Our Ref: Your Ref: LD Contact: Lesley Deverick Tel: 01698 302434 Fax: 01698 302351 E-Mail: [email protected] Date: 26 Nov 2018
Members of the Policy and Resources Committee
Notice is given that a Meeting of the POLICY AND RESOURCES COMMITTEE is to be held within the Council Chamber, Civic Centre, Motherwell on Thursday, 6 December 2018 at 2:00 pm which you are requested to attend.
The agenda of business is attached.
Head of Legal and Democratic Solutions
Members : Councillors: D Baird, A Beveridge, S Bonnar, B Burgess, T Carragher, K Duffy, T Fisher, M Gallacher, W Goldie, A Graham, J Hume, T Johnston, P Kelly, K Larson, J Linden, J Logue, F McNally, M McPake, H McVey, T Morgan, L Roarty, D Stocks, A Stubbs, A Valentine, S Watson.
Chief Executive’s Office Archie Aitken Head of Legal & Democratic Solutions Civic Centre, Windmillhill Street Motherwell ML1 1AB DX 571701, Motherwell 2 LP-3, Motherwell 2 Page 1 of 156 ww w .northlanarkshire.go v .uk
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(1) Declarations of Interest in terms of the Ethical Standards in Public Life Etc. (Scotland) Act 2000
(2) Minutes
(a) Audit and Scrutiny Panel (page 5 - 10) Submit Minutes of the meetings of the Audit and Scrutiny Panel held on 26 September and 15 November 2018 (copy herewith)
(b) Community Safety and Partnership Governance Sub-Committee (page 11 - 12) Submit the Minute of the meeting of the Community Safety and Partnership Governance Sub-Committee held on 8 November 2018 (copy herewith)
(c) Social Work Sub-Committee (page 13 - 16) Submit the Minute of the meeting of the Social Work Sub-Committee held on 8 November 2018 (copy herewith)
(d) Transformation Sub-Committee (page 17 - 20) Submit the minute of the Transformation Sub-Committee held on 14 November 2018 (copy herewith)
(e) Finance and Organisational Business Committee Submit the Minute of the meeting of the Finance and Organisational Business Sub- Committee to be held on 26 November 2018 (copy to follow)
(f) Appointments Sub-Committee Submit minute of meeting of the Appointments Committee held on 26 November 2018 (copy to follow)
Operational
(3) Aligning the Fairness Commission Recommendations with The Plan for North Lanarkshire (page 21 - 34) Submit report by the Business Solutions Manager providing (1) an updated position in terms of the development of the Plan for North Lanarkshire, and (2) clarity as to where the recommendations of the Fairness Commission will sit within the Plan for governance and monitoring (copy herewith)
(4) Review of Polling Districts and Polling Places (page 35 - 66) Submit report by the Head of Legal and Democratic Solutions advising of the outcome of the consultation proposals for the statutory review of the Council's polling districts and polling places (copy herewith)
(5) Amey Public Services Year 8 Best Value Review (page 67 - 76) Submit joint report by the Business Manager, Environmental Asset Maintenance and Business Relationship Manager detailing the findings of the joint service review undertaken and considering whether an extension to the contract beyond January 2021 would be of benefit to the Council (copy herewith)
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(6) Petitions Received by the Council (page 77 - 80) Submit report by the Head of Legal and Democratic Solutions seeking approval for a new process for the consideration of petitions received by the Council (copy herewith)
(7) Integrated Delivery Model for Sport, Culture and Leisure Services - Progress Report (page 81 - 86) Submit report by the Business Relationship Manager providing a summary of progress achieved to date, and highlighting the key activities for the merged entity to be achieved by the target date of 1 April 2019 (copy herewith)
(8) Complaints Procedure for Community Councils (page 87 - 100) Submit report by the Head of Legal and Democratic Solutions seeking approval to commence a consultation on a proposed Complaints Procedure for Community Councils (copy herewith)
(9) Community Learning and Development Proposals Submit report by the Head of Communities (copy to follow)
(10) Breastfeeding Support & Awareness (page 101 - 104) Submit report by the Interim Chief Officer, Health and Social Care outlining the Council’s commitment to support awareness and engagement for breastfeeding, the provision of facilities for employees and provision in public-facing buildings (copy herewith)
(11) Workforce for the Future - Progress Update (page 105 - 116) Submit report by the Head of People and Organisational Development providing an update of the Council's workforce strategy and associated programme of work (copy herewith)
Financial
(12) Review of 2018/19 Budget Savings (page 117 - 124) Submit report by the Head of Financial Solutions providing an update on the achievement of financial savings which were approved as part of the 2018/19 budget as at 12 October 2018 (copy herewith)
(13) 5 Year Medium Term Financial Plan 2019/20 to 2023/24 (page 125 - 150) Submit report by the Head of Financial Solutions advising of the challenges facing the Council in maintaining medium term financial stability whilst achieving the strategic priorities and objectives outlined in the Council's We ASPIRE ambition (copy herewith)
Contract
(14) Measured Term Contract for Controlled Door Entry Systems and Associated Works, Replacement and Repairs 2019-21 - Lot 2 (page 151 - 156) Submit report by the Head of Housing Property and Projects seeking approval to award the Measured Term Contract for Controlled Door Entry Systems and Associated Works, Replacement and Repairs 2019/21 - Lot 2 (copy herewith) Page 4 of 156 AGENDA ITEM 2A AUDIT AND SCRUTINY PANEL – 26 September 2018
Motherwell, 26 September 2018 at 1 pm.
A Meeting of the AUDIT AND SCRUTINY PANEL
PRESENT
Councillor Gallacher, Convener; Councillor Stevenson, Vice-Convener; Councillors Burrows, Graham, Hogg, Hume and T. Johnston.
CHAIR
Councillor Gallacher (Convener) presided.
IN ATTENDANCE
Des Murray, Chief Executive; Ken Adamson, Head of Audit and Inspection; Paul Hughes, Head of Business for Financial Solutions; Linda Johnston, Business Transformation Manager; Elaine Kemp, Business Finance Manager; Susan Lawrie, Business Manager (Performance and Resource Allocation), and Kirsty Brown, Committee Officer.
ALSO IN ATTENDANCE
Brian Howarth, Assistant Director and Carole Grant, Senior Audit Manager (both Audit Scotland).
APOLOGY
Councillor McKendrick.
DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000
1. There were no declarations of interest.
ANNUAL ACCOUNTS 2017/18 - EXTERNAL AUDIT REPORT
2. There was submitted a report by the Head of Business for Financial Solutions (1) reminding the Panel that External Auditors appointed to local authorities by the Accounts Commission were required to carry out an Audit of Financial Statements in accordance with International Standards on Auditing; (2) explaining that, under International Standards on Auditing, External Auditors were required to communicate matters relevant to their Audit of Financial Statements to those charged with governance; (3) detailing the objectives of the External Auditors, and (4) advising (a) that the Audit of the Accounts for 2017/18 had now been completed by Audit Scotland, with the final version of the Accounts attached to the report, and (b) that, following consideration of the Accounts, a copy of the final Accounts signed by Audit Scotland and officers of the Council would be submitted to Audit Scotland.
Paul Hughes spoke to the report and informed the Panel that the Annual Accounts for 2017/18, as appended to the report, were available for signature. The Panel highlighted that the political composition as detailed in the Annual Accounts did not match the existing circumstances and it was agreed that the figures would be checked and, if required, would be amended prior to signing.
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Thereafter, the Panel agreed (1) that the report be noted, and (2) that the final Annual Accounts 2017/18 be approved for signing, subject to any amendment in relation to the political composition figures detailed in the Annual Accounts.
ANNUAL ACCOUNTS 2017/18 - LETTERS OF REPRESENTATION
3. There was submitted a report by the Head of Business for Financial Solutions (1) informing that, prior to completion of the 2017/18 Audit of Accounts, the External Auditor required a letter from the Council providing written assurance on aspects of the Council's financial statements and Charitable Trusts and Educational Endowments Accounts, including the judgements and estimates made in their preparation; (2) indicating that the Letters of Representation set out the representations of management and confirmed that the Accounts were free from material mismanagement; (3) advising (a) that the External Auditor had, during the course of the Audit, highlighted a number of mis-statements within the Council's financial statements, some of which had been adjusted whilst others had remained unadjusted due to materiality, and (b) that a list of items that had arisen relating to the Council's Accounts and the Charitable Trusts and Educational Endowments Accounts were contained within the External Audit Annual Audit Report which formed part of this meeting's agenda, and (4) attaching, as Appendices to the report, copies of the Letters of Representation for (a) North Lanarkshire Council's Annual Accounts 2017/18, and (b) North Lanarkshire Council Charitable Trusts and Educational Endowments Annual Accounts 2017/18, which the Head of Business for Financial Solutions had prepared for the External Auditors.
Paul Hughes spoke to the report, and the Letters of Representation for the (1) North Lanarkshire Council's Annual Accounts 2017/18, and (2) North Lanarkshire Council Charitable Trusts and Educational Endowments Annual Accounts 2017/18. Thereafter, the Panel noted the Letters of Representation provided to Audit Scotland.
AUDIT SCOTLAND REPORT TO THOSE CHARGED WITH GOVERNANCE ON THE 2017/18 AUDIT – NORTH LANARKSHIRE COUNCIL AND NORTH LANARKSHIRE COUNCIL CHARITABLE TRUSTS AND EDUCATIONAL ENDOWMENTS
4. There was submitted a report by the Head of Business for Financial Solutions (1) informing that the External Auditor's report was presented to allow the Panel to consider the External Auditor's comments on specific matters arising from its Audit of the Financial Statements for both the Council and the Charitable Trust and Educational Endowments administered by the Council; (2) detailing within the Appendices to the report, the Audit Scotland Reports on those Charged with Governance in the 2017/18 Audit – (a) North Lanarkshire Council, and (b) North Lanarkshire Council Charitable Trusts and Educational Endowments, and (3) inviting the External Auditor to speak to the report.
Paul Hughes spoke to the report and thereafter the Panel agreed to note the report.
EXTERNAL AUDIT: ANNUAL AUDIT REPORT 2017/18
5. There was submitted a report by the Head of Audit and Inspection (1) advising that the Accounts Commission had appointed Audit Scotland as the Council's appointed External Auditor for the five year period from 2016/17; (2) intimating that the External Auditor was required, as part of the Audit process, to annually prepare a report for Members and the Controller of Audit summarising the Audit work completed, and presenting the main findings arising from that Audit; (3) attaching, as the Appendix to the report, the External Auditor’s Annual Report for 2017/18, including the Action Plan which contained a number of Audit recommendations and management responses including planned actions, responsible officers and timescales relating to a range of accounting and governance issues; (4) indicating that, although a small number of issues had been highlighted by the External Auditor where scope for further improvement existed, overall, the report was considered by Management to
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be generally positive in tone, with no significant weaknesses identified in financial systems or financial controls, and (5) informing that progress in implementing agreed actions would be monitored by Internal Audit and reported to future meetings of the Panel.
Brian Howarth spoke to the External Audit Report and answered Members' questions. The Convener advised that, in terms of the Registers of Interest for Senior Officers, a meeting had been scheduled with the new Chief Executive in relation to the future publication of the Registers.
Following a full discussion, the Panel agreed (1) to monitor, through reports from Internal Audit, implementation by management of the actions agreed in response to External Audit's recommendations, and (2) that the External Auditor's Annual Audit Report 2017/18 be noted.
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Motherwell, 15 November 2018 at 1 pm.
A Meeting of the AUDIT AND SCRUTINY PANEL
PRESENT
Councillor Gallacher, Convener; Councillor Stevenson, Vice-Convener; Councillors Burrows, Graham, Hogg, Hume and T. Johnston.
CHAIR
Councillor Gallacher (Convener) presided.
