 21 year olds  the requirement to increase the staffing establishment on a temporary basis in order to deliver this service

The Council and nominated partners had been awarded Scottish Government funding totalling £219,999 for a period of 18 months to pilot a tailored model of structured deferred sentence to improve employability outcomes for young people involved in offending behaviour. The funding had been allocated on the basis of £111,732 in 2017/2018 and £108,267 in 2018/2019. The funding would be used 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.

Details were provided on:-

 the breakdown of the model and structured support provided  improved access to industry through the third sector  evaluation arrangements  target group for project deliverables  the key aims of the pilot

In order to deliver the pilot, it was proposed that additional staff be appointed on a temporary 18 months basis as follows:-

 2 Social Workers at Grade 3, Level 2-4, SCP 55-74 (£26,643 to £35,311)  0.5 Social Work Assistant at Grade 2, Level 1-4, SCP 32-57 (£18,978 to £27,446)

The costs of this temporary staffing would be met from the grant award over the 2 financial years 2017/2018 and 2018/2019.

The Committee decided:

(1) that the successful bid by the Council and its partners to pilot a model of structured deferred sentence be noted; and

(2) that the proposed addition of 2.5 posts to the staffing establishment over an 18 month period to deliver the pilot, as detailed in the report, be approved.

10 Pan-Lanarkshire Justice Services Review and Service Redesign A report dated 25 October 2017 by the Director, Health and Social Care was submitted on work undertaken to review Pan Lanarkshire Justice Services comprising the:-

 Drug Treatment and Testing Order Service (hosted by South Lanarkshire Council)  Throughcare Service (hosted by North Lanarkshire Council)  Court Service (hosted by South Lanarkshire council)

Details of the reviewing process undertaken for each of the 3 Services were provided in the report and the Terms of Reference for each review was provided in an appendix to the report.

The outcomes from the 3 reviews were detailed in the report and included proposals to redesign service delivery as follows:-

 continue to deliver the Court Service as a shared service hosted by South Lanarkshire Council  deliver the Drug Treatment and Testing Order Service separately, resulting in a reduction of 6 FTE posts within South Lanarkshire  deliver separate Throughcare Services resulting in the requirement to increase the South Lanarkshire Council staffing establishment by 11.5 FTE as follows:-  1 post of Team Leader at Grade 3, Level 8, SCP 75-80 (£35,841 to £38,614)  4 posts of Social Worker at Grade 3, Level 2-4, SCP 55-74 (£26,643 to £35,311)  4 posts of Social Work Assistant at Grade 2, Level 1-4, SCP 32-57 (£18,978 to £27,446)  0.5 post of Administration Assistant at Grade 2, Level 1, SCP 32-35 (£18,979 to £19,910)  2 posts of Clerical Assistant at Grade 1, Level 1-4, SCP 20-31 (£15,950 to £18,760)

The costs associated with increasing the current staffing establishment would be met from the current Section 27 grant for Justice Services, subject to agreement with North Lanarkshire Council on the required split of the Throughcare Service funding.

The Committee decided:

(1) that the proposal to continue the current model of service delivery in relation to the Court Service be noted;

(2) that the proposed Drug Treatment and Testing Order Service redesign, including the deletion of 6 FTE posts, as detailed in the report, be approved;

(3) that the proposed Throughcare Service redesign including the addition of 11.5 FTE posts to the staffing establishment, as detailed in the report, be approved; and

(4) that the Executive Director (Finance and Corporate Resources) and Director, 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 were in the best interests of the Council.

11 Development of Specialist Social Work Support Facility A report dated 16 November 2017 by the Director, Health and Social Care was submitted on the proposed use of Arran House, East Kilbride as an adult services’ specialist resource within South Lanarkshire to accommodate service users with complex needs.

Work had been undertaken by the South Lanarkshire Health and Social Care Partnership to identify options for an appropriate facility to provide care for service users within the South Lanarkshire area. Arran House, East Kilbride, which had previously come under the auspices of Children’s Services and was currently vacant, had been identified as a facility which could accommodate service users with highly complex needs.

The proposals would include the conversion of the facility to adapt the ground floor to accommodate an initial placement by 31 March 2018, with further proposals to look at converting the upstairs area of the building to accommodate a further 2/3 service users.

The costs associated with the conversion of the ground floor area had been estimated at £0.200 million and could be met from the Council’s existing capital budget. The ongoing running costs of the facility would be met from the Health and Social Care Partnership through the Council’s allocation.

The Committee decided: that the use of Arran House, East Kilbride as an adult services’ specialist resource to accommodate service users with complex needs be approved.

12 Annual Performance Report 2016/2017 A report dated 13 November 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the Council’s Annual Performance Report (APR) which was based on performance information relating to 2016/2017.

The report had been developed and refined to take into account influences from a range of internal and external sources.

An electronic version of the APR would be uploaded onto the Council’s website to allow customers and residents to browse the information electronically. A SNAP survey would continue to be embedded within the document as well as the traditional feedback form to encourage those accessing the information to provide their views.

To complement the APR, a suite of public performance reports would be prepared for the Council’s website which focused on key areas of Council business.

The Accounts Commission 2015 Direction had set a more streamlined and flexible set of performance information for 2016/2017 and for each financial year ending March 2019. The format of the Council’s APR would be reviewed for 2017/2018 with a view to producing a short, more accessible document which communicated key messages through a range of case studies, infographics and images.

The Committee decided:

(1) that the Council’s Annual Performance Report 2016/2017 be approved;

(2) that the Council’s Annual Performance Report 2016/2017 be uploaded onto the Council’s website in December 2017, ahead of the statutory deadline of 31 March 2018; and

(3) that the Annual Performance Report be submitted to the Performance and Review Scrutiny Forum for noting.

[Reference: Minutes of 5 October 2017 (Paragraph 7)]

13 Information Security Policy A report dated 16 November 2017 by the Executive Director (Finance and Corporate Resources) was submitted on revisions made to the Council’s Information Security Policy by the Information Governance Board.

The current Policy had been revised to take account of the General Data Protection Regulations in relation to governance arrangements with regard to the management of personal data and/or sensitive personal data/special category data.

The key revisions to the Policy were summarised in the report and the updated Policy was attached as an appendix.

Separate Information Security Incidents’ Notification Procedures had also been developed and and were available.

A communications strategy, including Personnel Circulars and Management Briefings, would be implemented to ensure staff were fully aware of the revised Policy.

The Committee decided: that the revised Information Security Policy be approved.

[Reference: Minutes of 8 October 2014 (Paragraph 9)]

14 Confidential Waste Policy A report dated 16 November 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the development of a Confidential Waste Policy within the Council.

The Confidential Waste Policy, which was attached as an appendix to the report, had been developed to provide a framework to support the process of confidential waste across the Council and covered the destruction of all formats of confidential information, including paper and electronic, with specific reference to:-

 retention and scheduling processes  confidential waste consoles  bulk confidential waste procedures  electronic information disposal  disposal of formats of information other than paper or electronic  information security

The Policy would be uploaded to the intranet and communicated to employees through a Personnel Circular, a Management Bulletin and as part of team briefings.

The Committee decided: that the Confidential Waste Policy, as detailed in the appendix to the report, be approved.

15 Youth Employability Service A joint report dated 10 November 2017 by the Executive Directors (Education Resources) and (Finance and Corporate Resources) was submitted on:-

 2 significant changes to European Social Fund (ESF) criteria, which would result in an amendment to the groups of young people who could be offered support  the proposed changes to the allocation of staff in response to those changes  the positive impact the changes in criteria would have in South Lanarkshire in terms of expanding the programme

The changes in the ESF criteria, which would come into effect from January 2018, were detailed in the report.

Applying the terms of the new criteria would enable the Council to attract a grant of £449,960 which, when added to funding identified by the Council and the Scottish Government totalling £674,940, resulted in a potential budget of £1,124,900 which could be targeted at an additional 120 young people.

There were currently 9 permanent staff and 8 temporary staff working on the Programme and it was proposed that the establishment be increased by 5 posts on a temporary basis until December 2018 as follows:-

 1 post of Team Leader at Grade 3, Level 2, SCP 55-65 (£26,643 to £30,913)  4 posts of Vocational Development Assistant at Grade 2, Level 4, SCP 50-57 (£24,782 to £27,446)

The costs of the temporary posts would be met from the ESF programme.

The Committee decided:

(1) that the proposed additions to the staffing establishment of the Youth Employability Service, as detailed in the report, be approved; and

(2) that the intention to manage the additional temporary resourcing requirements through the availability of the additional European Social Funding be noted.

16 Sustainable Development and Climate Change Strategy 2017 to 2022 A report dated 10 November 2017 by the Executive Director (Community and Enterprise Resources) was submitted on the draft Sustainable Development and Climate Change Strategy 2017 to 2022 which had been updated to take account of a wide-ranging consultation process.

The feedback from the consultation had been evaluated and the following amendments, which it was considered improved the draft Strategy, had been incorporated:-

 additional achievements in all themes  background policy to include Scotland’s climate change adaptation programme  additional monitoring indicators and further information reporting  the inclusion of details of sustainable development and climate change governance arrangements

The updated Strategy was attached as an appendix to the report and, as part of the implementation process, a graphic version would be developed and published.

The Committee decided: that the Council’s Sustainable Development and Climate Change Strategy 2017 to 2022 be approved.

[Reference: Minutes of 27 September 2017 (Paragraph 11)]

17 South Lanarkshire Lesiure and Culture Business Plan 2018/2019 A report dated 13 November 2017 by the Executive Director (Community and Enterprise Resources) was submitted on the South Lanarkshire Leisure and Culture Limited (SLLC) Business Plan 2018/2019.

The SLLC Business Plan 2018/2019 took cognisance of the new Council Plan “Connect” 2017 to 2022 whilst retaining the vision of “providing opportunities to enrich people’s lives” throughout the document. Priorities for 2018/2019 included improving and increasing partnerships, service integration and maximising income while controlling expenditure.

The Business Plan identified an estimated funding requirement of £17.100 million for the financial year 2018/2019. Provision for this sum would be made available in Community and Enterprise Resources’ revenue budget 2018/2019.

The Committee decided: that the South Lanarkshire Leisure and Culture Limited Business Plan for 2018/2019 be approved.

[Reference: Minute of 8 February 2017 (Paragraph 10)]

18 Community Choices Budgeting Framework A report dated 9 November 2017 by the Executive Director (Finance and Corporate Resources) was submitted on the Community Choices Budgeting Framework that had been developed by COSLA and the Scottish Government.

Community Choices Budgeting was intended to enable community participation in local decision- making.

The Framework, which was attached as an appendix to the report, set out how to calculate the financial 1% target for Community Choices and the timescales for delivery. The Framework also covered the costs of running Community Choices budgeting and reporting requirements.

The report summarised the following key aspects of the Framework:-

 calculation of Community Choices target and timescales  the reporting arrangements  further support and activity on Community Choices  current South Lanarkshire Community Choices activity

Further reports would be brought back to this Committee to provide updates and make recommendations on how Community Choices obligations could be met within South Lanarkshire.

The Committee decided:

(1) that the Community Choices Budgeting Framework, as agreed by COSLA Leaders and as summarised in the report, be noted; and

(2) that the further support and planned activity on Community Choices, as detailed in the report, be noted.

19 South Lanarkshire's Children's Services Plan A joint report dated 24 October 2017 by the Executive Director (Education Resources) and the Director, Health and Social Care was submitted on the development of the new Children’s Plan for South Lanarkshire to ensure compliance with the Council’s duties set out in the Children and Young People’s Act 2014.

The progress achieved in developing the Children’s Plan was detailed in the report and highlighted that the Plan centred on the following 3 key themes, each with a high level outcome:-

 Prevention and Early Support – Children to have the best start in life and be supported to realise their potential  Health and Wellbeing – The health and wellbeing of children and young people to be 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 to be improved

A number of prioritised actions sat under the 3 key themes and those were detailed in the report.

The intention was to develop a summary version of the Plan that was accessible to children, young people and the wider community.

The Committee decided: that the report be noted.

20 By-Election Result - Ward 12 - Rutherglen Central and North A report dated 24 November 2017 by the Chief Executive was submitted on the outcome of the by-election held in Electoral Ward 12 (Rutherglen Central and North) on 23 November 2017.

Following the by-election held on 23 November 2017, Martin Lennon had been elected to serve as Councillor for Electoral Ward 12 (Rutherglen Central and North). The number of first preference votes polled for each candidate was as follows:-

Ward 12 (Rutherglen Central and North) Electorate 12,110 (Percentage Poll – 25.5%) Quota (number of votes required to be elected – 1,525)

Candidate Party No of first Elected preferences (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 Party 1173 Yes (5) Janice MacKay UKIP 28 Taylor Muir Scottish Conservative and 368 Unionist Party

Ballot Papers Rejected – 47 Total Valid Votes Cast – 3,047

Martin Lennon was, therefore, elected to represent Electoral Ward 12 (Rutherglen Central and North) on South Lanarkshire Council.

The Committee decided: that the result of the by-election held in Electoral Ward 12 (Rutherglen Central and North) on 23 November 2017 be noted.

[Reference: Minutes of 27 September 2017 (Paragraph 21)]

21 2018 Review of UK Parliament Constituencies - Publication of Revised Proposals A report dated 13 November 2017 by the Chief Executive was submitted on the Boundary Commission for Scotland’s 2018 Review of UK Parliament Constituencies and the publication of final proposals.

The UK Parliament had decided to reduce the number of UK constituencies from 650 to 600, with the result that the number of constituencies in Scotland would reduce from 59 to 53. Two Scottish constituencies, namely Western Isles and Orkney and Shetland, would not be affected by the proposals.

The initial proposed constituencies within the South Lanarkshire area were as follows:-

 Clydesdale and Eskdale  East Kilbride, Strathaven and Lesmahagow  Hamilton and Motherwell  Rutherglen and Hamilton West

The Boundary Commission had revised its original proposals and a further 8 week consultation had commenced on Tuesday 17 October 2017.

For 2 of the 4 constituencies covering South Lanarkshire, there was no change from the Commission’s original proposals other than a change of name, ‘Rutherglen and Hamilton West’ became ‘Lanarkshire West’ and ‘East Kilbride, ‘Strathaven and Lesmahagow’ became ‘Lanarkshire South West’. The proposed boundaries and electorates for those constituencies were exactly the same as they were in the initial proposals.

For the remaining 2 constituencies, a change of name was also proposed. ‘Hamilton and Motherwell’ became ‘Mid Lanarkshire’ and ‘Clydesdale and Eskdale’ became ‘Dumfriesshire and Lanarkshire South East’. Both of those constituencies also had a proposed amendment to their initial boundaries and, therefore, electorates.

For the proposed Mid Lanarkshire constituency, the electorate was reduced from the Commission’s initial proposals of 78,281 to 76,158.

For the proposed Dumfriesshire and Lanarkshire South East constituency, the electorate increased from the Commission’s original proposal of 75,090 to 78,301.

Of the estimated electorate of 78,301 for the Dumfriesshire and Lanarkshire South East constituency, 39,880 electors were 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.

The Boundary Commission would 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).

The final proposals would be displayed in local libraries, at the Council’s headquarters and on the Council’s website.

Details were provided on how any comments could be made on the final proposals before the deadline date of 11 December 2017.

The Committee decided: that the Boundary Commission for Scotland’s latest proposals for the UK Parliament Constituencies, published on 17 October 2017, be noted.

22 Urgent Business There were no items of urgent business.

18 Agenda Item

3 Report

Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Finance and Corporate Resources)

Subject: Capital Budget Monitoring for Period 10 - 1 April to 8 December 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 2017 to 8 December 2017 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations: [r (1) that the Period 10 position (ended 8 December 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 capital 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 8 December 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

19 5. Financial Implications 5.1. General Fund 5.1.1. 2017/2018 Budget The budget agreed at Executive Committee on 6 December 2017 was £78.047 million. A revised budget of £78.291 million is presented in Appendix 1. This takes into account the proposed adjustments listed in Appendix 2.

5.1.2. 2017/18 Outturn In terms of the General Services Capital Programme, work has been ongoing to clarify the predicted spend position for this financial year and current estimates from Housing and Technical Resources suggest an outturn of £68.149 million. This is an underspend of £10.142 million and the main reasons for this relate to the Primary Schools’ Modernisation Programme within Education Resources. This reflects the expected timing of project spend and funding will carry forward into next financial year.

5.1.3. Period 10 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 £78.291 million for 2017/2018.

5.1.4. Budget for the period is £40.400 million and spend to the 8 December 2017 is £38.509 million (49.19%). This represents expenditure of £1.891 million behind profile. This is mainly due to timing of spend on the Council’s Primary Schools’ Modernisation Programme offset by spend occurring earlier than originally predicted on the Council’s Glasgow City Region City Deal projects (Greenhills Road and Cathkin Bypass).

5.1.5. Actual funding received to 8 December 2017 is £62.612 million (79.97%).

5.2. Housing Programme 5.2.1. Appendix 4 summarises the position on the Housing Programme as at 8 December 2017. The revised capital programme for the year is £40.581 million. Programmed funding for the year totals £40.581 million.

5.2.2. 2017/18 Outturn In terms of the Housing Capital Programme, current estimates from Housing and Technical Resources suggest an outturn of £38.080m. This is an underspend of £2.501m and reflects the anticipated timing of spend in relation to the Urban Park Development of the former Blairbeth Golf Course site and the continued work of the Housing Investment Programme. Funding for these projects will also carry forward into next financial year.

5.2.3. Period 10 Position Budget for the period is £22.478 million and spend to 8 December 2017 amounts to £22.687 million (55.91%). This represents a position of £0.209 million ahead of profile.

5.2.4. As at 8 December 2017, £22.687 million of funding had been received.

5.2.5. 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)

27 December 2017

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

Previous References  Executive Committee, 6 December 2017

List of Background Papers Capital Ledger prints to 8 December 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]

21 SOUTH LANARKSHIRE COUNCIL APPENDIX 1 CAPITAL EXPENDITURE 2017/18 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2017 TO 8 DECEMBER 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 (12.705) Proposed Adjustments 0.244

Total Revised Budget including Carry Forward 78.291

Total Previous Approved C/F Previous Original Period Period 10 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 (6.174) 0.244 30.899 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 0.355 0.000 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 (12.705) 0.244 78.291

APPENDIX 2

Proposed Adjustments

Community and Enterprise Resources Chatelherault Country Park Woodland Management Approval is sought to increase the 2017/2018 Capital Programme by £0.118m to £0.118m reflect additional funding received from the Forestry Commission Scotland’s (FCS) Woodland in and Around Town (WIAT) Challenge Fund. This funding will be used for the ongoing estate regeneration within Chatelherault Country Park.

Clyde and Avon Valley Landscape Partnership Approval is sought to increase the 2017/18 Capital programme by £0.126m to £0.126m reflect additional income received from the Heritage Lottery Fund (£0.076m) and Smarter Choices (£0.050m). The funding will be used towards specific projects identified in the Landscape Conservation Action Plan (LCAP).

Minor Adjustments -

Total Adjustments £0.244m

23 SOUTH LANARKSHIRE COUNCIL APPENDIX 3 CAPITAL EXPENDITURE 2017/18 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2017 TO 8 DECEMBER 2017

2017/18 Original 2017/18 2017/18 2017/18 Estimate inc Revised Budget to Actual to C/F Budget 08/12/17 08/12/17 Expenditure £m £m £m £m

General Fund Programme 90.752 78.291 40.400 38.509

2017/18 2017/18 2017/18 Income Budget Revised Actual Budget To 08/12/17 £m £m £m Prudential Borrowing 53.461 33.432 33.432 Heritage Lottery / Sportscotland Grant 0.032 0.302 0.276 Developers Contributions 2.716 2.924 2.435 Partners (Including SPT, Sustrans, Viridor and 0.808 3.162 1.351 Renewable Energy Fund) Scottish Government: - Capital Grant 30.331 30.331 20.222 - Cycling, Walking and Safer Streets 0.433 0.433 0.000 - Vacant and Derelict Land 1.637 1.637 1.367 - 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 1.012 1.012 Capital Receipts 0.000 0.000 0.000 Capital Financed from Current Revenue 0.271 0.271 0.271

TOTAL FUNDING 90.752 78.291 62.612

SOUTH LANARKSHIRE COUNCIL APPENDIX 4 CAPITAL EXPENDITURE 2017/18 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2017 TO 8 DECEMBER 2017

2017/18 2017/18 2017/18 2017/18 Annual Revised Budget to Actual to Budget Budget 08/12/17 08/12/17 £m £m £m £m Expenditure

2017/18 Budget 39.709 40.581 22.478 22.687 incl carry forward from 2016/17

2017/18 2017/18 2017/18 Income Annual Revised Actual to Budget Budget 08/12/17 £m £m £m

Capital Receipts – House Sales 5.872 5.872 6.680 Capital Receipts – Land Sales 0.000 0.000 0.063 Capital Funded from Current Revenue 18.997 19.520 15.944 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 22.687

26 Agenda Item

Report 4 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Finance and Corporate Resources)

Subject: Revenue Budget Monitoring for Period 10: 1 April 2017 to 8 December 2017 and 2017/18 Probable Outturn

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 2017 to 8 December 2017, and a projection for the year. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that the monitoring underspend of £0.563 million on the General Fund Revenue Account at 8 December 2017 as detailed in Appendix 1 of the report, be noted; (2) that the additional General Revenue Grant of £3.864 million (section 4.4), be noted; (3) that the proposed transfers to reserves, totalling £11.018 million, be approved (section 5.20); (4) that the additional Corporate transfers to reserves following the Council’s outturn position, totalling £10.852 million (sections 5.23 to 5.26), be approved; (5) that the final outturn position of £0.500 million, and that this be transferred to the Uncommitted General Fund, be approved (section 5.27); and (6) that the breakeven position on the Housing Revenue Account at 8 December 2017 and the forecast to 31 March 2018 of breakeven (section 7), be noted.

3. Background 3.1. This is an overview report summarising the General Services Monitoring Position regarding actual expenditure and income to 8 December 2017, compared with the budget for the same period (section 4). This is provided on a Resource basis in Appendix 1 to the report.

3.2. In addition, the report will provide a summary of the Council’s General Services 2017/2018 Probable Outturn position (section 5).

3.3. When establishing the probable outturn position for the year, Resources are asked to take all commitments into account. Across all budgets, there are examples of where these commitments may not fully spend in the current year, but which will spend next year. As is normal practice, this may mean that these monies are carried forward

27 through Reserves at the end of the financial year. As such, the report will detail what the position will be after we put the monies into Reserves, with the details of the transfers also included for approval.

3.4. Section 5 of the report looks at the proposed year end position for each of the main areas of the budget (Resources, Centrally Held Budgets, Council Tax and Council Tax Reduction Scheme) and details the position across each area and what transfers have already been advised to members, as well as new ones proposed by Resources as a result of the probable outturn exercise.

3.5. In addition, proposed Corporate Transfers to Reserves are also detailed in section 5, giving the final probable outturn position for the Council, as it is expected at the end of the financial year.

3.6. Through the proposals outlined in section 5 of the report, there will be an impact on the level of Council Reserves. The estimated position on the Council’s Reserves as at 31 March 2018 is summarised in section 6.

3.7. Appendix 9 to the report shows the expenditure and income position for the Housing Revenue Account (HRA) to 8 December 2017 (section 7). An outturn position for the year is also provided.

4. 2017/18 General Services Monitoring – Financial Position as at 8 December 2017 4.1. As at 8 December 2017, Appendix 1 of the report details an underspend of £0.563 million (0.9%) against the phased budget. This position reflects underspends anticipated on a number of Centrally Held Budgets including Council Tax and Council Tax Reduction Scheme, which are partially offset by an overspend on Social Work Resources. The budgets will be discussed further as part of the Council’s Probable Outturn position below (section 5).

4.2. Trading Operations: Included within the underspend position for the General Fund Revenue Account in 4.1 above are the Trading Operations. As at 8 December 2017, the actual surpluses achieved by the Trading Operations total £6.862 million, representing an under recovery of £0.146 million against the phased budget.

4.3. Additional General Revenue Grant: In December 2017, the Local Government Finance Settlement (5/2017), provided an update on the 2017/2018 expenditure figures. This included notification of a number of additional funding allocations.

4.4. These additional funding allocations total £3.864 million and are in respect of Building Warrant Fees (Reduction of £0.057 million), Teachers Pay (£0.391 million), DHP Administration Grant (£0.075 million), Council Tax Reduction Scheme Administration Grant (£0.040 million), Temporary Homelessness (£1.408 million) Sensory Impairment Strategy (£0.019 million), and Council Tax Reduction Scheme 10% holdback (£1.988 million). These changes to the General Revenue Grant have been reflected in the annual budget and outturn position as appropriate and are shown in Appendix 1. All elements of the additional funding were either anticipated or have commitments attached.

4.5. Transfers from Reserves: Since the last report, a number of Transfers from Reserves have been actioned. These are included in the Annual Budgets shown in Appendix 1 and will be detailed in the normal Revenue reports to Committees. These

28 total £1.829 million and relate to monies placed into Reserves in previous years to be spent on specific purposes and relate to multi-year programmes. The monies are therefore being drawn down to meet the current year spend. The drawdown includes monies to match fund employability programmes, City Deal funding, Local Government Elections, Housing Scheme of Assistance and funding from the Renewable Heating Initiative (RHI). These have been added to the budgets of all Resources to meet Resource commitments in 2017/2018.

4.6. Other Funding: Social Work Resources have been notified of an allocation of £0.108m of funding from the Scottish Government Employability, Innovation and Integration Fund for the Deferred Sentence Project. This has been included in the figures in Appendix 1.

5. 2017/2018 General Services Probable Outturn 5.1. Appendix 1 also shows the probable outturn position for the Council. The forecast position is better than budgeted but there are areas, including the position in Education Resources, where we are protecting monies to be used in the next financial year. Each of the main elements of the Council’s budget are detailed below.

5.2. Resources: Following the probable outturn exercise, the financial forecast for the year ended 31 March 2018, has been confirmed. As detailed in section 3.3, there are examples of where there are commitments which may not fully spend in the current year, but which will spend next year. As is normal practice, this may mean that these committed monies are carried forward through Reserves at the end of the financial year.

5.3. To reflect this, the Resources’ position shown in Appendix 1 details the forecast before these Transfers to Reserves and alongside, the forecast after the proposed Transfers to Reserves. This allows members to see the Resources’ real monitoring position, taking into account all known commitments.

5.4. Appendix 1 shows an underspend of £6.200 million on the Resources’ current year budgets before any Transfers to Reserves for commitments. The Resource underspending is Education Resources and the underspend is in relation to funding which has a specific purpose for Getting it Right for Every Child (GIRFEC), Pupil Equity Fund, Early Learning and Childcare and the Children and Young People Act. This funding will be protected by carrying it forward through Reserves to spend in 2018/19. All Transfers to Reserves are detailed in Appendix 2.

5.5. In addition, the position across the Trading Operations is an under-recovery on surplus of £0.154 million, with no proposed Transfers to Reserves.

5.6. The Resource’s Transfers to Reserves total £7.166 million. These transfers are for commitments that span beyond the current financial year and as such, monies will be carried forward through the Council’s Reserves.

5.7. Taking these Transfers to Reserves into account, the Resources’ probable outturn position is an overspend of £0.966 million and an overspend in Trading Operations of £0.154 million, giving a total Resource overspend of £1.120 million.

5.8. The position across each Resource is detailed in Appendix 3.

29 5.9. Centrally Held Budgets: As well as Resource budgets, the Council’s budget is made up of a number of other areas, including Centrally Held Budgets such as Capital Financed from Current Revenue (CFCR), Loan Charges and Corporate Items (which includes such spend areas as Apprenticeship Levy, Rates and Utilities).

5.10. CFCR: The CFCR budget line is showing an underspend of £0.436 million. This is because only part of the budget is required to pay for the costs transferred from the Capital Programme at the start of the financial year for Private Housing Scheme of Assistance and Planned Maintenance.

5.11. Loan Charges: The projected position for the loan charges budget is an underspend of £5.250 million. This is because no borrowing has been taken in the current financial year. Instead, cash balances have been used to fund capital spend. Borrowing to replace these balances will be required going forward.

5.12. Corporate Items: The outturn position on the Corporate Items line is an underspend of £3.598 million. Of this underspend, £1.000 million of utilities underspend was included as part of the 2018/2019 budget strategy – this £1.000 million is included as a Transfer to Reserves.

5.13. In addition, there is a proposed transfer of £0.352 million for the Resources Payback to the Central Energy Efficiency Fund.

5.14. Taking these into account leaves an underspend of £2.246 million which relates mainly to Rates (£0.535 million), Utilities (£0.449 million), Auto Enrolment (£0.562 million), Apprenticeship Levy (£0.087 million), Carbon Reduction Commitment (£0.257 million) and Superannuation on Overtime (£0.500 million) due to the funding not being required in the current year. These budget lines have been reviewed into 2018/2019 and reflect expected budget requirements in that year.

5.15. Appendix 4 shows a full analysis of the probable outturn position for Centrally Held Budgets.

5.16. Council Tax and Council Tax Reduction Scheme: Council Tax Income is expected to achieve an over recovery position of £4.760 million. Of this, £1.500 million is due to increased property numbers and has previously been proposed to assist in the 2018/2019 Revenue Budget Strategy. This leaves an over-recovery of £3.260 million and is due to arrears collection (£1.4 million) and Council Tax Second Homes’ income of £0.4 million which is committed. The balance reflects higher levels of Council Tax that expected.

5.17. The Council Tax Reduction Scheme reflects an underspend position of £2.280 million reflecting current demand for these payments. Again, monies from the current year underspend (£1 million) were previously identified as part of the 2018/2019 budget strategy. The remaining underspend of £1.280 million reflects funding levels received from Scottish Government being higher than anticipated.

5.18. The net position on Council Tax and Council Tax Reduction Scheme is an over- recovery of £4.540 million. Appendix 5 shows a full analysis of the probable outturn position for Council Tax and Council Tax Reduction Scheme.

5.19. Summary of the General Services 2017/2018 Probable Outturn Position: Table 1 overleaf shows the Council’s Probable Outturn position for 2017/2018. The table

30 shows that before Transfers to Reserves, there is an underspend of £22.370 million. Taking into account the Previously Identified Transfers (£3.500 million) and Proposed Transfers (£7.518 million) totalling £11.018 million (listed in Appendix 2), the Council’s Monitoring Probable Outturn is an underspend of £11.352 million.

5.20. The Previously Identified and the Proposed Transfer to Reserves total £11.018 million and are treated as commitments. As such, they are included in the ‘Forecast After Transfers’ column of Appendix 1. This allows members to see the monitoring position of the Council. At the end of the Financial Year, these will be shown as Transfer to Reserves, in line with guidance from external audit.

Table 1: 2017/18 General Services Probable Outturn

Budget Line Under / Previously Proposed Under / (Over) Identified Transfer to Over - Before Transfers Reserves Monitoring Transfer to Probable Reserves Outturn

£m £m £m £m Total Resources 6.046 - (7.166) (1.120) (Appendix 3) Total Centrally Held Budgets 9.284 (1.000) (0.352) 7.932 (Appendix 4) Total Expenditure 15.330 (1.000) (7.518) 6.812

Net Council Tax Position 7.040 (2.500) - 4.540 (Appendix 5) Total Income 7.040 (2.500) - 4.540

Net Expenditure 22.370 (3.500) (7.518) 11.352

5.21. Table 1 shows the Council’s monitoring position of an underspend of £11.352 million, after all Previously Identified and Proposed Transfers to Reserves.

5.22. Proposed Corporate Transfers to Reserves: As noted in section 5.21, there is a remaining underspend of £11.352 million. Proposals are therefore made to utilise the underspend to assist with future demand and pressures. These are detailed below for consideration.

5.23. Insurance Fund: The Council manages its Insurance requirements through the use of an Insurance Fund and making drawdowns on this fund on an annual basis. A contribution to the Fund is proposed to meet these costs going forward.

Proposal: Transfer to Insurance Fund: £1.700 million

5.24. Winter Maintenance Fund: The Community and Enterprise outturn position includes £2.000 million of spend in relation to Winter Maintenance in 2017/2018, in addition to the core budget. Any further bad weather over the coming months would mean a drawdown of monies from the Winter Maintenance Reserve. It is proposed that a contribution to the Reserve would help fund any future spend requirements.