IN ATTENDANCE
Des Murray, the Chief Executive; Robert Steenson, Executive Director (Enterprise and Communities); Ken Adamson, Head of Audit and Inspection; Linda Johnston, Business Solutions Manager; Susan Lawrie, Business Manager (Performance and Resource Allocation); Grey Telfer, Business Finance Manager, and Andrew Rose, Democratic Services Manager.
ALSO IN ATTENDANCE
Carole Grant, Senior Audit Manager and Clare Tennyson, Audit Officer, Audit Scotland.
APOLOGY
Councillor McKendrick.
DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000
1. There were no declarations of interest.
PRESENTATION – DIGITALNL
2. Robert Steenson, Executive Director (Enterprise and Communities) gave a presentation to the Panel regarding the DigitalNL Programme in relation to progress to date, the ambitions and desired outcomes of the Programme, information in relation to service design and solution design and on implementation of a new productivity suite across the Council.
Thereon, Members of the Panel asked questions particularly in relation to timescales and completion of key milestones and seeking assurance on the ability of the Council’s Digital Partner to assist the Council in delivering the required outcomes. Thereafter the Panel noted the presentation and thanked Robert Steenson for the information provided.
COMPLAINTS HANDLING - PERFORMANCE ANALYSIS FOR 2017/18
3. There was submitted a report by the Business Solutions Manager providing an overview of performance in the area of complaints handling for 2017/18 including an analysis in terms of the volume, outcome and nature of complaints which show some evidence of change over time in terms of complaints handling and that learning from complaints to inform improvements could be improved
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(1) reminding Members of the implementation of the two stage Complaints Handling Procedure which is embedded across all Council Services; (2) providing high level headlines in relation to the volume of complaints, the outcome of complaints, the timeliness of complaints handling, the nature of complaints and improvements; (3) explaining that should the complainant remain dissatisfied with the way the Council has handled their complaint the matter could be raised with the Scottish Public Services Ombudsman (SPSO); (4) outlining the next steps that will be taken to ensure that complaints continue to inform improvements to Services, contributes to the Council being able to improve outcomes for the people and communities of North Lanarkshire and aligns with the refreshed strategic Council Plan and principles of We Aspire, and (5) attaching, as an Appendix to the report, data in relation to complaints received by the Council.
Linda Johnston spoke to the report and together with other Officers present answered a number of questions raised by the Panel particularly in relation to resources available to deal with complaints and changes/improvements made as a result from learning from complaints and a greater link between complaints recording made by the Council and enquiries received by elected Members.
Thereafter, the Panel agreed:-
(1) that the contents of the report be noted, and
(2) that a further report be brought to a future meeting of the Panel outlining detail in respect of the impact and outcomes achieved as a result of changes/improvements made following complaints received.
BEST VALUE AUDIT: UPDATE
4. There was submitted a report by the Business Solutions Manager providing the Panel with a formal outline of the scope which had been officially agreed between Audit Scotland and the Chief Executive (1) providing information on engagement and scoping activity which had taken place to date between the Best Value Audit Team and Council Officers and elected Members and partner organisations; (2) outlining the scope of the Best Value Audit which is governed by the Accounts Commission which has an expectation in line with their strategic audit priorities; (3) detailing that the scope of the audit would focus on (a) clarity of Council priorities and quality of long term planning to achieve priorities; (b) how effectively councils are evaluating and implementing options for significant changes in delivering services; (c) how effectively councils are ensuring that Members and Officers have the right knowledge, skills and time to lead and manage delivery of Council priorities; (d) how effectively councils are involving citizens in decisions about the services, and (e) the quality of Council public performance reporting to help citizens gauge improvement; (4) detailing the specific scope of the North Lanarkshire Best Value Audit, and (5) highlighting the next steps and future Best Value Audit activity leading up to the publication of the Best Value Audit Report by the Accounts Commission in May 2019.
Linda Johnston spoke to the report and Carole Grant provided some further information on audit activity undertaken so far. Thereafter the Panel agreed to note the report.
PERFORMANCE REPORT
5. There was submitted a report by the Business Solutions Manager outlining the importance that reporting plays in terms of ensuring accountability and good governance, informing decision making, and identifying areas of improvement and that it also enables the performance of the Council to be assessed in terms of delivering upon its priorities and stated intentions (1) providing a background to the Performance Framework in place in the organisation taking account of its Business Plan, the stated ambitions of the Council and the benchmarking indicators included within the Local Government Benchmarking Framework; (2) intimating that the Business Plan aims to improve outcomes for people and communities of North Lanarkshire and detailing how there is a challenge in
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providing performance reporting that is more meaningful in terms of outcomes rather than measured outputs; (3) reporting on the performance in 2017/18 towards improving local outcomes; (4) summarising performance in relation to improving local services; (5) detailing the next steps that will take place as a programme of work over the next six months in order to align planning, performance and improvement arrangements with the principles of [We Aspire – A Shared Ambition for North Lanarkshire ], and (6) attaching, as Appendices to the report, performance reporting information covering a wide area of Council activity.
Linda Johnston spoke to the report and, along with other Officers present, answered a number of questions raised by the Panel particularly in relation to the way in which performance information is presented specifically, a desire to focus on under performing areas and the way in which Service specific information is monitored by Service Committees.
Thereafter, the Panel agreed that the report be noted.
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Motherwell, 8 November 2018 at 10 am.
A Meeting of the COMMUNITY SAFETY AND PARTNERSHIP GOVERNANCE SUB-COMMITTEE
PRESENT
Councillor Gourlay, Vice-Convener; Councillors Baird, Carragher, Di Mascio, Kerr, Masterton, McNeil, Shields, and Annette Valentine.
CHAIR
In the absence of Councillor Feeney, Councillor Gourlay (Vice-Convener) presided.
IN ATTENDANCE
The Community Partnership Manager and the Administrative Officer, North Lanarkshire Council; Chief Superintendent Alan Waddell and Superintendent Rob Hay, Police Scotland, and Local Senior Officer Garry MacKay, Scottish Fire and Rescue Service.
APOLOGIES
Councillors Cameron, Campbell, Cullen, Fannan and Feeney.
DECLARATIONS OF INTEREST IN TERMS OF THE EHTICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000
1. The Sub-Committee noted that there were no declarations of interest.
POLICE SCOTLAND - PERFORMANCE REPORT
2. There was submitted a report by Police Scotland (1) outlining Policing performance and activity within North Lanarkshire, focusing upon each of the priorities contained within the Local Policing Plan; (2) advising that the priorities had been identified through consultation with partners and communities, and (3) providing statistical information on the performance of various priorities and objectives for the period 1 April to 30 September 2018 compared with the corresponding period in the previous year.
Chief Superintendent Alan Waddell then provided updates on each of the policing priorities and objectives and was heard on various aspects of the performance of Police Scotland within North Lanarkshire. The Chief Superintendent concluded by providing information on Police Scotland’s national Contact Assessment Model Project.
Decided: that the contents of the report be noted.
SCOTTISH FIRE AND RESCUE SERVICE - PERFORMANCE REPORT
3. There was submitted a report by the Scottish Fire and Rescue Service on performance for the period from 1 April to 30 September 2018 which provided statistical information on the progress of the various actions to be undertaken in terms of the Scottish Fire and Rescue Service Annual Operating Plan.
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Local Senior Officer, Garry MacKay was then heard on the performance of the Scottish Fire and Rescue Service within North Lanarkshire, during which he highlighted the improvements made in relation to certain actions and gave explanations for those areas that were not performing within acceptable thresholds.
Decided: that the contents of the report be noted.
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Motherwell, 8 November 2018 at 2 pm.
A Meeting of the SOCIAL WORK SUB- COMMITTEE
PRESENT
Councillor O'Rourke, Convener; Councillor Fannan, Vice-Convener; Councillors Anderson, Barclay, Docherty, Lennon, A. McVey, Morgan and Stephen.
ALSO PRESENT
In accordance with Standing Order 64(A) Councillor Douglas attended as a substitute for Councillor Cameron.
CHAIR
Councillor O’Rourke (Convener) presided.
IN ATTENDANCE
The Interim Chief Accountable Officer (Adult, Health and Social Care); Interim Head of Adult Social Work Services; Head of Children, Families and Justice Social Work Services; Business Finance Manager, and Democratic Services Manager.
APOLOGIES
Councillors Cameron, S. Coyle, Feeney, Hogg and Watson.
Prior to commencement of business, the Convener acknowledged that this would be the last meeting of the Sub-Committee. The Convener also recorded gratitude to J. Hewitt, former Assistant Chief Executive (Health and Social Care), who had now departed from the organisation, for all her support and welcomed R. McGuffie, Interim Chief Accountable Officer, to the meeting.
DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000
1. No declarations were made.
MINUTES OF THE MEETINGS OF THE NORTH LANARKSHIRE HEALTH AND SOCIAL CARE INTEGRATION JOINT BOARD
2. There was submitted the Minutes of the Meetings of the North Lanarkshire Health and Social Care Integration Joint Board held on 5 June and 4 September 2018.
Decided: that the Minutes be noted.
WE ASPIRE - A SHARED AMBITION FOR NORTH LANARKSHIRE
3. With reference to Paragraph 10 of the Minute o the Meeting of the Policy and Resources Committee held on 27 September 2018, there was submitted a report by the Interim Head of Adult Social Work Services (1) providing, within the Appendix to the report, a copy of the We Aspire – A Shared
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Ambition for North Lanarkshire Report, which presented a vision outlining the future direction for the Council in terms of the shared ambition for inclusive growth and prosperity for the people and communities of North Lanarkshire; (2) detailing that the Council, in conjunction with NHS Lanarkshire, intended (a) to submit a revised Scheme of Integration for Health and Social Care, which would transfer Children and Families Social Work and Criminal Justice Social Work to the Council in 2018/19, and (b) to undertake a joint options appraisal with NHS Lanarkshire to consider the future Adult Health and Social Care Model and finalise operational arrangements; (3) highlighting the new Senior Management Structure set out within the report as Phase One of the restructure and that there would be Phase Two review in 2019/20, and (4) advising that these changes would have an impact on the Sub-Committee with (a) Children, Families and Justice Social Work Services falling under the remit of the new Education and Families Committee, and (b) the oversight of Adult Social Care Services under the remit of the new Adult Health and Social Care Committee.
Decided: that the report be noted.
SOCIAL WORK PERFORMANCE REPORT - QUARTER 1 2018/19
4. There was submitted a report by the Interim Chief Accountable Officer (Adult Health and Social Care) (1) outlining the performance data for the period 1 April to 30 June 2018 (Quarter 1) and associated trend information, as detailed in Appendix 1 to the report, and (2) advising of the areas for improvement and planned actions, as detailed in Appendix 2 to the report.
Decided: that the report be noted.
ADULT PROTECTION COMMITTEE SOCIAL WORK ANNUAL REPORT
5. There was submitted a report by the Interim Head of Adult Social Work Services (1) advising of the work carried out from 1 April 2017 to 31 March 2018 by Social Work within the North Lanarkshire Health and Social Care Partnership, in respect of the Council’s statutory duties set out in the Adult Support and Protection (Scotland) Act 2007; (2) highlighting the nature and level of activity undertaken during this report, alongside the practice and service developments which supported the work undertaken in conjunction with its partners; (3) detailing the nature and number of referrals made to Social Work in relation to Adult Protection and Adult Concerns, and (4) providing, within the Appendix to the report, a copy of the Adult Protection Committee Social Work Annual Report 2017/18.
Decided: that the report be noted.
COMMUNITY PAYBACK ORDER ANNUAL REPORT
6. There was submitted a report by the Head of Children, Families and Justice Social Work Services (1) advising that Section 227ZM of the Criminal Procedure (Scotland) Act 1995 placed a duty on Local Authorities to prepare an Annual Report outlining the operation of Community Payback Orders (CPOs); (2) providing, within the Appendix to the report, a copy of the Annual CPO Report for the financial year 2017/18, and (3) summarising the progress against agreed targets.
The Convener, on behalf of the Sub-Committee, placed on record thanks to, and acknowledgement of, the Service.
Decided:
(1) that the report be remitted to the Performance, Finance and Audit Committee of the Health and Social Care Integration Joint Board for consideration, and
(2) that the report be noted.
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COMMUNITY JUSTICE ANNUAL REPORT 2017/18 AND SUPPORTED AND VALIDATED SELF EVALUATION OF NORTH LANARKSHIRE COMMUNITY JUSTICE PARTNERSHIP
7. There was submitted a report by the Head of Children, Families and Justice Social Work Services (1) advising that the North Lanarkshire Community Justice Partnership (NLCJP) was formed in April 2017, in response to the new model for Justice in Scotland, following the Community Justice (Scotland) Act 2016; (2) intimating that the NLCJP produced the North Lanarkshire Community Justice Outcome Improvement Plan (NLCJOIP) in April 2017, which outlined the actions against the structural and person centred outcomes for a three year period until 2020; (3) highlighting that the North Lanarkshire Community Justice Annual Report 2017/18, a copy of which was appended to the report, had been produced utilising the reporting framework provided by Community Justice Scotland; (4) providing the key partnership developments over 2017/18; (5) outlining the priorities for 2018/19 and challenges for the partnership moving forward; (6) detailing that in order to address the challenges, and to support continuous improvement, the partners had committed to engage in a validated self evaluation, led by the Care Inspectorate from October to December 2018, and (7) confirming that a validation letter would be sent to the NLCJP in February 2019, which would also be published on the Care Inspectorate website, to fulfil their commitment to provide assurance and ensure Community Justice Partners and Stakeholders across Scotland would benefit from any learning.
Decided: that the report be noted.
HOME SUPPORT UPDATE OCTOBER 2018
8. With reference to Paragraph 3 of the Minute of the meeting of this Sub-Committee held on 23 August 2018, there was submitted a report by the Interim Head of Adult Social Work Services (1) providing details in relation to the implementation plan components; (2) advising that the proposed milestones set out in the implementation plan of 3 June 2018 remained on target, and (3) highlighting that the next phase was the rollout of consultation with staff and unions on new work patterns.
Decided:
(1) that it be agreed that further reports be submitted to an appropriate Committee on the progress of the implementation plan, and
(2) that the report be noted.
CONTRACT AWARD FOR THE SUPPLY, INSTALLATION, REMOVAL, SERVICING AND MAINTENANCE OF STAIRLIFTS AND HOISTS AND UPDATE ON TENDER FOR NORTH LANARKSHIRE CARER SUPPORT SERVICES
9. There was submitted a report by the Interim Chief Accountable Officer (1) advising of the decision taken under delegated authority to award the contract for the Supply, Installation, Removal, Servicing and Maintenance of Stairlifts and Hoists to Handicare Accessibility for Lot 1 and Stairlifts (Scotland) Limited for Lot 2; (2) intimating that the estimated value of the contract was £9,691,910 for an initial period of three years from 1 October 2018 to 30 September 2021, with the option to extend up to two periods of up to 12 months each, and (3) highlighting that due to timescale pressures, a tender was being issued for North Lanarkshire Carer Support Services and in accordance with General Contract Standing Orders that the contract would be awarded under delegated authority with a further report detailing the outcome submitted to a future meeting of the appropriate Committee.
Decided:
(1) that it be noted that in accordance with the delegated authority given to the Head of Asset and Procurement and following approval by the Head of Property, Procurement and Resource Solutions, the contract for Lot 1 had been awarded to Handicare Accessibility and Lot 2 to Stairlifts (Scotland) Limited, and
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(2) that it be noted that following the outcome of the tender for Carer Support Services, the contract would be awarded outwith the Committee cycle and in accordance with General Contract Standing Orders would be reported to the next meeting of the appropriate Committee.
INTERMEDIATE CARE STATUS
10. The Manager Adult Services (Frailty and Long-term Conditions) provided an oral update in relation to the status of intermediate care.
Decided: that the update be noted.
SOCIAL WORK CAPITAL MONITORING REPORT - PERIOD 6
11. There was submitted a report by the Head of Children, Families and Justice Social Work Services (1) advising of the overall projected financial position for the Social Work Capital Programme 2018/19, for the period 1 April to 14 September 2018; (2) providing an update on the financial performance of the Social Work Capital Programme for that period, and (3) detailing, in the Appendix to the report, the projected financial position.
Decided: that the financial position of the 2018/19 Social Work Capital Programme be noted.
CONFERENCE - LONELINESS AND ISOLATION, PLANNING A SOLUTION
12. There was submitted a report by the Head of Legal and Democratic Solutions advising that an invitation had been received in respect of attendance at a Conference entitled Loneliness and Isolation, Planning a Solution, which was due to take place at Saracen House, Glasgow on 27 November 2018.
Decided: that Councillor Danish Ashraf be authorised to attend the Conference.
Page4 16 of 156 AGENDA ITEM 2D TRANSFORMATION SUB – 14 November 2018
Motherwell, 14 November 2018 at 2 pm.
A Meeting of the TRANSFORMATION SUB-COMMITTEE
PRESENT
Councillor Morgan, Convener; Councillor McCulloch, Vice-Convener; Councillors J. Ashraf, Cullen, Farooq, Fotheringham, Jones and Larson.
ALSO PRESENT
B. Fletcher (GMB) and M. Quigley, (Unison).
CHAIR
Councillor Morgan (Convener) presided.
IN ATTENDANCE
The Executive Director (Enterprise and Communities); Head of Business Solutions; Head of Regulatory Services and Waste Solutions; Head of Asset and Procurement Solutions; Head of Environmental Assets; Group Manager (Operational Property); Business Solutions Manager; Financial Inclusion Manager, and Democratic Services Manager.
APOLOGIES
Councillors Beveridge and Fisher.
DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000
1. There were no declarations of interest.
CONVENER'S REMARKS
2. The Convener intimated that since the papers for the meeting had been published, in relation to the item on the Review of Road Safety Service, discussions had taken place between appropriate Services and accordingly, further discussions would take place to permit the Education Service to identify funding to continue the valued Road Safety Service. The outcome is that there would be no impact on jobs.
Thereon, the Executive Director (Enterprise and Committee) provided further detail on the ongoing cross-Service discussions.
Decided: that this item of business be withdrawn.
REVIEW OF FINANCIAL INCLUSION SERVICE
3. There was submitted a report by the Head of Regulatory Services and Waste Solutions providing an outcome from the review undertaken of the Financial Inclusion Service (FIS), which had been a requirement arising out of the 2018/19 budget exercise, and reporting that the review had been undertaken against the background to the impending rollout of Universal Credit and other Welfare Reform challenges that residents and the Council would face over the following five years (1) providing
Page 17 of 156 TRANSFORMATION SUB – 14 November 2018
a background to the Financial Inclusion Service; (2) indicating that funding for temporary posts is provided from North Lanarkshire Health and Social Care, Enterprise and Housing Services, NHS Lanarkshire and McMillan Cancer Support and was only temporary for periods of between 6 to 12 months and that should the funding cease the result would be a significant impact on service delivery (3) intimating that for every £1 invested by the Council in Income Maximisation during 2017/18, £32.90 had been generated for residents and the local economy; (4) detailing the impact of Welfare Reform on North Lanarkshire over the coming years; (5) explaining that nearly 77,000 residents would be impacted by Universal Credit and/or other Welfare Reform changes over the following five years with the majority being Council tenants in receipt of Housing Benefit/Council Tax Reduction Scheme and/or users of Integrated Joint Board (IJB) Services; (6) outlining the close working relationship between the Financial Inclusion Service and the Integrated Joint Board to ensure that the Service continues to deliver the strategic goals and outcomes sought by each Partner; (7) detailing a number of changes to the operation of the Service that will provide capacity to staff going forward which will in turn reduce costs expended by the Council over time, and (8) providing a summary of the positive way in which the Service impacts on the lives of residents in North Lanarkshire.
During consideration, the Sub-Committee expressed its concern regarding (1) whether the Council had a strategy for mitigating the incremental rise in rent arrears by tenants; (2) the IT systems provided to officers when operating remotely and their functionality, and (3) bureaucratic processes of external agencies which may impact upon recipients of benefits and whether any such processes have caused individuals into rent arrears. The Sub-Committee thereon proposed that these concerns be monitored by appropriate Service Committees.
Decided:
(1) that the decision to make all temporary posts included within the report permanent and the provision of necessary IT Support, be noted;
(2) that the proposal on how the FIS will enhance Service Delivery and Partnership with Health and Social Care be noted, and
(3) that it be recommended that appropriate Service Committees monitor those issues raised as matters of concern by this Sub-Committee.
REVIEW OF ROAD SAFETY SERVICE
4. There was submitted a report by the Executive Director (Enterprise and Communities) reviewing the Safe and Sustainable Travel Team Structure and providing additional information on how savings could be achieved by targeting the services provided to specific groups.
This item of business was withdrawn as detailed above.
ASSET MANAGEMENT - IMPLEMENTING THE STRATEGY
5. There was submitted a report by the Head of Asset and Procurement Solutions providing an update on asset transformation activities that had taken place since the previous report to this Committee on 24 January 2018 (1) recalling that from financial year 2018/19 the Council has a cumulative property asset management savings target of £866,000 which is the balance of an overall saving target of £1.274m with the remainder allocated against Integrated Joint Board properties; (2) detailing a number of recent asset management activities and achievements since the previous report to this Sub-Committee; (3) providing an analysis of the condition of properties within the ownership of the Council; (4) explaining that, using the information from the recently completed programme of condition surveys, property related capital bids for the 2018/19-2022/23 Capital Plan were developed and that this approach enabled an overview of the property estate to be gathered and allowed capital spend to be prioritised, based on available resources; (5) summarising utilisation of properties across the Council estate; (6) advising of the outcome of a review of the Council’s non-operational assets, with a majority
Page 18 of 156 TRANSFORMATION SUB – 14 November 2018
of these being land with no buildings or structures being present and which would incur limited or no associated revenue costs; (7) highlighting that, in recent months, asset and procurement solutions had completed a number of energy efficiency projects and activities which had resulted in a reduction in energy consumption, recurring costs and ultimately the Council’s carbon footprint; (8) listing a number of efficiencies which have been driven out of asset management specifically in relation to lease properties and outlining timescales for ending such leases and the potential financial saving; (9) providing a summary of future activities in property asset management, and (10) providing a number of appendices to the report providing supplementary information to the Sub-Committee.
Thereon, the Head of Asset and Procurement Solutions highlighted that the financial savings to be derived from asset management for 2018/19 had been achieved and accordingly proposed that, going forward, reporting on this area only take place, as appropriate.
Decided:
(1) that the contents of the report and the work that continues to be carried out in relation to asset management be noted;
(2) that the phased approach to be implemented for the review of vacant and surplus properties be noted;
(3) that the updated conditions survey output report be noted;
(4) that the proposal to continue using the current condition survey process be approved and that it be reviewed at the end of the current survey programme to align with recent Scottish Government guidance;
(5) that the activities continuing to be progressed as detailed in Section 2 of the report be noted;
(6) that the future activities detailed in Section 3 of the report be noted, and
(7) that reports be brought back to the respective Committee on this area only as appropriate.