Proposal: Transfer to Winter Maintenance Fund: £2.000 million

5.25. IT Development Fund: It is proposed to set aside monies to facilitate the continuation of improving efficiency in our business and contributing towards the implementation of the Digital Strategy. A proposed Transfer to Reserves would assist in funding the strategy. Proposal: Transfer to IT Development Fund: £1.000 million

5.26. Balance of Underspend: It is proposed that of the balance remaining, £6.652 million, £6.152 million is transferred to the Earmarked General Fund Reserve. As in previous years, this is available to assist in future budget strategies.

Proposal: Transfer to Earmarked General Fund £6.152 million

5.27. This leaves a remaining balance of £0.500 million. The Council’s Revenue Budget Strategy stated that the Council would aim to transfer £0.500 million to the Uncommitted General Fund each year, funding permitting, to maintain a reserve against any unforeseen circumstances. It is therefore proposed that the balance of £0.500 million be transferred to the Uncommitted General Fund at the end of the financial year. Due to accounting practice, this will show as General Services underspend of £0.500 million.

Proposal: Transfer to Uncommitted General Fund / General Services Underspend: £0.500 million

5.28. On the basis of the information included in this report, Appendix 1 shows an overall underspend position for the Council of £22.370 million before Transfers to Reserves. After the Previously Identified (£3.500 million) and Proposed Transfers to Reserves (£7.518 million) totalling £11.018 million in Table 1, the resultant position is an underspend of £11.352 million.

5.29. After taking account of the Corporate Transfers to Reserves proposed in sections 5.23 to 5.26, totalling £10.852 million, the Council would report a Transfer to the Uncommitted General Fund / General Services Underspend of £0.500 million. This is shown in Appendix 6.

6. Council Reserves 6.1. At the end of 2016/2017, the Council had £98 million of Usable Reserves, of which £43 million was available for use in the Council’s Revenue Budget Strategies for future years. As part of the Audit process, the auditor commented on the Council’s level of Reserves and stated that these were at an adequate level and that the Council had credible short term financial plans in place and is developing a longer term financial strategy.

6.2. As a result of the 2017/2018 Probable Outturn exercise, Reserves at the end of 2017/2018 are expected to increase to £104.958 million. Of this total Reserves balance, £43 million is available for use in the Council’s Revenue Budget Strategies. Appendix 8 provides an estimated Reserves position at 31 March 2018.

6.3. Other amounts within the overall total estimated Reserves at the end of 2017/2018 relate to specific Reserves such as Housing Revenue Account, the Insurance Fund and Capital Funds, with £13 million held in the Uncommitted General Fund Reserve, which the Council holds to use in the event of unforeseen circumstances. Table 2 overleaf shows the position:

32 Table 2: Reserves Analysis £m Total Reserves (expected at end 2017/2018) 104.958

Less Committed Reserves:  Revenue Budget Strategies 42.952  Housing Revenue Account 10.280  Insurance 3.433  Repairs and Renewals 1.968  Winter Maintenance 4.000  Capital Funds 9.775  Government Grant Carried Forward 19.507

= Uncommitted General Fund Reserve 13.043

7. Housing Revenue Account – 2017/18 Monitoring Position and Probable Outturn 7.1. As at 8 December 2017, Appendix 9 of the report shows a breakeven position against the phased budget on the Housing Revenue Account.

7.2. Appendix 9 also shows the forecast to 31 March 2018 on the Housing Revenue Account as a breakeven position, after a Transfer to Reserves of £0.029m. This is reflected in the Council’s estimated Reserves position detailed in Appendix 8.

8. Employee Implications 8.1. None.

9. Financial Implications 9.1. As detailed in the report.

10. Other Implications 10.1. 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.

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

11. Equality Impact Assessment and Consultation Arrangements 11.1. 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.

11.2. 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)

18 December 2017

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

Previous References  None

List of Background Papers  Financial ledger and budget monitoring results to 8 December 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]

34 Appendix 1

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Period Ended 8 December 2017 (No.10)

Annual Forecast Forecast Forecast Budget Actual Variance Annual Committee Before After Variance Proportion to Period 10 to Budget Transfers Transfers (After to 08/12/17 08/12/17 08/12/17 Transfers)

Departments: £m £m £m £m £m £m £m Community and Enterprise Resources 120.133 120.499 120.817 (0.684) 76.467 76.321 0.146 under Facilities Streets and Waste (Inc. Support) 62.734 62.863 62.973 (0.239) 41.929 42.181 (0.252) over Environmental Services (Inc. Projects) 4.542 4.401 4.401 0.141 2.926 2.856 0.070 under Leisure and Culture Services 18.765 18.722 18.722 0.043 14.086 14.054 0.032 under Planning and Economic Development 4.665 4.942 5.150 (0.485) 1.835 2.195 (0.360) over Roads 29.427 29.571 29.571 (0.144) 15.691 15.035 0.656 under Education Resources 294.159 287.619 293.517 0.642 192.473 192.260 0.213 under Finance and Corporate Resources 33.912 33.621 33.912 0.000 34.206 34.206 0.000 - Finance Services 16.118 15.926 15.926 0.192 19.130 18.993 0.137 under Audit and Compliance Services 0.421 0.445 0.445 (0.024) 0.420 0.441 (0.021) over Information Technology Services 3.902 3.902 3.902 0.000 4.302 4.302 0.000 - Communications and Strategy Services 1.046 1.164 1.164 (0.118) 0.982 1.079 (0.097) over Administration and Licensing Services 5.756 5.806 5.806 (0.050) 4.508 4.527 (0.019) over Personnel Services 6.669 6.378 6.669 0.000 4.864 4.864 0.000 - Housing and Technical Resources 23.967 23.308 23.967 0.000 16.644 16.644 0.000 - Housing Services 7.639 6.784 7.443 0.196 3.624 3.385 0.239 under Property Services 16.328 16.524 16.524 (0.196) 13.020 13.259 (0.239) over Social Work Resources 139.279 140.203 140.203 (0.924) 86.352 86.965 (0.613) over Performance and Support Services 7.944 7.544 7.544 0.400 5.705 5.595 0.110 under Children and Family 27.200 28.224 28.224 (1.024) 19.185 19.837 (0.652) over Adults and Older People 103.169 103.553 103.553 (0.384) 60.872 60.994 (0.122) over Justice and Substance Misuse 0.966 0.882 0.882 0.084 0.590 0.539 0.051 under Joint Boards 2.363 2.363 2.363 0.000 1.759 1.759 0.000

613.813 607.613 614.779 (0.966) 407.901 408.155 (0.254) over Resource Forecast Variance BEFORE 6.200 Transfers

Annual Forecast Annual Forecast Forecast Budget Actual Variance Before Committee Budget After Variance Proportion to Period 10 to Transfers Transfers (after to 08/12/17 08/12/17 08/12/17

Transfers) £m £m £m £m £m £m Service Departments Total 613.813 607.613 614.779 (0.966) 407.901 408.155 (0.254) over Trading Accounts Surplus (9.905) (9.751) (9.751) (0.154) (7.008) (6.862) (0.146) over CFCR 0.707 0.271 0.271 0.436 0.707 0.271 0.436 under Loan Charges 57.751 52.501 52.501 5.250 44.424 40.385 4.039 under Corporate Items 7.054 3.456 4.808 2.246 5.426 3.698 1.728 under Transfer to Reserves 0.000 0.000 10.852 (10.852) 0.000 8.732 (8.732) over Total Expenditure 669.420 654.090 673.460 (4.040) 451.450 454.379 (2.929) over

Council Tax 137.458 142.218 140.718 3.260 105.737 108.245 2.508 over rec Less: Council Tax Reduction Scheme (21.370) (19.090) (20.090) 1.280 (16.438) (15.454) 0.984 under Net Council Tax 116.088 123.128 120.628 4.540 89.299 92.791 3.492 over rec General Revenue Grant 252.599 252.599 252.599 0.000 194.307 194.307 0.000 - Non Domestic Rates 287.862 287.862 287.862 0.000 221.432 221.432 0.000 - Transfer from Reserves 12.871 12.871 12.871 0.000 9.901 9.901 0.000 - Total Income 669.420 676.460 673.960 4.540 514.939 518.431 3.492 over rec

Net Expenditure / (Surplus) Before 0.000 (22.370) (0.500) 0.500 (63.489) (64.052) 0.563 under Transfers to Reserves

Forecast Annual Annual Forecast After Forecast Budget for Year Transfers Variance (after Transfers) £m £m £m £m Net Expenditure / (Surplus) Before 0.000 (22.370) - - Transfers to Reserves Transfers to Specific Reserves 0.000 5.102 - - (Surplus) After Transfers to Specific 0.000 (17.268) - - Reserves Transfer to Earmarked General Fund 0.000 16.768 - - Surplus for Year Transferred to 0.000 (0.500) (0.500) 0.500 Uncommitted General Fund

35 Appendix 2

Transfers to Reserves

Purpose / Description Resource Value Fund £m Facilities’ IT System in Schools: Commitments for IT spend in Community and 0.060 Earmarked General Fund schools. Enterprise Resources

Crematorium Repairs: Funding for maintenance of the Community and 0.050 Repairs and Renewals crematorium. Enterprise Resources

Energy Academy: Council monies carried forward for a multi-year Community and 0.074 Earmarked General Fund project. Enterprise Resources

Youth Employment Initiative Phase 2: Carry forward of the Community and 0.134 Earmarked General Fund Council’s match funding contribution to multi-year projects to reflect Enterprise Resources the timing of the spend

Pupil Equity Fund: Carry forward monies to match timing of spend Education Resources 2.189 Earmarked General Fund on Pupil Equity Fund programme

Early Years: Carry forward to meet future expenditure Education Resources 1.900 Earmarked General Fund commitments in relation to Early Years projects

GIRFEC: Carry forward funding to meet future expenditure Education Resources 0.224 Earmarked General Fund commitments as a result of the delay in the named person legislation.

Children and Young People Act: Carry forward monies to meet Education Resources 1.585 Earmarked General Fund expenditure in future years

Employability – Upskilling and Connect 2: Carry forward of the Finance and Corporate 0.291 Earmarked General Fund Council’s match funding contribution to multi-year projects to reflect Resources the timing of the spend

Temporary Homelessness GRG: For use in 2018/19 savings Housing and Technical 0.659 Earmarked General Fund exercise and to meet expenditure commitments in future years Resources

Total Resource Transfers to Reserves (section 5.6) 7.166

2017/18 underspend: for use in future budget strategies Corporate Items – 1.000 Earmarked General Fund Utilities Central Energy Efficiency Fund: Resource ‘Spend to Save’ Corporate Items – 0.352 CEEF paybacks to the Fund Central Energy Efficiency Fund Corporate Budget Lines Transfers to Reserves (section 5.12 – 5.13) 1.352 Purpose / Description Resource Value Fund £m 2017/18 over recovery from additional properties for use in future Council Tax Income 1.500 Earmarked General Fund budget strategies

2017/18 underspend through reduced demand for use in future Council Tax Reduction 1.000 Earmarked General Fund budget strategies Scheme

Net Council Tax Position Transfer to Reserves (section 5.16 – 5.17) 2.500

Total Resource / General Transfers to Reserves 11.018

Funding to meet the cost of the Insurance moving forward. Council 1.700 Insurance Fund

Funding to assist with meeting future costs of the Council’s digital Council 1.000 IT Development Fund strategy

Monies to assist in meeting additional costs of severe weather Council 2.000 Winter Maintenance Fund

2017/18 underspend for use in future budget strategies. Council’s Overall 6.152 Earmarked General Fund Underspend Position Corporate Transfers to Reserves (section 5.23 – 5.26) 10.852

Total Transfers to Reserves 21.870

36 Appendix 3

Resources’ 2017/18 Probable Outturn

Following the probable outturn exercise, the financial forecast for the year ended 31 March 2018, has been confirmed. There are examples of where there are commitments which may not fully spend in the current year, but which will spend next year. As is normal practice, this may mean that these committed monies are carried forward through Reserves at the end of the financial year.

To reflect this, the Resources’ position shown in the table below details the forecast before Transfers to Reserves (col 2), the Transfers to Reserves proposed by Resources (col 4) and the resultant position (col 5). This allows members to see the Resources’ real monitoring position, taking into account all known commitments.

The table shows an underspend of £6.046 million on the Resources’ current year budgets before any Transfers to Reserves for commitments. The Resource underspending is Education Resources and the underspend is in relation to funding which has a specific purpose in relation to GIRFEC, Pupil Equity Fund, Early Learning and Childcare and the Children and Young People Act. This funding will be protected by carrying it forward through Reserves to spend in future years.

After Transfers to Reserves of £7.166 million (col 4), the Resource position is an overspend for the year of £1.120 million (col 5).

Budget Line Under / (Over) Previously Proposed Under / Over - Before Identified Transfer to Monitoring Transfer to Transfers to Reserves Probable Reserves Reserves Outturn col 1 col 2 col 3 col 4 col 5 £m £m £m £m Resources Community and Enterprise (0.366) - (0.318) (0.684) Education 6.540 - (5.898) 0.642 Finance and Corporate 0.291 - (0.291) - Housing and Technical 0.659 - (0.659) - Social Work Resources (0.924) - - (0.924) Joint Boards - - - - Total Resources 6.200 - (7.166) (0.966) Trading Operations (0.154) - - (0.154) Total Resources inc. 6.046 - (7.166) (1.120) Trading Operations

Each Resource is taken in turn in the table below.

Resource 2017/18 Probable Outturn Community The Resource is showing an overspend position of £0.366 million and a and reduction in the Trading Operation surplus of £0.154 million, giving a Enterprise total Resource outturn overspend of £0.520 million.

This position includes £1.000 million of additional costs which may be incurred as a result of Winter Maintenance.

37 Transfers to Reserves totalling £0.318 million are proposed: the Crematorium (£0.050 million), Cashless Meals System (£0.060 million), Energy Academy (£0.074 million) and YEI Phase 2 funding for projects carrying forward into future years (£0.134 million). Taking these into account will result in an overspend of £0.838 million.

Education The Resource outturn position is an underspend of £6.540 million. The Resources position includes the expenditure incurred in protecting teacher numbers and managing ASN transport pressures. The underspend is mostly in relation to funding which has a specific purpose in relation to GIRFEC, Pupil Equity Fund, Early Learning and Childcare and the Children and Young People Act.

This funding will require to be spent in future years and therefore, the Resource has proposed a number of Transfers to Reserves totalling £5.898 million, resulting in an underspend of £0.642 million which is primarily in relation to the timing of the Teachers’ pay award.

Finance and The Resource is showing an underspend of £0.291 million. The Corporate Resource is showing an outturn monitoring position of break-even, after Resources a transfer from Reserves for the cost of the May 2017 elections.

The Resource has proposed Transfers to Reserves totalling £0.291 million in respect of Employability Programme funding which will be required in 2018/2019. This would result in a break-even position for the Resource.

Housing and The probable outturn position is an underspend of £0.659 million. The Technical position includes the management of a number of pressures including Resources the income pressures being experienced by the Estates section in the current economic climate.

Transfers to Reserves have been proposed totalling £0.659 million in respect of Temporary Homelessness GRG funding required for the 2018/19 savings exercise (£0.300 million) and also for use in future years (£0.359 million). This would result in a break-even position for the Resource.

Social Work The outturn position is an overspend of £0.924 million. This is an Resources improvement on the £2.3 million overspend position that has been reported to Executive Committee over the last few periods.

While the core demand projections for Adult and Older People Care has remained, the improvement is primarily the result of income from financial assessments. In terms of Children and Families, there has been a reduction in the cost of external placements.

No transfers to reserves are proposed.

Appendix 4

Centrally Held Budgets 2017/18 Probable Outturn

The outturn position on Centrally Held Budgets (before any proposed transfers to Reserves) is detailed in column 2 of the table below). This shows an underspend of £9.284 million. Members have previously been advised of a £1 million underspend in Utilities which was identified to assist in the 2018/19 Revenue Budget Strategy. This is included in the Table as Previously Identified Transfers (col 3), with a proposed Transfer included (col 4) to reflect Resources’ paybacks to the Central Energy Efficiency Fund (£0.352 million).

After Transfers to Reserves, the Centrally Held Budgets show an underspend for the year of £7.932 million. Each of the 3 budget lines is detailed below.

Budget Line Under / Previously Proposed Under / (Over) Identified Transfer to Over - Before Transfer to Reserves Monitoring Transfer to Reserves Probable Reserves Outturn col 1 col 2 col 3 col 4 col 5 £m £m £m £m Centrally Held Budgets CFCR 0.436 - - 0.436 Loan Charges 5.250 - - 5.250 Corporate Items 3.598 (1.000) (0.352) 2.246 Total Centrally Held Budgets 9.284 (1.000) (0.352) 7.932

Each of the Centrally Held Budgets is taken in turn in the table below.

Budget 2017/18 Probable Outturn CFCR In 2017/2018, only part of the budget is required to pay for the costs transferred from the Capital Programme at the start of the financial year for Private Housing Scheme of Assistance and Planned Maintenance. This leaves an underspend of £0.436 million.

Loan Charges The projected position for the loan charges budget is an underspend of £5.250 million.

The underspend is because no borrowing has been taken in the current financial year. Instead, cash balances have been used to fund capital spend. Borrowing to replace these balances will be required next year.

Corporate The outturn position on this budget line is an underspend of £3.598 Items million. Of this underspend, £1.000 million of utilities underspend was included as part of the 2018/2019 budget strategy so this £1.000 million would be transferred to Reserves (col 3).

In addition, there is a proposed transfer of £0.352 million for the Resources Payback to the Central Energy Efficiency Fund (col 4).

Taking these into account leaves an underspend of £2.246 million which mainly relates to Rates (£0.535 million), Utilities (£0.449 million), Auto

39 Enrolment (£0.562 million), Apprenticeship Levy (£0.087 million), Carbon Reduction Commitment (£0.257 million) and Superannuation on Overtime (£0.500 million) due to the funding not being required in the current year.

These budget lines have been reviewed into 2018/2019 and the budgets set reflect the required level of spend in that year.

40 Appendix 5

Council Tax and Council Tax Reduction Scheme 2017/18 Probable Outturn

The net position on Council Tax and the Council Tax Reduction Scheme is an over-recovery of £7.040 million. This is before previously Identified Transfers to Reserves to assist in the 2018/19 Revenue Budget Strategy (as detailed in column 3).

After these Transfers to Reserves (£2.500 million), the net position on Council Tax is an over-recovery of £4.540 million. This is summarised in the table below.

Budget Line Under / Previously Proposed Under / (Over) Identified Transfer Over - Before Transfer to to Monitoring Transfer to Reserves Reserves Probable Reserves Outturn col 1 col 2 col 3 col 4 col 5 £m £m £m £m

Council Tax Income 4.760 (1.500) - 3.260 Less: Council Tax Reduction Scheme 2.280 (1.000) - 1.280 Net Council Tax Position 7.040 (2.500) - 4.540

The detail on each line is provided below.

Budget 2017/18 Probable Outturn Council Tax Council Tax Income is expected to achieve an over recovery position of Income £4.760 million.

Of this current year over-recovery, £1.500 million was identified in the 2018/2019 budget strategy with the money being transferred to Reserves to assist in 2018/2019. This is shown in column 3.

The remaining over-recovery after Transfers to Reserves is £3.260 million and includes arrears collection (£1.4 million), Council Tax Second Homes income of £0.4 million which is committed and the balance of £1.460 million reflecting higher levels of Council Tax than expected due to increased property numbers.

The budgets for these have been aligned to anticipated spend in 2018/2019, as part of the budget strategy. Council Tax The Council Tax Reduction Scheme outturn reflects an underspend Reduction position of £2.280 million in line with current demand for these Scheme payments.

Of this underspend, it was previously identified that £1.000 million would be transferred to Reserves to assist in 2018/2019, shown in column 3.

The remaining underspend of £1.280 million reflects funding levels received from the Scottish Government being higher than anticipated.

The budgets for these have been aligned to anticipated spend in 2018/2019, as part of the budget strategy.

Appendix 6

General Services Reported 2017/2018 Probable Outturn Position

The table below shows the detail of the Transfers to Reserves, resulting in a transfer to the Uncommitted General Fund of £0.500 million.

Budget Line Under / Previously Proposed Under / (Over) Identified Transfer to Over - Before Transfers Reserves Monitoring Transfer to to Probable Reserves Reserves Outturn £m £m £m £m Net Expenditure (per Table 1) 22.370 (3.500) (7.518) 11.352 Proposed Corporate Transfers: Insurance Fund (5.23) - - (1.700) (1.700) Winter Maintenance Fund (5.24) - - (2.000) (2.000) IT Development Fund (5.25) - - (1.000) (1.000) Earmarked General Fund (5.26) - - (6.152) (6.152) Total Corporate Transfers - - (10.852) (10.852) Revised Net Expenditure 22.370 (3.500) (18.370) 0.500

Transfer to Uncommitted General - - (0.500) (0.500) Fund / General Services Underspend

Appendix 7

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report – Probable Outturn on a Subjective Basis for information

Period Ended 8 December 2017 (No.10)

Annual Forecast for Annual Budget Actual Variance Budget Category Budget Year Forecast Proportion to Period 10 to Variance to 08/12/17 08/12/17 08/12/17

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

Expenditure Employee Cost 403.511 401.276 2.235 268.033 267.228 0.805 under Property Costs 54.966 54.153 0.813 40.105 39.860 0.245 under Supplies and Services 32.782 34.580 (1.798) 17.644 18.132 (0.488) over Transport Costs 22.800 23.969 (1.169) 15.375 16.119 (0.744) over Administration Costs 11.928 12.409 (0.481) 7.349 7.651 (0.302) over Payments to Other Bodies 53.514 52.998 0.516 32.641 32.298 0.343 under Payments to Contractors 177.024 178.243 (1.219) 112.032 111.918 0.114 under Transfer Payments 2.390 2.449 (0.059) 9.023 9.087 (0.064) over Housing Benefits 85.034 85.034 0.000 53.685 53.685 0.000 - Financing Charges (controllable) 1.565 1.460 0.105 1.012 0.935 0.077 under

Total 845.514 846.571 (1.057) 556.899 556.913 (0.014) over

Service Departments Total 845.514 846.571 (1.057) 556.899 556.913 (0.014) over Trading Accounts Surplus (9.905) (9.751) (0.154) (7.008) (6.862) (0.146) over CFCR 0.707 0.271 0.436 0.707 0.271 0.436 under Loan Charges 57.751 52.501 5.250 44.424 40.385 4.039 under Corporate Items 7.054 4.808 2.246 5.426 3.698 1.728 under Transfer to Reserves 0.000 10.852 (10.852) 0.000 8.732 (8.732) over

Total Expenditure 901.121 905.252 (4.131) 600.448 603.137 (2.689) over

Income Housing Benefit Subsidy 79.594 79.344 (0.250) 46.372 46.289 (0.083) under rec Other Income 152.107 152.448 0.341 102.626 102.469 (0.157) under rec General Revenue Grant 252.599 252.599 0.000 194.307 194.307 0.000 - Non Domestic Rates 287.862 287.862 0.000 221.432 221.432 0.000 - Council Tax (Net of Council Tax Reduction 116.088 120.628 4.540 89.299 92.791 3.492 over rec Scheme) Transfer from Reserves 12.871 12.871 0.000 9.901 9.901 0000 -

Total Income 901.121 905.752 4.631 663.937 667.189 3.252 over rec

Net Expenditure 0.000 (0.500) 0.500 (63.489) (64.052) 0.563 under

43 Appendix 8 Analysis of Council’s Usable Reserves

Balance at Estimated Estimated Estimated Utilised in 31 March Transfers to Transfers Balance as Revenue Reserves / Funds 2017 Reserves from at 31 March Budget Balance Analysis of Balance on Reserves / 2017/18 Reserves 2018 Strategy Funds 2017/18 £m £m £m £m £m £m Earmarked General Fund 44.398 16.768 (6.823) 54.343 (34.836) 19.507

Repairs and Maintenance 5.910 2.050 (1.992) 5.968 - 5.968 Winter Maintenance Fund (£4.000m) Repairs and Renewals (£1.968m) Capital Funds 21.607 1.352 (5.068)* 17.891 (8.116) 9.775 IT Development Fund (£2.891m) Education Capital Items Replacement Fund (£1.609m) Central Energy Efficiency Fund (£0.618m) Adoptions (£0.696m) Clyde Gateway (£0.543m) Capital Receipts (£3.418m) Insurance Fund 3.333 1.700 (1.600) 3.433 - 3.433

Housing Revenue Account 10.251 0.029** - 10.280 - 10.280

Uncommitted General Fund 12.543 0.500 - 13.043 - 13.043

Total Usable Reserves 98.042 22.399 (15.483) 104.958 (42.952) 62.006

*Includes 2 amounts being utilised in funding the 2017/2018 Capital Programme from IT Development Fund (£0.504m) and CEEF (£0.508m) – total £1.012m. **Relates a transfer to the Housing Revenue Account Reserve from the Housing Revenue Account.

44 Appendix 9

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Period Ended 8 December 2017 (No.10)

Housing Revenue Account

Annual Forecast Annual Budget Actual Variance Budget for Year Forecast Proportion to Period 10 to % Note Variance to 08/12/17 08/12/17 08/12/17

£m £m £m £m £m £m

Employee Costs 12.639 12.197 0.442 8.457 8.125 0.332 under 3.9% 1

Property Costs 37.938 39.460 (1.522) 25.934 26.658 (0.724) over (2.8%) 2

Supplies & Services 0.610 0.619 (0.009) 0.371 0.376 (0.005) over (1.3%)

Transport & Plant 0.215 0.175 0.040 0.149 0.124 0.025 under 16.8%

Administration Costs 5.886 5.903 (0.017) 0.502 0.518 (0.016) over (3.2%)

Payments to Other Bodies 3.491 3.233 0.258 0.032 0.067 (0.035) over (109.4%)

Payments to Contractors 0.100 0.061 0.039 0.076 0.080 (0.004) over (5.3%)

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

Financing Charges 19.520 19.513 0.007 15.979 15.974 0.005 under 0.0%

Total Controllable Expenditure 80.399 81.161 (0.762) 51.500 51.922 (0.422) over (0.8%) over Total Controllable Income (95.401) (95.664) 0.263 (60.581) (60.596) 0.015 0.0% recovered

Transfer to/(from) Balance Sheet 0.619 0.029 0.590 0.429 0.022 0.407 under 94.9%

Net Controllable Expenditure (14.383) (14.474) 0.091 (8.652) (8.652) 0.000 - 0.0%

Add: Non Controllable Budgets

Financing Charges 14.383 14.474 (0.091) 0.000 0.000 0.000 - 0.0%

Total Budget 0.000 0.000 0.000 (8.652) (8.652) 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.

46 Agenda Item

Report 5 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Finance and Corporate Resources)

Subject: Trading Services Financial Performance for Period 10 - 1 April to 8 December 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 8 December 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 8 December 2017 of £6.862 million, as detailed in Appendix A of the report, be noted; and (2) that, following the probable outturn exercise, the revised forecast surplus to 31 March 2018 of £9.751 million, 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. In the period to 13 October 2017, this was revised to £10.043 million.

3.2. Since then, in the period to 8 December 2017, a transfer of budget has taken place from the Property Trading Operation to Finance and Corporate Resources in respect of the reallocation of a print saving and from the Corporate Budget Items line to the Fleet and Roads Trading Operations for employee cost expenditure incurred by the Trading Operations. In addition, the Fleet Trading Operation has requested transfers from reserves for the Tranman and Fleet systems totalling £0.047 million.

3.3. The net effect of the above adjustments is to decrease the Budgeted Trading Surplus by £0.038 million, resulting in a revised budget of £9.905 million.

3.4. Following the probable outturn exercise, the financial forecast for year ended 31 March 2018, has been confirmed. Taking account of all known commitments, the figures at Appendix A show a surplus of £9.751 million which represents an under recovery against surplus of £0.154 million on the current year budget.

3.5. This reflects a decreased surplus within Fleet (£0.071 million) and Roads (£0.083 million). 47

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

3.7. 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

5. Financial Implications 5.1. As at 8 December 2017, the actual surpluses achieved by the Trading Operations total £6.862 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)

18 December 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 8 December 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] 48

Appendix A

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Period Ended 8 December 2017 (No.10)

Trading Operations

2017/2018 2017/18 Phased Actual Revenue Forecast Budget (Surplus) / Budget Revenue (Surplus) at Deficit Variance at Surplus Budget 08/12/17 at 08/12/17 08/12/17 Surplus

Trading Service £m £m £m £m £m

Fleet (1.955) (1.884) (1.395) (1.359) (0.036) under surplus

Roads (3.820) (3.737) (2.696) (2.586) (0.110) under surplus

Property Services (4.130) (4.130) (2.917) (2.917) 0.000 -

Total (9.905) (9.751) (7.008) (6.862) (0.146) under surplus

50 Agenda Item

Report 6 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Finance and Corporate Resources)

Subject: Additional Funding from the 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 (6 December 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 £1.029m, and additional capital funding of £0.118m, 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 £0.100m.

4. Employee Implications 4.1. None.

5. Financial Implications 5.1. Additional revenue funding of £0.108m has been identified for 2017/2018. Further additional revenue funding of £0.921m has been identified for future years.

5.2. Additional capital funding of £0.118m has been identified for 2017/2018.

5.3. 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.

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

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)

8 January 2018

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

Previous References  Executive Committee, 6 December 2017

List of Background Papers  Additional Funding Reports: 8 November 2017 to 27 December 2017

52 Appendix 1

Additional Revenue Funding 2017/18 2018/19 2019/20 2021/21 Total Resource Description £m £m £m £m £m Method

Education Regional Partnership 0.000 0.463 0.320 0.026 0.809 Skills Development Resources Foundation Scotland Grant Apprenticeship 2018-2020

Social Deferred Sentence 0.108 0.112 0.000 0.000 0.220 Scottish Work Project Government – Resources Employability Innovation and Integration Fund

TOTAL REVENUE 0.108 0.575 0.320 0.026 1.029 FUNDING

53 Additional Capital Funding

2017/18 Total Resource Description £m £m Method

Community Chatelherault Country Park 0.118 0.118 Forestry Commission and Estate Regeneration / – Woodland in and Enterprise Around Town Resources Challenge Fund

TOTAL CAPITAL FUNDING 0.118 0.118

54 Agenda Item

Report 7 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Finance and Corporate Resources)

Subject: Overall Position of Revenue Budget 2018/2019 and Savings Proposals

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  update Committee in relation to the grant funding allocated to the Council for 2018/2019, and  present savings proposals for approval in preparation of the 2018/2019 budget. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the position not to reject the draft Finance Settlement (sections 4.9 - 4.11), be approved; (2) that the grant settlement for 2018/2019, the potential changes to that settlement, and impact on the Council’s Revenue Budget Strategy (sections 4 to 6), be noted; (3) that the inclusion within the Budget Strategy of an anticipated increase to Council Tax of 3% (section 7), be endorsed for future approval by Council; (4) that additional budget identified as part of the 2017/2018 probable outturn is included as part of the budget solutions for 2018/2019 (section 8) be approved; (5) that the New Initiatives proposed (section 10), be approved; (6) that the package of already approved savings totalling £0.234 million (section 12.4) be noted; (7) that the remaining savings totalling £16.440 million (section 12.4) be approved; and (8) that the additional General Capital Grant of £3.607 million (section 13.1) be noted, and that £3m of this Grant be allocated to Footpaths and Roads Carriageways be approved (section 13.2)

3. Background 3.1. At its meeting on 28 June 2017, the Council’s Executive Committee was advised of the Revenue Budget Strategy for 2018/2019. This Budget Strategy stated a 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. Following the utilisation of Corporate Funding Solutions, the savings requirement was reduced to £27.329 million.

55 3.2. Following receipt of further information on a number of key areas, the Revenue Budget Strategy was refreshed and the Executive Committee was informed (December 2017) of a revised savings requirement of £23.529 million.

3.3. As noted in section 3.1 above, the strategy was based on assumptions on the level of Grant Funding that would be received from the Scottish Government. This report:

 provides an update on the current Grant position and an update on additional costs that will be incurred in 2018/2019 (sections 4 and 5),  summarises the impact of the Grant settlement and the effect of the potential increased level of Council tax on the budget (Sections 6 and 7),  advises how current year estimates affects the budget going forward (section 8)  proposes suggestions on the level of savings required, New Initiatives, and on the opportunity to reduce risks to budget going forward (section 9 to 11)

4. 2018/2019 Grant Income – Settlement Position 4.1. At the time of setting the Revenue Budget Strategy, the Council had not been advised of the level of grant to be received for 2018/2019. On 14 December 2017, the Scottish Government issued Finance Circular 5/2017 which detailed individual grant settlement figures to all councils. Additional information was provided to councils on 15 December 2017 which allowed the Revenue Budget Strategy to be updated.

4.2. This report will consider the movement in grant year on year on a like for like basis, the assumed level of grant cut within the Council’s Financial Strategy and how these issues affect the Budget Strategy.

4.3. Movement in Grant: The grant allocation for the year 2018/2019 was advised to the Council on 14 December 2017 as £539.756 million (Finance Circular 5/2017). Also included in the Finance Circular is the restated/updated grant allocation for 2017/2018, £552.794 million. Comparing the two years’ allocations indicated a drop in grant of £13 million. Note that an update to the grant level was provided on 23 January – this update is covered at section 4.8

4.4. Comparing the two years allocation is not a like-for-like comparison. Further information provided on the grant allocations has shown that some of the movement in grant is in relation to funds that have still to be distributed for 2018/2019. This is in relation to Discretionary Housing Payments (£2.662 million), Criminal Justice Grant (£4.318 million) and a part year amount for Teachers’ Pay Increases (£0.391 million). These total £7.371 million and need to be removed from the 2017/2018 Grant allocation to show the like for like movement in Grant.

4.5. In addition, there are new monies with specific purposes which have been allocated in 2018/2019, mainly Social Care monies for Carers Act, Living Wage including Sleepovers and an increase to Free Personal and Nursing Care (£3.931 million), full year allocation for Teachers’ Pay Increases (£1.563 million) and finally, monies for Early Years (2014 Act) where the obligations are still to be confirmed (£0.660 million). These total £6.154 million and again, they need to be accounted for in 2018/2019, to show the comparable movement in Grant across years.

4.6. Table 1 overleaf shows how the Grant levels provided in the Settlement moves across years (section 4.3). It also shows the adjustments required to show a like for like comparison: removing monies that are in the 2017/2018 Grant but not yet in 2018/2019 (section 4.4), and removing new monies in 2018/2019 that did not feature

56 in 2017/2018 (section 4.5). When the reduction in Grant of £13 million is adjusted by these amounts, the result is a year on year / like for like reduction in grant of £11.8 million (a movement of £1.2 million).

Table 1: Like for Like Movement in Grant – 2017/18 to 2018/19

£m £m £m 2018/19 Original Grant Allocation 539.756 2017/18 Grant Allocation 552.794 Year on Year (Reduction) in Grant (section 4.3) (13.038)

Adjustment for Amounts not Yet Distributed in 2018/19 (included in 2017/18) (section 4.4) Discretionary Housing Payments 2.662 Criminal Justice Grant and 4.318 Teachers’ Pay Increases (Part Year) 0.391 7.371

Adjustment for New Monies in 2018/19 (not in 2017/18) (section 4.5) Carers Act, Living Wage including Sleepovers and an (3.931) increase to Free Personal and Nursing Care Teachers’ Pay Increases (Full Year) (1.563) Early Years (2014 Act) (0.660) (6.154) 1.217

Year on Year / Like for Like Reduction in Grant (11.821)

4.7. The Budget Strategy anticipated a £28.7m reduction in grant. The reduction in grant indicated in the original strategy was £11.8 million on a like for like basis (see Table 1). Therefore there was £16.9 million less reduction in grant than had been assumed.

4.8. Update to Grant : On 23 January 2018, the Council was provided with updated grant figures through tables issued by Cosla. The Council has not yet been issued with a revised settlement from the Scottish Government. The tables provided indicate that a further £1.9m is now included in the Council’s grant allocation in addition to that indicated in the original settlement (see Table 2). Should there be any further changes to the grant levels following issue of the settlement, the Council’s position will be updated and reported back to committee. Taking this into account there is now £18.8m less reduction in grant than had been assumed.

4.9. Acceptance of Grant : As part of the draft settlement and accompanying letters received from the Finance Minister (14 December 2017 / 20 December 2017), the Council was asked to consider a response in relation to the grant offer and the measures included in the draft settlement by Friday, 26 January 2018. The correspondence states that in order to access all of the benefits involved, local authorities must agree to deliver all of the measures set out in the package. The measures in the settlement include agreeing to maintaining pupil: teacher ratios of 13.7, contribution to Teachers’ Pay increases, supporting the expansion of Early Years provision and continuing financial support for social care, including the Living Wage and the implementation of the Carers (Scotland) Act.

4.10. The correspondence states that any individual authority not agreeing to the offer should write to the Cabinet Secretary by 26 January 2018, and will receive a revised,

57 and inevitably less favourable, offer. The value of this reduction has not yet been quantified.

4.11. As the Council had been advised that there were changes in the grant settlement, no response had been provided to the Scottish Government. In the absence of any time extension on responding, the Leader has advised the Scottish Government of the Council’s intention not to reject the offer in principle, conditional upon obtaining committee approval as part of their consideration of the 2018/2019 budget.

5. Other Costs 5.1. Pay Policy: As part of the budget announcement, there was a commitment to a Pay Policy indicating a Pay Increase for Public Sector employees. The Government has made no provision in the grant settlement to fund the public sector pay policy. If Local Government follows the Scottish Government’s public sector pay policy, the cost is estimated as £4.2 million greater than previous estimates. However, as the negotiations for Local Government employees pay into 2018/2019 has still to take place, there is a risk that the amounts included in this strategy for pay may not reflect the actual costs that will be incurred. Additional Cost: £4.2 million

5.2. NDR Relief for Nurseries and Rates Poundage: As part of the Scottish Budget, the level of Rates Poundage paid on non-domestic properties will increase from 46.4p to 48p. This will cost the Council an additional £0.300 million. This is partially offset by additional rates relief for the Council’s standalone nurseries (£0.100 million). These changes mean additional costs for the Council over and above what is already assumed in our Strategy. Additional Cost: £0.200 million

6. Overall Impact on the Revenue Budget Strategy: 6.1. Table 2 overleaf illustrates the impact on the Council’s Revenue Budget Strategy as a result of the points covered in sections 4.3 to 5.2 above. The table shows the movement in grant on a year on year / like for like basis (section 4.3 to 4.6), and compares this to the cut in grant assumed in the Budget Strategy (section 4.7).

6.2. Table 2 also highlights the resultant overall impact on the Revenue Budget Strategy of £14.4 million after commitments for Pay and Rates (section 5). This £14.4 million is a benefit to the Council’s Revenue Budget Strategy.

Benefit to Councils Revenue Budget Strategy: £14.4 million

58 Table 2: Summary of Grant Allocation Movement Movement £m Movement (Reduction) in Grant in Settlement (section 4.3) (13.0) Reduce to allow like for like comparisons (section 4.6) 1.2

Like for like Movement (section 4.6) (11.8) Movement Assumed in Strategy (section 4.7) 28.7 Movement in assumed Reduction in Grant (section 4.7) 16.9

Additional Grant - Revised Settlement (section 4.8) 1.9

Less : Pay Policy Commitments (section 5.1) (4.2) NDR on Nurseries and Rates Poundage (section 5.2) (0.2) Benefit to Revenue Budget Strategy (section 6.2) 14.4

6.3. Additional Grant Not Yet Distributed (2018/2019): Within the Grant Allocations for Scotland, there are monies not yet distributed to councils. This includes the normal allocations anticipated by the Council for Discretionary Housing Payments (est. at £2.6 million), Teachers’ Induction Scheme (est. £2.2 million) and Criminal Justice Social Work (est. £4.318 million). These monies are received each year with spend commitments attached. When the money is received, it will be added to the Council’s budget with no benefit to the Budget Strategy.

6.4. In addition, there are also new Revenue monies for Early Years Expansion. The Council should expect to receive an allocation of the £52.200 million national monies. This is estimated at £3.1 million and again, will be added to the Council’s Revenue budget for spend commitments. As such, these additional monies will have no benefit to the Council’s Budget Strategy.

7. Increase in Council Tax 7.1. As part of the Local Government Settlement, the Scottish Government referenced the continued flexibility given to Councils to increase their Council Tax by up to 3%. Table 3 below shows the impact of a 1%, 2% and 3% increase to the Council’s Council Tax charges. These increases would benefit the Council’s Budget Strategy by £1.3m, £2.5m and £3.8m respectively.

Table 3: Impact of Council Tax Increase

Level of Increase Band “D” Council Tax Income generated from in Council Tax (current £1,101) increase 1% £1,112 £1.3m 2% £1,123 £2.5m 3% £1,134 £3.8m

7.2. The Council’s 2018/2019 Revenue Budget Strategy dated June 2017 (updated 6 December 2017), took no account of any additional income from increasing Council Tax.

7.3. It is proposed that the Budget Strategy include an anticipated increase in Council Tax of 3%. Final approval of Council Tax levels will be made at a future meeting of South Lanarkshire Council. An increase of 3% would benefit the Strategy by £3.8 million.

7.4. Taking this along with the movement achieved through the Grant position (section 6.2) gives a net £18.2 million improvement on the previously reported position.

8. Probable Outturn Position for 2017/2018 8.1. As part of the probable outturn exercise recently completed, the Council is expecting an underspend position for 2017/2018. The position is reported in a separate paper to this Committee.

8.2. The budgets going forward for most of the underspending areas reflect the expected spend levels in 2018/2019. There are, however, two areas where an improvement in spend position seen in 2017/2018 presents an opportunity to contribute towards balancing the budget going forward. This relates to Council Tax (section 8.3), and the Council Tax Reduction Scheme (CTRS) (section 8.4).

8.3. The position for Council Tax for 2017/2018 shows a continuation of positive trends in the recovery of Council Tax arrears. Due to the variable nature of Council Tax recovery, there is not currently a budget for this income. It is proposed that £1.0 million could be included as a budget line going forward as a prudent estimated target for recovery of Council Tax Arrears.

8.4. CTRS has shown an underspend position for 2017/2018 greater than the estimates previously indicated in the Budget paper presented to Executive Committee in December 2017. This is due to the level of funding from the Scottish Government being greater than was anticipated (a reduction in funding was anticipated). It is proposed that the budget could be reduced by £1.0 million to reflect the current level of underspend. There is a risk that the funding for this scheme could be reduced in future years.

8.5. Through adjusting the budgets for Council Tax and CTRS, a further £2.0 million of budget is available to contribute towards the overall budget strategy for 2018/19. When added to the net £18.2 million improvement on the previously reported position (section 7.4), this leaves an overall improvement of £20.2 million.

8.6. As a result of this £20.2 million improvement in the Budget Strategy position, there is the opportunity to consider 3 issues:

 The content of the savings package (section 9);  New Initiatives that can be funded (section 10); and  The extent to which the Council is exposed to risk through the use of temporary funding solutions in respect of its Medium Term Budget Strategy (section 11).

8.7. Given the economic outlook remains uncertain, consideration should be given to all of these elements in looking at how the Council deals with the £20.2 million improvement on the previously reported position.

9. Proposed Changes to Savings Package 9.1. The savings package presented to Executive Committee in December 2017, after corporate funding solutions, totals £23.529 million. Suggestions have been made which recommend the removal of some savings from the savings package as well as some changes to a number of savings. This report suggests that the savings package is reduced by £6.855 million. The changes are summarised in Tables 4 and 5 below.

9.2. Table 4 shows the savings suggested for removal or reduction. These savings total £6.128 million and would reduce the Full Time Equivalent posts affected by savings by 91.4 FTE. Appendix 1 of this report details the savings suggested for removal / reduction.

9.3. As well as the removal / reduction of some savings, suggestions have been made to limit charging increases to a maximum of 3%. Table 5 overleaf shows the proposed amendments in respect of the Charging Savings where an increase was proposed. Table 5 details the financial impact of the original saving and the revised saving, and the resultant change to the savings package of these proposed changes – the total reduction to the savings package is £0.727 million.

9.4. The total reduction to the savings package from the changes proposed in Tables 4 and 5 is £6.855 million.

Table 4: Proposed Savings to be Removed / Reduced

Ref Description FTE Value £ Savings Removed COR02 Business Support 20.0 0.500 CER02 Staffing Structure - Roads Contracting Restructure 2.0 0.250 CER05 Catering Service to Social Work Lifestyles Centres 3.6 0.078 CER06 Pitch Maintenance Regime 1.0 0.029 CER07 Grounds Staffing Structure – Saving Reduced 1.0 0.037 CER10 South Lanarkshire Leisure and Culture Staffing Structure – 4.8 0.240 Saving Reduced CER13 Sole Bar Rights - 0.030 CER26 Under 16 Clubs - Price Rationalisation - 0.105 CER27 Environmental Services – Saving Reduced 2.0 0.090 CER29 Market Surveillance Approach to Trading Standards 2.0 0.080 Inspections CER31 Planning and Economic Development Service – Saving 3.0 0.150 Reduced CER32 Payments to Other Bodies - 0.118 CER34 Roads Staffing Structure 10.0 0.280 CER35 Footway Resurfacing - 0.120 CER37 Remove Night Shift Council Officer Cover at HQ and Realign 4.9 0.146 Frequency of Duties in all Principle Offices CER39 Mobile Library Services and Home Delivery Services 2.0 0.050 CER40 Town Centre Maintenance - 0.020 CER41 Business Support Grants – Saving Reduced - 0.115

Ref Description FTE Value £ Continued from previous page : CER42 Payments to Other Bodies - 0.012 CER44 Rationalisation of Library Attendants – Saving Reduced 2.0 0.038 CER45 Carriageway Resurfacing Programme – Saving Reduced - 1.366 CER47 Community Libraries 3.5 0.058 CER48 Reduction in Opening Hours at Leisure Centres – Saving 1.2 0.029 Reduced CER49 Provision of Cleaning in Council Offices and Depots 12.4 0.150 EDR02 Realignment of Property Costs, Supplies and Services and - 0.337 Administration Costs Budgets EDR06 Psychological Services – Staffing Structure 1.0 0.050 EDR07 Behaviour Support in Secondary Schools 3.0 0.085 EDR08 Targeted Class Sizes Support - Primary 1 - 0.280 FCR08 IT Services 9.0 0.810 FCR09 Voluntary Organisations Grants - 0.016 FCR10 Cambuslang Childcare Project - 0.044 HTR08 Anti-Social Behaviour Service 3.0 0.035 SWR02 Increase in Taper Applied to Non-Residential Care Services - 0.150 SWR03 Non Residential Charges for Adult Day Centres - 0.130 SWR04 In House Care Support Services - 0.100

Total Savings Removed / Reduced 91.4 6.128

Table 5: Proposed Savings to be Amended – 3% Increase in Charges

Ref Description Original Revised Change £m £m £m CER21 Increase Price of School Meals 0.416 0.100 0.316 CER22 Charges for Cremation 0.100 0.022 0.078 CER23 Price Increases – Calderglen Zoo 0.035 0.006 0.029 CER24 Activage Membership 0.200 0.013 0.187 SWR01 Increase in Charge for Community Alert 0.130 0.013 0.117 Alarm Total Savings Amended 0.727

Total Reduction to Savings Package (from Tables 4 and 5) 6.855

9.5. Cambuslang Childcare Project: Although it is proposed that the saving is removed in 2018/2019, it is proposed that the funding provided to the Project is reduced from 2019/2020 onwards and that the Council liaises with the Project to manage the transition. The intention is that the saving will be included in the 2019/2020 savings exercise.

9.6. Roads – Footways and Carriageways: As part of the Finance Settlement for 2018/2019, additional capital grant was allocated to the Council, as detailed in section 13 of this report. To mitigate the level of saving in relation to the Roads Carriageway Resurfacing Programme, it is proposed that £1.0 million be added to the budget for footways and £2.0 million for carriageways from the additional capital grant. This

62 means that the level of spend in these areas remains unchanged overall, taking account of the reduction in the saving detailed at table 4 above.

9.7. The savings activity referenced within the original saving including continuing to make the best use of new and innovative materials, and through better procurement will continue to be pursued. More competitive pricing can be achieved through packaging of projects and mini tendering. These actions should result in improved outcomes from the budget available.

10. New Initiatives 10.1. It is proposed that £0.685 million is used to invest in activity around the following areas :

 Free Breakfast Clubs,  Holiday Lunch Clubs,  Year of Young People Activities  Free Lets for Parent Council / PTA fund raising.  Extending Free Access for Under 16 clubs  Uplift in Grants to Third Sector Organisations

10.2. Free Breakfast Clubs: The proposal would be to allocate £0.225 million to enable a project to be developed to deliver Free Breakfast Club provision within primary schools across South Lanarkshire. There is already provision across some primary schools, some of which are provided at cost to the pupil, provided privately, or provided for free - provision is dependent on the school attended. The proposal to deliver a Free Breakfast club provision provides benefits to children and their families. Ensuring a child enjoys a healthy breakfast can lead to improved learning and attendance. This proposal will also support the priority to close the poverty related attainment gap.

10.3. The initial £0.225 million will allow a programme to be developed through piloting implementation in a number of schools. Cost estimates will be refined and proposals for a full rollout presented to Executive Committee for consideration.

10.4. Holiday Lunch Clubs: The proposal would be to allocate £0.225 million to develop pilot Holiday Lunch Clubs in the primary schools within the Neighbourhood Planning Areas (Strutherhill; Whitlawburn and Springhall; and the Burnbank, Udston and Hillhouse areas). The provision of Holiday Lunch Clubs will help ensure that children continue to access healthy and nutritious meals through the summer when access to free school meals are not available. As well as providing lunch, the programme will include a range of activities designed to encourage children to be active during the summer period. An evaluation of this initial work will be undertaken and further reports presented to Executive Committee on the potential for roll out across South Lanarkshire.

10.5. Year of Young People: 2018 marks the Year of Young People. This will provide a platform to showcase talents and achievement of Scotland’s Young People, and give the opportunities for young people to be involved in cultural and sporting opportunities across the country. It is proposed that £0.050m is allocated towards Year of Young People Activities. The funding will support a breadth of activities across the six identified themes of participation, education, health and wellbeing, equality and discrimination, enterprise and regeneration and culture.

63 10.6. Free Lets – Parent Council / PTA : South Lanarkshire Leisure and Culture have advised that currently there are no free lets provided for Parent Council / PTAs fundraising events within schools. It is proposed that £0.070 million is allocated to allow four free lets for each Parent Council / PTA for this purpose. These free lets are in addition to the current policy of providing free lets for 10 PTA / Parent Council meetings, and 1 non fund-raising event per year.

10.7. Extending Free Access for Under 16 clubs : It is proposed that £0.035 million is allocated to allow the free access for Under 16 Clubs to be extended to include athletics clubs, and for clubs using James Hamilton Water Sports Centre, East Kilbride. This would allow recognised community groups including Sea Cadets, Scouts and Girl Guides to attend and participate in water based courses.

10.8. Uplift in Grants Paid to Third Sector Organisations : It is proposed that £0.080 million is allocated to allow an uplift of 3% across a list of identified core payments to third sector organisations. Throughout the year, activity in this area will be reviewed with a view to identifying a new model moving forwards. A list of the bodies affected are detailed in Appendix 3.

10.9. Through removing and reducing the savings as detailed at section 9.4 (£6.855m) and funding of the new initiatives as detailed at section 10.1 to 10.8 (£0.685m), there is an impact on the Council’s financial strategy of £12.7 million, after Grant settlement and Council Tax increase. There is still a requirement to make savings, and given the uncertainty around future grant settlements, the use of temporary funding solutions is considered at section 11.

11. Proposed Changes to Temporary Corporate Funding Solutions 11.1. As was reported as part of previous budget papers (Executive Committee 6 December 2017), the current budget strategy proposes the use of Corporate Funding Solutions including the use of Reserves to reduce the need to make savings in 2018/2019.

11.2. The use of Reserves represents a risk to future budgets. This is because these Reserves can only be used once to reduce the need for savings. The budget for the following year needs to find permanent savings to replace these one-off solutions before it looks at any further budget pressures and grant reductions.

11.3. The Executive Committee paper (6 December 2017) explained that £14.077 million of budget has to be reinstated into 2019/2020. Of the £14.077 million, £3.577 million relates to three areas : the need to reinstate budget for Auto Enrolment; to reflect the expected reduction in grant due to increased Council Tax from additional properties; and for the reinstatement of a number of 2018/2019 savings which are for one-year only. The remaining £10.5 million of the reinstatement required is due to Reserves being used to balance the budget on a one off basis.

11.4. The grant settlement received in December can provide some degree of mitigation to the risk of having to reinstate budget into 2019/2020. The £12.7 million improvement to the strategy position can be used to remove the need to reinstate Reserves into 2019/2020 (£10.5 million). This leaves a balance of £2.2 million.

11.5. As part of the 2016/2017 Year End Financial Monitoring Report and Budget Strategy Paper (28 June 2017 – sections 10.4/10.5) it was agreed that an £18 million Reserve be created to assist in budget strategies from 2018/2019 to 2020/2021. It was agreed that £5.3 million of this Reserve would be used towards reducing savings each year

64 until 2021/2022 when alternative budget savings would be required to be found. By using the balance of £2.2 million (section 11.4) only £3.1 million of the reserve is needed to balance the budget in 2018/2019. The balance of the reserve is available to contribute towards future years budgets (see section 11.8).

11.6. Table 6 overleaf shows the original risk to future year budgets when the temporary solutions and use of Reserves are required to be reinstated in 2019/2020. This totalled £14.077 million. That risk can be reduced to £3.577 million which is the budget items reinstated not relating to the use of reserves (see section 11.3).

Table 6: Future Budget Impacts due to Reinstatement Original Revised 2019/20 2019/20 Use of Reserves (sections 11.1. and 11.2.) £m £m 2015/16 Underspend Balance 5.000 - 2016/17 Underspend 2.000 - 2017/18 Council Tax Over Recovery 1.500 - 2017/18 Utilities Underspend 1.000 - 2017/18 Council Tax Reduction Scheme underspend 1.000 -

Budget Assumptions (section 11.3) Government Grant – Impact of Additional Properties Council Tax 1.200 1.200 Auto Enrolment 1.500 1.500

Savings (section 11.3) Carbon Reduction Commitment (COR01) 0.500 0.500 Staffing Secondment (CER17) 0.035 0.035 Contribution to Community Planning (FCR05) 0.022 0.022 Homelessness Temporary Accommodation (HTR03) 0.300 0.300 Community Safety (HTR07) 0.020 0.020 Total Impact on Future Budgets 14.077 3.577

11.7. Table 6 shows that if the proposal is accepted, the impact of reinstatement into 2019/2020 is reduced to £3.577 million.

11.8. The £12.7 million of Corporate Funding Solutions not used in 2018/2019 would remain in Reserves and could be used in 2019/2020 to reduce the savings requirement in that year.

12. Savings Proposals 2018/2019 12.1. Based on the proposals detailed in sections 4 to 11, the total level of savings required to balance the budget for 2018/2019 would be £16.674 million. A revised package of savings has been prepared for Members’ consideration.

12.2. The package of savings proposals totalling £16.674 million is attached at Appendix 2 to this report. This is a revised package to that presented to members previously (Awareness Session, 8 November 2017 and Executive Committee, 6 December 2017) taking into account the removal/amendments to savings totalling £6.855 million detailed in section 9.

12.3. The savings proposals have been categorised to provide Members with more information on how that saving will impact on the Council and its services. Table 7 overleaf shows the split of savings across the categories, along with the FTE and savings value for each category:

Table 7: Savings across Categories FTE £m Approved 0.0 0.234 Efficiency and Outturn 110.8 8.694 Charging 0.0 0.274 Service Impact 23.2 7.472 TOTAL Proposed Savings 134.0 16.674

12.4. The overall package includes £0.234 million of savings resulting from decisions which have already been approved. Of the remaining £16.440 million, there are Efficiency and Outturn savings of £8.694 million. In the remaining categories, Service Impact and Charging savings total £7.746 million. It is proposed that the remaining savings of £16.440 million are now approved.

13. 2018/19 Capital Grant Settlement 13.1. As part of Finance Circular 5/2017, the allocation of General Capital Grant for 2018/2019 was confirmed as £27.607 million. The approved Capital Budget for 2018/2019 was based on an estimate of General Capital Grant of £24.000 million, therefore there is an additional £3.607 million of General Capital Grant for use in 2018/2019.

13.2. A report updating the 2018/2019 Capital Programme will be presented to the Council at the budget setting meeting in February 2018. As part of this report, it has been proposed that £3.0 million of this additional capital grant (£1.0 million for footways and £2.0 million of carriageways) be added to the capital budget to help mitigate the impact of the Roads Carriageway saving (as discussed at section 9.6).

14. Consultation Arrangements 14.1. As previously advised, the public consultation took place during December 2017. Face to face consultation involving representatives from the Citizen’s Panel and specific interest groups took place. As has been the case in previous years, the public were also asked for their views on the budget proposals through a dedicated e- mail address, or by writing into the Council.

14.2. A separate report has previously been issued to all Members summarising the outcome of the consultation exercises (prior to the Executive Committee meeting, 31 January 2018).

15. Position Beyond 2018/2019 15.1. This paper and the attached savings proposals focus on financial year 2018/2019, and reflect the Strategy approved by this Committee on 6 December 2017, updated for information received as part of the Grant Settlement received mid-December 2017.

15.2. The position beyond 2018/2019 remains uncertain as there has been no further information on grant settlements beyond the one year settlement for 2018/2019.

66 15.3. The Council’s Revenue Budget Strategy for 2019/2020 to 2021/2022 will be prepared and will be presented to Committee before the end of financial year 2017/2018.

15.4. However, in advance of this work nearing completion, it is anticipated that the estimated savings requirements is anticipated to continue to pose a considerable challenge, and this will require further consideration of areas of service delivery.

16. Employee Implications 16.1. Each saving proposed in Appendix 2 shows the number of full time equivalent posts that will be affected. The savings options here would require a net reduction of 134.0 FTE posts in 2018/2019. 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.

17. Financial Implications 17.1. The financial implications are as detailed in the report.

18. Other Implications 18.1. The savings target is based on the Financial Strategy for the Council which has been updated as a result of the issue of the Local Government Finance Settlement in December 2017, and the changes proposed in sections 4 to 11 above. 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.

18.2. The Local Government Finance Circular refers to the Grant allocations as being provisional at this stage until the full checking process is completed and the final Finance Circular is published. This takes place following the laying of the Finance Order through Parliament, which is expected in February/March 2018. If there are any changes to the settlement after this committee date, then a further paper will be brought back to update the Committee on the position.

18.3. 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.

18.4. 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.

18.5. 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 2018/2019 budget, a gap in our budget would remain.

18.6. 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.

19. Equality Impact Assessments and Consultation Arrangements 19.1. Where savings proposals have identified potential negative impact on service users, appropriate consultation and engagement will take place with those who may be affected.

19.2. In terms of consultation, the Trade Unions are being consulted. In addition, as in previous years, targeted Public Consultation on the budget has been carried out. Members have received a report covering the consultation.

19.3. 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.

19.4. 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.

19.5. 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)

24 January 2018

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

Previous References  None

List of Background Papers  Executive Committee, 28 June 2017 – Revenue Budget Strategy – 2018/2019  Members Awareness Session, 8 November 2017 – Revenue Budget Strategy 2018/2019 and Savings Proposals  Executive Committee, 6 December 2017 – Revenue Budget 2016/2017 and Savings Proposals

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]

70 7

Appendix 1 – Savings Removed / Reduced

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

2018/2019 Removed / Reduced Savings

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.

71 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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.

72 Appendix 1 – Savings Removed / Reduced

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

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.

73 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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

74 Appendix 1 – Savings Removed / Reduced

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

CER07 Facilities, Efficiency and Grounds Staffing Structure – SAVING REDUCED BY £0.037m 1.0 0.037 Waste and Outturn Original Saving: The original proposal would have seen a reduction in the number of Grounds Grounds Officer posts, including those within 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.

1.0 FTE of this saving within Countryside and Greenspace is removed totalling £0.037m.

CER10 South Efficiency and South Lanarkshire Leisure and Culture Staffing Structure – SAVING REDUCED BY £0.240m 4.8 0.240 Lanarkshire Outturn Original Saving: The original saving was to be achieved through the implementation of a number of Leisure and operational changes and changes to the current management structure which will allow a reduction Culture of 12.9 FTE. The saving will have a minimal impact on service delivery.

4.8 FTE of this saving are removed totalling £0.240m.

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.

75 Appendix 1 – Savings Removed / Reduced

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

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 Leisure and the age of 16, a saving of £0.105m can be achieved whilst still continuing to offer a concessionary Culture price 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.

76 Appendix 1 – Savings Removed / Reduced

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

CER27 Fleet and Service Impact Environmental Services – SAVING REDUCED BY £0.090m 2.0 0.090 Environmental Original Saving: 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.

2.0 FTE of this saving are removed totalling £0.090m – the remaining 2 FTE saving proposed is in relation to vacant posts.

77 Appendix 1 – Savings Removed / Reduced

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

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.

CER31 Planning and Service Impact Planning and Economic Development Service – SAVING REDUCED BY £0.150m 3.0 0.150 Economic Original Saving: This is a continuation of the 2017/2018 approved saving to restructure the Planning Development and Economic 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. The original proposal would see a reduction of 5 FTE.

3.0 FTE of this saving are removed totalling £0.150m.

78 Appendix 1 – Savings Removed / Reduced

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

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 Development to 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.

79 Appendix 1 – Savings Removed / Reduced

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

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.

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.

80 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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 Principle 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.

81 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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.

82 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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 Development Maintenance. 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 – SAVING REDUCED BY £0.115m - 0.115 Economic Original Saving: Business Support Grants are available to small and medium enterprises (SME) Development across South 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, resulting in a saving of £0.115m 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 original savings proposal was a saving of £0.160m. £0.115m of this saving is removed in relation to grants leaving a saving of £0.045m in relation to the removal of one vacant post in 2018/19.

83 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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 Development Trust (£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.

CER44 Facilities, Service Impact Rationalisation of Library Attendants – SAVING REDUCED BY £0.038m 2.0 0.038 Waste and Original Saving: As a result of a reduction in footfall within libraries over a number of years, the Grounds requirement for both 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 original saving would have resulted in a reduction of 4 FTE, from the current establishment of 12.8 FTE, to 8.8 FTE.

2.0 FTE of this saving at East Kilbride and Rutherglen Libraries are removed totalling £0.038m.

84 Appendix 1 – Savings Removed / Reduced

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

CER45 Roads and Service Impact Carriageway Resurfacing Programme – SAVING REDUCED BY £1.366m - 1.366 Transportation Original Saving: 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 approximately 85% 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.

The original savings proposal was a saving of £4.366m. £1.366m of this saving is removed leaving a saving of £3m in 2018/19.

The allocation of £3m to footways and carriageways from the additional capital grant means that the overall level of spend remains unchanged in 2018/19.

85 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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 Culture across 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.

86 Appendix 1 – Savings Removed / Reduced

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

CER48 South Service Impact Reduction in Opening Hours at Leisure Centres – SAVING REDUCED BY £0.029m 1.2 0.029 Lanarkshire Original Saving: Through revising current opening hours within 5 leisure centres across South Leisure and Lanarkshire in line with current demand levels, a saving of £0.095m can be generated. The saving Culture reflects an analysis of 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 original proposal was to reduce the opening hours at Coalburn, Forth, Strathaven, Eastfield Lifestyles and Biggar.

1.2 FTE of this saving are removed totalling £0.029m and relate to removing the savings proposed at Strathaven and Eastfield Lifestyles as well as revising the opening hours at Coalburn.

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 Grounds saving 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.

87 Appendix 1 – Savings Removed / Reduced

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

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.

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.

88 Appendix 1 – Savings Removed / Reduced

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

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

89 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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.

90 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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).  Introduction of self-service (1 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 (£0.030m).  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).  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 (1 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 (£0.020m).  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.

The current gross budget for IT is £11.202m. This saving will reduce the budget to £10.392m.

91 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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.

92 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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.

93 Appendix 1 – Savings Removed / Reduced

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

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.

94 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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.

95 Appendix 1 – Savings Removed / Reduced

Resource Service Savings Type Name, and Brief description of Saving Employee Saving Reference FTE £m (Approved, Removed / Removed / Efficiency and Reduced Reduced 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.

96 Appendix 1 – Savings Removed / Reduced

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

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.

Total Removed / Reduced Savings 91.4 6.128

97 Appendix 1 – Savings Removed / Reduced

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

98 7

Appendix 2 – 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.

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.

99 Appendix 2 – Savings Proposals

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

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 3.0 1.400

100 Appendix 2 – 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 3.0 1.400 Charging - 0.000 Service Impact - 0.000

Cross Resource Savings Proposals 2018/2019 3.0 1.400

101 Appendix 2 – 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.

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.

102 Appendix 2 – 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 – SAVING REDUCED 1.0 0.038 Waste and Outturn This proposal would see the removal of 1 FTE vacant Grounds Officer post within the service, Grounds reducing the current establishment from 24 FTE to 23 FTE.