DIGITALNL TRANSFORMATION PROGRAMME UPDATE
6. There was submitted a report by the Assistant Chief Executive (Infrastructure Services) providing an update on the digitising of Council Services, DigitalNL, Transformation Programme from 5 September 2018 (1) providing background to DigitalNL explaining that work had been undertaken on the DigitalNL Detailed Design Stage from which a full business case and associated documents would be delivered and that the purpose of the Detailed Design Stage was to better understand the investment required to deliver on the ambitious digital vision of North Lanarkshire Council; (2) explaining that the Programme had now completed the Programme Mobilisation phase of the Detailed Design Stage with activities covering programme organisation, governance, resourcing, mobilisation of the Team, programme initiation, programme planning, procurement of an experienced Specialist External Digital Business Partner and identification/progression of any "accelerated change" for early benefits; (3) reminding the Sub-Committee that the Digital Business Partner (PwC) was now fully integrated with the DigitalNL Team on the Detailed Design Stage project tasks which are to be completed by December 2018; (4) informing that an independent programme of assurance was being provided by the Council's Internal Audit function; (5) providing details of stakeholder engagement that has taken place, including with Heads of Service, Service Managers and a crosscutting themed Workshop and that engagement is to take place within November 2018 through an innovation session with S4-S6 pupils to be branded "Digital Natives"; (6) advising that the DigitalNL Programme Team has also being reviewing the technology aspects of the Transformation Programme and has been compiling a catalogue of the major line of business applications in order to understand the current technology landscape across the Council using information provided by both the Services and ICT Services and that the Digital Business Partner was currently undertaking a Cloud Readiness Assessment to understand the Council's ability to successfully adopt Cloud technology; (7) providing a narrative on the wider digital economy and explaining that meetings have taken place with the major 5G Broadband vendors to ascertain their road
Page 19 of 156 TRANSFORMATION SUB – 14 November 2018
map for the expansion of fibre within the boundary of North Lanarkshire and that planning had begun to shape the work on what will become a North Lanarkshire Digital Economy and Place Ambitions report to be completed by December 2018; (8) outlining the procurement strategy for DigitalNL; (9) intimating that outputs from the Service Design Workshops were currently being assessed to identify any opportunities for accelerated change; (10) providing detail of the communication strategy for DigitalNL, including the use of an introductory video which had been published to all staff in September 2018 and presentations made during Housing and Enterprise Roadshows over a four week period which allowed the DigitalNL message to be shared with over 1,200 members of staff, and (11) listing the Detailed Design Stage milestones.
Thereon, the Sub-Committee sought assurance that meaningful dialogue with Trade Unions would take place at the appropriate time. The Executive Director (Enterprise and Communities) provided such assurance.
Decided:
(1) that the contents of the report and accompanying Appendices be noted;
(2) that the progress on the programme milestones to date be noted, and
(3) that the requirement for dedicated external procurement resource be noted.
Page 20 of 156 AGENDA ITEM 3
North Lanarkshire Council Report
Policy and Resources Committee
approval noting Ref LJ/SL Date 06/12/18
Aligning the Fairness Commission recommendations with The Plan for North Lanarkshire
From Linda Johnston, Business Solutions Manager Email [email protected] Telephone 01698 302559
Executive Summary
Members will recall the 16 recommendations arising from the work of Fairness Commission were approved at Policy and Resources on 13th November 2018.
Work to review the council plan and align it as North Lanarkshire’s Strategic Plan (The Plan for North Lanarkshire) is being undertaken. In moving to a single integrated plan from which all programmes of work will flow, it is important that the recommendations from the Fairness Commission are aligned to The Plan for North Lanarkshire.
This report provides Members with an updated position in terms of the development of the plan (with high level ambition statements and indicators) and provides clarity as to where Fairness Commission recommendations will sit within the plan for governance and monitoring.
Recommendations
It is recommended that the Policy and Resources Committee: (1) Note the contents of this report, (2) Consider the information presented in the appendices accompanying this report prior to the final development stage of The Plan for North Lanarkshire.
Supporting Documents
Council business All five strategic priorities plan to 2020
1. Background
1.1 Members will recall We aspire - A Shared Ambition for North Lanarkshire was approved at Policy and Resources Committee on 27th September 2018.
1.2 This report presents a vision that outlines the future direction for North Lanarkshire in terms of a shared ambition for inclusive growth and prosperity for the people and communities of North Lanarkshire and that North Lanarkshire is the place to Live, learn, Work, Invest, and Visit .
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1.3 Members will recall the Council agreed to create an independent Fairness Commission at its meeting in December 2016 to examine issues of fairness, inequality, and poverty in North Lanarkshire. The findings of the Commission which are aimed at tackling poverty and inequality were considered and approved by Members at the Policy and Resources Committee meeting on 13th November 2018.
1.4 The North Lanarkshire Partnership Board, at its meeting on 21st November 2018, supported the We aspire – A Shared Ambition presented by the Chief Executive and approved the one strategic plan for North Lanarkshire. This will remove the need for an individual council plan and partnership Local Outcome Improvement Plan thus ensuring alignment with priorities in an area based approach to strategic planning. A consultation period has now commenced for partner organisations to comment on the high level ambition statements. The Plan for North Lanarkshire will be presented, for approval, to the Policy and Strategy Committee in February 2019 alongside the 2019/20 budget.
1.5 In the meantime, while moving forward with the Shared Ambition, it is important that the recommendations from the Fairness Commission are aligned to The Plan for North Lanarkshire.
2. Next steps
The Plan for North Lanarkshire
2.1 As outlined in We aspire - A Shared Ambition for North Lanarkshire, the five priorities will remain the strategic focus in a single, integrated strategic plan from which programmes of work will flow.
2.2 Included will be actions arising from the early ambition reports, working groups, partnership plans, and the recommendations arising from the Fairness Commission report.
2.3 Appendix 1 of this report outlines the draft set of 25 high level ambition statements. This provides Members with the opportunity for due consideration during the development process. Partners are currently being consulted on these ambition statements.
2.4 The 16 Fairness Commission recommendations are noted under the relevant priority in Appendix 1 to ensure appropriate alignment and inclusion within the various programmes of work that will sit beneath the high level ambition statements.
Programmes of work to deliver The Plan for North Lanarkshire
2.5 As part of Phase Two of We Aspire, programmes of work and structures are being developed to deliver upon The Plan for North Lanarkshire. A high-level overview of these is scheduled to be considered by the Corporate Management Team in December 2018.
Resources to deliver The Plan for North Lanarkshire
2.6 As the associated programmes of work are approved the Corporate Management Team will consider the necessary financial and people resources required to underpin their delivery. Where applicable, this will be carried out in line with the revised Scheme of Delegation
Page 22 of 156 Measuring the success of The Plan for North Lanarkshire
2.7 To enable an ongoing and consistent assessment of the impact of the council’s activities and programmes of work on the people and communities of North Lanarkshire, a refreshed performance framework is nearing completion.
2.8 This framework will operate at three levels: (1) Health check indicators that collectively provide the North Lanarkshire context. (2) Information to enable an assessment of progress towards improving outcomes in The Plan for North Lanarkshire. (3) Performance measures that allow the quality of day to day operations to be assessed.
3. Equality and Diversity
3.1 Fairer Scotland 3.1.1 The intention underpinning The Fairer Scotland Duty is to reduce the inequalities of outcome caused by socio-economic disadvantage. The Fairer Scotland assessment process will therefore be carried out as part of the final development of The Plan for North Lanarkshire.
3.2 Equality Impact Assessment
3.2.1 Specific equality impact assessments will be undertaken by services as part of Phase Two, where appropriate, in line with council policy and The Fairer Scotland Duty assessment process noted above.
4. Implications
4.1 Financial impact Financial impacts will be identified as the next phase development progresses.
4.2 HR/Policy/Legislative impact HR / policy / legislative impacts will be identified as the next phase development progresses.
4.3 Environmental impact Environmental impacts will be identified in each specific service report as part of Phase Two.
4.4 Risk impact Risks will be identified in each specific service report as part of Phase Two.
5. Measures of success
5.1 Measures of success will be evidenced through progress being made against the agreed programmes to deliver upon The Plan for North Lanarkshire.
Business Solutions Manager
Page 23 of 156 Appendix 1
Our route to inclusive growth Ambition statements
Our priority is to: Improve economic opportunities and outcomes
Examples of strategies, policies, Our ambition is to: programmes, activities that will sit underneath *Local Housing Strategy ٠ NL Homes ٠ 1. Ensure a housing mix that supports social inclusion and Empty homes ٠ economic growth Capital investment ٠ Enabling opportunities for developers ٠ *Economic Regeneration Delivery Plan ٠ *Glasgow City Region Economic Strategy ٠ -Refocus our town centres and communities to be multi .2 Town centre regeneration ٠ ,functional connected places which maximise social Planning applications / development ٠ economic, and environmental opportunities management *Local Development Plan ٠ *Strategic Development Plan - Clyde plan ٠ Vacant and derelict land ٠ Maximise the use of our marketable land and assets .3 Commercial properties ٠ through improved development in business and Site development ٠ industrial infrastructure Land / property acquisitions and ٠ disposals *Tourism Lanarkshire 2020 ٠ Events strategy ٠ Market and promote North Lanarkshire as the place to .4 Inward investment ٠ live, learn, work, invest, and visit Digital Economy ٠ Business / enterprise development ٠ Increase labour supply ٠ Grow and improve the sustainability and diversity of .5 Skills development ٠ North Lanarkshire’s economy Employability ٠
Fairness Commission recommendations:
Recommendation 1 The council should nominate a significant capital project – ideally around housing and regeneration given the work in progress in that area - and establish a pilot for this project aimed at ensuring inclusive growth is embedded at an early stage, using the Royal Society of Arts model of inclusive growth, and is at the heart of public investment. This should include developing a consistent set of standards for how inclusive growth is measured. It should be overseen by independent experts who should make recommendations about how inclusive growth and its measurement can underpin all future significant projects.
Recommendation 2 In order to promote good employment, the council should resource the promotion of existing schemes aimed at increasing fair work. These could include the Living Wage and Scottish Business Pledge. The council should include details of these in information shared with new and relocating businesses.
Recommendation 5 The public sector partners should, in a systematic and concerted way, review employability services further. The landscape is cluttered and confusing, with different agencies effectively in competition with each other. The review should involve Scottish Government, Skills Development Scotland, the Department for Work and Pensions and the Glasgow City Region partners.
Page 24 of 156 The review should be time-limited, with a focus aimed at decluttering the employability landscape and making it easier for people to understand their options. This is likely to mean a reduction in the number of employability services, or at least a consolidation given the number available. The council should lead the review, and it should make recommendations by October 2019 to ensure these can be taken forward in time for the beginning of financial year 2020/21.
This review should have a sharp focus on specialist employment services, for example for those leaving care, leaving prison and those with disabilities and should review existing approaches for these groups elsewhere to develop an approach that works.
Recommendation 14 The council should lead a review of public service bus provision in North Lanarkshire. To achieve this, close working with SPT will be required. Particular consideration should be given to isolated communities and connection with employment opportunities.
All of this should take into consideration the powers included in the Transport Bill introduced to the Scottish Parliament. This will allow the council and its partners to take a considered view of what other actions may need to be taken to address transport challenges, particularly around bus provision.
Page 25 of 156 Our priority is to: Support all children and young people to realise their full potential
Examples of strategies, policies, Our ambition is to: programmes, activities that will sit underneath *Children and Young People Strategy ٠ *Education Annual Plan ٠ School experience ٠ 6. Raise attainment and skills for learning, life, and work to Attainment in schools ٠ enhance opportunities and choices Positive destinations ٠ Corporate parenting ٠ Developing the young workforce ٠ *Children’s Services Plan ٠ Children’s social work ٠ Child protection ٠ Enhance collaborative working to maximise support and .7 Looked after and accommodated ٠ ,ensure all our children and young people are included Care experienced young people ٠ supported, and safe Family firm ٠ Virtual school ٠ Early learning and childcare ٠ Engage children and families in early learning and .8 1140 hours ٠ childcare programmes and making positive transitions to school GIRFEC ٠ Invest in early interventions, positive transitions, and .9 Social work interventions ٠ preventative approaches to improve outcomes for children and young people ASN strategy ٠ 10. Engage with children, young people, parents, carers, / Engagement and proactive support ٠ and families to help all children and young people reach their full potential development of the people around children in order to help children
Fairness Commission recommendations:
Recommendation 3 The council should lead the partnership in developing a suite of sustainable school-based interventions informed by evidence and experience. The development of these interventions should draw on input from all public sector partners and include an examination of what has worked well elsewhere. It should be aimed at narrowing the poverty-related attainment gap and on health and wellbeing of young people. These should include universal approaches, targeted interventions and specialist support.