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 – SAVING REDUCED 8.1 0.248 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 8.1 FTE. The saving will Culture have a minimal impact on service delivery.

103 Appendix 2 – 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.

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.

104 Appendix 2 – Savings Proposals

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

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.

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.

105 Appendix 2 – Savings Proposals

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

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 12.8 2.077

106 Appendix 2 – 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 – AMENDED SAVING - 0.100 Waste and It is proposed that the price of a school lunch is increased by 3%. This is an increase of £0.05, from Grounds £1.60 to £1.65. This will not 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 – AMENDED SAVING - 0.022 Waste and It is proposed to increase cremation charges by 3% from the current charge of £599 per service to Grounds £617. The increase of £18 would generate additional income of £0.022m per annum.

The increase will result in South Lanarkshire moving from 2nd of 12 in terms of lowest cost, to 4th 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

107 Appendix 2 – 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 – AMENDED SAVING - 0.006 Lanarkshire Propose to increase admission costs to Calderglen Zoo by 3%. A child price would increase from Leisure and £0.50 to £0.52, and an adult price increase from £1.40 to £1.45. 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 – AMENDED SAVING - 0.013 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 of 3% from £54.60 to £56.25 per annum is proposed.

This is the equivalent of an increase of £0.03 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

108 Appendix 2 – 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 3% (except those covered in other savings and fitness, including pay as you Leisure and 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

Total Community and Enterprise Resources’ Charging Savings 2018/2019 - 0.261

109 Appendix 2 – 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 – SAVING REDUCED 2.0 0.090 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.

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 2 FTE, from 26.6 FTE to 24.6 FTE.

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.

110 Appendix 2 – 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.

CER31 Planning and Service Impact Planning and Economic Development Service – SAVING REDUCED 2.0 0.100 Economic This is a continuation of the 2017/2018 approved saving to restructure the Planning and Economic Development Development Service.

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 2 FTE.

111 Appendix 2 – 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.

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).

112 Appendix 2 – Savings Proposals

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

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.

CER41 Planning and Service Impact Business Support Grants – SAVING REDUCED 1.0 0.045 Economic The proposal is remove 1 FTE post from the current structure, resulting in a saving of £0.045m in Development 2018/2019.

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.

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.

113 Appendix 2 – Savings Proposals

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

CER44 Facilities, Service Impact Rationalisation of Library Attendants – SAVING REDUCED 2.0 0.042 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 13 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 £0.042m to be achieved in 2018/2019.

Details of the proposed changes can be provided.

The saving will result in a reduction of 2 FTE, from the current establishment of 12.8 FTE, to 10.8 FTE.

114 Appendix 2 – 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 – SAVING REDUCED - 3.000 Transportation 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 continue to 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.

Efficiencies will be achieved through continuing to make the best use of new and innovative materials and, through better procurement, ensuring 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.

The allocation of £3m to footways and carriageways from the additional capital grant, means that the overall level of spend remains unchanged in 2018/19.

115 Appendix 2 – 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.

116 Appendix 2 – Savings Proposals

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

CER48 South Service Impact Reduction in Opening Hours at Leisure Centres – SAVING REDUCED 2.7 0.066 Lanarkshire Through revising current opening hours within 3 leisure centres across South Lanarkshire in line with Leisure and current demand levels, a saving of £0.066m 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 and Biggar.

Total Community and Enterprise Resources’ Service Impact Savings 2018/2019 12.7 4.956

Total Community and Enterprise Resources’ Savings Proposals 2018/2019 25.5 7.294

117 Appendix 2 – 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 12.8 2.077 Charging - 0.261 Service Impact 12.7 4.956

Community and Enterprise Resources’ Savings Proposals 2018/2019 25.5 7.294

118 Appendix 2 – 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.

Total Education Resources’ Approved Savings 2018/2019 - 0.140

119 Appendix 2 – 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

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 standalone 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 - 0.200

120 Appendix 2 – 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.

121 Appendix 2 – 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.

122 Appendix 2 – Savings Proposals

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

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.

123 Appendix 2 – 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 10.5 1.966

Total Education Resources’ Savings Proposals 2018/2019 10.5 2.306

124 Appendix 2 – 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 - 0.200 Charging - 0.000 Service Impact 10.5 1.966

Education Resources’ Savings Proposals 2018/2019 10.5 2.306

125 Appendix 2 – 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

126 Appendix 2 – 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.

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.

127 Appendix 2 – Savings Proposals

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

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)

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.

128 Appendix 2 – 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.

129 Appendix 2 – 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.

130 Appendix 2 – 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.

131 Appendix 2 – 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.

132 Appendix 2 – 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.

133 Appendix 2 – 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 87.0 3.672

Total Finance and Corporate Resources’ Savings Proposals 2018/2019 87.0 3.766

134 Appendix 2 – 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 87.0 3.672 Charging - 0.000 Service Impact - 0.000

Finance and Corporate Resources’ Savings Proposals 2018/2019 87.0 3.766

135 Appendix 2 – 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.

136 Appendix 2 – 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

Total Housing and Technical Resources’ Savings 2018/2019 8.0 1.345

137 Appendix 2 – 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 - 0.000

Housing and Technical Resources’ Savings Proposals 2018/2019 8.0 1.345

138 Appendix 2 – 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 – AMENDED SAVING - 0.013 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 3% from £1.54 per week to £1.59 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.

Total Social Work Resources’ Charging Savings - 0.013

139 Appendix 2 – 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

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 - 0.550

Total Social Work Resources’ Savings 2018/2019 - 0.563

140 Appendix 2 – 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 - 0.013 Service Impact - 0.550

Social Work Resources’ Savings Proposals 2018/2019 - 0.563

141 Appendix 2 – 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 3.0 1.400 Community and Enterprise Resources 25.5 7.294 Education Resources 10.5 2.306 Approved - 0.234 Finance and Corporate Resources 87.0 3.766 Efficiency and Outturn 110.8 8.694 Housing and Technical Resources 8.0 1.345 Charging - 0.274 Social Work Resources - 0.563 Service Impact 23.2 7.472

Total 2018/2019 Savings Proposed 134.0 16.674 Total 2018/2019 Savings Proposed 134.0 16.674

142 Appendix 3 THIRD SECTOR ORGANISATIONS

NAME OF ORGANISATION ARKEEN THEATRE COMPANY 7 AVONDALE COMMUNITY TRANSPORT BIGGAR YOUTH PROJECT CAMBUSLANG AND RUTHERGLEN SPORTS COUNCIL CAMBUSLANG CHILDCARE PROJECT CARE AND REPAIR IN SOUTH LANARKSHIRE CARGILL HOUSE CLUB CASH FOR KIDS CENTRESPOT DEVELOPMENT CHILDCARE IN THE COMMUNITY CHILDRENS HOSPICE ASSOCIATION IN SCOTLAND CLYDESDALE CITIZENS ADVICE BUREAU CLYDESDALE SPORTS COUNCIL COALBURN MINERS WELFARE CHARITABLE SOCIETY COJAC CENTRE COMMUNITY COUNCIL GRANTS COMMUNITY GROUP GRANTS COMMUNITY LINKS CRUSE BEREAVEMENT CARE SCOTLAND DISABILITY RESOURCE CENTRE CLYDESDALE - DIAL EAST KILBRIDE CITIZENS ADVICE BUREAU EAST KILBRIDE COMMUNITY TRANSPORT EAST KILBRIDE SPORTS COUNCIL EASTFIELD PHYSICALLY DISABLED CLUB FAMILY MEDIATION SOUTH LANARKSHIRE GALA GRANTS GLASGOW WOMEN'S LIBRARY GREENHILLS & EK SOUTH YOUTH CLUB GREENHILLS OUT OF SCHOOL CARE HAMILTON CHURCHES DROP IN CENTRE HAMILTON CITIZENS ADVICE BUREAU HAMILTON INFORMATION PROJECT FOR YOUTH HAMILTON SPORTS COUNCIL LANARK YMCA LANARKSHIRE ASSOCIATION FOR MENTAL HEALTH LANARKSHIRE CANCER CARE TRUST LANARKSHIRE HINDU WELFARE ASSOCIATION LANARKSHIRE RAPE CRISIS CENTRE LARKHALL AND DISTRICT VOLUNTEER GROUP LESMAHAGOW RESOURCE CENTRE LIBER8 LANARKSHIRE LTD LIGHTBURN ELDERLY ASSOCIATION PROJECT

NAME OF ORGANISATION MILAN LUNCH AND SOCIAL CLUB PASS PLUS PEOPLE EXPERIENCING TRAUMA AND LOSS 143 Appendix 3 PLAYCARE OUT OF SCHOOL CARE PRINCESS ROYAL TRUST LANARKSHIRE CARERS CENTRE PROBLEM SOLVING GROUPS REGEN FX REVIVE MS SUPPORT RUTHERGLEN AN CAMBUSLANG CITIZENS ADVICE BUREAU RUTHERGLEN COMMUNITY CARERS SCOTTISH HUNTINGTONS ASSOCIATION SOUTH LANARKSHIRE CARERS NETWORK LTD SOUTH LANARKSHIRE DISABILITY SPORT SPECIAL NEEDS ADVENTURE PLAYGROUND SPELL STANMORE HOUSE PLAYSCHEME STREET LEVEL COMMUNITY ENGAGEMENT FUNDING TENANTS INFORMATION SERVICE THE RURAL DEVELOPMENT TRUST THORNTON ROAD COMMUNITY CENTRE VICTIM SUPPORT VOICE WEST OF SCOTLAND PLAYSCHEME ADVISORY FORUM WOMEN'S AID SOUTH LANARKSHIRE YOUNG SCOT

144

Agenda Item 8 Report

Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Director, Health and Social Care

Subject: South Lanarkshire Integration Scheme Amendment

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise the Executive Committee of the requirement to change the South Lanarkshire Integration Scheme as a result of the Carers (Scotland) Act 2016 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to note the following recommendation(s):- [recs] (1) that the revisions to the South Lanarkshire Integration Scheme as a result of the Carers (Scotland) Act 2016 be approved. [1recs] 3. Background 3.1. As part of the requirements of the Public Bodies (Joint Working) (Scotland) Act 2014, South Lanarkshire Council (SLC) and NHS Lanarkshire (NHSL) worked jointly to draft the South Lanarkshire Integration Scheme to establish a Body Corporate model of integration.

3.2. Once agreed by both organisations, the draft Integration Scheme was submitted to the Scottish Government for onward approval by the Scottish Parliament. The Scheme was duly approved in September 2015, thus establishing the South Lanarkshire Integration Joint Board (IJB) to become a formal entity of the public sector, similar to that of other public bodies.

3.3. The Integration Scheme sets out the agreement under which the integration arrangements operate and details the functions delegated by the Parties (Council and NHS Board) for strategic oversight by the IJB. It also details the legislative framework through which the IJB must work within when agreeing the Strategic Commissioning Plan and any subsequent directions issued by the IJB to the Parties.

3.4. The South Lanarkshire Integration Scheme has remained unchanged since approval in September 2015 and is scheduled for formal review in 2020, in line with the requirement to review the Integration Scheme every 5 years.

4. Proposed Changes to the South Lanarkshire Integration Scheme 4.1. In November 2017, the Scottish Government lettered all 31 Health and Social Care Partnerships across Scotland to inform them that an amendment has been made to 145 the Regulations which support the implementation of the Public Bodies (Joint Working) Act 2014.

4.2. This amendment relates specifically to the Carers (Scotland) Act 2016, which is due to come into effect from 1 April 2018. The implementation of the Carers Act has implications for Integration Authorities, NHS Boards and councils. The amendment requires the new duties cited within this Act to be delegated specifically to Integration authorities.

4.3. In summary, the main elements of responsibility/duties that this will cover for Integration Authorities, the Council and the NHS Board will be:-

 a new adult carer support plan with a personal outcomes focus  a new young carer support plan with a personal outcomes focus  a duty to support carers including by means of a local eligibility criteria  a duty to prepare a local carers strategy  a duty to provide an information and advice service and publish short breaks services statement  a duty to involve carers in the discharge from hospital of the people they care for

4.4. In a South Lanarkshire context many aspects of the above duties have been delivered through local partnership arrangements. However, the duties of the Act now formalise many of these arrangements which have grown as a result of the existing and previous carers strategies for South Lanarkshire

4.5. Given that children’s Social Care Services is not a delegated function in a South Lanarkshire context, the Young Carers Support Plan will not be a delegated duty to the IJB. The requirements of this will continue to be led through Children’s Services planning arrangements and in particular the Young Carers Support Team based within Children and Justice Social Care Services.

4.6. Whilst the amendment to the Integration Scheme is relatively minor, a full copy of this is detailed in appendix 2.

5. Next Steps 5.1. Progress with the implementation of the Carers (Scotland) Act 2016 will be formally reported through a number of forums including the IJB and Social Work Resources Committee, particularly in view of the young carers’ aspect of service delivery and duties.

5.2. Moreover, the requirement to implement the duties of the Act will also form one of the 2018/2019 directions from the IJB to the Council and NHS Board. This will also be reflected as a commissioning intention within the refreshed Health and Social Care Strategic Commissioning Plan.

5.3. A report similar to this will also be presented through Lanarkshire NHS Board, given that both Parties require to approve the Integration Scheme and any amendments to this.

5.4. On completion of both these routes of approval, the revised Integration Scheme will be formally sent on to the Scottish Government by the 2 March 2018 deadline.

6. Employee Implications 6.1. There are no additional employee implications associated with this report.

146 7. Financial Implications 7.1. Additional funding has been made available by the Scottish Government to support the full implementation of the Carers (Scotland) Act 2016.

8. Other Implications 8.1. A similar report will be presented to Lanarkshire NHS Board for approval on 30 January 2018.

8.2. There are no additional risks associated with this report.

8.3. There are no sustainable development issues associated with this report.

8.4. There are no other issues associated with this report.

9. Equality Impact Assessment and Consultation Arrangements 9.1. There is no requirement to carry out an impact assessment in terms of the proposals contained within this report. However, a full impact assessment will be carried out on the new Carers Strategy for South Lanarkshire, which will incorporate many of the duties outlined above.

9.2. Changes to the Integration Scheme require that key stakeholder/prescribed consultees are either informed or consulted on this. Notification was given to partners in December, 2017, together with a copy of the Scottish Government letter cited in appendix 1.

Val de Souza Director, Health and Social Care

22 December 2017

Link(s) to Council Values/Objectives  Protect vulnerable children, young people and adults  Improve service for older people  Strengthen partnership working, community leadership and engagement  Provided vision and strategic direction  Embed governance and accountability

Previous References  South Lanarkshire Integration Joint Board Report – 02 April 2015

List of Background Papers  None

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Martin Kane, Programme Manager, Health and Social Care Ext: 3743 (Phone: 01698 453743) Email: [email protected]

147

148

Health and Social Care Integration Directorate Integration Division  8 T: 0131-244 5453 E: [email protected]

NHS Chief Executives Local Authority Chief Executives Chief Officers of Integration Authorities

___ Our ref: IAscheme-CA2016

17 November 2017

Dear Colleagues,

CARERS (SCOTLAND) ACT 2016 - IMPLEMENTATION

As you know, the Carers (Scotland) Act 2016 (the Carers Act) comes into effect on 1 April 2018. Implementation of the Act has implications for Integration Authorities, Local Authorities and Health Boards, as new duties come into force and are delegated. This letter provides an update on timing for the changes coming into force and outlines changes that Health Boards and Local Authorities need to put in place in their Integration Schemes.

The Carers Act is designed to support carers’ health and wellbeing and to help make caring more sustainable. All Integration Authorities are already responsible for support to adult carers as part of their responsibilities for adult social care. Where children’s services are also delegated, responsibility for support to young carers also sits with the Integration Authority. In order to implement the Carers Act, the Scottish Government must incorporate provisions stemming from the Carers Act into those regulations that support the Public Bodies (Joint Working) (Scotland) Act 2014 that relate to functions for delegation. Once changes to the regulations have been made, Health Boards and Local Authorities, working with Integration Authorities, need to amend their Integration Schemes to take account of the new provisions.

To date we have made an amendment through the Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment Regulations 2017, which covers Section 21 of the Carers Act and places a duty on Integration Authorities to set local eligibility criteria for carer support in relation to adult services and where appropriate the delegated functions relating to children’s services.

We have now laid two further statutory instruments with the Scottish Parliament to accommodate the remaining necessary changes. The instruments lie in Parliament for 40 days and, subject to parliamentary approval, will come into force on 18 December 2017, at which point you will be able to start work on amending your Integration Schemes. The two instruments are:

St Andrew’s House, Regent Road, Edinburgh EH1 3DG  www.gov.scot 149

 The Public Bodies (Joint Working) (Prescribed Local Authority Functions etc.) (Scotland) Amendment (No 2) Regulations 2017, which identifies a number of functions that must be delegated. In line with requirements on integration, the requirement to delegate these functions only extends to adult social care. Delegation of these functions with respect to children’s social care remains a matter for local discretion.

 The Public Bodies (Joint Working) (Prescribed Health Board Functions) (Scotland Amendment Regulations 2017, which identifies functions that may be delegated.

For further details, see the regulations and the associated policy notes attached to the covering email to this letter.

In order to accommodate these changes, Health Boards and Local Authorities will need to amend their Integration Schemes to include the new duties put in place by the Carers Act for delegation to Integration Authorities. As per the process when Integration Schemes were originally written, Health Boards and Local Authorities will need to ensure that stakeholders identified within The Public Bodies (Joint Working) (Prescribed Consultees) (Scotland) Regulations 2014 are informed of the proposed changes. Following this process and appropriate approval by the Health Board and Local Authority, revised Integration Schemes should be submitted to Scottish Ministers via this division for their approval. We would ask that revised Integration Schemes are submitted to Scottish Government no later than 2 March 2018.

Once the process for reviewing Integration Schemes is completed, Integration Authorities will need to consider the implications of these new duties in the context of their overarching strategic commissioning plan. We anticipate that any changes to the strategic commissioning plan will be incorporated incrementally as part of the local, ongoing, planning process.

If you have any questions in relation to this process, I would be grateful if these could be directed to Brian Nisbet – [email protected],

Yours faithfully

Alison Taylor Head of Integration Division

St Andrew’s House, Regent Road, Edinburgh EH1 3DG  www.gov.scot 150

South Lanarkshire

Health and Social Care Integration Scheme

Version 26 - 27th December, 2017

151 Contents

Introduction to Scheme

1. The Parties

2. Definitions and Interpretations

3. Integration Model

4. Local Governance Arrangements

5. Delegation of Functions

6. Local operational Delivery Arrangements

7. Clinical and Care Governance

8. Chief Officer

9. Workforce

10. Finance

11. Participation and Engagement

12. Information Sharing and Data Handling

13. Complaints

14. Claims Handling, Liability and Indemnity

15. Risk Management

16. Dispute Resolution Mechanism

152 Introduction The Public Bodies (Joint Working) (Scotland) Act 2014 (thereafter known as The Act) requires Health Boards and Local Authorities to integrate planning for, and delivery of certain adult health and social care services. This document sets the agreement through which NHS Lanarkshire Health Board and South Lanarkshire Council will do this.

The creation of an integrated Partnership will require South Lanarkshire Council and NHS Lanarkshire Health Board to undertake a significant change agenda with the aim of creating services and supports which build on a solid foundation of success to date.

The overall aim of the new arrangement will be the creation of a Partnership which strives to further improve outcomes for people who use health and social care services and their carers. Therefore, a primary focus of the Partnership will be delivering on the nine national health and wellbeing outcomes of:

 People are able to look after and improve their own health and wellbeing and live in good health for longer  People, including those with disabilities, long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community  People who use health and social care services have positive experiences of those services and have their dignity respected  Health and social care services are centred on helping to maintain or improve the quality of life of people who use those services  Health and social care services contribute to reducing health inequalities  People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing  People who use health and social care services are safe from harm  People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide  Resources are used effectively and efficiently in the provision of health and social care services

From a South Lanarkshire perspective, our local vision reflects and underpins the higher level national outcomes. This is evidenced by the progress towards a personal outcomes approach which involves working with people to jointly agree how we support them to meet their aspirations and goals in life. Consequently, this drive towards supporting people to meet their outcomes has resulted in a shared partnership vision based upon:

“Working together to improve health and wellbeing in the community – with the community”

In pursuit of this vision, and central to our philosophy, will be the following commitments:

 We will focus on promoting health improvement and tackling the underlying causes of ill - health  We will continue to develop a health and social care system which is integrated around the needs of individuals, their carers and family members  We will be working with people, their carers and families who have a range of complex support needs to identify the outcomes they want to achieve in life. In doing so, our aim will be to provide care and support to help them realise these outcomes  We will put the leadership of clinicians and professionals at the heart of service delivery for people who require support and their carers  We will work with partners in the third and independent sectors to remove unhelpful boundaries and using combined resources to achieve maximum benefit for patients, service users, carers and families

153  We will work with a range of agencies and partners to address health and social inequalities and the subsequent impact of this experienced by people in their communities

The following detail provides information relating to ‘how’ this Partnership will be created to deliver against the national outcomes and intentions of the Act. The Integration Scheme is the vehicle through which an assurance will be given to South Lanarkshire Council, NHS Lanarkshire Health Board and the Scottish Government that the intentions of the Act are being delivered by the Integration Joint Board. The Integration Scheme will form the basis of a legal agreement with the Government and last for a maximum duration of five years, at which point it will require to be refreshed. However, in circumstances where there is agreement between the parties, the Integration Scheme can be refreshed within an earlier timeframe.

154

1. The Parties  South Lanarkshire Council, established under the Local Government etc (Scotland) Act 1994 and having its principal offices at Almada Street, Hamilton, ML3 0AA (hereinafter referred to as the Council).

And

 NHS Lanarkshire Health Board, established under section 2 (1) of the National Health Service (Scotland) Act 1978 and having its principal offices at Kirklands, Fallside Road, Bothwell, G71 8BB (hereinafter referred to as the NHS Board) (together referred to as the Parties).

In the implementation of their obligations under the Act, the Parties hereby agree as follows:

2. Definitions and Interpretations 2.1 There are a number of definitions which require to be interpreted and understood consistently within this Integration Scheme as follows: The Act – means the Public Bodies (Joint Working) (Scotland) Act 2014 Appropriate Person – means a member of the NHS Board but does not include any person who is both a member of the NHS board and a councillor The Parties – means South Lanarkshire Council and NHS Lanarkshire Health Board NHS Board – means NHS Lanarkshire Health Board The Council – means South Lanarkshire Council Integration Joint Board – means the Integration Joint Board to be established by Order under section 9 of Act The Integration Scheme – refers to this particular document and the detail and is a direct response to the requirement of the Act Joint Strategic Commissioning Plan – means the plan which the Integration Joint Board is required to prepare and implement in relation to the delegated functions of health and social care services in accordance with section 29 of the Act Outcomes – refer to the nine nationally set outcomes prescribed by the Scottish Ministers under section 5 (1) of the Act References to sections of the Act or other Pieces of Legislation – will also mean references to any subsequent amendments to the Act or other pieces of legislation

3. Integration Model 3.1 The Council and NHS Board have agreed to implement a body corporate model for the integration of health and social care services. Under Section 1(4)(a) of the Act this will involve the delegation of functions by the Council to a body corporate that is to be established by order under section 9 (an Integration Joint Board) and delegation of functions by the NHS Board to the Integration Joint Board.

4. Local Governance Arrangements 4.1 The Council and NHS Board will each appoint 4 representatives to be voting members of the Integration Joint Board in accordance with the requirements of the Public bodies (Joint Working) Integration Joint Boards) (Scotland) Order 2014 SSI no 285. The Integration Joint Board members appointed by the parties will hold office for a period of 3 years. Integration Joint Board members appointed by the parties will cease to be members of the Integration Joint Board in the event that they cease to be representatives of the NHS board or an Appropriate Person or a South Lanarkshire Council Councillor in terms of the Public Bodies (Joint Working) (Integration Joint Boards)(Scotland) Order2014 SSI no 285.

4.2 The Integration Joint Board will also include the following in terms of the Public Bodies (Joint Working) (Integration Joint Boards)(Scotland) Order2014 SSI no 285 :  the Chief Social Work Officer of the Council  the Chief Officer of the Integration Joint Board 5

155  the proper officer of the Integration Joint Board appointed under section 95 of the Local Government (Scotland) Act 1973  a registered medical practitioner whose name is included in the list of primary medical services performers prepared by the Health Board in accordance with the regulations made under section 17P of the National Health Service (Scotland) Act 1978 (b)  a registered nurse who is employed by the Health Board or by a person or body with which the Health Board has entered into a general medical services contract  a registered medical practitioner employed by the Health Board and not providing primary medical services

4.3 Once the Integration Joint Board is established, it must appoint (in addition to the above), at least one member in respect of each of the following groups in terms of the Public Bodies (Joint Working) (Integration Joint Boards)(Scotland) Order2014 SSI no 285:

 at least one member of staff of the constituent authorities engaged in the provision of services provided under integration functions  at least one member from a third sector body carrying out activities related to health or social care in the South Lanarkshire area  at least one member being a user of health and social care services residing in the South Lanarkshire area  at least one member providing unpaid care in the South Lanarkshire area  any additional member as the Integration Joint Board sees fit

4.4 The first chair of the Integration Joint Board will be a Board Member nominated by the Council and will hold office as chair for a period of 12 months. The party which has not appointed the chair will nominate the vice chair and the vice chair will hold office for a period of 12 months. At the end of the period of 12 months responsibility for appointing the chair and vice chair will switch to the other party and a new chair and vice chair will be appointed for a period of 2 years. Thereafter, responsibility for appointing the chair and vice chair will alternate between the parties and the appointments will be made for a period of 3 years.

5. Delegation of Functions 5.1 The functions that are to be delegated by the NHS Board to the Integration Joint Board are set out in Part 1 of Annex 1. The services to which these functions relate, which are currently provided by the NHS Board and which are to be integrated, are set out in Part 2 of Annex 1. The functions in Part 1 are being delegated only to the extent they relate to services listed in Part 2 of Annex. However, by way of summary, these are as follows:

5.1.1 Hospital Services relating to adults and children within the scope of the Integration Joint Board from a strategic planning perspective will include:

5.1.1.1 Accident and emergency services provided in a hospital;

5.1.1.2 Inpatient hospital services relating to the following branches of medicine

. General medicine; . Geriatric medicine; . Rehabilitation medicine; . Respiratory medicine; and . Palliative care services provided in a hospital;

5.1.1.3 Paediatrics

5.1.1.4 Psychiatry of learning disability

156 5.1.1.5 Inpatient hospital services provided by general medical practitioners

5.1.1.6 Services provided in a hospital in relation to an addiction or dependence on any substance

5.1.1.7 Mental health services provided in a hospital except secure forensic mental health services

5.1.2 Functions in relation to the Community Health Services noted below will be delegated in respect of adults and children:

 District nursing services  Health Visiting  Addiction services  Allied health professionals in an outpatient department, clinic, or outwith a hospital  Public dental services  Primary medical services  General dental services  Ophthalmic services  Pharmaceutical services  Primary care out-of-hours  Geriatric medicine  Palliative care  Community learning disability services  Mental health services  Continence services  Kidney dialysis services  Services provided by health professionals that aim to promote public health  Community Paediatrics

5.2 The functions that are to be delegated by the Council to the Integration Joint Board are set out in Part 1 of Annex 2. The services to which these functions relate, which are currently provided by the Local Authority and which are to be integrated, are set out in Part 2 of Annex 2 and relate to adult services only.

 Social work services for adults and older people  Services and support for adults with physical disabilities and learning disabilities  Mental health services  Drug and alcohol services  Adult protection and domestic abuse  Carers support services  Community care assessment teams  Support services  Care home services  Adult placement services  Health improvement services  Aspects of housing support, including aids and adaptions  Day services  Local area co-ordination  Respite provision  Occupational therapy services  Re-ablement services, equipment and telecare

157

5.3 Annex 3 sets out the proposed arrangements for hosted services. This relates specifically to health services which span more than one Integration Joint Board and will be subject to Integration Joint Board approval.

6. Local operational Delivery Arrangements 6.1 The Integration Joint Board will meet on a regular basis with responsibility for the delivery of integrated functions as set out in annexes 1, 2 and 3 and will provide operational oversight of all integrated services, with the exception of those acute services set out as per 6.2 below. It will do this directly for all services except those set out in 6.2 and the operational role of the Chief Officer is set out within section 8.

6.2 The NHS Board will retain direct operational oversight of the acute services as set out in section 5.1.1.1 and 5.1.1.2 and will provide information on a regular basis to the Integration Joint Board about the delivery of these services. Therefore, the Acute Executive Director will provide updates to the IJB and the Chief Officer on the operational delivery of integrated functions delivered within an acute setting.

6.3 The Integration Joint Board will be responsible for the development of a Joint Strategic Commissioning Plan as per Section 29 of the Act. This Plan will set out arrangements for carrying out the integration functions and how these will contribute to achieving the nine National Health and Wellbeing outcomes as outlined in Annex 4.

6.4 A locality model will be developed by the Integration Joint Board to underpin the development of the Joint Strategic Commissioning Plan.

6.5 From an acute hospital services perspective, operational plans for integrated acute service delivery will be subject to directions from the IJB about the exercise of delegated functions in relation to these services. It will also be informed and directed by the Joint Strategic Commissioning Plan.

6.6 The Chief Officer will be responsible for directly implementing the Integration Joint Board’s directions (at the centre) to locality delivery on the ground.

6.7 From an operational and performance management perspective, the Integration Joint Board will receive regular reports from the Chief Officer and other responsible officers of the NHS Board and the Local Authority on the delivery of integrated services and will issue directions in response to those reports to ensure improved performance. This will include a range of thematic reports including, but not limited to the following:

 Financial reports pertaining to actual budgets and forecasts of expenditure

 Annual budget setting recommendations

 Transitional funding reports

 Performance reports including progress against the 9 National Health and Wellbeing Outcomes

 Regulatory and inspection reports

 Complaints

 Clinical and care governance reports to be assured of the delivery of safe and effective services

 Risk management reports 8

158  Staff and workforce reports

 Workforce planning reports

 Improvement plans and reports

6.8 Corporate Services Support 6.8.1 In supporting the work of the Integration Joint Board to fully discharge its duties under the Act, the Parties agree to provide the Integration Joint Board with access to all relevant Corporate resources such as:

 Financial  Legal  Human Resources  I.T.  Planning and Performance support  Risk management  Audit  Administration support

6.8.2 The current arrangements for providing corporate support services in respect of delegated functions and the associated service provision will be reviewed by the Chief Officer and the responsible officers of the Parties to provide a baseline for support in 2015/16.

6.8.3 These officers will consider this baseline during the development of the strategic plan and present a revised corporate service support plan to the Parties and the Joint Integration Board before functions and resources are delegated and no later than March 2016.

6.9 Support for Strategic Planning 6.9.1 As outlined in Section 30(3) of the Act, the Integration Joint Board must have regard to the effect their Joint Strategic Commissioning Plan will have on facilities, services or resources which are used in relation to arrangements set out or being considered to be set out in a Strategic Plan prepared by another Integration Joint Board.

6.9.2 In assessing the health element of this, the NHS Board will provide the necessary activity and financial data for services, facilities and resources that relate to the planned use of services provided by other Health Boards by people who live within the area of the Integration Joint Board.

6.9.3 In assessing the social care element of this, the Council will provide the necessary activity and financial data for services, facilities and resources that relate to the planned use of services provided by other Councils by people who live within the area of the Integration Joint Board.

6.9.4 In circumstances where the NHS Board or Council intend to change service provision of non – integrated services that will impact directly on the Joint Strategic Commissioning Plan, they will advise the Integration Joint Board of this.

6.10 Performance Measurement 6.10.1 Through the development of the Joint Strategic Commissioning Plan, the 9 National Health and Wellbeing outcomes will be used as an organiser to develop a performance reporting framework which underpins the Plan.

6.10.2 The Parties will establish a working group to consider and develop a local suite of measures and targets that relate to the provision of integration functions that will transfer in full or in part to the Integration Joint Board. The measures and targets will be aligned to the 9 National 9

159 Health and Wellbeing outcomes and any subsequent guidance/ core suite of indicators. The Parties will develop the targets, measures and other arrangements that will be devolved to the Integration Joint Board. In developing this, the parties will share with the IJB other relevant NHS Board and Local Authority targets and measures which the IJB must take account of.

6.10.3 This working group will also consider and develop a list of targets, measures and arrangements that relate to the functions of the Parties that are not delegated which the JIB must take account of when it is preparing the strategic plan.