Recommendation 4 The council should expand its Get Ready for Work conference programme to ensure that all school leavers can take part, including those with a potential positive post-school destination, in time for the summer programme in 2019. Education leaders should give weight to other pathways beyond educational attainment but ensure a continued focus on literacy and numeracy even for those other pathways.
Recommendation 6 The partners should develop an employability plan for care-experienced young people. This could be the offer of permanent, sustainable employment where that is possible, taking into account the challenges faced by some care- experienced young people. The plan should also include other interventions with the crucial aim of making employment sustainable.
Recommendation 12 In its planning for the expansion of early learning and childcare provision, the council should undertake research to further understand what flexibility of available hours would be most beneficial to those using the service and should, where necessary, introduce flexibility.
This research should focus on the needs of low income parents and carers, and those in insecure or precarious employment, so that there is a clear understanding of beneficial flexibility beyond distance and type of provision. The council should use the forthcoming pilot projects to test whether its proposed provision meets the needs of those on the lowest incomes and those in insecure or precarious employment. The council should make any necessary adjustment to its proposed approach based on these findings.
Page 26 of 156 Our priority is to: Improve the health and wellbeing of our communities
Examples of strategies, policies, Our ambition is to: programmes, activities that will sit underneath Fairness Commission ٠ Increase economic opportunities for adults by .11 *Tackling Poverty Strategy ٠ understanding, identifying, and addressing the causes of Financial inclusion ٠ poverty and deprivation and barriers to financial Child poverty action plan ٠ inclusion *A Strategy for Carers ٠ Health and Social Care Strategic ٠ Commissioning Plan* *Health and Social Care Strategic Plan ٠ Independent living ٠ Ensure our residents are able to achieve, maintain, and .12 Supported living ٠ recover their independence through appropriate Reablement ٠ supports at home and in their communities Addictions ٠ Keeping people in their own homes ٠ longer Keeping people connected to their ٠ communities Provision of information ٠ -Improve preventative approaches including self .13 Self-directed support ٠ management and giving people information and choice Adult social care improvement ٠ over supports and services *Child Protection Business Plan ٠ Adult protection ٠ Violence against women ٠ 14. Ensure the highest standards of public protection MAPPA ٠ Community justice ٠ Food safety ٠ Door step crime ٠ *Sports and Physical Activity Strategy ٠ Promoting healthy lifestyles ٠ Encourage the health and wellbeing of people through a .15 Tackling isolation / loneliness ٠ range of social, cultural, and leisure activities Mental health ٠
Fairness Commission recommendations:
Recommendation 7 The council should refocus and extend its fuel switching campaign to ensure those most vulnerable are switching. The process of switching should be made easier, with more face-to-face support. This should include engaging with private landlords to insert information in tenant information packs.
Recommendation 8 Credit Union payroll deduction can offer low waged employees an opportunity to save regularly and borrow at affordable credit union rates. It is widely recognised that access to fairer credit can reduce the stress and anxiety that money worries cause and can reduce absenteeism. The Carnegie UK Trust is piloting a payroll deduction initiative with five credit unions across central Scotland, credit unions that could not fund an employee engagement officer themselves but can contribute to a joint resource. Although none of the five credit unions in the pilot are in North Lanarkshire we recommend that the council considers supporting credit unions across North Lanarkshire on developing a similar initiative, perhaps with other local authorities that are also not in the pilot.
Recommendation 9 The council should open discussions with existing social lenders in Scotland and potentially beyond to determine whether there is an appetite to draw loan capital from the fund to lend across North Lanarkshire. This will have low or no financial contribution from the council but could allow thousands of households to access lower priced credit than their commercial alternative. Carnegie UK Trust can support this process by acting as interlocutor to Scottish and English based Community Development Finance Initiatives that may be interested in accessing the Affordable Credit Loan Fund.
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Recommendation 13 While poverty is a strand with prominence under the Local Outcome Improvement Plan, the partnership should –as a matter of urgency – ensure that an anti-poverty strategy is produced and that the implementation of that strategy is sufficiently resourced.
It is clear that the partners have taken steps to tackle poverty in a large number of ways, many of them successful and innovative. However, it is far from clear that this activity is joined up in a strategic way or that tackling poverty has sufficient focus as a partnership priority. It is essential that senior leaders at political/board and officer levels are fully engaged in the oversight of this strategy and that all partners commit resources, specifically staff time and additional staffing if necessary, to develop this strategy.
Page 28 of 156 Our priority is to: Improve the ability, participation, and empowerment of our communities
Examples of strategies, policies, Our ambition is to: programmes, activities that will sit underneath *Environmental Strategy ٠ Greenspace / open space management ٠ Transform our natural environment to support wellbeing .16 Nature reserves ٠ and inward investment and enhance it for current and Strathclyde Country Park / parks ٠ future generations development Community safety ٠ Recycling ٠ Fly tipping ٠ Ensure we keep our environment clean, safe, and .17 Anti-social behaviour ٠ attractive Estates management ٠ Water / air quality ٠ Online self service ٠ Ensure our digital transformation is responsive to all .18 24/7 service ٠ people’s needs and enables access to the services they Digital Community ٠ need Community learning and development ٠ 19. Improve engagement with communities and develop Capacity building ٠ their capacity to help themselves Communities supporting themselves ٠ Participatory budgeting ٠ Improve the involvement of communities in the .20 Service redesign with service user ٠ ,decisions, and development of services and supports that affect them involvement
Fairness Commission recommendations:
Recommendation 10 The council should establish a ‘community connector’ post in the most deprived areas. Post holders should act as a link between local people, all council and partner services and voluntary sector organisations to provide access and referral to services and with an ability to deal with issues as close to the point of concern as possible.
Crucially, these ‘community connectors’ should not be bound to one specialism, for example housing. They should be facilitators, able to call on the support of specialists within existing services and to easily refer to council and partnership services. They should have a high level knowledge about services provided by the council, its partners and by voluntary organisations.
Recommendation 11 The partners should seriously examine how services can be delivered to ensure the widest possible access in ‘community hubs’. This is not simply about co-location of services, but rather physical spaces situated in the best possible places where services can be delivered from. It is also essential that, in creating the hubs, a balance is considered for mobile or ‘spoke’ services for places more distant from these hubs.
Recommendation 15 In tandem with the review described at recommendation 14, the council should examine the scope, with partners, for use of existing fleet to supplement community services. This should include working closely with community transport providers to better understand the issues and challenges.
In addition, a formal socially necessary transport assessment should be undertaken by the council as part of all planning for major capital and regeneration works. This should be carried out at the earliest possible stage of planning. Socially necessary transport assessments should also form part of discussions with employers, particularly new large employers, about investment in North Lanarkshire.
Recommendation 16 All partners should examine together how their strategic work contributes to community empowerment and capacity- building. They should ensure that participation work and the Community Matters programme are embedded in and resourced through service delivery. This should be evidenced on an ongoing basis, with a clear framework designed to do so.
Page 29 of 156 This should include considering community capacity building as a priority in strategic planning both within organisations across the partnership and in investment decisions. There is a strategic challenge to leaders in this recommendation to ensure that this is seen as core business for all partners.
Page 30 of 156 Our priority is to: Improve North Lanarkshire’s resource base
Examples of strategies, policies, Our ambition is to: programmes, activities that will sit underneath *Financial Strategy ٠ Financial planning ٠ Financial sustainability ٠ Continue to identify and access opportunities to .21 Community investment fund ٠ leverage additional resources to support our ambitions Alternative sources of funding ٠ Increase council tax / non-domestic rates ٠ income *Corporate Asset Management Strategy ٠ *Procurement Strategy ٠ 22. Facilitate a North Lanarkshire wide approach to asset Asset master plans ٠ rationalisation, including with communities and partners Shared assets ٠ Capital / property investment ٠ *Workforce for the Future Strategy ٠ *Equality Strategy ٠ *Media Policy ٠ Workforce planning ٠ Build a workforce for the future capable of delivering on .23 Staff recruitment, development, and ٠ our priorities and shared ambition retention Employee engagement and wellbeing ٠ Culture change ٠ Digital Workforce ٠ Shared services ٠ ,(Shared resources - staff (incl. partners ٠ 24. Review and design services around people, buildings, information, and financial communities, and shared resources resources Shared delivery - community hubs ٠ Digital Transactions ٠ *Risk Management Strategy ٠ *Tenant Participation Strategy ٠ National frameworks / outcomes ٠ Audit and inspection ٠ Benchmarking ٠ 25. Ensure intelligent use of data and information to support Customer / service user feedback ٠ fully evidence based decision making and future Public consultations ٠ planning Environmental scanning ٠ Performance ٠ *Communication Strategy ٠ *Data Protection Policy ٠ Digital - Analytics and Insight ٠
*Strategies, polices, and plans listed above are those on the Strategic Policy Framework.
Note some strategies, policies, and plans cross over more than one Ambition statement, but have only been listed once above for ease of reference.
Page 31 of 156 Appendix Two North Lanarkshire Ambition Impact Indicators Our ambition in North Lanarkshire Baseline To know this we will measure …. Indicator is to . . North Lanarkshire Scotland Grow our population and reverse net Population projections for Scottish Areas - Population projections – percentage change +1.0% +3.2% outward migration Local Authorities (Every 2 years) (2016 -2026) (2016-2026) Mid-year population estimates Mid-year population estimates (Annual) 339,960 5,424,800 (mid-2017) (mid-2017) Annual migration estimates Total net migration – rate per 1,000 (Annual) 2.16 4.4 (2017) (2017) Improve our communities and Changes in housing tenure Estimated housing by tenure - %(Annual) neighbourhoods Owner occupied 57 58 Private rented 12 15 Vacant or 2nd Home 01 04 Housing Association 06 11 Local Authority 24 12 (2017) (2017) Waste recycling rates Household waste percentage recycled (Annual) 41.1 45.0 (2017) (2017) Crime rates Change in total recorded crime (Annual) 0% +1% (16/17 to 17/18) (16/17 to 17/18) Rating of neighbourhood as a place to live Rating of neighbourhood as a place to live by % % Urban/Rural classification (Annual) Accessible small town (very good) 33 60 Accessible small town (good) 62 37 Accessible small town (very good/ good) 95 97 (2016) (2016) Perceptions of improvements in Perception of neighbourhood improvements in neighbourhood past three years by Scottish Index of Multiple Deprivation (Annual) – 20% most deprived % % Got much better 4 5 Got a little better 12 13 Stayed the same 58 56 Got a little worse 12 14 Got much worse 8 6 Don’t know 5 6 Improve the wellbeing, attainment Breast feeding rates % of babies breastfed at 6- 8 week review – 23.1 41.7 levels and employment prospects of overall rate (Annual) (2017/18) (2017/18) our young people
Page 32 of 156 North Lanarkshire Ambition Impact Indicators Baseline Our ambition in North Lanarkshire To know this we will measure …. Indicator is to . . North Lanarkshire Scotland Improve the wellbeing, attainment Child health 27 – 30 month review % of children reviewed at 27 to 30 months with 81.1 82.4 levels and employment prospects of no concerns recorded (Annual) (2016/17 (2016/17) our young people Educational attainment of pupils % of pupils gaining 5+ awards at Level 6 (Annual) 32 34 (2016/17) (2016/17) Educational attainment of our most % of pupils living in 20% most deprived areas 17 16 disadvantaged pupils gaining 5+ awards at Level 6 (SIMD) (Annual) (2016/17) (2016/17) Destinations of our pupils Percentage of pupils entering positive 91.8 93.7 destinations (Annual) (2016/17) (2016/17) Exclusion from school School exclusion rates (Annual) 35.0 26.8 (2016/17) (2016/17) Looked after children and young people School exclusion rates per 1,000 (Looked after 349 169 excluded from school children) (Annual) (2016/17) (2016/17) Increase our economic output Gross Value Added Growth in Gross Value Added (GVA) (income 3.7 3.2 Approach) (Annual) (2016) (2016) Increase the earnings of people who Gross Weekly Earnings Gross weekly pay - full time employees (Annual) 525.8 547.4 both live and work in North (2017) (2017) Lanarkshire Increase the number of our residents Employment Rate % of all people economically active in 74.4 74.3 in employment employment (16-64 years) (Annual) (2017/2018) (2017/2018) Increase and sustain our new Business Survival Rate % of the VAT/PAYE registered businesses that 58.7 62.1 businesses survive for at least three years (Annual) (2016) (2016) Reduce the number of our residents Claimants in Receipt of Out- of-Work % of working age people (16-64) claiming one of 3.5 2.7 reliant on employment related Benefits more of the key benefits (Quarterly / Annual) (2017) (2017) benefits Increase the qualification levels of our Working Age Population with Low/No % of the working age population (aged 16-64) 13.6 8.7 workforce Qualifications that have either no formal qualifications (Annual) (2017) (2017 Reduce the number of our children Levels of child poverty % of children in poverty after housing costs 24.87 22.96 and their families living in poverty (Every 2 years) (2017) (2017) Improve life expectancy of our Life Expectancy for Scottish Areas - Local Life expectancy at birth (2014-2016) estimates residents Authorities (Annual) • Male 75.4 77.1 • Female 79.6 81.1
Page 33 of 156 North Lanarkshire Ambition Impact Indicators Baseline Our ambition in North Lanarkshire To know this we will measure …. Indicator is to . . North Lanarkshire Scotland Improve the independence and quality Personal independence % of adults supported at home who agreed that of life of our older residents they are supported to live as independently as 75 81 possible (Every 2 years) (2017/2018) (2017/2018) Quality of life for adults supported at home % of adults supported at home who agree that their services and support had an impact on 76 80 improving or maintaining their quality of life (2017/2018) (2017/2018) (Every 2 years) Improve support to our residents who Support for carers Total combined % of carers who feel supported 33 37 carer for others to continue in their caring role (Every 2 years) (2017/18) (2017/2018 Increase tourism in our area Sustainable tourism employment Total Employment in Sustainable Tourism as % of 25.2 28.7 growth sector employment (Annual) (2017) (2017) Sustainable tourism GVA (£m) Gross Value Added per head in Sustainable 16,052 19,314 Tourism (employment) (£) (Annual) (2016) (2016)
Page 34 of 156 AGENDA ITEM 4
North Lanarkshire Council
Report
Policy and Resources Committee
approval noting Ref: CJ/EH Date: 6 December 2018
Review of Polling Districts and Polling Places
From: Archie Aitken, Head of Legal and Democratic Solutions Email: [email protected] Telephone: 01698 302295
Executive Summary
This report advises of the outcome of the consultation proposals for the statutory review of the Council’s polling districts and polling places.
Recommendations
Committee is recommended to approve the polling districts and polling places for all electoral events as outlined in the attached Appendix to the report.
Supporting Documents
Council business plan to 2020: To improve relationships with communities and the third sector.
Appendix: Consultation on polling districts and polling places.
1. Background
This Committee, at its meeting held on 7 June 2018, noted the Council's statutory obligation to conduct a review of polling districts and polling places within North Lanarkshire and agreed arrangements for the preparation and consideration of consultation proposals, and at its meeting held on 27 September 2018 approved those proposals for the formal consultation to commence on 1 October 2018.
2. Report
2.1. The Committee agreed that the consultation proposals should proceed on the basis of current arrangements and be adjusted only where necessary or where adjustment could demonstrate significant benefits, and that the draft consultation document should take into account the consideration of views and proposals received from the Returning Officer and Members of the Council.
2.2. On 11 July 2018 letters were sent to all Members of the Council seeking their views on Polling Districts and Polling Places in use under the current polling arrangements. There were no proposals received to the effect that the existing arrangements be altered.
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2.3. Formal notice that the statutory review of polling districts and polling places commenced on 1 October 2018. A notice was placed in all local newspapers, within public libraries in each parliamentary constituency within the authority and published on the Council's website. Elected Members were further consulted, in conjunction with MEPs, MPs and MSPs and the North Lanarkshire Disability Access Panel with any representations required to be received by 22 October 2018. Any representations must be published by the Returning Officer within 30 days of receipt.
2.4. The attached Appendix to this report details the consultation proposals together with, in the case of each proposal, a note of the Returning Officer's representation, a summary of the responses received and the recommendation for consideration by this Committee.
2.5. Following approval of these proposals, Members are reminded that this Committee at its meeting held on 3 December 2015, approved that authority be delegated to the Returning Officer to designate an alternative polling place, in the event of any polling place being not available, or in the event of its use being, in the view of the Returning Officer, inappropriate at any election.
3. Equality and Diversity
3.1. Fairer Scotland
Not applicable.
3.2. Equality Impact Assessment
Not applicable.
4. Implications
4.1. Financial Impact
There is no financial impact.
4.2. HR/Policy/Legislative Impact
There is no HR/policy/legislative impact.
4.3. Environmental Impact
There is no environmental impact.
4.4. Risk Impact
There is no risk impact.
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5. Measures of Success
To increase the volume of residents engaging in the electoral process.
Head of Legal and Democratic Solutions
Page 37 of 156 Review of Polling District and Polling Places (2)
Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL1 St Patrick's Primary School 1 - Kilsyth Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Backbrae Street and Kirkintilloch East arrangements are representations received. consultation Kilsyth satisfactory. proposals. G65 0NA
NL2 Holy Cross Primary School 1 - Kilsyth Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Main Street and Kirkintilloch East arrangements are representations received. consultation Croy satisfactory. proposals. G65 9JG
NL3 Kilsyth Academy 1 - Kilsyth Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Balmalloch and Kirkintilloch East arrangements are representations received. consultation Kilsyth satisfactory. proposals. G65 9NF
NL4 Chapelgreen Primary 1 - Kilsyth Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of School and Kirkintilloch East arrangements are representations received. consultation Mill Road satisfactory. proposals. Queenzieburn G65 9EF
NL5 Kilsyth Primary School 1 - Kilsyth Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Shuttle Street and Kirkintilloch East arrangements are representations received. consultation Kilsyth satisfactory. proposals. G65 0BL
NL6 Burngreen Hall 1 - Kilsyth Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Burngreen and Kirkintilloch East arrangements are representations received. consultation Kilsyth satisfactory. proposals. G65 0HT
Page 1 of 28 13 November 2018 Page 38 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL7 Banton Primary School 1 - Kilsyth Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Lammerknowes Road and Kirkintilloch East arrangements are representations received. consultation Banton satisfactory. proposals. G65 0QT
NL8 Cumbernauld and St. 2 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Andrew's Primary Schools North and Kirkintilloch East arrangements are representations received. consultation Eastfield Road satisfactory. proposals. Cumbernauld G68 0EB
NL9 Cumbernauld and St. 2 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Andrew's Primary Schools North and Kirkintilloch East arrangements are representations received. consultation Eastfield Road satisfactory. proposals. Cumbernauld G68 0EB
NL11 Eastfield Primary School 2 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of 23 Cairntoul Court North and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory proposals. G68 9JR
NL12 Eastfield Primary School 2 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of 23 Cairntoul Court North and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G68 9JR
NL13 Cumbernauld and St. 2 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Andrew's Primary Schools North and Kirkintilloch East arrangements are representations received. consultation Eastfield Road satisfactory. proposals. Cumbernauld G68 0EB
Page 2 of 28 13 November 2018 Page 39 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL14 Westfield Primary School 2 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Westfield Drive North and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G68 9HJ
NL15 Broadwood Stadium 2 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of 1 Ardgoil Drive North and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G68 9NE
NL16 Broadwood Stadium 2 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of 1 Ardgoil Drive North and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G68 9NE
NL17 Broadwood Stadium 2 - Cumbernauld Coatbridge, Chryston Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of 1 Ardgoil Drive North and Bellshill arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G68 9NE
NL18a Ravenswood Primary 3 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of School South and Kirkintilloch East arrangements are representations received. consultation Tiree Road satisfactory. proposals. Cumbernauld G67 1NR
NL18b St. Mary's Primary School 3 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Liddel Road South and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 1JB
NL19a Muirfield Centre 4 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of 1A South Muirhead Road East and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 1AX
Page 3 of 28 13 November 2018 Page 40 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL19b Muirfield Centre 4 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of 1A South Muirhead Road East and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 1AX
NL20 Carbrain Primary School 3 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Millcroft Road South and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 2LD
NL21 St. Margaret of Scotland 3 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Primary School South and Kirkintilloch East arrangements are representations received. consultation Broomlands Road satisfactory. proposals. Cumbernauld G67 2PT
NL22 Woodlands Primary School 3 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Melrose Road South and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 4BA
NL23 St. Helen's Primary School 3 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Lomond Drive South and Kirkintilloch East arrangements are representations received. consultation Condorrat satisfactory. proposals. G67 4JL
NL24 Condorrat Parish Church 3 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Hall South and Kirkintilloch East arrangements are representations received. consultation Main Road satisfactory. proposals. Condorrat G67 4DZ
NL25 Condorrat Primary School 3 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Morar Drive South and Kirkintilloch East arrangements are representations received. consultation Condorrat satisfactory. proposals. G67 4LA
Page 4 of 28 13 November 2018 Page 41 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL26 Kildrum Primary School 4 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Ellisland Road East and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 2HQ
NL27 St. Lucy's Primary School 4 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Oak Road East and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 3LQ
NL28 Whitelees Primary School 4 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Blackthorn Road East and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 3NJ
NL29 Abronhill Primary School 4 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Medlar Road East and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 3AJ
NL30 Whitelees Primary School 4 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Blackthorn Road East and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 3NJ
NL31 The Village Community 4 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Centre East and Kirkintilloch East arrangements are representations received. consultation The Wynd satisfactory. proposals. Cumbernauld G67 2ST
NL32 Kildrum Primary School 4 - Cumbernauld Cumbernauld, Kilsyth Cumbernauld and Kilsyth No change proposed. The current polling No comments or Approval of Ellisland Road East and Kirkintilloch East arrangements are representations received. consultation Cumbernauld satisfactory. proposals. G67 2HQ