6.10.4 The work in respect of 6.10.2 and 6.10.3 will be completed by the establishment of the Joint Integration Board. This work will take into account at least the;

o National Health & Wellbeing Outcomes; o Delegated performance targets related to the commissioning and delivery accountabilities of NHS Lanarkshire or North Lanarkshire Council; o Delayed discharge; o Recovery activity; o Locally agreed outcomes and targets identified from the Single Outcome Agreement and attributable to Health and Social Care; o Outcomes and targets, including Health Improvement, for each of the localities identified and agreed in line with the local needs determined for each population; and o The Nationally prescribed core suite of integration indicators

6.10.5 On completion of this work, this suite of measures and targets will be made available to the Integration Joint Board for its consideration and adoption.

6.10.6 The reporting of information against this suite of indicators will be provided by the Parties to the Integration Joint Board as a means of measuring progress and impact.

6.10.7 Where responsibility for the target is shared, the Parties will set out in a document the accountability and responsibility of each of them.

6.10.8 Where the responsibility for the targets span integrated and non – integrated services, that the NHS Board, Council and the Integration Joint Board will work together to produce and deliver the measures and targets which assess performance.

6.10.9 The above will be completed by December 2015.

7. Clinical and Care Governance 7.1 The Parties and the Integration Joint Board are accountable for ensuring appropriate clinical and care governance arrangements are in place for their duties under the Act.

7.2 The Parties remain responsible for the clinical and professional accountability of the services which the Joint Integration Board has directed the Parties to deliver and for the services delivered in respect of functions that are not delegated to the IJB

7.3 The Parties remain individually responsible for the assurance of the quality and safety of services commissioned from the third and independent sectors in line with the requirements set out within the strategic plan and any directions issued by the Joint Integration Board that relate to or have an impact on, integrated and non-integrated service provision

7.4 The Integration Joint Board will have regard to the Clinical and Care framework that is set out in Section 7.6 when developing and agreeing its strategic plan and corresponding directions to the Parties.

7.5 As set out in Section 6.7, the Integration Joint Board will receive regular reports from professional leadership members for medical, nursing, AHPs, and Social Work to assure itself 10

160 that clinical and care governance requirements are being met through these existing arrangements and that safe, effective person centred care is being consistently delivered.

Clinical and Professional Governance framework

7.6 The Parties have in place clinical and care governance arrangements to provide assurance that the services that are delivered are safe, effective, person centred and focussed on personal outcomes.

7.7 The Parties recognise that the establishment and continuous review of the arrangements for Clinical and Care Governance and Professional Governance are essential in delivering their obligations and quality ambitions.

7.8 In NHS Lanarkshire this is overseen by the Healthcare Quality Assurance and Improvement Committee, a committee of the Health Board which supports the Health Board in its responsibilities, with regards to issues of clinical risk, control and governance and associated assurance in the area of quality assurance and improvement through a process of constructive challenge.

7.9 The Committee is responsible for the development of a strategic approach to quality assurance and improvement across the organisation, ensuring that quality standards are being set, met and continuously improved for clinical activity. It also ensures that effective arrangements for supporting, monitoring and reporting on quality assurance and improvement are in place and working, demonstrating compliance with statutory requirements in relation to clinical governance and authorising an accurate and honest annual clinical governance statement.

7.10 In South Lanarkshire Council the Chief Social Work Officer holds professional accountability for social work and social care services as outlined in more detail in 7.20.

7.11 The Parties are committed to developing a shared Clinical and Care Governance framework for integrated services. The professional leadership of the Parties, as set out in 7.18, will work together to develop and agree this clinical and care governance framework. In the first instance this will be based on a self – assessment exercise to help identify areas of common practice, provide opportunities to learn from one another and streamline processes

7.12 The existing process, procedures and reporting structures for clinical and care governance of integrated services will be reviewed in light of the agreed clinical and care framework. The framework will encompass the following:

 Professional regulation, workload and workforce development;  Information assurance;  Service user experience and safety and quality of integrated service delivery and personal outcomes;  Person Centred Care;  Management of clinical risks; and  Learning from adverse clinical and non-clinical events

7.13 Each of these domains will be underpinned by mechanisms to measure quality, clinical and service effectiveness and sustainability. They will be compliant with statutory, legal and policy obligations strongly underpinned by human rights values and social justice. Service delivery will be evidence-based, underpinned by robust mechanisms to integrate professional education, research and development.

7.14 The Parties and the Integration Joint Board will be asked to approve the framework and will then be responsible for ensuring that it is embedded within service planning, delivery and performance reporting mechanisms. The Integration Joint Board will be responsible for 11

161 ensuring effective mechanisms for service user and carer feedback and for complaints handling as laid out in sections 11 and 13 of this Scheme.

7.15 The Area Clinical Forum, Managed Clinical Networks, GP Sub Committee, Area Medical Committee, Medical Staff Committee and any other appropriate professional groups, and the Adult and Child Protection Committees will provide advice directly to the Integration Joint Board or through its professional members.

7.16 The Healthcare Quality Assurance and Improvement Committee and the Chief Social Work Officer and his/her delegates will provide advice, oversight and guidance to the Integration Joint Board and Strategic Planning Group (which will be established in terms of the Act) in respect of Clinical and Care Governance and Professional Governance, for the delivery of health and social care services across the localities identified in the strategic plan.

Chief Officer

7.17 The Chief Officer will have access to professional advice from the Chief Social Work Officer; the Medical Director and the Nursing Director in both their operational role as a senior officer of the parties and as accountable officer to the IJB.

Professional Leadership

7.18 Explicit lines of professional and operational accountability are essential to assure the Integration Joint Board and the Parties of the robustness of governance arrangements for their duties under the Act. They underpin delivery of safe, effective and person centred care in all care settings delivered by employees of NHS Lanarkshire and South Lanarkshire Council and of the third and independent sectors.

7.19 NHS Lanarkshire Board is accountable for Clinical Governance. Professional governance responsibilities are carried out by the professional leads through to the health professional regulatory bodies.

7.20 The Chief Social Work Officer in South Lanarkshire holds professional accountability for social work and social care services. The Chief Social Work Officer reports directly to the Chief Executive and elected members of South Lanarkshire Council in respect of professional social work matters. He/she is responsible for ensuring that social work and social care services are delivered in accordance with relevant legislation and that staff delivering such services do so in accordance with the requirements of the Scottish Social Services Council.

7.21 The Medical Director and/or the Director of Nursing, Midwifery and Allied Health Professions, through delegated authority, hold professional accountability for the delivery of safe and effective clinical services within NHS Lanarkshire and report regularly on these matters to the Health Board.

7.22 The Integration Joint Board will have three health professional advisors, as set out in section 4.2. These members of the Integration Joint Board will be professionally accountable to the Medical Director and the Nurse Director as appropriate.

7.23 This arrangement does not limit the ability of the Medical Director and/or the Director of Nursing to provide advice directly to the Integration Joint Board. Where this advice is offered, the Integration Joint Board must respond in writing and notify the Parties.

7.24 The Chief Social Work Officer, through delegated authority holds professional accountability for the delivery of safe and effective social work and social care services within the Council. An annual report on these matters will continue to be provided to the relevant Council committee and will also be made available to the Integration Joint Board. The Chief Social

162 Work Officer, through his/her membership of the IJB and Social Work Committee will provide consistent advice and support to both the Committee and the IJB in relation to these reports.

7.25 The Chief Social Work Officer will provide professional advice to the Integration Joint Board in respect of the delivery of social work and social care services by Council staff and commissioned care providers in South Lanarkshire.

8. Chief Officer 8.1 The Integration Joint Board shall appoint a Chief Officer in accordance with section 10 of the Act.

8.2 The Chief Officer will be accountable directly to the Integration Joint Board for the preparation, implementation and reporting on the Strategic Plan, including overseeing the operational delivery of delegated services as set out in Annex 1 and 2 that do not relate to acute or Accident and Emergency Services provided within NHS Board. The services set out in section 5.1.1.1 and 5.1.1.2 will continue to be operationally managed by the NHS Board through the Director of Acute Services in line with the Integration Joint Board’s Joint Strategic Commissioning Plan. Therefore, the Acute Director will provide updates to the Integration Joint Board and the Chief Officer on the operational delivery of integrated functions delivered within an acute setting.

8.3 The Chief Officer will report to the Council‘s Chief Executive and the NHS Board’s Chief Executive. The Chief Officer‘s formal contract of employment will be with one of the Parties and whichever holds the contract of employment, will manage the Chief Officer on a day to day basis.

8.4 At the request of the IJB where there is to be a prolonged period where the Chief Officer is absent or otherwise unable to carry out their responsibilities, the Council‘s Chief Executive and NHS Board Chief Executive will jointly propose an appropriate interim arrangement for approval by the Integration Joint Board‘s Chair and Vice-Chair.

8.5 The Chief Officer’s objectives will be set annually by the Integration Joint Board. This will form the basis of the Chief Officer’s performance appraisal with the Council’s Chief Executive and the Chief Executive of the NHS Board.

8.6 The Chief Officer will be a full member of both the Council‘s and NHS Board’s corporate management teams, as well as a member of the Integration Joint Board.

8.7 The Chief Officer will liaise with the Executive Director of the NHS Board’s Acute Division in respect of agreeing how the Joint Strategic Commissioning Plan will inform and contribute to the strategic planning of NHS acute services and provision (as per the Act) and the delivery of agreed targets of mutual responsibility.

8.8 The Chief Officer shall establish and maintain effective working relationships with a range of key stakeholders across the NHS Board, the Council, the Third and Independent Sectors, service users and carers, the Scottish Government, Trade Unions and relevant professional organisations.

8.9 Current hosted services arrangements are as set out in Annex 3. However, with regards to the future shaping of these services from a strategic planning perspective, the Integration Joint Board will discuss with relevant neighbouring Integration Joint Boards how these will be shaped in the future. The Chief Officer will take direction from the Integration Joint Board in respect of this.

9. Workforce 9.1 Staff managed within the functions delegated to the Integration Joint Board will remain either employees of the Council or NHS Board and will therefore be subject to the terms and 13

163 conditions and policies and procedures as specified by whichever of the two employing organisations that their contract of employment is with. Therefore, this Integration Scheme does not change who staff are employed by, nor the terms and conditions in their contract of employment. The employment status of staff does not change as a result of this Scheme – employees of the Parties will remain employed by their respective organisations.

9.2 In developing the staff working within those delegated functions (integrated services), the NHS Board and Council will work together to produce a range of plans covering the following aspects:

 Workforce planning and development  Organisational development  Learning and development of staff  Engagement of staff and development of a healthy organisational culture

9.3 The above plans will be developed with the full input of all key stakeholders, with a view to them being approved and implemented by the Integration Joint Board for 1 April, 2016 or before.

9.4 These plans will also require to take account the priorities set out within the Joint Strategic Commissioning Plan to ensure that staff working within integrated services have the necessary skills and expertise to deliver against the agreed priorities.

9.5 Given that these plans will be required on an ongoing basis, the NHS Board and Council will agree to review these plans along with the Integration Joint Board annually in line with the Joint Strategic Commissioning Plan.

10. Finance 10.1 Contributions from the Council and the NHS Board for delegated functions to the Integration Joint Board will be overseen by the Chief Officer and the Integration Joint Board Chief Financial Officer. They will develop a resource plan and budget based on available resources. The Integration Joint Board Chief Financial Officer will be responsible for the preparation of the annual financial statements as required by section 39 of the Act.

10.2 The resources in the first year of the Integration Joint Board will be based on the due diligence process carried out during the shadow year. The due diligence process will be based on the existing financial plans (including planned efficiencies, savings and uplifts) and performance of the NHS Board and the Council during the shadow period and financial performance in recent years.

10.3 In subsequent years, the Chief Officer and Chief Financial Officer will develop a case for the integrated budget based on the Joint Strategic Commissioning Plan and present it to the both Parties for consideration as part of both of their annual budget setting processes. The Parties will evaluate the case for the Integrated Budget against their other priorities and will agree their respective contributions accordingly. The outcome of this work will be presented to the Integration Joint Board. Following on from the budget process, the Chief Officer and the Integration Joint Board Chief Financial Officer will prepare a financial plan supporting the Joint Strategic Commissioning plan.

10.4 The budget will be evidenced based with transparency of assumptions including, but not limited to pay award, contractual uplift and savings requirements etc.

10.5 The method for determining the amount set aside for hospital services will follow guidance issued by the Integrated Resources Advisory Group and be based initially on the notional direct costs of the relevant populations use of in scope hospital services as provided by the Information Services Division (ISD) Scotland. The NHS Board Director of Finance and Integration Joint Board Chief Financial Officer will keep under review developments in 14

164 national data sets or local systems that might allow more timely or more locally responsive information, and if enhancements can be made, propose this to the Integration Joint Board. If the Joint Strategic Commissioning Plan sets out a change in hospital capacity, the resource consequences will be determined through a bottom up process based on:

 Planned changes in activity and case mix due to interventions in the Joint Strategic Commissioning Plan;  Projected activity and case mix changes due to changes in population need;  Analysis of the impact on the affected hospital budget, taking into account cost-behaviour i.e. fixed, semi – fixed and variable costs and timing difference i.e. the lag between reduction in capacity and the release of resources.

10.6 Each of the Parties will agree the formal budget setting timelines and reporting periods as defined in the Financial Regulations.

10.7 A schedule of notional payments will be provided by the Council and NHS Board to the Integration Joint Board following the approval of the Joint Strategic Commissioning Plan and the Financial Plan.

10.8 It will remain the duty of the Council Section 95 Officer and the NHS Board Accountable Officer to monitor and regulate the financial performance of their respective share of the resources available to the Integration Joint Board during each reporting period, throughout the financial year.

10.9 It will be the responsibility of the Council Section 95 Officer and the NHS Board Accountable Officer to comply with the agreed reporting timetable and to make available to the Integration Joint Board Chief Financial Officer the relevant financial information, including on the sum set aside in line with 10.14.5 below, required for timely financial reporting to the Integration Joint Board. This will include such details as may be required to inform financial planning of revenue expenditure.

10.10 The frequency of reporting is set out in the Financial Regulations and will be at least on a quarterly basis. In advance of each financial year a timetable for financial reporting will be submitted to the Integration Joint Board for approval.

10.11 Regular management reports will be prepared in line with the financial regulations which will be agreed by the Integration Joint Board, and will include actual and projected outturns. The existing budgetary control frameworks adopted by each of the Parties will form the basis of generating the required information.

10.12 The Integration Joint Board’s Chief Financial Officer will manage the respective financial plan so as to deliver the agreed outcomes within the Joint Strategic Commissioning Plan viewed as a whole.

10.13 The parties do not expect that there will be a schedule of cash payments, but rather annual accounting entries for the agreed budgets. There may be a requirement for an actual cash transfer to be made between the Council and the NHS to reflect the difference between the payment being made and the resources delegated to the party by the Integration Joint Board. Any cash transfer will take place at least annually. Any change to frequency will be jointly agreed by the Integration Joint Board, the Council and the NHS.

10.14 The process for managing any in-year financial variations will be detailed within the Financial Regulations and are summarised below:

10.14.1 If the Integration Joint Board’s Chief Financial Officer is advised that a significant change is likely to the Integration Joint Board's overall financial position and the deviation involves a change of policy of the Integration Joint Board or results in 15

165 revenue implications for future years, a report will be provided for the Integration Joint Board in good time detailing the financial consequences to enable appropriate action to be taken timeously.

10.14.2 If an overspend is forecast on either Parties in scope budget, the Chief Officer and the Integration Joint Board’s Chief Financial Officer will aim to agree a recovery plan with the relevant Party to balance the overspending budget and determine the actions required to be taken to deliver the recovery plan. If the overspend arises from assumptions in the Integration Joint Board’s Joint Strategic Commissioning Plan on the impact of service changes that are not realised as anticipated this should be subject to a report and corrective action. This corrective action may include a recovery plan which should consider revisions to the commissioning of services and / or financial plans to account for the changed circumstances, and the use of any available reserves.

10.14.3 If the recovery plan is unsuccessful then the Parties have the option to:

a) the relevant party provides additional resources to the Integration Joint Board which is then recovered in future years from subsequent underspends in that party’s contribution, (subject to scrutiny of the reasons for the overspend and assurance that there is a plan in place to address this) or;

b) the relevant party makes additional one-off adjustment to the resources that it is making available to the Integration Joint Board.

10.14.4 Unplanned underspends that arise due to material differences between assumptions used in setting the budget and actual events effectively represent an overfunding by the Council or NHS Board with respect to planned outcomes. The circumstances surrounding the action required to address unplanned underspends is set out in the Financial Regulations and Reserves Policy, which will be subject to agreement by the Council, NHS Board and the Integration Joint Board. The options will include the underspend either being returned to the relevant party in year through an adjustment to their respective contributions, or maintained by the Integration Joint Board to be carried through the General Fund balance.

10.14.5 The Parties do not expect to reduce their in year payment, or the services delegated to the Integration Joint Board without the consent of the Integration Joint Board and the other Party outwith the following circumstances:

a) Unplanned underspends as defined in 10.14.4 above and the Financial Regulations and Reserves Policy b) Where the budget assumed a specific allocation from the Scottish Government which did not materialise in year to the extent anticipated. (The converse of this also applies in that should a specific allocation pertaining to a delegated function exceed the anticipated level, an additional payment to the Integration Joint Board may be agreed)

10.14.6 Monitoring arrangements will include the impact of activity on set aside budgets.

10.15 The Accounting Standards as adapted for the public sector will apply to the Integration Joint Board. The Code of Practice on Local Authority Accounting in the UK will be the applicable guidance for their interpretation.

10.16 The financial statements of the Integration Joint Board will be completed to meet the audit and publication timetable specified in regulations (Regulations under section 105 of the Local Government (Scotland) Act 1973).

166 10.17 Initially, recording of financial information in respect of the Integration Joint Board will be processed via the Council ledger. The means for recording financial information will be reviewed by the Chief Financial Officer to ensure this method remains appropriate giving due regard to the needs of the Integration Joint Board. Should an amendment to this method be required, the CFO will consult with both parties and present recommendations to the Integration Joint Board for approval.

10.18 The financial ledger transactions relating to the Integration Joint Board will be carried out prior to the end of the financial year with post year-end adjustments for material information only. Year-end balances and transactions will be agreed timeously in order to allow completion of the Accounts in line with required timescales. This date will be agreed annually by the Integration Joint Board, the NHS Board and the Council.

10.19 From an asset management and capital planning perspective, in the short term, the Integration Joint Board will not be empowered to own capital assets and the regimes of the Council and NHS Board will apply to capital assets used to provide the delegated services. Ownership of assets and associated liabilities will remain with each of the parties.

10.20 The Chief Officer will consider all of the resources which are required to deliver the integration outcomes including the relevant non-current assets owned by the NHS Board and the Council. The Chief Officer will consult with the Council and NHS Board parties to make best use of existing resources.

10.21 Should the Integration Joint Board believe there is a requirement to develop assets in order to facilitate the delivery of the Joint Strategic Commissioning Plan’s outcomes, then the Chief Officer must present a business case to the Council and NHS Board for consideration. This should be submitted as part of the party’s capital planning process. Partnership discussion would be required at an early stage for jointly funded projects.

10.22 Detailed Financial Regulations governing the Integration Joint Board will be agreed between the Council and the NHS Board and approved by the Integration Joint Board.

11. Participation and Engagement 11.1 Participation and engagement with all stakeholders has been central to the development of the Integration Scheme and is a stated requirement as outlined in Section 6 (2) of the Act. The list of stakeholders who have been directly engaged with to date includes:

 Staff from all disciplines across health and social care, for example clinicians, Nurses, Allied Health Professionals (AHPs), social workers, home care workers, performance and support staff (finance, administration, personnel and planning), General Practitioners, members of the local Public Partnership Forums, the Third Sector, Independent Sector and other relevant party agencies

11.2 To date, there has been a range of planned activity and a variety of methods used to consult with stakeholders including half day seminars in each of the four localities in June and December, 2014. These events will continue to be used as a vehicle for directly engaging localities in the development of the integration agenda. In total, over 400 stakeholders attended the June programme of seminars, with similar attendances at the December equivalents

11.3 In February/ March, 2015 a more formal consultation process was undertaken on the Integration Scheme, with a draft circulated for comment and feedback across all party agencies. This involved producing user friendly commentary and information for stakeholders which gave an overview of the content of the Integration Scheme and the purpose and importance of this. In totality, the stakeholders who were consulted were:

 Health and social care professionals 17

167  Service users and carers of health and social care services  Commercial and Non – Commercial Providers of Health and Social Care  Non – Commercial Providers of Housing  Independent Sector  Third Sector bodies carrying out activities relating to health and social care  Staff likely to be affected by integration  Other Partnerships who could be affected by the Integration Scheme, namely the North Lanarkshire Partnership

11.4 The feedback from this process has resulted in the Integration Scheme being further refined to reflect the views of stakeholders in shaping the final content and direction outlined in the final draft submitted for approval to the Scottish Government.

11.5 The Parties agree that they will make available to the Integration Joint Board existing forums and stakeholder groups with an interest in health and social care that are already established.

11.6 Further to the participation and engagement activity outlined above, the NHS Board and the Council will undertake to support the Integration Joint Board to develop a Participation and Engagement Strategy to support the work of the Integration Joint Board moving forward. The Participation and Engagement Strategy will require to be completed and approved by the Integration Joint Board by 1 April, 2016.

11.7 In resourcing this, the Parties will provide support from staff working within the field of communications and public relations.

12. Information Sharing and Data Handling 12.1 In the first instance, the Parties agree to be bound by the current Lanarkshire information sharing agreement and good practice guide, which has been incrementally developed over the last ten years by the Lanarkshire Data Sharing Partnership Board. The Lanarkshire Data Sharing Partnership Board is the key multi – agency forum within current partnership arrangements and includes representation from North and South Lanarkshire Councils, NHS Lanarkshire Board, Police Scotland, Fire Service and Third Sector. All staff employed by the Parties will continue to comply with all current polices and protocols with regards to information sharing.

12.2 The protocol and procedures for sharing information will be reviewed and updated to reflect the new governance arrangements that pertain to health and social care by the Lanarkshire Data Sharing Partnership. The Chief Officer of the Integration Joint Board will be asked to join the LDSP and the revised protocol will be provided to the Parties and the Integration Joint Board for agreement by August 2015

12.3 Through the strategic direction provided by the Integration Joint Board as detailed in the Joint Strategic Commissioning Plan, there may be circumstances in which the Integration Joint Board directs the Parties to further develop approaches to information sharing and data handling. In such instances, the Parties will present any changes or amendments to the protocol for the Integration Joint Board to consider.

12.4 It is the intention to ensure that any resultant information sharing agreements will be established and maintained within legislative or regulatory requirements in place at that time, primarily with respect to confidentiality, data protection and privacy.

12.5 In addition the parties are developing and agree they will enter into an Information Sharing Protocol (Scottish Accord on the Sharing of Personal Information SAPSI) in relation to health and social care integration, primarily to support strategic planning and commissioning and service design/redesign. The Integration Joint Board will be invited to consider and join the protocol as a party by December, 2015.

168 13. Complaints 13.1 The current arrangements for complaints handling across health and social care in South Lanarkshire are well publicised via hard copy information and electronic means to ensure the public have readily available access to information regarding how to complain. The NHS Board and the Council will assist the Integration Joint Board in continuing to ensure that these processes are clear, well publicised and easily accessible to members of the public. This will involve the Integration Joint Board working with the NHS Board and the Council to review public information and effectiveness of this.

13.2 The system as it stands, operates whereby each of the Parties has its own process and timescales for responding to a complaint. This is outlined below:

 Where the complaint has a social care dimension to it, then it will continue to follow the Social Work complaints procedures and timescales  Where the complaint has a health care dimension to it, then it will continue to follow the NHS Board process, which in effect is that set under the 2012 Charter of Patient Rights and Responsibilities developed by NHS Scotland  Where the complaint is multi – faceted and has a multi – agency dimension to it, the Chief Officer will then designate one of the existing processes to take the lead for investigating and coordinating a response  Each of the current arrangements have key timescales attached to them  Complaints can be made either via the Council through the website or by telephoning Customer Services 0303 123 1015 or via the NHS Board through the website or telephoning the general enquiry line on 0300 3030 243.

13.3 Any revisions to update or improve these existing processes will involve the NHS Board and the Council assisting the Integration Joint Board to review and update the current processes.

13.4 As with other areas of management information and feedback, the Chief Officer will receive a regular complaints report outlining all complaints for that period which have either been actioned to a conclusion or are a work in progress, together with the stage they are at. This will be augmented by sharing experiences from complaints and feedback from wider reviews undertaken.

14. Claims Handling, Liability and Indemnity 14.1 The Parties and the Integration Joint Board recognise that they could receive a claim arising from or which relates to the work undertaken on behalf of the Integration Joint Board.

14.2 The Parties agree to ensure that any such claims are progressed quickly and in a manner which is equitable between them.

14.3 So far as reasonably practicable the normal common law and statutory rules relating to liability will apply.

14.4 In the event of any claim against the Integration Joint Board or in respect of which it is not clear which Party should assume responsibility the Chief Officer (or his/her representative) will liaise with the Chief Executives of the Parties (or their representatives) and determine which Party should assume responsibility for progressing the claim.

14.5 If a claim is settled by either Party and it thereafter transpires that liability (in whole or in part) should have rested with the other Party, then that Party shall indemnify the Party which settled the claim.

14.6 Any claim by a third party in respect of any damages or loss that is purely financial shall be met by the Party responsible in law for such loss. This would include the Integration Joint Board.

169 14.7 Claims regarding policy and/or strategic decisions made by the Integration Joint Board shall be the responsibility of the Integration Joint Board. The Integration Joint Board may require to engage independent legal advice for such claims and the costs of this will be shared between the Parties.

14.8 If a claim has a “cross boundary” element whereby it relates to another integration authority area, the Chief Officers of the integration authorities concerned shall liaise with each other until an agreement is reached as to how the claim should be progressed and determined.

14.9 The Parties and the Integration Joint Board will ensure appropriate risk financing arrangements are in place to meet the cost of claims and other associated costs.

14.10 The Parties and the Integration Joint Board will develop a procedure for claims relating to hosted services. Such claims may follow a different procedure than set out above.

14.11 Claims which pre-date the establishment of the Integration Joint Board will be dealt with by the Parties through the procedures used by them prior to integration.

15. Risk Management 15.1 The Parties will assist the Integration Joint Board in developing risk management strategy and methodology. The risk management strategy and methodology will be formally considered for endorsement by the Integration Joint Board by 31 December 2015. The risk management strategy and methodology will ensure:

 Identification, assessment and prioritisation of risk related to the delivery of services, particularly those which are likely to affect the Joint Board's delivery of the Joint Strategic Commissioning plan  Identification and description of processes for mitigating these risks  Agreed reporting standards.

15.2 The risk management strategy and methodology will set out:

 How the Parties and the Integration Joint Board will prepare risk registers and arrangements to amend and update such registers  Risks that should be reported from the date of delegation of functions and Resources  Frequency which the risk register will be reported to the Integration Joint Board  An agreed risk monitoring framework  That any changes to the risk management strategy shall be requested through a formal paper to the Integration Joint Board  Protocols for sharing risk information.

15.3 The Parties will make relevant resources available to support the Integration Joint Board in its risk management. This will include identifying a person responsible for drawing together the risks from the organisations.

15.4 The initial risk register will be produced by 31 March 2016.

15.5 In addition to the above, the NHS Board, the Council and Integration Joint Board will consider and agree which risks should be taken from their own risk registers and placed on the shared risk register. Where these risks change, the NHS Board, the Council and Integration Joint Board will notify each other of where they have changed.

16. Dispute Resolution Mechanism 16.1 Where either of the Parties fails to agree with the other on any issue related to this Scheme or any of the duties or powers placed on them under the Act, then they will follow the process set out below:

170  The Chief Executives of the NHS Board and the Council, will meet to resolve the issue within 14 working days of a written request for such a meeting made by any of the Parties. The written request will contain a suggested place, time and date to meet. The Chief Officer will also be invited to attend this meeting in an operational capacity  If unresolved, the NHS Board and the Council will each prepare a written note of their position on the issue and exchange it with the others and will meet once more within 14 working days of the date of exchange of notes to resolve the matter  In the event that the issue remains unresolved, representatives of the NHS Board and the Council will proceed to mediation with a view to resolving the issue. The mediator will be chosen by agreement amongst the Parties The parties shall attempt to agree upon the appointment of a mediator, upon receipt, by any of them, of a written notice to concur in such appointment. Should the parties fail to agree within fourteen days, any party, upon giving written notice, may apply to the President of the Law Society of Scotland for the appointment of a mediator. The costs of mediation will be shared between the Parties.

16.2 Where the issue remains unresolved after following the processes as outlined in 16.1, the Parties agree the following process to notify Scottish Ministers that agreement cannot be reached:

 The parties will write to the Scottish Ministers within 28 days of any party refusing to accept any resolution suggested by mediation  As part of the submission to the Scottish Ministers the parties will send their respective written notes of their position as set out in sub clause b) above together with a jointly worded summary of the issue in dispute requesting directions from the Scottish Ministers to resolve the dispute.

171 Annex 1

Part 1

Functions delegated by the Health Board to the Integration Joint Board

Set out below is the list of functions that must be delegated by the Health Board to the Integration Joint Board as set out in the Public Bodes (Joint Working) (Prescribed Health Board Functions) (Scotland) Regulations 2014.

SCHEDULE 1 Regulation 3

Functions prescribed for the purposes of section 1(8) of the Act Column A Column B The National Health Service (Scotland) Act 1978

All functions of Health Boards conferred by, or Except functions conferred by or by virtue of— by virtue of, the National Health Service (Scotland) Act 1978 section 2(7) (Health Boards); section 2CB( (Functions of Health Boards outside Scotland); section 9 (local consultative committees);

section 17A (NHS Contracts);

section 17C (personal medical or dental services); section 17I (use of accommodation); section 17J (Health Boards’ power to enter into general medical services contracts); section 28A (remuneration for Part II services); section 38 (care of mothers and young children); section 38A (breastfeeding);

section 39 (medical and dental inspection, supervision and treatment of pupils and young persons); section 48 (provision of residential and practice accommodation); section 55 (hospital accommodation on part payment); section 57 (accommodation and services for private patients);

172 section 64 (permission for use of facilities in private practice); section 75A (remission and repayment of charges and payment of travelling expenses); section 75B(reimbursement of the cost of services provided in another EEA state); section 75BA(reimbursement of the cost of services provided in another EEA state where expenditure is incurred on or after 25 October 2013); section 79 (purchase of land and moveable property); section 82 use and administration of certain endowments and other property held by Health Boards); section 83(power of Health Boards and local health councils to hold property on trust); section 84A (power to raise money, etc., by appeals, collections etc.); section 86 (accounts of Health Boards and the Agency); section 88 (payment of allowances and remuneration to members of certain bodies connected with the health services); section 98 (charges in respect of non-residents); and paragraphs 4, 5, 11A and 13 of Schedule 1 to the Act (Health Boards); and functions conferred by— The National Health Service (Charges to Overseas Visitors) (Scotland) Regulations 1989 ; The Health Boards (Membership and Procedure) (Scotland) Regulations 2001/302; The National Health Service (Clinical Negligence and Other Risks Indemnity Scheme) (Scotland) Regulations 2000;

The National Health Services (Primary Medical Services Performers Lists) (Scotland) Regulations 2004; The National Health Service (Primary Medical Services Section 17C Agreements) (Scotland) Regulations 2004;

The National Health Service (Discipline Committees) Regulations 2006;

173 The National Health Service (General Ophthalmic Services) (Scotland) Regulations 2006; The National Health Service (Pharmaceutical Services) (Scotland) Regulations 2009;

The National Health Service (General Dental Services) (Scotland) Regulations 2010; and The National Health Service (Free Prescription and Charges for Drugs and Appliances) (Scotland) Regulations 2011/55. Disabled Persons (Services, Consultation and Representation) Act 1986 Section 7 (Persons discharged from hospital)

Community Care and Health (Scotland) Act 2002

All functions of Health Boards conferred by, or by virtue of, the Community Care and Health (Scotland) Act 2002. Mental Health (Care and Treatment) (Scotland) Act 2003 All functions of Health Boards conferred by, or Except functions conferred by— by virtue of, the Mental Health (Care and Treatment) (Scotland) Act 2003. section 22 (Approved medical practitioners);

section 34 (Inquiries under section 33: co- operation);

section 38 (Duties on hospital managers: examination notification etc.);

section 46 (Hospital managers’ duties: notification);

section 124 (Transfer to other hospital);

section 228 (Request for assessment of needs: duty on local authorities and Health Boards);

section 230 (Appointment of a patient’s responsible medical officer);

section 260 (Provision of information to patients); section 264 (Detention in conditions of excessive security: state hospitals);

174 section 267 (Orders under sections 264 to 266: recall); section 281 (Correspondence of certain persons detained in hospital); and functions conferred by—

The Mental Health (Safety and Security) (Scotland) Regulations 2005;

The Mental Health (Cross Border transfer: patients subject to detention requirement or otherwise in hospital) (Scotland) Regulations 2005;

The Mental Health (Use of Telephones) (Scotland) Regulations 2005; and

The Mental Health (England and Wales Cross border transfer: patients subject to detention requirement or otherwise in hospital) (Scotland) Regulations 2008.