Page 5 of 28 13 November 2018 Page 42 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL33 Stepps Primary School 5 - Stepps, Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of 10 Blenheim Avenue Chryston and and Bellshill arrangements are representations received. consultation Stepps Muirhead satisfactory. proposals. G33 6FH
NL34 St. Joseph's Primary School 5 - Stepps, Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Cardowan Road Chryston and and Bellshill arrangements are representations received. consultation Stepps Muirhead satisfactory. proposals. G33 6AA
NL35 Stepping Stones Family 5 - Stepps, Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Learning Centre Chryston and and Bellshill arrangements are representations received. consultation 66 Cumbernauld Road Muirhead satisfactory. proposals. Stepps G33 6EW
NL36 Chryston Primary School 5 - Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Lindsaybeg Road Stepps,Chryston and Bellshill arrangements are representations received. consultation Chryston and Muirhead satisfactory. proposals. G69 9DW
NL37 Auchinloch Primary School 5 - Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Langmuirhead Road Stepps,Chryston and Bellshill arrangements are representations received. consultation Auchinloch and Muirhead satisfactory. proposals. G66 5DU
NL38 Glenmanor Primary School 6 - Gartcosh, Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Glenmanor Avenue Glenboig and and Bellshill arrangements are representations received. consultation Moodiesburn Moodiesburn satisfactory. proposals. G69 0JA
NL39 St. Michael's Primary 6 - Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of School Gartcosh,Glenboig and Bellshill arrangements are representations received. consultation Burnbrae Avenue and Moodiesburn satisfactory. proposals. Moodiesburn G69 0ER
Page 6 of 28 13 November 2018 Page 43 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL40 Gartcosh Hall 6 - Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Lochend Road Gartcosh,Glenboig and Bellshill arrangements are representations received. consultation Gartcosh and Moodiesburn satisfactory. proposals. G69 2AB
NL41 St. Barbara's Primary 5 - Stepps, Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of School Chryston and and Bellshill arrangements are representations received. consultation Elmira Road Muirhead satisfactory. proposals. Muirhead G69 9EJ
NL42 Glenmanor Primary School 6- Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Glenmanor Avenue Gartcosh,Glenboig and Bellshill arrangements are representations received. consultation Moodiesburn and Moodiesburn satisfactory. proposals. G69 0JA
NL43 St. Joseph's Primary School 5 - Glasgow Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Cardowan Road Stepps,Chryston East/Glasgow City arrangements are representations received. consultation Stepps and Muirhead Council satisfactory. proposals. G33 6AA
NL44 St Bartholomew's Primary 7- Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of School North and Bellshill arrangements are representations received. consultation Deveron Street satisfactory. proposals. Coatbridge ML5 2JB
NL45 Inclusion Support Base 7 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of 41 Townhead Road North and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 2HT
NL46 Townhead Primary School 7- Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Dochart Drive North and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 2PG
Page 7 of 28 13 November 2018 Page 44 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL47 The Reigart Suite 7- Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Summerlee Heritage Park North and Bellshill arrangements are representations received. consultation Heritage Way satisfactory. proposals. Coatbridge ML5 1QD
NL48 Langloan Primary School 7 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Bank Street North and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 1EG
NL49 The Reigarte Suite 7- Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Summerlee Heritage Park North and Bellshill arrangements are representations received. consultation Heritage Way satisfactory. proposals. Coatbridge ML5 1QD
NL50a Masonic Hall 7 - Coatbridge Coatbridge, Chryston Coatbridge and Chyston No change proposed. The current polling No comments or Approval of Coltswood Road North and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 2AA
NL50b Greenhill Primary School 7 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Albert Street North and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 3HE
NL51 GNH 6 - Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Main Street Gartcosh,Glenboig and Bellshill arrangements are representations received. consultation Glenboig and Moodiesburn satisfactory. proposals. ML5 2RD
Page 8 of 28 13 November 2018 Page 45 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL51a Glenboig and Our Lady 6 - Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of and St. Joseph's Primary Gartcosh,Glenboig and Bellshill arrangements are representations received. consultation Schools and Moodiesburn satisfactory. proposals. 5 South Medrox Street Glenboig ML5 2RU
NL52a Dunbeth Nursery Centre 7 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Coats Street North and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 3NX
NL52 St. Patrick's Primary School 7 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Kildonan Street North and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 3LP
NL53 Holy Trinity and All Saints 7- Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Church Hall North and Bellshill arrangements are representations received. consultation Muiryhall Street satisfactory. proposals. Coatbridge ML5 3RZ
NL54 Holy Trinity and All Saints 7 - Coatbridge Airdrie and Shotts Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Church Hall North arrangements are representations received. consultation Muiryhall Street satisfactory. proposals. Coatbridge ML5 3RZ
NL55 Holy Trinity and All Saints 7- Coatbridge Airdrie and Shotts Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Church Hall North arrangements are representations received. consultation Muiryhall Street satisfactory. proposals. Coatbridge ML5 3RZ
Page 9 of 28 13 November 2018 Page 46 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL56 Airdrie Academy 8 - Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of South Commonhead arrangements are representations received. consultation Avenue satisfactory. proposals. Airdrie ML6 6NX
NL57 St. Serf's Primary School 8 - Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Thrashbush Road arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 6QU
NL58 St. Andrew's Primary 9 - Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of School arrangements are representations received. consultation Laggan Road satisfactory. proposals. Airdrie ML6 0LL
NL59 Springfield Community 8 - Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Centre arrangements are representations received. consultation Forrest Street satisfactory. proposals. Airdrie ML6 7BA
NL60 Clarkston Primary School 8 - Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of 17 Findhorn Place arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 7HE
NL61 Plains and St. David's 8- Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Primary Schools arrangements are representations received. consultation 1 Annieshill View satisfactory. proposals. Plains ML6 7NY
Page 10 of 28 13 November 2018 Page 47 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL62 Glengowan and St. Mary's 8 - Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Primary Schools arrangements are representations received. consultation Drumfin Avenue satisfactory. proposals. Caldercruix ML6 7QP
NL63 Village Hall 8 - Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Telegraph Road arrangements are representations received. consultation Longriggend satisfactory. proposals. ML6 7RR
NL64 Glenmavis Community 8- Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Centre arrangements are representations received. consultation 107 Coatbridge Road satisfactory. proposals. Glenmavis ML6 0NJ
NL65 Greengairs Primary School 8 - Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Greengairs Road arrangements are representations received. consultation Greengairs satisfactory. proposals. ML6 7TE
NL66 Golfhill Primary School 8 - Airdrie North Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Ballochney Street arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 0LT
NL67 Beechbank Community 9- Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Centre arrangements are representations received. consultation Westermavisbank Avenue satisfactory. proposals. Airdrie ML6 0HE
Page 11 of 28 13 November 2018 Page 48 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL68 Victoria Primary School 9 - Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of 79 Aitchison Street arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 0DB
NL69 The Chapelside Centre 9 - Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Waddell Street arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 6JU
NL70 Coatdyke Congregational 9 - Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Church arrangements are representations received. consultation Kippen Street satisfactory. proposals. Airdrie ML6 9AX
NL71 Devonview Pre-School 9 - Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Centre arrangements are representations received. consultation Devonview Street satisfactory. proposals. Airdrie ML6 9DH
NL72 Community Education 9 - Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Centre arrangements are representations received. consultation 2 Clark Street satisfactory. proposals. Airdrie ML6 6DQ
NL73 All Saints and Rochsolloch 9 - Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Primary Schools arrangements are representations received. consultation Bellsdyke Road satisfactory. proposals. Airdrie ML6 9DU
Page 12 of 28 13 November 2018 Page 49 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL74 Tollbrae Primary School 9 - Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of South Biggar Road arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 9LZ
NL75 Victoria Primary School 9- Airdrie Central Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of 79 Aitchison Street arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 0DB
NL76 Bargeddie and St. Kevin's 10 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Primary Schools West and Bellshill arrangements are representations received. consultation Langmuir Road satisfactory. proposals. Bargeddie G69 7RS
NL77 Janet Hamilton Community 10 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Centre West and Bellshill arrangements are representations received. consultation Langloan Street satisfactory. proposals. Coatbridge ML5 1HJ
NL78 St. Augustine's Primary 11 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of School South and Bellshill arrangements are representations received. consultation Henderson Street satisfactory. proposals. Coatbridge ML5 1BL
NL79 Old Monkland Primary 10 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of School West and Bellshill arrangements are representations received. consultation Craigend Drive satisfactory. proposals. Coatbridge ML5 5TJ
Page 13 of 28 13 November 2018 Page 50 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL80 St. Mary's Primary School 10 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Hozier Street West and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 4BA
NL81 Old Monkland Community 10 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Centre West and Bellshill arrangements are representations received. consultation Lismore Drive satisfactory. proposals. Coatbridge ML5 5PG
NL82 Sikeside Primary School 11- Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Sikeside Street South and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 4QH
NL83 Carnbroe Primary School 11 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Kirkton Crescent South and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 4TP
NL84 St. Mary's Primary School 11 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Hozier Street South and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 4BA
NL85 Kirkshaws Primary School 11 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Old Monkland Road South and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 5EJ
NL86 Calder Parish Church Hall 11 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Bute Street South and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 4HF
Page 14 of 28 13 November 2018 Page 51 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL87 The Shawhead Centre 11 - Coatbridge Coatbridge, Chryston Coatbridge and Chryston No change proposed. The current polling No comments or Approval of Berwick Street South and Bellshill arrangements are representations received. consultation Coatbridge satisfactory. proposals. ML5 4NH
NL88 All Saints and Rochsolloch 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Primary Schools arrangements are representations received. consultation Bellsdyke Road satisfactory. proposals. Airdrie ML6 9DU
NL89 Calderbank Primary School 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Main Street arrangements are representations received. consultation Calderbank satisfactory. proposals. ML6 9SG
NL90 Chapelhall and St. Aloysius 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Primary Schools arrangements are representations received. consultation 1 Honeywell Crescent satisfactory. proposals. Chapelhall ML6 8XW
NL91 Petersburn Primary School 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Petersburn Road arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 8DX
NL92 Mobile Library 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Blackcroft Avenue arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 8PU
NL93 Dunrobin Primary School 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Petersburn Road arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 8BH
Page 15 of 28 13 November 2018 Page 52 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL94 Dunrobin Primary School 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Petersburn Road arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 8BH
NL95 All Saints and Rochsolloch 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Primary Schools arrangements are representations received. consultation Bellsdyke Road satisfactory. proposals. Airdrie ML6 9DU
NL96 Petersburn Primary School 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Petersburn Road arrangements are representations received. consultation Airdrie satisfactory. proposals. ML6 8DX
NL97 Calderbank Primary School 12 - Airdrie South Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Main Street arrangements are representations received. consultation Calderbank satisfactory. proposals. ML6 9SG
NL98 Bonkle Church Hall 13- Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Church Road arrangements are representations received. consultation Newmains satisfactory. proposals. ML6 9QG
NL99b Morningside Primary 13 - Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of School arrangements are representations received. consultation School Road satisfactory. proposals. Morningside Wishaw
NL99a Allanton Primary School 13 - Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Dura Road arrangements are representations received. consultation Allanton satisfactory. proposals. ML7 5AB
Page 16 of 28 13 November 2018 Page 53 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL100 Stane Primary School 13- Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Torbothie Road arrangements are representations received. consultation Shotts satisfactory. proposals. ML7 5JJ
NL101 Dykehead Primary School 13- Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Easter Road arrangements are representations received. consultation Shotts satisfactory. proposals. ML7 4AS