Education (Additional Support for Learning) (Scotland) Act 2004 Section 23 (other agencies etc. to help in exercise of functions under this Act) Public Services Reform (Scotland) Act 2010

All functions of Health Boards conferred by, or Except functions conferred by— by virtue of, the Public Services Reform (Scotland) Act 2010 section 31(Public functions: duties to provide information on certain expenditure etc.); and section 32 (Public functions: duty to provide information on exercise of functions). Patient Rights (Scotland) Act 2011

All functions of Health Boards conferred by, or Except functions conferred by The Patient by virtue of, the Patient Rights (Scotland) Act Rights (Complaints Procedure and 2011 Consequential Provisions) (Scotland) Regulations 2012/36.

Part 2

Services currently provided by the Health Board which are to be integrated

The functions that are set out in Part 1 are delegated in relation to the services as set out below and relate to both adults and children

SCHEDULE 2 Regulation 3

175 PART 1

Interpretation of Schedule 3 1. In this schedule— “Allied Health Professional” means a person registered as an allied health professional with the Health Professions Council; “general medical practitioner” means a medical practitioner whose name is included in the General Practitioner Register kept by the General Medical Council; “general medical services contract” means a contract under section 17J of the National Health Service (Scotland) Act 1978; “hospital” has the meaning given by section 108(1) of the National Health Service (Scotland) Act 1978; “inpatient hospital services” means any health care service provided to a patient who has been admitted to a hospital and is required to remain in that hospital overnight, but does not include any secure forensic mental health services; “out of hours period” has the same meaning as in regulation 2 of the National Health Service (General Medical Services Contracts) (Scotland) Regulations 2004; and “the public dental service” means services provided by dentists and dental staff employed by a health board under the public dental service contract.

PART 2 2. Accident and Emergency services provided in a hospital. 3. Inpatient hospital services relating to the following branches of medicine— (a) general medicine; (b) geriatric medicine; (c) rehabilitation medicine; (d) respiratory medicine; and (e) psychiatry of learning disability. 4. Palliative care services provided in a hospital. 5. Inpatient hospital services provided by General Medical Practitioners. 6. Services provided in a hospital in relation to an addiction or dependence on any substance. 7. Mental health services provided in a hospital, except secure forensic mental health services.

PART 3 8. District nursing services. 9. Services provided outwith a hospital in relation to an addiction or dependence on any substance. 10. Services provided by allied health professionals in an outpatient department, clinic, or outwith a hospital. 11. The public dental service. 12. Primary medical services provided under a general medical services contract, and arrangements for the provision of services made under section 17C of the National Health Service (Scotland) Act 1978, or an arrangement made in pursuance of section 2C(2) of the National Health Service (Scotland) Act 1978. 13. General dental services provided under arrangements made in pursuance of section 25 of the National Health (Scotland) Act 1978.

176 14. Ophthalmic services provided under arrangements made in pursuance of section 17AA or section 26 of the National Health Service (Scotland) Act 1978. 15. Pharmaceutical services and additional pharmaceutical services provided under arrangements made in pursuance of sections 27 and 27A of the National Health Service (Scotland) Act 1978. 16. Services providing primary medical services to patients during the out-of-hours period. 17. Services provided outwith a hospital in relation to geriatric medicine. 18. Palliative care services provided outwith a hospital. 19. Community learning disability services. 20. Mental health services provided outwith a hospital. 21. Continence services provided outwith a hospital. 22. Kidney dialysis services provided outwith a hospital. 23. Services provided by health professionals that aim to promote public health. 24. Health Visiting Services

177 Annex 2

Part 1

Functions delegated by the Local Authority to the Integration Joint Board

Set out below is the list of functions that will be delegated by the South Lanarkshire Council to the Integration Joint Board.

SCHEDULE Regulation 2

PART 1

Functions prescribed for the purposes of section 1(7) of the Public Bodies (Joint Working) (Scotland) Act 2014 Column A Column B Enactment conferring function Limitation

National Assistance Act 1948

Section 48 (Duty of councils to provide temporary protection for property of persons admitted to hospitals etc.)

The Disabled Persons (Employment) Act 1958 Section 3 (Provision of sheltered employment by local authorities)

The Social Work (Scotland) Act 1968 Section 1 So far as it is exercisable in relation to another (Local authorities for the administration of the integration function. Act.)

Section 4 So far as it is exercisable in relation to another (Provisions relating to performance of functions integration function. by local authorities.)

Section 8 So far as it is exercisable in relation to another (Research.) integration function.

Section 10 So far as it is exercisable in relation to another (Financial and other assistance to voluntary integration function. organisations etc. for social work.)

178 Column A Column B Enactment conferring function Limitation Section 12 Except in so far as it is exercisable in relation to (General social welfare services of local the provision of housing support services. authorities.)

Section 12A So far as it is exercisable in relation to another (Duty of local authorities to assess needs.) integration function.

Section 12AZA So far as it is exercisable in relation to another (Assessments under section 12A - assistance) integration function.

Section 13 (Power of local authorities to assist persons in need in disposal of produce of their work.)

Section 13ZA So far as it is exercisable in relation to another (Provision of services to incapable adults.) integration function.

Section 13A (Residential accommodation with nursing.)

Section 13B (Provision of care or aftercare.)

Section 14 (Home help and laundry facilities.)

Section 28 So far as it is exercisable in relation to persons (Burial or cremation of the dead.) cared for or assisted under another integration function. Section 29 (Power of local authority to defray expenses of parent, etc., visiting persons or attending funerals.)

Section 59 So far as it is exercisable in relation to another (Provision of residential and other integration function. establishments by local authorities and maximum period for repayment of sums borrowed for such provision.)

The Local Government and Planning (Scotland) Act 1982 Section 24(1) (The provision of gardening assistance for the disabled and the elderly.) Disabled Persons (Services, Consultation and Representation) Act 1986

Section 2 (Rights of authorised representatives of disabled persons.)

179 Column A Column B Enactment conferring function Limitation Section 3 (Assessment by local authorities of needs of disabled persons.) Section 7 In respect of the assessment of need for any (Persons discharged from hospital.) services provided under functions contained in welfare enactments within the meaning of section 16 and which have been delegated.

Section 8 In respect of the assessment of need for any (Duty of local authority to take into account services provided under functions contained in abilities of carer.) welfare enactments (within the meaning set out in section 16 of that Act) which are integration functions. The Adults with Incapacity (Scotland) Act 2000

Section 10 (Functions of local authorities.)

Section 12 (Investigations.)

Section 37 Only in relation to residents of establishments (Residents whose affairs may be managed.) which are managed under integration functions.

Section 39 Only in relation to residents of establishments (Matters which may be managed.) which are managed under integration functions.

Section 41 Only in relation to residents of establishments (Duties and functions of managers of authorised which are managed under integration functions establishment.) Section 42 Only in relation to residents of establishments (Authorisation of named manager to withdraw which are managed under integration functions from resident’s account.) Section 43 Only in relation to residents of establishments (Statement of resident’s affairs.) which are managed under integration functions

Section 44 Only in relation to residents of establishments (Resident ceasing to be resident of authorised which are managed under integration functions establishment.) Section 45 Only in relation to residents of establishments (Appeal, revocation etc.) which are managed under integration functions

The Housing (Scotland) Act 2001

Section 92 Only in so far as it relates to an aid or (Assistance for housing purposes.) adaptation.

The Community Care and Health (Scotland) Act 2002 Section 5 (Local authority arrangements for of residential accommodation outwith Scotland.)

180 Column A Column B Enactment conferring function Limitation Section 14 (Payments by local authorities towards expenditure by NHS bodies on prescribed functions.)

The Mental Health (Care and Treatment) (Scotland) Act 2003 Section 17 (Duties of Scottish Ministers, local authorities and others as respects Commission.)

Section 25 Except in so far as it is exercisable in relation to (Care and support services etc.) the provision of housing support services.

Section 26 Except in so far as it is exercisable in relation to (Services designed to promote well-being and the provision of housing support services. social development.)

Section 27 Except in so far as it is exercisable in relation to (Assistance with travel.) the provision of housing support services.

Section 33 (Duty to inquire.)

Section 34 (Inquiries under section 33: Co-operation.)

Section 228 (Request for assessment of needs: duty on local authorities and Health Boards.) Section 259 (Advocacy.)

The Housing (Scotland) Act 2006

Section 71(1)(b) Only in so far as it relates to an aid or (Assistance for housing purposes.) adaptation.

The Adult Support and Protection (Scotland) Act 2007

Section 4 (Council’s duty to make inquiries.)

Section 5 (Co-operation.)

Section 6 (Duty to consider importance of providing advocacy and other.) Section 11 (Assessment Orders.)

Section 14 (Removal orders.)

181 Column A Column B Enactment conferring function Limitation Section 18 (Protection of moved person’s property.)

Section 22 (Right to apply for a banning order.)

Section 40 (Urgent cases.)

Section 42 (Adult Protection Committees.)

Section 43 (Membership.) Social Care (Self-directed Support) (Scotland) Act 2013

Section 5 (Choice of options: adults.)

Section 6 (Choice of options under section 5: assistances.) Section 7 (Choice of options: adult carers.)

Section 9 (Provision of information about self-directed support.) Section 11 (Local authority functions.)

Section 12 (Eligibility for direct payment: review.)

Section 13 Only in relation to a choice under section 5 or 7 (Further choice of options on material change of the Social Care (Self-directed Support) of circumstances.) (Scotland) Act 2013. Section 16 (Misuse of direct payment: recovery.)

Section 19 (Promotion of options for self-directed support.)

Carers (Scotland) Act 2016 (b)

Section 6 (Duty to provide Adult carer support plan)

Section 21 32

182 Column A Column B Enactment conferring function Limitation (Duty to set local eligibility criteria)

Section 24 (duty to provide support)

Section 25 (provision of support to carers:break from caring)

Section 31 (duty to prepare local carer strategy)

Section 34 (information and advice service for carers)

Section 35 (short breaks services statements)

183 PART 2 Functions, conferred by virtue of enactments, prescribed for the purposes of section 1(7) of the Public Bodies (Joint Working) (Scotland) Act 2014

Column A Column B Enactment conferring function Limitation The Community Care and Health (Scotland) Act 2002 Section 4 The functions conferred by Regulation 2 of the Community Care (Additional Payments) (Scotland) Regulations 2002(

Part 2

Services currently provided by the Local Authority which are to be integrated

Scottish Ministers have set out in guidance that the services set out below must be integrated and this is the full list of services that will be integrated from South Lanarkshire Council perspective These are delegated in so far as they relate to adults only.

184 Annex 3

Hosted Services Proposed Arrangements between North and South Lanarkshire Integration Joint Boards

Where a Health Board spans more than one Integration Joint Board, one of them might manage a service on behalf of the other(s). This Annex sets out those arrangements which the Parties wish to put in place. Such arrangements are subject to the approval of the Integration Joint Board but will not be subject to Ministerial approval.

Services to be hosted by the South Services to be hosted by the North Lanarkshire Integration Joint Board Lanarkshire Integration Joint Board

Community Dental Services Care Home Liaison

Diabetes Community Children’s Services Health and Homelessness Paediatrics

Primary Care Administration Dietetics

Palliative Care Mental Health and Learning Disability

GP Out of Hours Psychology

Traumatic Brain Injury Continence Services

Occupational Therapy Podiatry

Physiotherapy Sexual Health

Speech and Language

Substance Misuse

Prisoner Health Care

185 Annex 4 Health and Wellbeing Outcomes

Outcome 1 – People are able to look after and improve their own health and wellbeing and live in good health for longer

Outcome 2 – People, including those with disabilities, long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community

Outcome 3 – People who use health and social care services have positive experiences of those services and have their dignity respected

Outcome 4 – Health and social care services are centred on helping to maintain or improve the quality of life of people who use those services

Outcome 5 – Health and social care services contribute to reducing health inequalities

Outcome 6 – People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing

Outcome 7 – People who use health and social care services are safe from harm

Outcome 8 – People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide

Outcome 9 – Resources are used effectively and efficiently in the provision of health and social care services

186 Agenda Item

Report 9 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Education Resources) Executive Director (Finance and Corporate Resources)

Subject: Foundation Apprenticeships

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise the Committee on the successful bid to enable South Lanarkshire to deliver Foundation Apprenticeships (FAs)  request approval to add 4 additional posts to the Education Resources establishment as detailed in Section 7.0. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposal to deliver Foundation Apprenticeships be approved (2) that the additional posts, as detailed in Section 6.2., be added to the Education Resources establishment on a fixed term basis for 36 months, commencing in April 2018. [1recs] 3. Background 3.1. Foundation Apprenticeships have been developed by Skills Development Scotland (SDS) with support from the European Social Fund. The objective is to help young people gain valuable, real-world work experience and access work-based learning while they’re still at school by providing earlier exposure to the world of work and equipping them with the skills, experience and knowledge they’ll need when they leave school.

3.2. For young people it’s the chance to get a head start in their careers by gaining an industry-recognised qualification, work on real projects and broaden their career options when they leave school.

3.3. For employers, it’s the chance to attract highly motivated and committed young people who are willing to learn, identify young people who are right for their business and ensure their organisation has people with the skills they need.

3.4. Foundation Apprenticeships will allow pupils to gain vocational qualifications that combine sector specific skills alongside the knowledge that underpins these skills in a workplace setting while still at school. Nationally there were 1200 Foundation Apprenticeship starts in August 2017 and the ambition is to achieve 3000 starts across Scotland in 2018, rising to 10,000 starts in 2021.

187 3.5. The Foundation Apprenticeship is made up of 12 Frameworks that are linked to industry needs and areas of growth:

 Social Services & Healthcare  Social Services Children and Young People  Civil Engineering  Financial Services  Software Development  Hardware/System Support  Engineering  Business Skills  Creative Digital Media  Scientific Technologies  Accountancy  Food & Drink Operations

3.6. South Lanarkshire schools became involved in the Foundation Apprenticeship Programme in 2017. There are 44 young people placed on the programmes being delivered by local colleges as outlined below:

 17 Social Services Children &Young People, South Lanarkshire College  1 Business Skills, Glasgow College Consortium  7 Engineering (mechanical/ technician), Glasgow College Consortium  6 IT Software Glasgow College Consortium  2 Financial services, Glasgow College Consortium  4 Social Services and Healthcare, Glasgow College Consortium  4 Civil Engineering, Glasgow College Consortium  2 Creative and Digital Media, Glasgow College Consortium  1 Civil Engineering, West Lothian College

3.7. This year South Lanarkshire Council were successful with a bid to deliver Foundation Apprenticeships as a lead provider starting in August 2018. The ambition is to increase the number of South Lanarkshire pupils involved in the programme to 250 in 2018.

3.8. Foundation apprenticeships are a fundamental change to the approach to education in the senior phase and work is underway to make the full programme available to South Lanarkshire pupils. The progression from a Foundation Apprenticeship can lead straight into employment, further study at college or university, or a fast-track Modern Apprenticeship (Due to modules already achieved).

3.9. The Council is looking at the current Early Years expansion and the increase in Modern Apprenticeships being developed, as a pathway from the Foundation Apprenticeship. We are also considering ways in which we could explore similar options for the Engineering Foundation Apprenticeship to have a pathway to the Councils recruitment programme and support from key partners.

188

4. Proposal 4.1. The successful bid had 2 key elements to it. The first sees South Lanarkshire take a lead on the delivery of 2 of the FA Frameworks, Engineering and Social Services Children and Young People (Early Years and Child Care). This will include the direct delivery and sub contracting of core components as required. We plan to offer 80 Places on the two year programme which will take place during S5 and S6.

 60 places for Children and Young People (Early Years Child Care) (HUB Schools: Trinity, Lesmahagow, Holy Cross)  20 Places Engineering (This will be contracted to a local training provider)

4.2. In addition, we are going to offer 20 places on the one year programme for Children and Young People (Early Years Child Care) which can be for either S5 or S6 pupils. (The HUB school for this programme will be Calderglen High School)

4.3. The second part of the bid sees South Lanarkshire taking on the full coordination role for all Foundation Apprenticeships offered to pupils in our schools. This provides funding for a FA Management and Delivery Team who, as well as supporting the lead South Lanarkshire bid, will also support and integrate the wider FA provision on offer to South Lanarkshire pupils. This will include the coordination of provision on offer from South Lanarkshire College, New College Lanarkshire, North Lanarkshire Council, West Lothian College and The Glasgow FA Consortium which is (Glasgow Clyde, Glasgow Kelvin and City of Glasgow colleges). We believe this will be essential to improve communication, coordination and, most importantly, take up of the FA opportunity. This year there are 44 young people on the FA programme and we plan to increase this to at least 250 young people. The development of a single point of contact with dedicated school staff aligned to it will significantly improve uptake and sustainment rates.

4.4. This central team will deliver a strong publicity campaign as well as an improved communications approach for schools involved, parents and carers and all young people interested in FA. It will also greatly assist employer engagement as there will be clear points of contact and we will develop guidance and procedures to support effective work placements.

4.5. In preparing the bid several discussions have taken place to coordinate what may be offered across South Lanarkshire, with the demand indicated from schools as well as streamlining the FAs offered by all providers.

4.6. The grant awarded includes the staffing costs for a dedicated team for FA in South Lanarkshire, with clear remits and reporting structures, agreed terms of reference and outcome goals. There will be a coordinated timeline for implementation including information sessions, communication materials and regular meetings. We will identify dedicated school staff to support the programme, as well as a 4 locality model for our schools that will assist with improved engagement and the ability to meet local needs and local solutions. This centralised team and the increased transport costs will make the FA programme more accessible to young people across South Lanarkshire.

5. Funding 5.1. The grant awarded by SDS to run the programme is £809,478 which can be used over the undernoted 4 categories. The funds are for programme provision for 2 years, and project staffing for 3 years.(Approximate allocations)

189

Staff £430,000 Young people travel £210,000 Procurement £120,000 Communication/ Publicity £50,000

Note, there is an opportunity to bid for funding for further years when we are operational.

6. Employee Implications 6.1. To successfully run this programme and achieve the required outcomes, a team of 1 FTE Vocational Development Team Officer and 3 FTE Vocational Development Workers will be established. These staff will be trained to deliver the required SVQ qualifications as well as coordinate the transport, pupil support and tracking procedures. These posts will be recruited on a fixed term basis for 36 months.

6.2. This staffing arrangement will operate from April 2018 to February 2021 as this represents the current agreed delivery timeframe for the available Foundation Apprenticeship funding.

Post title Number of posts Grade Hourly Annual Gross / SCP Rate salary additional costs (including on-costs) Existing New Difference Vocational 0 1 1 Grade £14.60 £26643 - £34715 - Development 3 level - £30913 £40279 Officer 2, £16.94 SCP 55 -65 Vocational 0 3 3 Grade £13.58 £24782 - £96872 – Development 2 - £27446 Assistant Level £15.04 £107286 4, SCP 50 - 57

6.3. These posts have been graded in line with the Council’s job evaluation scheme.

7. Financial Implications 7.1. The total grant for Foundation Apprenticeships is £0.809 million. The costs associated with the new posts will be approximately £0.430 million and will be met from the grant from Skills Development Scotland to run the Foundation Apprenticeship Programme. The remaining grant will be used for Travel costs for apprentices, procurement costs and communication costs.

190 8. Other Implications 8.1. This project is fully funded by a grant from Skills Development Scotland and whilst it will fund the programme for the next 3 years we are in a position to bid each year to continue running the programme until 2023, when the allocation of grant ends. We will plan each year for the staffing requirements and look at long term sustainable options if this programme is successful.

8.2. There are no significant issues for risk or sustainability in terms of the information contained in this report.

9. Equality Impact Assessment and Consultation Arrangements 9.1. 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 is no requirement for consultation.

Tony McDaid Executive Director (Education Resources)

Paul Manning Executive Director (Finance and Corporate Resources)

14th December 2017

Link(s) to Council Values/Objectives  Raise educational attainment for all

Previous References None

List of Background Papers  SLDR Report to Executive Committee (March 2016)  ASPIRE report to Executive Committee (6th July 2017)

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]

191

192 Agenda Item

Report 10 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Housing and Technical Resources)

Subject: Police Scotland – Local Policing Plan 2017 to 2020

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  request approval for the South Lanarkshire Local Policing Plan 2017 to 2020 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the South Lanarkshire Local Policing Plan 2017 to 2020, be approved [1recs] 3. Background 3.1. As a statutory requirement of the Police and Fire Reform (Scotland) Act 2012, the Local Commander is required to prepare a Local Policing Plan, which sets out the strategic priorities and objectives for policing for the local authority area and present it to the local council for approval.

3.2. The Safer South Lanarkshire Board was formed and given responsibilty to scrutinise and review all aspects of the Community Safety Strategy and local Police and Fire and Rescue Plans.

3.3. The Safer South Lanarkshire Board provides a strong platform to develop community safety priorities, while at the same time, working on a partnership basis to ensure that the new Local Police and Fire and Rescue Plans are closely aligned to and are delivering, local and national priorities.

3.4. At its meeting on 17 January 2018, the Safer South Lanarkshire Board agreed the content of the Local Policing Plan 2017 to 2020 for South Lanarkshire. It was noted that elected members have been informed of this Plan through the local Area Committee structure and it was agreed that the Plan would now be presented to the Council’s Executive Committee for formal approval.

4. Local Policing Plan for South Lanarkshire 2017 to 2020 4.1. The Local Policing Plan 2017 to 2020 (attached at Appendix 1) has been produced as part of a planning process which takes account of the Scottish Government’s overarching vision for public services and the Police Scotland 10 year strategy for Policing “Serving a Changing Scotland”, which sets a clear direction for the long term operational and financial sustainability of the Service.

4.2. The “Serving a Changing Scotland” strategy, which is a collaboration between the Scottish Police Authority and Police Scotland, recognises that policing is a vital public 193 service that plays a critical role in building the resilience and wellbeing of our communities. It sets out how Police Scotland will protect the most vulnerable and prioritise prevention, whilst continuing to improve services.

The 5 key areas of focus within this are:-

 Protection – based on threat, risk and harm  Prevention – tackling crime, inequality and enduring problems facing communities  Communities – focus on localism, diversity and the virtual world  Knowledge – informing the development of better services  Innovation – dynamic, adaptable and sustainable

4.3. The Local Policing Plan 2017 to 2020 includes 7 key priority areas which have been identified through consultation with partners, communities and through local and national policing experience:-

 Counter Terrorism  Serious Organised Crime and Drugs  Serious Violent Crime and Public Protection  Road Safety  Public Confidence and Local Engagement  Acquisitive Crime  Anti-Social Behaviour and Hate Crime

4.4. During the period of this Local Policing Plan, Police Scotland will continue their commitment to maintain public confidence and trust. This will be underpinned by strong partnership with Community Planning Partners in South Lanarkshire and which will ensure that Police Scotland’s planning process is aligned to the broader vision of the Local Outcome Improvement Plan.

4.5. The Local Policing Plan 2017 to 2020 is a commitment to working across agencies to deliver better outcomes for communities as well as setting out how policing will be delivered.

4.6. Monitoring and scrutiny of performance in meeting the priorities and objectives set through the Local Policing Plan 2017 to 2020 will be undertaken through the Safer South Lanarkshire Board.

5. Consultation of the Local Policing Plan 2017 to 2020 5.1. A comprehensive consultation on the draft plan was undertaken with copies being distributed to a wide range of key partners, these included: elected members; Community Councils; representatives within the South Lanarkshire Community Planning Partnership, Domestic Abuse and Violence against Women Partnership, Scottish Fire and Rescue Service, NHS Lanarkshire and the Lanarkshire Alcohol and Drug Partnership (LADP).

5.2. In addition, the consultation included ‘third sector’ organisations and ‘equality’ groups, these included: Adults Together, Scottish Association for Mental Health (SAMH), SLC Youth Council and Voluntary Action South Lanarkshire (VASLan). A myriad of smaller equality groups were also involved with assistance from the Council’s Diversity Monitoring Group.

5.3. Police Scotland’s online consultation “Your View Counts” allows communities to give their opinion on policing. The results of the consultation help form the policing 194 priorities. Information about the plan was posted on the Lanarkshire Division social media accounts.

5.4. The Plan was also included on the Council’s intranet to allow all Council employees the opportunity to comment.

5.5. The relevant feedback/comments received as part of the consultation have helped to shape the final plan.

6. Employee Implications 6.1. There are no employee implications.

7. Financial Implications 7.1. There are no financial implications.

8. Other Implications 8.1. There are no implications for sustainability or risk in terms of the information contained within this report.

9. Equality Impact Assessment and Consultation Arrangements 9.1. An equality and human rights impact assessment has been carried out by Police Scotland. The assessment is that the proposals do not have any adverse impact on any part of the community covered by equalities legislation, or on community relations.

9.2. Consultation has been held with local residents and Community Planning partners.

Daniel Lowe Executive Director (Housing and Technical Resources)

9 January 2018

Link(s) to Council Values/Objectives  Improving Community Safety

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:-

Daniel Lowe, Executive Director Ext: 4405 (Tel: 01698 454405) E-mail: [email protected] or

Rob Hay, Superintendent Tel: 01698 483025 E-mail: [email protected] 195

196 10

Local Police Plan 2017 - 20

community empowerment, inclusion and collaborative partnership working

shared Serving South outcomes Lanarkshire

prevention and accountability

Our commitment to the safety and wellbeing of the people and communities of South Lanarkshire 197

Contents

Page

1. Introduction and Purpose of Plan 3

2. Where Our Plan Fits 4

3. Local Outcomes Improvement Plan 5

4. Priorities and Objectives 6

5. Performance and Accountability 13

6. Local Scrutiny and Engagement 14

7. Equalities 15

8. Local Contact Details 16

Appendix A – Local Consultation Results

198

1. Introduction and Purpose of Plan

Local Police Commander - Chief Superintendent Roddy Irvine

This Local Policing Plan for South Lanarkshire sets out the strategic priorities and objectives for policing in South Lanarkshire for 2017 – 2020 and is a statutory requirement of the Police and Fire Reform (Scotland) Act 2012. It has been informed by community consultation and analysis to ensure that our priorities are locally focused across South Lanarkshire. In February 2017, we published for consultation a 10 year strategy for policing ‘Serving a Changing Scotland’. The strategy, a collaboration between the Scottish Police Authority and Police Scotland, sets a clear direction for long-term operational and financial sustainability, towards achieving our vision of ‘sustained excellence in service and protection.’ It recognises that policing is a vital public service that plays a critical role in building the resilience and wellbeing of our communities. The public expect the police to keep them safe and often turn to the service in times of crisis and need. The strategy sets out how we will protect the most vulnerable and prioritise prevention, whilst continuing to improve our services. The 5 key areas of focus are: Protection - Based on threat, risk and harm Prevention - Tackling crime, inequality and enduring problems facing communities Communities - Focus on localism, diversity and the virtual world Knowledge - Informing the development of better services Innovation - Dynamic, adaptable and sustainable Full details can be found at: http://www.scotland.police.uk/about-us/policing-2026/ In 2017-20, we will continue our commitment to maintain public confidence and trust in Police Scotland. Our efforts will be underpinned by strong partnership engagement with our Community Planning Partners in South Lanarkshire. This ensures that our planning process is aligned to the broader vision of the Local Outcomes Improvement Plan (LOIP). This Local Policing Plan is a commitment to working across agencies to deliver better outcomes for communities as well as setting out how policing will be delivered. Lanarkshire Division will target those who cause the most harm within our communities whilst maximising opportunities for reducing crime and anti-social behaviour. By deploying officers in the right place at the right time, we will continue to keep people safe.

199

2. Where Our Plan Fits

South Lanarkshire Community Planning Partnership Board

South Lanarkshire LOIP Safer Tackling deprivation, poverty South Lanarkshire and inequality Board

South Lanarkshire Local Policing Plan

Serious Violent Public Confidence Anti-social Behaviour Crime and Public Seriousand Violent Local Publicand Confidence Hate Crime Anti-social Behaviour CounterProtection Terrorism CrimeEngagement and Public and Local and Hate Crime Protection Engagement

Road Safety Acquisitive Crime Serious Organised Acquisitive Crime Road Safety Crime and Drugs

200

3. Local Outcomes Improvement Plan

The Community Empowerment (Scotland) Act 2015 requires each Community Planning Partnership (CPP) to develop a Local Outcomes Improvement Plan (LOIP) and appropriate locality plans. Police Scotland Lanarkshire Division recognises that the Local Policing Plan must take account of local needs and requirements. The overarching objective of the CPP in South Lanarkshire is Tackling Deprivation, Poverty and Inequality. The vision for South Lanarkshire is ‘To improve the quality of life for all in South Lanarkshire by ensuring equal access to opportunities and to services that meet people’s needs’. Lanarkshire Division recognises our part in assisting local communities and enabling them to reduce risk, inequality and build resilience. The Division will utilise local police officers to engage with our communities, whether geographic, demographic or virtual to ensure we are keeping people safe. The priorities and objectives have been identified through consultation with partners, communities and through our experience in local and national policing. They are:  Counter Terrorism,  Serious Organised Crime and Drugs,  Serious Violent Crime and Public Protection,  Road Safety,  Public Confidence and Local Engagement,  Acquisitive Crime,  Anti-social Behaviour and Hate Crime

201

4. Priorities and Objectives

Priority 1 – Counter Terrorism

Police Scotland is also committed to working in partnership to raise awareness of the UK Counter Terrorism Strategy, which is known as CONTEST. The CONTEST Strategy is based on 4 pillars which are:-

 Protect – Strengthening our borders, infrastructure, buildings and public spaces against an attack.

 Prepare – Where an attack cannot be stopped, to reduce its impact by ensuring we can respond effectively.

 Pursue – To disrupt or stop terrorist attacks.

 Prevent - To stop people becoming terrorists or supporting terrorism. Lanarkshire Division has implemented a strategic CONTEST group involving our community planning partners. This allows the sharing of best practise which can be tailored for our local communities. It also ensures a commonality of purpose between agencies in dealing with this threat We aim to ensure everyone feels part of our communities, whilst attempting to resolve the issues that fuel terrorist organisations and recruitment. The aim is to reduce the risk of terrorism so that people can go about their business freely, safely and with confidence. Objectives: (LOIP – Safer South Lanarkshire)

 Work with Community Planning Partners to develop the CONTEST strategy in our local communities.  Continue to support the local authority in taking the lead in the PREVENT strand.

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Priority 2 – Serious Organised Crime & Drugs

Serious and Organised Crime Groups traditionally prey on some of the most vulnerable members of our community through criminality such as the sale and distribution of controlled drugs, the addictive effect of which is devastating to the individual, their families and the wider community. Building on the “Letting our Communities Flourish” strategy, we have enhanced partnership working around tackling serious and organised crime within the community planning partnership. Our Aim is to reduce the harm caused by serious organised crime. To achieve this we have 4 main aims:- Divert: To divert people from being involved in serious organised crime and using its products. Deter: To deter serious and organised crime groups by supporting private, public and 3rd sector organisations to protect themselves and each other. Detect: To identify, detect and prosecute those involved in serious organised crime. Disrupt: To disrupt serious organised crime groups. Local consultation tells us that tackling drug dealing and drug misuse is a priority for the residents of South Lanarkshire. We, along with our partners, are committed to reducing the threat from Serious and Organised Crime Groups by developing our knowledge of their activities and using all available legitimate means to disrupt their criminal enterprise. We intend to divert people, particularly young people, from engaging with, or being influenced by organised criminals. For the next 3 years we will build on the partnership approach to tackling organised crime. We are dedicated to undermining these individuals by removing their assets or their ability to participate in legitimate enterprise. This lessens the negative impact they have in our local community. Serious and Organised Crime Groups in South Lanarkshire make money at the expense of law abiding people and by undermining legitimate businesses. The problem is one that cannot be solved by the police in isolation, so we have developed a strategy with our key partners to face this challenge. We also rely on information from members of the community to enhance our knowledge of the activities of these groups and maximise our disruptive impact.

Objectives: (LOIP – Safer South Lanarkshire & Sustainable and Inclusive Economic Growth)

 Work with our Communities and Partners to assist them in diminishing the threat that illegal drugs pose to local people.  Respond to emerging threats from Serious and Organised Crime Groups and tackle potential criminal attacks on communities by seizing criminal assets.  Through the application of intervention tactics deprive Serious and Organised Crime Groups of access to profit from legitimate enterprise.

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Priority 3 – Serious Violent Crime and Public Protection

Reducing serious violent crime and the effects it has on victims, their families and the community remains a priority. The number of people who are victims of physical, sexual or emotional attacks is still a major challenge. Domestic abuse, in all its forms, blights the lives of individuals as well as their families. Our aim is to tackle domestic abuse by managing the risk of harm posed by dangerous offenders while protecting and supporting victims. Too many victims of domestic abuse, still suffer in silence and are reluctant to report crimes. Police Scotland has the facility for the online recording and reporting of domestic abuse at Third Party sites in South Lanarkshire. These sites include the larger Q and A’s (Housing Offices), libraries and leisure centres which assist victims who may be reluctant to report matters directly to the police. Through our partnership approach we aim to support victims, target offenders and provide both with an alternative to domestic abuse. We have a dedicated team in Lanarkshire Division which works with specialist domestic abuse advocacy services and statutory partners to pursue the highest risk domestic offenders. We will continue to focus on a victim-centered approach to public protection with the aim of preventing crime through early and effective intervention. The sharing of relevant information with our partners within South Lanarkshire is a key requirement for success. Along with partners we will ensure that a sensitive and professional service is afforded to victims of rape and other sexual offences. Rigorous enquiry will be made into all such reports and those responsible will be relentlessly pursued. There is no excuse for violence and we continue to use intelligence led tactics and high visibility patrols to minimise the carrying of weapons. Similarly, known violent offenders will be targeted and, along with our partners within South Lanarkshire, we will manage offenders with a view to diversion from violence or toward prosecution. A rising trend in the last few years has been the escalation of online or cyber-crime. This can take the form of fraud by obtaining banking details, the grooming of vulnerable children by sexual predators, or online sexual extortion where threats are made to publish inappropriate photographs unless monies are paid. We will continue to work with partners to educate and mitigate such risks.

Objectives: (LOIP – Safer South Lanarkshire & Getting it Right for Children and Young People in South Lanarkshire)

 Continuously review all serious violent crime, pursue offenders and support victims.  Encourage the reporting of domestic incidents at the earliest opportunity.  Highlight the dangers of cyber-crime to children and vulnerable people in our communities

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Priority 4 - Road Safety

Our priority is to keep people safe on the extensive and diverse road network within South Lanarkshire. This clearly aligns with the priority in the LOIP. To do this we will work with our partners and focus on casualty reduction and detection of road traffic offences. We will pursue criminals who use the roads to further their criminal activities through pro-active patrols, intelligence and the use of Automatic Number Plate Recognition (ANPR). Road Policing officers continue to lead operations throughout South Lanarkshire, targeting those committing road traffic offences and keeping motorists and pedestrians safe. We are utilising legislative powers to seize vehicles from criminals at every available opportunity. Criminals who use their vehicles whilst committing crimes face the prospect of having their vehicles seized, thus acting as a deterrent to their criminal activity. Specialist Divisional Road Policing and Trunk Road Policing officers are based at Divisional Headquarters and are dedicated to keeping people safe by enforcing Road Traffic legislation and influencing driver behaviour. In addition to enforcement for those breaking Road Traffic laws we work with South Lanarkshire Council and other community safety partners to promote road safety for the people of South Lanarkshire. Where practicable, we will try to prevent incidents and promote positive driver behaviour through education, within schools, further education establishments and with community groups. Lanarkshire Division has implemented a strategic road safety partnership board involving our community planning partners. This allows the sharing of best practise and direction of the most appropriate resource for problem solving

Objective: (LOIP – Safer South Lanarkshire & Getting it Right for Children and Young People in South Lanarkshire)

 Work with community planning partners and our local communities to reduce the number of people killed or seriously injured on our roads

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Priority 5 – Public Confidence & Local Engagement

The intention of Police Scotland is to deliver an efficient, high quality service through the consent and involvement of local communities. Lanarkshire Division recognises the need to listen to the views, expectations and concerns of the public and our partners regarding how we police in our local communities. Your View Counts is our online survey, where people living and working in South Lanarkshire can inform us of their priorities and their perceptions for local policing. Public safety is a critical issue and the responsibility cannot rest with a single agency. Working alongside the public, private and voluntary sectors, we deliver strategies and actions that provide effective local outcomes. Lanarkshire Division and Partners focus on the priority areas within South Lanarkshire that have the highest number of anti- social complaints and align our joint resources to tackle these problems for short and long term solutions. We deploy police officers on high visibility mobile, foot and cycle patrols so that they can be seen by their community and are accessible. Our layered, partnership based approach to maintaining public confidence involves managing local crime hot spots, reassuring and supporting victims and pursuing those that cause most harm.

Objectives: (LOIP – Safer South Lanarkshire & Sustainable and Inclusive Economic Growth)

 Promote public confidence and trust  Work with partners to support and contribute to community planning outcomes that reduce offending and prevent crime

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Priority 6 – Acquisitive Crime

We understand that being the victim of housebreaking or other theft can leave victims feeling vulnerable and violated. Lanarkshire Division is committed to preventing acquisitive crime, providing support to victims and pursuing those committing invasive thefts. Doorstep crime affects many people across South Lanarkshire and we engage in a robust partnership approach to dealing with these criminals who target the most vulnerable people in our communities. Across South Lanarkshire we pro-actively target those involved in doorstep crime, housebreakings and other thefts, ensuring all forensic opportunities are captured to maximise our ability to identify offenders. We robustly manage known thieves and engage with the Criminal Justice System to maximise the use of bail curfews to restrict their liberty at certain times or in specific locations. We analyse crime patterns and liaise closely with the Crown Office and Procurator Fiscal Service in Lanarkshire to agree on holding people in custody where appropriate. Due to the geographical nature of doorstep crime, we have a dedicated policing team who focus on crimes committed against vulnerable adults. This unit offers awareness training and crime prevention advice, coupled with innovative investigative techniques to detect perpetrators and bring the full weight of the Criminal Justice System to bear against them. This work cannot be done in isolation and full partnership commitment through the Lanarkshire Bogus Caller Taskforce ensures that we are all focussed on keeping vulnerable people safe. We examine patterns of thefts and housebreakings to ensure that these investigations are coordinated and will interview suspects in relation to any similar crimes that have previously been committed. We have a full team of Safer Communities Officers who provide crime prevention advice to both commercial businesses and residents of South Lanarkshire to prevent becoming a victim of crime.

Objectives: (LOIP – Safer South Lanarkshire & Sustainable and Inclusive Economic Growth)

 Assist local people with home and personal safety advice  Increase awareness of Doorstep Crime

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Priority 7 – Anti-social Behaviour and Hate Crime

Our officers are dedicated to keeping people safe by tackling anti-social behaviour including alcohol related disorder and hate crime. This aligns with the priority in the LOIP. Analysis shows a reduction in incidents of anti-social behaviour against previous years and we will continue to manage perpetrators proactively, whilst visibly policing identified areas of concern. Our intention is to ensure a better quality of life for our communities by focusing on emerging trends and problem locations With your help we will continue to identify places where anti-social behaviour is most prevalent. We will target the main offenders who are responsible for the majority of crime and disorder in the area. Directed patrol plans have been created and officers use these plans to ensure that you have a police presence in the right place at the right time. This delivers the most efficient use of local officers as well as directing specialist resources from other Force departments. We will continue our close partnership working with South Lanarkshire Council and other partners to tackle and prevent anti- social behaviour at the earliest opportunity. Lanarkshire Policing Division will continue to robustly investigate hate crimes and to maximise evidence gathering opportunities, allowing for continued robust policing of offenders. By continuing to develop and utilise Third Party Reporting Centres in South Lanarkshire, we continue to offer victims who may be reluctant to go directly to the police, the confidence to report hate crimes and incidents to other community organisations.

Objectives: (LOIP – Safer South Lanarkshire & Sustainable and Inclusive Economic Growth)

 Reduce the fear of Anti-social Behaviour  Work with local people and partners to ensure communities can flourish  Ensure ease and confidence in reporting hate incidents.

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5. Performance and Accountability

The Local Policing Plan is linked to the priorities for South Lanarkshire Council’s LOIP and informs our reports to the South Lanarkshire Community Planning Partnership, the South Lanarkshire Community Safety Partnership and local communities. The Scottish Government and South Lanarkshire Council, have a responsibility, within the LOIP on joint working within community planning and resourcing. This aim looks for partners to share resources at an early stage and to ensure their effective use to address community needs. Police Scotland Lanarkshire Division is committed to this model of active and efficient partnership working.  Our local problem solving officers will also liaise with local problem solving groups, community councils and various other local community groups. The wider problem solving approach involving police and the council is long established in South Lanarkshire.

 The priorities in this plan are reflected in the South Lanarkshire Community Safety Strategic Needs Assessment which also includes a range of indicators and targets focused on delivering improved services

Appendix A shows the results of our Your View Counts (YVC) consultation for 2016/17 During 2016/17, we consulted across South Lanarkshire about the issues that were of greatest concern to people living, working or frequenting our area. The results have made a critical contribution to identifying local issues and have been translated into the key policing priorities for South Lanarkshire. Consultation is ongoing within our local community and influences how we tackle crime and anti-social behaviour. This is an annual consultation and to ensure that the priorities of the community are being reflected in the 3-year Policing Plan, it will be reviewed on an annual basis. YVC is only one of the ways in which we measure public and user satisfaction and confidence. It’s useful barometer and helps us determine how best to respond to issues and deploy our resources. More than 59 per cent of respondents said they were satisfied with the response after they had contact with the police. We are using the survey results, alongside other methods to better understand public perception and improve our service. Every police local problem solving team will engage with their local community at a number of levels and we will listen to people’s views. This may involve structured meetings with the Police and Communities where we are accessible and provide information about our activities in local areas. We ensure the needs and views of our young people are being gathered. Similarly, we listen to other multi-generational groups and engage with Community Councils, Community Forums and third sector partners.

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6. Local Scrutiny and Engagement

As part of the Police and Fire Reform Act 2012, both Lanarkshire Police Division and Scottish Fire and Rescue Service are required to prepare local plans in consultation with the local authority, which set out their key priorities and objectives duties within the local authority area. The people in South Lanarkshire have contributed to the priorities contained within the Local Policing Plan. We will ensure that the police are visible and work with our partners to create a community which is safe and feels safe for all those who use it. The priorities identified are agreed by the Safer South Lanarkshire Board which has responsibility for scrutinising performance against the agreed objectives within the Local Policing Plan. This arrangement ensures that the needs of the public are included in the Plan and that Board scrutiny of local policing is transparent. The South Lanarkshire LOIP is produced by the South Lanarkshire Community Planning Partnership Board and represents the shared priorities of its members who include:

. South Lanarkshire Council, . Scottish Fire and Rescue, . Voluntary Action South Lanarkshire, . Skills Development Scotland, . South Lanarkshire Leisure and Culture, . South Lanarkshire Health and Social Care Partnership, . NHS Lanarkshire, . Lanarkshire Alcohol and Drugs Partnership, . Further Education Colleges, . Strathclyde Partnership for Transport, and . Jobcentre Plus, . Police Scotland . Scottish Enterprise,

It lays a firm foundation on which we will build our community planning for the future. These results will emerge and benefit South Lanarkshire as we work with our partners and our communities. We will continue to consult with our communities and listen to your needs and concerns. An annual review of the Local Policing Plan will ensure that the public priorities are updated and relevant to the needs of the community within South Lanarkshire.

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7. Equalities

All of our work is underpinned by our commitment to equality and diversity, both in our dealings with the public we serve and our own staff. We promote the policing values of Fairness, Integrity, Respect and Human Rights both within our own organisation and in the communities in which we police. We recognise that effective and fair policing is about reflecting the needs and expectations of individuals and local communities. Survey results show that different communities have differing expectations and contrasting experiences of the service provided by the police. Our aim is to ensure that our service is fair and consistent, keeping those who are most vulnerable safe and enhancing their quality of life. This Local Policing Plan will also undergo an Equality and Human Rights Impact Assessment. The Code of Ethics for policing in Scotland sets out the standards of behaviour expected of all staff. It encapsulates Police Scotland’s core values and the principles of Human Rights, anchoring our obligations under the Police and Fire Reform Act 2012. The Code sets out both what the public can expect from us and what we should expect from each other. The Scottish Police Authority Equality Outcomes (2017-2021) sets out their commitment to not only comply with the equality legislation but to ensure that the implementation of their equality actions positively contributes to a fairer society through advancing equality and good relations in all that we do. The SPA is committed to providing reassurance that these equality outcomes will be subject to further scrutiny and review in order to facilitate regular and informed dialogue with equality stakeholders going forward.

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8. Local Contact Details:

Lanarkshire Divisional Headquarters Motherwell Police Office 217 Windmillhill Street Motherwell ML1 1RZ We are here to help. For more detailed information about your local Community Policing Teams and other services that Police Scotland provides, please refer to the Force website at www.scotland.police.uk. Dial 999 for an emergency that requires urgent police attention. For non-emergency contact call 101 the single non emergency number. If you have information about crime in your area and wish to provide it anonymously, call CRIMESTOPPERS on 0800 555 111. Service users who are deaf or have a hearing impairment can contact Police Scotland via TextRelay in an emergency on 18000 or non emergency on 18001 101.

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Agenda Item

Report 11 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Education Resources) Executive Director (Finance and Corporate Resources)

Subject: Representation on the Education Resources Committee - Update

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  Provide an update on the arrangements for the appointment of representatives other than councillors to serve on the Education Resources Committee [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) the appointment of Andy Harvey and Ann Marie Hobson as the new Teacher representatives on the Education Resources Committee be confirmed; and (2) that the intention to report the 2 new Parent Council representatives to the next meeting of this Committee, following the completion of the interview process outlined in paragraph 5.4, be noted. [1recs] 3. Background 3.1. At its meeting on 28 June 2017, the Committee agreed that the election and selection procedures to obtain specified categories of religious and parent/carer representation on the Education Resources Committee be approved.

3.2. On 30 August 2017, the Committee agreed that, following a review of the current arrangements for the election/selection process for teacher representatives on the Education Resources Committee, the number of teacher representatives would remain at 2.

4. Update on Appointment of 2 Teacher Representatives 4.1. All teachers permanently employed in educational establishments under the management of the Council and registered with the General Teaching Council were invited to apply to serve as a teacher representative on the Education Resources Committee, by the closing date of 23 November 2017.

4.2 At the close of nominations, 2 applications had been received. On that basis, it is proposed that the following 2 applicants be confirmed as the new teacher representatives on the Education Resources Committee:-

 Andy Harvey, Uddingston Grammar School  Ann Marie Hobson, St Kenneth’s Primary School, East Kilbride

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5 Update on Appointment of 2 Parent/Carer Representatives 5.1 All Parent Councils were invited to submit nominations to serve on the Education Resources Committee by 10 November 2017.

5.2 Each Parent Council could nominate 1 member provided that the nomination was proposed at a formal meeting of the Parent Council.

5.3 Each nominee was invited to provide a statement of support.

5.4 At the close of nominations, 8 applications had been received. Arrangements have been made for the Chair of the Education Resources Committee, Executive Director (Education Resources) and Operations Manager, Education Resources, to interview each nominee. It is anticipated that the interview process will be completed during February 2018.

5.5 Details of the 2 applicants to be confirmed as the new Parent Council representatives on the Education Resources Committee will be reported to the next meeting of this Committee.

6 Employee Implications 6.1 Appropriate cover arrangements for Teacher representatives when meetings are taking place will be required.

7 Financial Implications 7.1 The appointment of representatives to serve on the Education Resources Committee can be met from within existing resources.

8 Other Implications 8.1 There are no implications for risk or sustainability in terms of the information contained in this report.

9 Equality Impact Assessment and Consultation Arrangements 9.1 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.

9.2 Information on the nomination process for Parent Council representation was issued to all Parent Councils.

9.3. Information on the nomination process for Teacher representation was issued to headteachers, heads of educational establishments and staff associations. Information was also contained in the Education newsletter.

Tony McDaid Executive Director (Education Resources)

Paul Manning Executive Director (Finance and Corporate Resources)

22 January 2018

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Link(s) to Council Objectives/Values  Raise educational achievement and attainment  Increase involvement in lifelong learning

Previous References  Executive Committee of 28 June 2017  Executive Committee 30 August 2017

List of Background Papers  Nomination letters and statements of support for Parent Council representation  Nomination forms for Teacher representation

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lynn Paterson, Administration Officer Ext: 4669 (Tel: 01698 454669) E-mail: [email protected]

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216 Agenda Item

Report 12 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Education Resources)

Subject: Consultation on the Provisions of the Education (Scotland) Bill

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  provide and update on the consultation on the provisions of the Education (Scotland) Bill [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that South Lanarkshire Council’s response to Empowering Schools – The Scottish Government’s consultation on the provisions of the Education (Scotland) Bill, be approved. [1recs] 3. Background 3.1. In June 2016, the Scottish Government published Delivering excellence and equity in Scottish education – a delivery plan. This Delivery Plan outlines the steps the Scottish Government will take to achieve improvements within Scottish Education, building on the work of the National Improvement Framework.

3.2. One of the main actions within the Delivery Plan was the launch of a schools’ governance review.

3.3. In June 2017, the Scottish Government published a paper on Education Governance: Next Steps. The paper outlined the Scottish Government’s response to the governance review. The Next Steps paper proposed a number of changes to the governance of schools. Any changes deemed statutory in nature would be made by virtue of an Education Bill to be introduced in early 2018.

3.4. Currently, in their role as Education Authorities, Scottish Councils hold the statutory responsibility for the provision and delivery of education, for performance and improvement of individual schools as well as the cumulative authority, as the employer of all staff within a school setting and more. The consultation document suggests a series of changes to the responsibilities for local authorities.

3.5. The primary focus of the Bill is to create a school and teacher-led education system and, therefore, to empower schools and school leaders and focuses on four key areas:

217 4. The Headteachers’ Charter 4.1. The Bill will establish a Headteachers’ Charter. The purpose of the Charter is to set out the rights and responsibilities of headteachers that will ‘empower them to be the leaders of learning and teaching in their schools’. The Charter will also set out the support headteachers can expect to receive to meet the needs of their school communities by clarifying the responsibilities that local authorities will fulfil in order to enable headteachers to lead.

4.2. The Bill proposes that headteachers should have more influence on how staff are recruited, select who works in their school and determine the structure within which those professionals are deployed.

4.3. The Headteachers’ Charter will support rather than replace some elements of the existing legislative framework such as the duties placed on local authorities and headteachers through ‘Getting it Right for Every Child’ legislation; requirements to promote and support equality and inclusion and health and wellbeing for all pupils; duties relating to additional support for learning provision which apply to local authorities; and legislation relating to maximum class sizes. How the provisions in the Charter will work alongside other legislative duties relating to education will be set out in detail in the Bill.

5. Parent and Community Engagement/Pupil participation 5.1. The Bill also aims to improve parental and community engagement in school life and in learning outside of school, and strengthen the voice of children and young people, by actively promoting and supporting pupil participation.

6. Regional Improvement Collaboratives 6.1. The Bill will provide the legislative underpinning for the establishment of Regional Improvement Collaboratives to allow them to fulfil their agreed functions which will include (but are not limited to): regional priorities and regional improvement plans; professional learning and leadership; curriculum support; sector specific support; improvement methodology; sharing good practice and the impact of research; peer to peer and school to school collaboration and a regional approach to supporting staffing challenges.

7. Education Workforce Council for Scotland 7.1. In addition, the Bill will enable registration of other education professionals with the establishment of an Education Workforce Council. This will be established to take on the responsibilities of the General Teaching Council for Scotland (GTCS) and the Community Learning and Development Standards Council (CLDSC) and to establish appropriate professional standards for other groups within the education workforce.

8. South Lanarkshire Council’s response 8.1. The views of a range of key groups were sought in order to develop the Council’s response to the consultation. Council officers held a number of focus group meetings across all Council areas and from all sectors including:-

 headteachers  teachers  pupils  parent representatives  central staff  liaison with professional associations.

218 A summary of the main parts of South Lanarkshire Council’s response is outlined for each section (full response attached in Appendix 1)

9. The Headteachers’ Charter The Headteachers’ Charter focusses on four key areas:

9.1 Curriculum 9.1.1. The consultation paper acknowledges that nationally there are examples of good practice in the provision of high quality support for teaching, learning and curriculum design and that is the experience of school managers in this authority who have autonomy over curriculum design within a supportive framework. It would be more appropriate to identify specifically the features, share and support the implementation of existing good practice than to legislate for change within the already established national framework of Curriculum for Excellence.

9.1.2. The accountability and related processes for addressing the issue of a school manager who is not demonstrating commitment to school improvement within the context of the support framework described, require to be further considered. In order to protect the rights of individuals and ensure due process, any action requires to be strictly defined and have careful oversight. This support is currently delivered from local authority resources.

9.1.3. The practical and financial implications that will inevitably arise as a result of the implementation of new curriculum design require to be considered and quantified.

9.1.4. It is important that the Headteachers’ Charter clearly defines the parameters in planning and designing learning and teaching as there will be risks to achieving smooth transition between stages of education for pupils coming together who have significantly different learning experiences from across a range of educational establishments.

9.1.5. The new, enhanced responsibilities for Headteachers require to be considered in the context of the duties of existing responsibilities such as corporate parent, child protection co-ordinator, named person etc.

9.2. Improvement 9.2.1. We believe that Regional Improvement Collaboratives have significant potential to enhance local authority support for improvement, not replace it. The school improvement planning process is inextricably linked with both support and challenge. Currently, local authority officers work closely with schools and their communities to ensure that priorities identified are both relevant and realistic. This involves ongoing dialogue with schools throughout the year, is evidence based and takes into account local context. However it is unclear as to how the proposed model will work in practice to achieve the dual aims of empowering schools while maintaining the democratic accountability of local authorities for education.

9.2.2. The term ‘community’ requires to be further defined. There is no acknowledgement of the work of Community Planning Partnerships that set vision and direction and facilitate strategic partnership working to meet the complex needs of local communities. The place of education in the context of corporate and community planning exists, is central to the development of local communities and requires to be acknowledged.

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9.3. Staffing 9.3.1. The role of headteachers as decision makers in relation to their own promoted post structures offers advantages including the opportunity to flexibly use the structure to support the strategic aims of the school. However there is the potential for inconsistency in the roles of promoted staff across schools which may then create barriers to collaborative working which relies as its starting point on the identification of post-holders with similar roles and remits.

9.3.2. Greater involvement of headteachers in recruitment processes with the aim of meeting local need is to be welcomed. The employer is the local authority and not the school and it is vital that the duties of the local authority in this regard are not compromised. The proposals as detailed in the consultation document would suggest that an area of risk lies in the placement of surplus staff. This activity is currently managed by central personnel staff taking full account of employment law and the responsibilities of the local authority in areas such as teacher wellbeing, professional development, remuneration and promotion of equal rights and opportunities.

9.3.3. As an authority, we value a close working relationship with our Professional Association partners. This partnership helps support the strategic aims of improving outcomes for children and young people, while ensuring that the voice of our teachers and staff are central to this process and their employment rights protected. This is achieved through national and locally agreed policies and procedures within the framework of the Scottish Negotiating Committee for Teacher (SNCT) and, at authority level, through the Local Negotiating Committee for Teachers (LNCT). There is a need to clarify how the impact of the proposed increased responsibility for headteachers will be supported in this context.

9.4. Funding 9.4.1. It is already the case that schools decide how their funding is spent through the vehicle of a robust framework of Devolved School Management, with established safeguards and a strong network of support that protects decision makers and takes full account of the ‘public purse’. It should be recognised that economies of scale can be achieved from centralisation of specific budgets and effective central management of increasing costs. There is a risk that this may be lost.

9.4.2. Some of the issues raised in the consultation paper will be directly impacted by the authority’s response to the ‘Education Governance: Fair Funding to Achieve Excellence and Equity in Education’ consultation in October 2017.

9.4.3. Clarity in respect of performance management relating to impactful use of devolved budget would be welcome: the respective roles of the Regional Improvement Collaborative and the local authority (as employer) require to be clearly stated.

9.4.4. Shifts in funding within the overall quantum available will inevitably mean that some schools will get less as resource is redirected to those most in need. Therefore the revised funding model needs to recognise the need for a core funding formula that will enable delivery of a core service.

9.4.5. Accountability and transparency are key features. Currently, reports on education revenue and capital budget are presented at every Education Resources Committee and are scrutinised and challenged by elected members. These papers are publicly available. Where appropriate, education financial information is presented to the full Council Committee. The Corporate Management Team has a locus in monitoring education finances. Consideration will need to be given as whether this process will 220 now be fit for purpose and comply with the principles and requirement of good governance.

9.5. The introduction of tiers (local, cluster and Regional) carries the risk of additional bureaucracy which in turn may incur additional costs resulting in a shift of funding from front line service delivery.

10. Parental and Community Engagement 10.1. The essence of the current Parental Involvement Act is to enable and empower parents to be active participants in their children’s learning. Therefore, the focus must be on more effective engagement and how schools and parents are supported to achieve better outcomes for all learners. A culture where positive relationships flourish is at the heart of this.

10.2. As part of our consultation for this response, our parent representatives highlighted that parental input to the work of Regional Improvement Collaboratives (RIC) is worthy of consideration.

10.3. Open and transparent communication is central to quality collaboration and there needs to be clear guidance issued to assist parents and education staff to understand the duties and expectations within the new, broader definition of parental involvement. There requires to be genuine consultation and collaboration to enable parents to actively influence the shaping of policies and practice. Care must be taken to avoid the development of an overly bureaucratic and restrictive structure.

10.4. Overall, the views of parents is that the proposals create the potential for building on and creating new meaningful links and networks of support for parents and schools within the wider community.

10.5. The inclusion of early years is welcome as the early learning environment together with the home is the foundation of a child’s education journey. This approach recognises that this is more inclusive.

10.6. We agree that engagement with parents and support with children’s learning are key aspects that are central to improving attainment and achievemet.

11. Pupil participation 11.1. We agree that the views of children and young people should be considered and there should be every opportunity for pupils to participate in decisions and activities that influence policies or services that impact on their lives.

11.2. In discussions with our pupils for this consultation they provided many examples of how they contributed to the decision making process regarding their own learning and wider decisions regarding school life. Most pupils we spoke with felt that that their voice made a difference and it made them feel important and that they have a say on what happens in their school.

11.3. It is more appropriate that the duty is general in nature. This allows schools to consider a broad range of strategies to encourage pupil participation. There is a danger that limiting the duty to activities such as Pupil Councils and committees restricts many meaningful interactions that take place.

221 11.4. There continues to be work to be done and pupils would like an even greater say on how they learn in class. They feel that this would create a better school environment where they are more likely to want to attend and where better learning will take place.

12. Regional Improvement Collaboratives 12.1. It is agreed that working collaboratively is an essential aspect of improvement and there is the opportunity for Regional Improvement Collaboratives to add value to this process and for schools to gain benefit from it. However, moving from the current system where collaboration is based on local need to one set within a legislative framework is a significant shift and has risks. There is the risk that existing Collaboratives that are demonstrating success in securing better outcomes, for example, Learning Communities, may be lost. Other aspects such as good governance must also be considered.

12.2. The diverse geography and demographics within Regional Improvement Collaboratives give rise to concerns that improvement work may be less relevant and less accessible to schools.

12.3. Removal of the statutory duty for school improvement from local authorities severely limits their responsibilities and functions with regard to delivery of education which in effect removes local accountability and decision making from the process of education. We disagree with the proposals on this aspect of the consultation. This is in contrast to previous discussions between COSLA and the Scottish Government and represents a seismic shift for Education governance.

13. Education Workforce Council for Scotland 13.1. The proposed purpose and aims are valid only on the presumption that the proposal itself is workable.

13.2. The roles, function, governance and funding of the GTCS, CLDSC and Scottish Social Services Council (SSSC) are neither complementary nor comparable. The GTCS is recognised as an exemplary independent body, funded by its members and governed by its members. It has proved effective in respect of maintaining the register, protecting the public interest and setting out professional standards in a mandatory way. Removing such a body is not in the interests of teachers, children or the public. Neither would it be practicable to replicate this model in respect of the other bodies under consideration.

13.3. It is right and proper that the range of professions and professional groups involved in Scottish Education is recognised, for example, the Community Learning and Development Standards Council: their diversity should be recognised and the diverse regulatory and developmental requirements should be met through bespoke groups with clear remit and scope, rather than creating a generic body serving no group particularly well.

13.4. The principle of a mandatory self-regulatory body for teachers has been proven over many years and the GTCS is a mainstay of Scottish Education. Recognition of the roles and contribution of other education professionals (and a means by which that contribution is formally recognised, described and protected) would be welcome.

13.5. The means by which that could best be achieved will not be the same for each of the groups involved and, as such, the proposed EWC is not seen as appropriate for this purpose.

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14. Employee Implications 14.1. There are no direct employee implications from the completion of this consultation.

15. Financial Implications 15.1. There are no direct financial implications from the completion of this consultation.

16. Other Implications 16.1. There are no implications for sustainability in terms of the information contained in this report.

16.2. There is a risk in not responding to consultation like this, in that the Council’s perspective on proposed changes are not considered by the Government in arriving at decisions affecting council funding. This is mitigated through submission of the Council’s response.

17. Equality Impact Assessment and Consultation Arrangements 17.1. 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.

17.2. Consultation and engagement on the proposals in the Governance Review has been undertaken with a range of stakeholders including young people, parents and schools and services.

Tony McDaid Executive Director (Education Resources)

12 January 2018

Link(s) to Council Values/Ambitions/Objectives  Raise educational achievement and attainment  Increase involvement in lifelong learning  Protect vulnerable children, young people and adults  Strengths partnership working, community leadership and engagement

Previous References  Executive Committee, 27 September 2017  Executive Committee, 30 November 2016

List of Background Papers  Governance Review Consultation -https://consult.gov.scot/learning-directorate/education- scotland-bill/

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224 Appendix 1 Question 1

The Headteachers’ Charter will empower headteachers as the leaders of learning and teaching and as the lead decision maker in how the curriculum is designed and provided12 in their schools. What further improvements would you suggest to enable headteachers to fulfil this empowered role?

The consultation paper acknowledges that nationally there are examples of good practice in the provision of high quality support for teaching, learning and curriculum design and that is the experience of school managers in this authority who have autonomy over curriculum design within a supportive framework. It would be more appropriate to identify specifically the features, share and support the implementation of existing good practice than to legislate for change within the already established national framework of Curriculum for Excellence.

National agencies (Education Scotland), local authority education services and local mechanisms (regular and established school self-evaluation activity) currently exist to fulfil this activity.

The indications of where accountability lies in the case of a headteacher who is not demonstrating commitment to improvement are referenced in the role of the authority as line manager and the statutory duty of the local authority in the Standards in Scotland’s Schools etc. Act 2000. However this could conflict with the notion of greater empowerment and autonomy. It should be acknowledged that the processes for addressing such issues need to be strictly defined and require careful management in order not to breach the rights of the individual or to compromise due process. This support is currently delivered from local authority resources.

The role of the ‘critical friend’ as specified in the consultation paper needs to be managed and will require significant time commitment. Further detail would be welcomed in relation to the scope of this role. The criteria for ‘matching’ schools/critical friends require to be clarified.

Recognition requires to be given to the practical and financial challenges in the implementation of new curriculum design, including those factors associated with any change management process. In addition, there are clear financial implications linked to the opening up of the faculty system.

There are risks in securing smooth transitions between primary and secondary stages of education if groups of pupils are open to significantly different learning, teaching and curriculum experiences across associated primary schools. It is important that the Headteachers’ Charter clearly defines the parameters in planning and designing learning and teaching. This may be achieved by identifying, sharing and supporting the implementation of best practice from across the country.

Headteachers have significant, specific responsibilities to individual children and young people that are not acknowledged in the consultation paper such as being the child protection co-ordinator for children at risk of harm or abuse, as regards the Local Authority being the corporate parent for looked after children, and their proposed role in relation to the Named Person. Further empowerment of

225 headteachers in the areas proposed has to be considered in the context of existing responsibilities. Question 2 The Headteachers’ Charter will empower headteachers to develop their school improvement plans collaboratively with their school community. What improvements could be made to this approach?

Local guidance for school improvement planning requires headteachers to collaborate with their school community in review of the school improvement plan and subsequent planning activity. In addition to school improvement plans, schools currently collaborate on identifying and prioritising local areas for improvement and these collective targets are recorded in the Learning Community Improvement Plan. There are also examples of schools collaborating on use of the Pupil Equity Fund. Clear guidance from the local authority ensures that explicit links are made with relevant local authority and community planning partnership objectives which in turn are firmly set within the priorities of the National Improvement Framework. All plans are quality assured to ensure compliance with local authority and national guidance.

The requirement for schools to set priorities for improvement within the further layer of those established by the Regional Improvement Collaborative may add another layer of bureaucracy to the planning process. The suggestion in the consultation paper that school improvement priorities may be overridden by alternative local government priorities is not the experience of this authority.

The term “community” requires to be further defined. There is no acknowledgement of the work of Community Planning Partnerships and Children’s Services Partnerships which facilitate strategic partnership working within local authority areas to identify and address significant, local issues that impact on the wellbeing of vulnerable children and families. The consultation paper suggests that this work takes place only as a result of the moral imperative of individual headteachers and not within an established strategic framework that provides partnership vision and direction to meet the complex needs of local communities.

We believe that Regional Improvement Collaboratives have significant potential to enhance local authority support for improvement, not replace it provided the additionality is carefully tailored to avoid unnecessary and unintentional beaurocracy. The school improvement planning process is inextricably linked with both support and challenge. Currently, local authority officers work closely with schools and their communities to ensure that priorities identified are both relevant and realistic. This involves ongoing dialogue with schools throughout the year, is evidence based and takes into account local context. It is unclear as to how the proposed model will work in practice to achieve the dual aims of empowering schools while maintaining the democratic accountability of local authorities for education.

Removal of the requirement for local authorities to develop improvement plans implies that there are no local issues that require to be planned for by education in partnership with other agencies such as Health, Police and local authority partners such as Social Work. In fact, much of the improvements to multiagency systems and processes in the delivery of services for children and families take place at local level and within the framework of the well-established planning structures of Community Planning Partnerships. The place of education in the context of corporate and community planning exists, is central to the development of local communities and requires to be acknowledged.

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There is no acknowledgement of the work of Community Learning and Development services that serve to enrich the work of schools by working directly with the most vulnerable children and families.

Links with the Charter for Headteachers in the denominational sector require to be made explicit. Question 3 The Charter will set out the primacy of the school improvement plan. What are the advantages and disadvantages of this approach?

This is already the case.

There is currently also scope for flexibility to enable schools to address local issues that may arise suddenly, for example in the area of safeguarding/child protection.

The greatest disadvantage is the risk of disconnect between local and regional priorities and the resultant impact on the efficacy of the school improvement plan.

Question 4 The Headteachers’ Charter will set out the freedoms which headteachers should have in relation to staffing decisions. a. What are the advantages and disadvantages of headteachers being able to have greater input into recruitment exercises and processes adopted by their local authority?

In this authority, headteachers already have significant input into recruitment of staff for their own schools however greater involvement of head teachers with the aim of b. meeting local need is welcomed. It requires to be acknowledged that participation in recruitment processes is time consuming.

Full autonomy in the area of recruitment requires a thorough knowledge of employment law, Protection of Vulnerable Groups legislation etc. This support is currently provided centrally by a local authority personnel team, expert in the areas of employment. The employer is not the school but the local authority. The consultation document does not sufficiently consider the increased responsibilities of headteachers within the legislative context of employment law and other related legislation, nor the conflicts which may arise between the Local Authority and headteachers where they do not agree on the headteacher’s course of action

A fundamental issue that will need to be addressed is the placement of surplus staff. It is often the case that, due to fluctuations in school roll, a teacher can be made surplus to their school. Current practice enables the local authority, as the employer, to place the member of staff into an existing vacancy. It is unclear how this situation will be managed if headteachers have the right to ‘veto’ this process.

The current role of the Local Authority in the appointment and deployment of staff (in which our Headteachers play an active role as referred to above) affords a support to Headteachers in managing the staffing process and also protection from claims against the Local Authority as employer. Giving headteachers the autonomy to choose staff would necessitate a re-evaluation of the level of accountability and liability of the Local Authority.

227 The basic premise in the recruitment of staff lies in availability of staff and the current national challenges in this area impact negatively on the time of headteachers and delivery of a quality service.

What are the advantages and disadvantages of headteachers’ ability to choose their teams and decide on the promoted post structure within their schools?

There can be some advantages to headteachers deciding on their own promoted post structure within their schools. There is an opportunity for the school to use the structure flexibly to help support the strategic aims of the school. This could allow the headteacher to take into account their own school context.

It is currently the case that headteachers select their own teams within the context of a defined management structure. The proposal for schools to each establish their own management structure will lead to inconsistency in the roles of promoted staff which may then create barriers to collaborative working across schools as the identification of similar roles and remits across individual post holders is a basic starting point for collaborative working. The ability to decide on the promoted post structure does allow a level of creativity in promoted post structure design. However, this needs to be achieved within identified parameters and may be counter- productive to achieving both excellence and equity. For example, schools may strive for ‘specialisation’ that disadvantages individuals and groups of learners and is more reflective of the particular interests of groups of stakeholders. There is also the potential for parents to select schools based on a narrow focussed curriculum.

Changes to staffing are constrained by employment law and a practical approach requires to be taken. The proposal to increase delegated staffing and employment decisions to Head Teachers in the manner described requires to be revisited. The current position is that the local authority brokers the process and manages the practical arrangements related to moves of staff between schools. There are serious risks to the local authority if it cannot fully deliver all of its duties as defined in employment and related legislation. This includes responsibilities in respect of teacher wellbeing, professional development, remuneration and promotion of equal rights and opportunities.

The establishment of a range of promoted post structures across schools poses the risk of inconsistency and confusion if there are no parameters set or indicative guidance established. This does nothing to strengthen the profession or to deliver clarity in respect of routes for promotion opportunity. This in turn could have a significant and detrimental impact on the quality of leadership in the future.

The impact of de-centralisation of the management and deployment of support staff detracts from provision of support for pupils on an equitable and consistent basis taking account of needs across the wider learning community.

Question 5 Should headteachers be able to decide how the funding allocated to their schools for the delivery of school education is spent? If so, what is the best way of doing this?

It is already the case that schools decide how their funding is spent through the vehicle of a robust framework of Devolved School Management (DSM) with

228 established safeguards and a strong network of support that protects decision makers and takes full account of the ‘public purse’. Economies of scale can be achieved from centralisation of specific budgets and effective central management of increasing costs and there is a risk that this may be lost.

Schools rely on the expertise of central finance officers who support the principles of best value enshrined in legislation and ensure schools work within the appropriate financial regulations. Headteachers value the expertise of the skilled central finance staff in the problem solving processes involved in the management of complex financial issues. There are concerns in relation to the level of training and expertise required to competently manage the proposed increasing demands in this area.

There requires to be clarity in relation to the impact of the proposal on current procurement requirements and processes (both in terms of legislation and the Local Authority’s Standing Orders) as there is scope for misunderstanding in relation to the continued application of them. The impact on delivery of central services such as catering and property management requires to be clarified.

Some of the issues arising in this consultation exercise will be directly impacted by the issues raised in our response to the ‘Education Governance: Fair Funding to Achieve Excellence and Equity in Education’ consultation submitted in October. It is not possible to evaluate fully the financial implications for schools while we await the outcome of the Fair Funding consultation. For example, we believe that consultation lacked detail on how “Fairness” is defined.

It was noted then,

“In understanding the proposed changes to the system it will be imperative that we understand how the scope of delegated responsibility to Head Teachers operates alongside the funding provided and those retained by the council. Councils will still be responsible for some aspects of school spend, and sufficient funding of that must be retained by the Council. “

The lack of detail in respect of the proposals contained in this consultation exercise is reflected by the need for greater detail in respect of the potential funding models offered in the previous consultation. Clarity is required as to whether the allocation of funding will remain a council decision, or whether there will be a suggested formula. Also with regard to our previous consultation response, we said:

In respect of the Head Teacher’s Charter, HTs will be required to directly manage, account for and report on a greater proportion of the allocated budget, whichever of the proposed models is applied. This will place additional pressure on HTs and may mean an additional cost. Whilst this may be feasible for larger secondary schools, it is unlikely to be a viable option for a smaller school, especially in the Primary sector.

As autonomy increases, the costs of supporting headteachers and schools will increase. The local authority will have accountability for the overall financial management process so it will be for them to ensure Head Teachers are adequately supported. For example, the delegation of the full staffing budget to schools will require identified council staff to work closely

229 with headteachers to ensure the appropriate procedures are followed and, consequently, this process may cost more.

“With devolvement of additional funding comes a level of accountability that will have to be accompanied by support for Head Teachers. Whilst operating as business managers already forms part of their current role, Head Teachers will require to have stronger skills and support in financial management.

Accountability for ensuring best value and value for money will be a key concern, as will understanding how options appraisal can feature as part of decision making. Support on how to make procurement work better for them has been a key feature of the PEF funding, and will only increase through higher levels of funding.

How that support is provided to headteachers needs to be clarified, including the role of Business Manager. The role of the Local Authority, cluster set up and Regional Collaborations will impact on how Head Teachers make decisions and the skills and support they need.

Financially, how that support is funded will be key. Funding decisions, and allocating more to schools need to allow for increased levels of support for headteachers.”

Clarity is therefore needed in respect of performance management relating to impactful use of devolved budget: the respective roles of the improvement collaborative and the LA (as employer) will require detailed delineation.

The proposed supporting levels of governance introduced through the Bill (engagement, participation, collaboratives, Workforce Council) could have additional costs that will impact on council funding. The potential impact of ring- fenced budget allocations, and the impact of additional bureaucratic layers in the absence of an increase to the overall quantum of funds available was also noted ,

“The overall quantum of funds available is a key issue here – if the overall spend on schools is to stay the same, but more funds will be diverted to those most in need, then others will lose funds. As part of a funding model, there needs to be the control that core funding is available across the board that is sufficient to deliver a core service. Through introduction of tiers (local, cluster and Regional), will additional bureaucratic costs incurred and therefore there is less to deliver excellence in schools?” Question 6 How could local authorities increase transparency and best involve headteachers and school communities in education spending decisions?

Headteachers and school communities are regularly involved in established education service and corporate planning consultation processes. Decisions about priorities for improvement take account of responses to these consultations. The planning process aligns desired action with resource (including financial) requirements. Reports on progress are made publicly available and are presented to a range of stakeholders in accessible formats.

Question 7

230 Reports on education revenue and capital budget are presented at every Education Resources Committee and are scrutinised and challenged by elected members. These papers are publicly available. Where appropriate, education financial information is presented to the full Council Committee. The Corporate Management Team has a locus in monitoring education finances.

Management of education financial resources is subject to external scrutiny by Audit Scotland. The Local Government Benchmarking Framework enables evaluation of best value of a range of indicators related to children’s services.

Involvement of the school community in spending decisions is achieved through the mechanism of robust devolved management of resources (DMR) guidance with established internal governance mechanisms. At school level, Parent Councils receive regular reports on progress towards achievement of the priorities identified in the school improvement plan.

What types of support and professional learning would be valuable to headteachers in preparing to take up the new powers and duties to be set out in the Headteachers’ Charter?

Learning Community Improvement Plans provide a vehicle for collaboration among senior colleagues with the aim of securing improvement in an agreed area.

Based on the proposals, it is likely that headteachers will require further support and professional learning in the following discrete areas: management of change, financial management, employment law, equality and discrimination.

As an authority, we value a close working relationship with our Professional Association partners. This partnership helps support the strategic aims of improving outcomes for children and young people, while ensuring that the voice of our teachers and staff are central to this process and their employment rights protected. This is achieved through national and locally agreed policies and procedures within the framework of the Scottish Negotiating Committee for Teacher (SNCT) and, at authority level, through the Local Negotiating Committee for Teachers (LNCT). There is a need to clarify how the impact of the proposed increased responsibility for headteachers will be supported in this context. Question 8 Are the broad areas for reform to the Scottish Schools (Parental Involvement) Act 2006 correct?

The essence of the current Parental Involvement Act is to enable and empower parents to be active participants in their children’s learning. Therefore, the focus must be on more effective engagement and how we support parents and schools to achieve better outcomes for all learners. More power will not necessarily lead to better outcomes. Success is the result of positive relationships and the creation of a culture where parents are keen and encouraged to support their children’s learning.

The challenges of engaging the hardest to reach parents should be acknowledged.

As part of our consultation for this response, our parent representatives highlighted that parental input to the work of Regional Improvement Collaboratives (RIC) is worthy of consideration. This would ensure that parents help shape improvement

231 across the RIC. Representatives may be identified from bodies such as the National Parent Forum for Scotland or selected from those who are representatives on local authority Education Committees.

Open and transparent communication is central to quality collaboration. The use of a ‘plain English’ approach will assist parents and education staff to clearly understand their duties, roles and responsibilities within the new, broader definition of parental involvement.

It is important that genuine consultation and collaboration take place. Development of national benchmarks may serve to support measurement of improvement in the area of parental involvement and engagement.

In updating and clarifying the duties on Parent Councils it will be important not to create a structure that is overly bureaucratic and restrictive.

The proposals will raise the expectations of parental engagement to a new level not only at school level but also in terms of the potential for building on and creating new meaningful links and networks of support for parents and schools within the wider community.

The inclusion of early years is welcome as it will assist in transition greater cohesion across sectors. The early years’ environment together with the home is the foundation of a child’s journey through education and this approach is more inclusive and offers recognition of that.

Question 9 How should the Scottish Schools (Parental Involvement) Act 2006 be enhanced to ensure meaningful consultation by headteachers with parents on substantive matters of school policy, improvement planning and curriculum design?

The proposed reforms require to reflect clearly the duties of headteachers in actively working with parents and parent councils. It is important that practical activities for engagement genuinely enable parents to support and contribute to the shaping of policies and practice.

A basic requirement is for guidance to be able to be understood, therefore the development of ‘plain English’ guides for parents in important aspects of the work of the school for example, ‘School Improvement Planning in a Nutshell’, should be considered.

Reforms should be embedded in Initial Teacher Education and continue through appropriate continuous professional learning opportunities for all levels of staff in establishments. Question 10 Should the duties and powers in relation to parental involvement apply to publicly funded early learning and childcare settings?

It is agreed that the duties and powers should apply in early learning and childcare settings. The early years is the starting point of the parent’s journey with their child through education. This would open parents to the ways in which their voices can shape and impact on their child’s educational experience. Early years settings

232 provide an excellent setting for partnership working and collaboration with parents and relationships are typically very strong during this phase of the child’s learning journey.

This positive experience would provide an excellent foundation on which to build quality partnerships throughout subsequent phases of education.

Question 11 Should the Bill include a requirement that all schools in Scotland pursue the principles of pupil participation set out in Chapter 3? Should this be included in the Headteachers’ Charter?

We agree that the views of children and young people should be considered and there should be every opportunity for pupils to participate in decisions and activities that impact on their school experience.

As part of discussions for this consultation, our pupils provided many examples of how they contributed to the decision making process within our schools. Most pupils we spoke with felt that that their voice made a difference and it made them feel important that they have a say on what happens in their school.

Some examples of the ways our schools engage with their pupils in learning include:

 Involvement in creating learning intentions and success criteria.  Deciding class topics  Feedback from teachers helping with individual target setting  Peer Assessment  Display of pupil work  Personal learning plans  Choice in subjects

Some examples of the ways our schools engage with their pupils in wider school activities include:

 Pupil council decided playground equipment, time allocation for use of different playground activities.  Input into decisions regarding their new school  School surveys on how they felt in school in relation to safety and inclusion and their learning.  Pupils had input into the range of extra-curricular activities that were available.  Pupils deciding charities to support.

Some examples of the ways our schools formally engage with their pupils about school life include:

 House Captains  Pupil Councils  Registration/Tutor time discussions

233  Focus Groups  PSHE  Committees (Rights Respecting School, Eco Committee) Pupils felt that through PSHE they had a voice to discuss topics which impacted on them . Question 12 What are your thoughts on the proposal to create a general duty to support pupil participation, rather than specific duties to create Pupil Councils, committees etc…?

We agree that it is more appropriate that the duty is general in nature. This allows schools to consider a broad range of strategies to encourage pupil participation. There is a danger that limiting the duty to activities such as Pupil Councils and committees restricts many meaningful interactions that take place, as identified in the previous question.

It is clear from asking our pupils that they want to be involved in making decisions in all aspects of school life. Pupils were satisfied with many aspects of how their schools were seeking their views and listening when they had an idea/concern.

Pupils told us that that there is scope for them to have an even greater say on how and what they learn in class. They feel that this would create a better school environment where they are more likely to want to attend and where better learning will take place.

Question 13 Should the Bill include provisions requiring each local authority to collaborate with partner councils and with Education Scotland in a Regional Improvement Collaborative?

We agree that working collaboratively is an essential aspect of improving. There is an opportunity for Regional Collaboratives to add value to this process and for schools to gain benefit.

There are already many examples of effective cross-authority working and Local Authorities are already committed to using such an approach. However, moving from a system of joint working based on local need to one where this is the legislative vehicle for school improvement is a significant shift.

In addition, existing collaborations that are working extremely well together in securing better local outcomes e.g. Learning Communities are at risk of being lost under the new Bill as new, regional priorities replace ones already identified and planned for. Furthermore, there is a possibility that Regional Improvement Collaboratives, “dilute” lines of communication between schools and local authority central officers and work on school improvement is perceived as becoming more distant from teachers and schools. The diverse geography and demographics within Regional Collaboratives have led to concerns that improvement work may be less relevant and less accessible. The roles, function and governance of the Regional Improvement Collaboratives in terms of practical support runs the risk of being unable to provide the localised, bespoke support for schools that currently exists within local arrangements.

234 Removing the statutory duty of School Improvement from Local Authorities would mean that their functions would be limited to HR issues and those linked to other support functions such as transport and finance. This, in effect, is removing local accountability and decision-making from the process of education. This seems to be in contrast to previous discussions between COSLA and the Scottish Government. It is seismic change for Education governance which does not appear to be based on sound evidence that the new approach will be more effective.

The consultation does not provide details about the role of Education Scotland within the Regional Improvement Collaboratives so it is difficult to comment on the contribution staff from within this organisation may provide.

Question 14 Should the Bill require each Regional Improvement Collaborative to maintain and to publish annually its Regional Improvement Plan?

Securing improvement requires planning but also shared purpose, an awareness of context, and good relationships. Publishing an annual plan would be an essential part of the process of establishing vision and direction for each Regional Improvement Collaborative.

Question 15 If we require Regional Improvement Collaboratives to report on their achievements (replacing individual local authority reports), should they be required to report annually? Would less frequent reporting (e.g. every two years) be a more practical and effective approach?

Given the proposed scale and scope of the remit of the Regional Improvement Collaboratives, it may be more practical to move to a less frequent cycle of reporting. However, the school improvement planning and reporting cycles is annual so any change would be at odds with this.

Schools and Local Authorities already have a common purpose which is rightly set out as “Achieving Excellence and Equity for all.” However, within this vision, schools are at different stages of the journey and local circumstances and context provide a clear rationale for priorities. Currently, the Local Authority improvement plan and annual priorities and subsequent progress reports draw closely from local evidence, including discussion with headteachers and local parents. It is difficult to see how an individual Local Authority could operate without a bespoke improvement plan that provides clarity and accountability to democratically elected members and to wider stakeholders.

As outlined in question 2, removal of the requirement for local authorities to develop improvement plans implies that there are no local issues that require to be planned for by education in partnership with other partners. The place of education in the context of corporate and community planning exists, is central to the development of local communities and requires to be acknowledged. Question 16 In making changes to the existing planning and reporting cycle, should we consider reducing the frequency of national improvement planning and the requirement on Ministers to review the National Improvement Framework?

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The pace of change and guidelines regarding planning and reporting has been significant. Many Local Authorities have revised and updated guidance and accompanying templates for planning and reporting based on National guidance with regards to the “tackling bureaucracy” agenda. Schools report that they do not wish constant change. It would be of benefit to the whole system to take a long-term view of what is working and to let processes settle in order to allow schools to concentrate best on things that are making a difference to children’s progress.

There is a need to take a more holistic view of the planning for improvement cycle across all structures; school, local and national. Question 17 Are the proposed purpose and aims of the Education Workforce Council for Scotland appropriate?

The proposed purpose and aims are valid only on the presumption that the proposal to establish the Education Workforce Council is itself workable. The roles, function, governance and funding of the GTCS, CLDSC and SSSC are neither complementary nor comparable. The GTCS is recognised as an exemplary independent body, funded by its members and governed by its members. It has proved effective in respect of maintaining the register, protecting the public interest and setting out professional standards in a mandatory way. Removing such a body is not in the interests of teachers, children or the public. Neither would it be practicable to replicate this model in respect of the other bodies under consideration.

It is right and proper that the range of professions and professional groups involved in Scottish Education is recognised, for example, the Community Learning and Development Standards Council: their diversity should be recognised and the diverse regulatory and developmental requirements should be met through bespoke groups with clear remit and scope, rather than creating a generic body serving no group particularly well. Question 18 What other purpose and aims might you suggest for the proposed Education Workforce Council for Scotland?

As per response to Q17.

Question 19 Are the proposed functions of the Education Workforce Council for Scotland appropriate?

As per response to Q17.

The range and type of functions described provides a useful generic overview. The diverse nature of the roles of these groups is such that significant contextual interpretation would be required in respect of the different groups represented. This sits in tension with the principle of having a single body.

Question 20 What other functions might you suggest for the proposed Education Workforce Council for Scotland?

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As per response to Q17.

Question 21 Which education professionals should be subject to mandatory registration with the proposed Education Workforce Council for Scotland?

The principle of a mandatory self-regulatory body for teachers has been proven over many years and the GTCS is a mainstay of Scottish Education. Recognition of the roles and contribution of other education professionals (and a means by which that contribution is formally recognised, described and protected) would be welcome. The means by which that could best be achieved will not be the same for each of the groups involved and, as such, the proposed EWC is not seen as appropriate for this purpose. Question 22 Should the Education Workforce Council for Scotland be required to consult on the fees it charges for registration?

The scale, level and means of collection of fees would require careful consideration and consultation. A flat fee for all members might be seen as unfair when considering the range of salaries of members. However the relative numbers of members from different groups and the relative level of demand placed on the resources of the body would need to be considered and perhaps a weighting factor put in place in order to balance any differentiated fee scale. The requirement for staff from partner providers/childminders to have the same registration as local authority employees in the Early Learning and Childcare sector would need to be considered and would complicate the fee collection process. This might affect the availability of spaces at a time when there is a requirement to extend provision.

Question 23 Which principles should be used in the design of the governance arrangements for the proposed Education Workforce Council for Scotland?

The GTCS is recognised as a model of excellent practice. Its track record is strong

and, as a professional body, has credibility across education within Scotland, which is partly as a consequence of its independent status. There is significant risk attached to the proposals to subsume its role within a wider body. The lack of detail in respect of consideration to accommodating the unique identity, role and requirements of each of the other bodies and groups is an indicator that a ‘unified’ approach may not be the right one.

Question 24 By what name should the proposed Education Workforce Council for Scotland be known?

We are deliberately silent on this question.

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238 Agenda Item

Report 13 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Chief Executive

Subject: Recommendations Referred by Resource Committees

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  request approval of the following recommendations referred to this Committee by the Finance and Corporate Resources Committees:-

 Community and Enterprise Resources Committee of 12 December 2017  Housing and Technical Resources Committee of 13 December 2017 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the recommendations referred by the Community and Enterprise Resources Committee and the Housing and Technical Resources Committee in relation to Resource Plans for 2017/2018 be approved. [1recs] 3. Background 3.1. Community and Enterprise Resources’ Resource Plan 2017/2018 – Extract of Minute 3.1.1. A report dated 21 November 2017 by the Executive Director (Community and Enterprise Resources) was submitted on the Community and Enterprise Resources’ Resource Plan 2017/2018.

The Resource Plan for 2017/2018 outlined the:-

 objectives and actions for 2017/2018  capital and revenue resources for 2017/2018  organisational structure of the Resource

In line with the Council’s performance management arrangements, a progress report on actions identified in the 2017/2018 Resource Plan would be submitted to a future meeting of the Committee.

The Committee recommended that the Community and Enterprise Resources’ to the Executive Committee: Resource Plan for 2017/2018 be approved.

[Reference: Minutes of the Executive Committee of 8 November 2017 (Paragraph 7) and South Lanarkshire Council of 6 December 2017 (Paragraph 3)]

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3.2. Housing and Technical Resources’ Resource Plan 2017/2018 – Extract of Minute

A report dated 7 November 2017 by the Executive Director (Housing and Technical Resources) was submitted on the Housing and Technical Resources’ Resource Plan 2017/2018.

Details were provided on the:-

 objectives and actions for 2017/2018  capital and revenue resources for 2017/2018  organisational structure of the resource

In accordance with the Council’s performance management arrangements, a mid-year progress report on actions identified in the 2017/2018 Resource Plan would be submitted to a future meeting of this Committee.

The Committee recommended that the Housing and Technical Resources’ to the Executive Committee: Resource Plan for 2017/2018 be approved.

[Reference: Minutes of South Lanarkshire Council of 6 December 2017 (Paragraph 3)]

4. Employee Implications 4.1. All employee implications were highlighted as part of the original reports to Resource Committees.

5. Financial Implications 5.1. All financial implications were highlighted as part of the original reports to Resource Committees.

6. Other Implications 6.1. Any risks or sustainability issues or other implications were highlighted as part of the original reports to the Resource Committees.

7. Equality Impact Assessment and Consultation Arrangements 7.1. Equality impact assessment and consultation arrangements were highlighted as part of the original reports to the Resource Committees.

7.2. There is no requirement to carry out an Equality Impact Assessment or consultation in terms of the proposals contained in this report.

Lindsay Freeland Chief Executive

17 January 2018

Link(s) to Council Values/Objectives  Accountable, effective and efficient

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Previous References ♦ Minutes of Community and Enterprise Resources Committee of 12 December 2017 (Paragraph 7) ♦ Minutes of Housing and Technical Resources Committee of 13 December 2017 (Paragraph 10)

List of Background Papers  Individual reports to Resource Committees

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gordon Bow, Administration Manager Ext: 4719 (Tel: 01698 454719) E-mail: [email protected]

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242 Agenda Item

Report 14 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Finance and Corporate Resources)

Subject: Amendments to Committee, Forum and Outside Body Memberships

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise on action taken, in terms of Standing Order No 36(c) because of the timescales involved by the Executive Director (Finance and Corporate Resources) in consultation with the Chair and an ex officio member, for amendments to the membership of a number of Committees and Forums [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that the following action taken, in terms of Standing Order No. 36(c), by the Executive Director (Finance and Corporate Resources), in consultation with the Chair and an ex officio member, be noted:- [recs] ♦ that Councillor Nugent replace Councillor Bradley as Chair of Cambuslang and Rutherglen Area Committee and Councillor Bradley assume the position of Depute Chair ♦ that Councillor Bradley replace Councillor Callaghan as the Chair of Social Work Resources Committee and that Councillor Chalmers assume the position of Depute Chair of the Committee ♦ that Councillor Loudon replace Councillor Callaghan as a member of the Social Work Resources Committee ♦ that Councillor Shearer replace Councillor Loudon as a substitute member on the Social Work Resources Committee ♦ that Councillor Bradley replace Councillor Callaghan as a member of the Executive Committee and that Councillor Callaghan fill the resultant position as substitute member ♦ that Councillor Stevenson replace Councillor Loudon on the Planning Committee and that Councillor Craig fill the resultant position as substitute member ♦ that Councillor Callaghan replace Councillor Shearer as a substitute member on the Community and Enterprise Resources Committee ♦ that Councillor Bradley replace Councillor Callaghan as a member on the Getting It Right for South Lanarkshire’s Children’s Partnership Board ♦ that Councillor Bradley replace Councillor Callaghan as Depute Chair of the South Lanarkshire Integration Joint Board

243 ♦ that Councillor Bradley replace Councillor Callaghan as Chair of the South Lanarkshire Integration Joint Board (Performance and Audit) Sub- Committee ♦ that Councillor Calikes replace Councillor Callaghan as a member on the South Lanarkshire Area Support Team ♦ that Councillor Bradley replace Councillor Callaghan as a member on the COSLA Policy Board – Health and Social Care Board ♦ that Councillor Chalmers replace Councillor Bradley on the Adult Protection Committee [1recs] 3. Background 3.1. Memberships of all Committees were approved at the statutory meeting of the Council held on 18 May 2017. Following a request from the SNP Group in relation to changes to committee, forum and outside body memberships, it is now proposed that those amendments be made to enable continuity of Council business.

4. Amendments to Committee and Forum Memberships 4.1. It is proposed that amendments be made to a number of Committees and Forums as detailed in the recommendations.

5. Employee Implications 5.1. None.

6. Financial Implications 6.1. None.

7. Other Implications 7.1. Adjustments will be made to members’ remuneration as appropriate to take account of the proposed changes.

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 existing policy, function or strategy and therefore no impact assessment is required.

8.2. 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)

21 December 2017

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

Previous References  Executive Committee, 8 November 2017

244

List of Background Papers None

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Susan Somerville, Administration Manager Ext: 4197 (Tel: 01698 454197) E-mail: [email protected]

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246 Agenda Item

Report 15 Report to: Executive Committee Date of Meeting: 31 January 2018 Report by: Executive Director (Finance and Corporate Resources)

Subject: Amendments to Committee and Forum Memberships

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise on action taken, in terms of Standing Order 36(c) because of the timescales involved, by the Executive Director (Finance and Corporate Resources) in consultation with the Depute Chair and ex officio member for amendments to the membership of a number of Committees and Forums [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that the following action taken, in terms of Standing Order No 36(c), by the Executive Director (Finance and Corporate Resources), in consultation with the Depute Chair and an ex officio member to amend the membership of a number of Committees and Forums, be noted:- [recs] ♦ that Councillor Lennon replace Councillor Greenshields as a member on the:-  Community and Enterprise Resources Committee  Planning Committee  Licensing Committee  Equal Opportunities Forum ♦ that Councillor Lennon replace Councillor Greenshields as a substitute member on the:-  Planning Local Review Body  Roads Safety Forum ♦ that Councillor Scott fill the vacant substitute place on the Community and Enterprise Resources Committee ♦ that Councillor Lennon fill the vacant substitute places on the Education Resources Committee and Finance and Corporate Resources Committee ♦ that Councillor Lennon fill the vacant place on the Joint Consultative Forum ♦ that Councillor Lennon replace Councillor Fagan as a member on the Housing and Technical Resources Committee ♦ that Councillor Lennon replace Councillor Fagan as a substitute member on the Social Work Resources Committee ♦ that Councillor McClymont fill the vacant place as a substitute member on the Planning Committee

247 ♦ that Councillor Devlin fill the vacant places as a substitute member on the Licensing Committee and Planning Local Review Body ♦ that Councillor Carmichael fill the vacant place as a substitute member of the Executive Committee ♦ that Councillor Lennon replace Councillor Carmichael as a member on the Risk and Audit Scrutiny Forum ♦ that Councillor McAdams replace Councillor Greenshields as a member on the Risk and Audit Scrutiny Forum ♦ that Councillor Cowie fill the vacant place as a substitute member on the Risk and Audit Scrutiny Forum ♦ that Councillor Greenshields be replaced as a substitute member on the Rural Task Force by a member of the Labour Group representing one of the 6 rural wards identified as Wards 1, 2, 3, 4, 5 and 20 ♦ that Councillor Lennon be appointed to the Cambuslang and Rutherglen Area Committee ♦ that Councillor Cowie replace Councillor Hamilton as a member on the Child Protection Committee [1recs] 3. Background 3.1. Memberships of all Committees were approved at the statutory meeting of the Council held on 18 May 2017. Following a request from the Labour Group as a result of the recent by-election and a change in political composition, it is now proposed that amendments be made to the membership of certain Committees and Forums.

4. Amendments to Committee and Forum Memberships 4.1. It is proposed that amendments be made to a number of Committees and Forums as detailed in the recommendations.

5. Employee Implications 5.1. None.

6. Financial Implications 6.1. None.

7. Other Implications 7.1. There will be a requirement to ensure that appropriate training is provided to Councillor Lennon.

8.2. 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)

7 December 2017

248

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

Previous References  Executive Committee, 8 November 2017

List of Background Papers None

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