NL102 Mobile Library 13 - Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Hartwood Road arrangements are representations received. consultation Hartwood satisfactory. proposals. ML7 5BY
NL103 Salsburgh Community 13 - Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Centre arrangements are representations received. consultation Main Street satisfactory. proposals. Salsburgh ML7 4LS
NL104 Community Education 13 - Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Centre arrangements are representations received. consultation Victoria Street satisfactory. proposals. Harthill ML7 5QE
NL105 Eastfield Community Hall 13 - Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of West Benhar Road arrangements are representations received. consultation Harthill satisfactory. proposals. ML7 5QR
Page 17 of 28 13 November 2018 Page 54 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL106 Salsburgh Community 13 - Fortissat Airdrie and Shotts Airdrie and Shotts No change proposed. The current polling No comments or Approval of Centre arrangements are representations received. consultation Main Street satisfactory. proposals. Salsburgh ML7 4LS
NL109 Aitkenhead Primary School 14 - Thorniewood Coatbridge, Chryston Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Lincoln Avenue and Bellshill arrangements are representations received. consultation Tannochside satisfactory. proposals. Uddingston G71 5QZ
NL110 Tannochside Primary 14 - Thorniewood Coatbridge, Chryston Uddingston and Bellshill No change proposed. The current polling No comments or Approval of School and Bellshill arrangements are representations received. consultation Douglas Street satisfactory. proposals. Tannochside Uddingston G71 5RH
NL111 Fallside School 15 - Bellshill Coatbridge, Chryston Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Sanderson Avenue and Bellshill arrangements are representations received. consultation Viewpark satisfactory. proposals. Uddingston G71 6JZ
NL112 John Paul II Primary School 14 - Thorniewood Coatbridge, Chryston Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Laburnum Road and Bellshill arrangements are representations received. consultation Viewpark satisfactory. proposals. Uddingston G71 5DG
Page 18 of 28 13 November 2018 Page 55 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL113 Tannochside Primary 14 - Thorniewood Coatbridge, Chryston Uddingston and Bellshill No change proposed. The current polling No comments or Approval of School and Bellshill arrangements are representations received. consultation Douglas Street satisfactory. proposals. Tannochside Uddingston G71 5RH
NL114 Burnhead Community 14 - Thorniewood Coatbridge, Chryston Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Centre and Bellshill arrangements are representations received. consultation Burnhead Street satisfactory. proposals. Viewpark Uddingston G71 5AT
NL115 Bellshill Cultural Centre 15 - Bellshill Coatbridge, Chryston Uddingston and Bellshill No change proposed. The current polling No comments or Approval of John Street and Bellshill arrangements are representations received. consultation Bellshill satisfactory. proposals. ML4 1RJ
NL116 Noble Primary School 15 - Bellshill Coatbridge, Chryston Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Shirrel Avenue and Bellshill arrangements are representations received. consultation Bellshill satisfactory. proposals. ML4 1JR
NL117 Lawmuir Primary School 15 - Bellshill Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Footfield Road Wishaw arrangements are representations received. consultation Bellshill satisfactory. proposals. ML4 2BY
NL118 Holytown Primary School 16- Mossend and Airdrie and Shotts Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Willow Grove Holytown arrangements are representations received. consultation Holytown satisfactory. proposals. ML1 4SB
Page 19 of 28 13 November 2018 Page 56 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL119 Holytown Community 16 - Mossend and Airdrie and Shotts Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Education Centre Holytown arrangements are representations received. consultation Stevenston Street satisfactory. proposals. Holytown ML1 4RG
NL120 Mossend Primary School 16 - Mossend and Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Calder Road Holytown Wishaw arrangements are representations received. consultation Mossend satisfactory. proposals. ML4 2RH
NL121 Bellshill Cultural Centre 16 - Mossend and Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of John Street Holytown Wishaw arrangements are representations received. consultation Bellshill satisfactory. proposals. ML4 1RJ
NL122 New Stevenston 16 - Mossend and Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Community Hall Holytown Wishaw arrangements are representations received. consultation Jerviston Street satisfactory. proposals. New Stevenston ML1 4JS
NL123 Bellshill Cultural Centre 16- Mossend and Coatbridge, Chryston Uddingston and Bellshill No change proposed. The current polling No comments or Approval of John Street Holytown and Bellshill arrangements are representations received. consultation Bellshill satisfactory. proposals. ML4 1RJ
NL124 Dalziel High School 17 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Crawford Street West Wishaw arrangements are representations received. consultation Motherwell satisfactory. proposals. ML1 3AG
NL125 Ailsa Nursery Centre 17- Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of The Loaning West Wishaw arrangements are representations received. consultation Motherwell satisfactory. proposals. ML1 3NQ
Page 20 of 28 13 November 2018 Page 57 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL126 Braidhurst High School 17- Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Dalriada Crescent West Wishaw arrangements are representations received. consultation Motherwell satisfactory. proposals. ML1 3XF
NL127 Pat Cullinan Centre 17- Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Logans Road West Wishaw arrangements are representations received. consultation Motherwell satisfactory. proposals. ML1 3PB
NL128 Keir Hardie Memorial 18 - Motherwell Airdrie and Shotts Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Primary School North arrangements are representations received. consultation Brannock Road satisfactory. proposals. Newarthill ML1 5DU
NL129 Newarthill Primary School 18 - Motherwell Airdrie and Shotts Uddingston and Bellshill No change proposed. The current polling No comments or Approval of High Street North arrangements are representations received. consultation Newarthill satisfactory. proposals. ML1 5JU
NL130 Daisy Park Community 18 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Centre North Wishaw arrangements are representations received. consultation Cassels Street satisfactory. proposals. Motherwell ML1 1DX
NL131 Jerviston Community 17 - Motherwell Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Centre North Wishaw arrangements are representations received. consultation Coalhall Avenue satisfactory. proposals. Motherwell ML1 4BJ
Page 21 of 28 13 November 2018 Page 58 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL132 Jerviston Community 18 - Motherwell Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Centre North Wishaw arrangements are representations received. consultation Coalhall Avenue satisfactory. proposals. Motherwell ML1 4BJ
NL133 Muir Street Primary School 18 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Parkneuk Street North Wishaw arrangements are representations received. consultation Motherwell satisfactory. proposals. ML1 1BY
NL134 John McCormack 18 - Motherwell Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Community Centre North Wishaw arrangements are representations received. consultation Motherwell Road satisfactory. proposals. Carfin ML1 4EB
NL135 New Stevenston 18 - Motherwell Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Community Hall North Wishaw arrangements are representations received. consultation Jerviston Street satisfactory. proposals. New Stevenston ML1 4JS
NL136 Our Lady and St. Francis 18 - Motherwell Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Primary School North Wishaw arrangements are representations received. consultation Newarthill Road satisfactory. proposals. Carfin ML1 5AL
NL137 New Stevenston 18 - Motherwell Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Community Hall North Wishaw arrangements are representations received. consultation Jerviston Street satisfactory. proposals. New Stevenston ML1 4JS
Page 22 of 28 13 November 2018 Page 59 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL138 Newarthill Primary School 18 - Motherwell Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of High Street North Wishaw arrangements are representations received. consultation Newarthill satisfactory. proposals. ML1 5JU
NL139 Keir Hardie Memorial 18 - Motherwell Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Primary School North Wishaw arrangements are representations received. consultation Brannock Road satisfactory. proposals. Newarthill ML1 5DU
NL140 Keir Hardie Memorial 18 - Motherwell Motherwell and Uddingston and Bellshill No change proposed. The current polling No comments or Approval of Primary School North Wishaw arrangements are representations received. consultation Brannock Road satisfactory. proposals. Newarthill ML1 5DU
NL141 John McCormack 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Community Centre South East and Wishaw arrangements are representations received. consultation Motherwell Road Ravenscraig satisfactory. proposals. Carfin ML1 4EB
NL142 Berryhill Primary School 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Hillcrest Avenue South East and Wishaw arrangements are representations received. consultation Wishaw Ravenscraig satisfactory. proposals. ML2 7RB
NL143 Jim Foley Community 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Centre South East and Wishaw arrangements are representations received. consultation John Street Ravenscraig satisfactory. proposals. Wishaw ML2 7TG
Page 23 of 28 13 November 2018 Page 60 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL144 Wishawhill Community 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Centre South East and Wishaw arrangements are representations received. consultation Low Main Street Ravenscraig satisfactory. proposals. Wishaw ML2 7ND
NL145 Wishawhill Community 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Centre South East and Wishaw arrangements are representations received. consultation Low Main Street Ravenscraig satisfactory. proposals. Wishaw ML2 7ND
NL146 Wishawhill Community 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Centre South East and Wishaw arrangements are representations received. consultation Low Main Street Ravenscraig satisfactory. proposals. Wishaw ML2 7ND
NL147 Glencairn Primary School 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Glencairn Street South East and Wishaw arrangements are representations received. consultation Motherwell Ravenscraig satisfactory. proposals. ML1 1TT
NL148 Community Room 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Glen Tlower South East and Wishaw arrangements are representations received. consultation Motherwell Ravenscraig satisfactory. proposals. ML1 2HZ
NL149 Knowetop Primary School 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Knowetop Avenue South East and Wishaw arrangements are representations received. consultation Motherwell Ravenscraig satisfactory. proposals. ML1 2AG
Page 24 of 28 13 November 2018 Page 61 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL150 Muirhouse Primary School 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of 66 Barons Road South East and Wishaw arrangements are representations received. consultation Motherwell Ravenscraig satisfactory. proposals. ML1 2NB
NL151 Knowetop Primary School 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Knowetop Avenue South East and Wishaw arrangements are representations received. consultation Motherwell Ravenscraig satisfactory. proposals. ML1 2AG
NL152 John McCormack 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Community Centre South East and Wishaw arrangements are representations received. consultation Motherwell Road Ravenscraig satisfactory. proposals. Carfin ML1 4EB
NL153 John McCormack 19 - Motherwell Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Community Centre South East and Wishaw arrangements are representations received. consultation Motherwell Road Ravenscraig satisfactory. proposals. Carfin ML1 4EB
NL154 St Brigid's Primary School 20- Murdostoun Airdrie and Shotts Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Newton Drive arrangements are representations received. consultation Newmains satisfactory. proposals. ML2 9DE
NL155 Cleland Primary School 20 - Murdostoun Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of 26 Main Street Wishaw arrangements are representations received. consultation Cleland satisfactory. proposals. ML1 5QN
Page 25 of 28 13 November 2018 Page 62 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL156 Mobile Library 20 - Murdostoun Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Tiree Crescent Wishaw arrangements are representations received. consultation West Crindledyke satisfactory. proposals. Newmains ML2 9JA
NL157 Cleland Primary School 20 - Murdostoun Airdrie and Shotts Motherwell and Wishaw No change proposed. The current polling No comments or Approval of 26 Main Street arrangements are representations received. consultation Cleland satisfactory. proposals. ML1 5QN
NL158 Carrick Hall 20- Murdostoun Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Carrick Crescent Wishaw arrangements are representations received. consultation Wishaw satisfactory. proposals. ML2 7JP
NL159 St. Aidan's Primary School 20- Murdostoun Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Coltness Road Wishaw arrangements are representations received. consultation Wishaw satisfactory. proposals. ML2 7EY
NL160 Cambusnethan Primary 20 - Murdostoun Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of School Wishaw arrangements are representations received. consultation Branchal Road satisfactory. proposals. Wishaw ML2 8PD
NL161 St. Aidan's Primary School 20 - Murdostoun Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Coltness Road Wishaw arrangements are representations received. consultation Wishaw satisfactory. proposals. ML2 7EY
NL162 Cleland Primary School 20 - Murdostoun Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of 26 Main Street Wishaw arrangements are representations received. consultation Cleland satisfactory. proposals. ML1 5QN
Page 26 of 28 13 November 2018 Page 63 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL163 South Wishaw Parish 20 - Murdostoun Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Church Hall Wishaw arrangements are representations received. consultation East Academy Street satisfactory. proposals. Wishaw ML2 8BG
NL164 Wishaw Academy and St. 21 - Wishaw Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Ignatius Primary Schools Wishaw arrangements are representations received. consultation Lochpark satisfactory. proposals. Wishaw ML2 7EB
NL165 Muirhouse Primary School 21 - Wishaw Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of 66 Barons Road Wishaw arrangements are representations received. consultation Motherwell satisfactory. proposals. ML1 2NB
NL166 Gowkthrapple Community 21- Wishaw Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Centre Wishaw arrangements are representations received. consultation Off Birkshaw Brae satisfactory. proposals. Wishaw ML2 0ND
NL167 Thornlie Primary School 21 - Wishaw Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Lomond Drive Wishaw arrangements are representations received. consultation Wishaw satisfactory. proposals. ML2 0JR
NL168 Netherton Community 21 - Wishaw Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Centre Wishaw arrangements are representations received. consultation Netherton Road satisfactory. proposals. Wishaw ML2 0EQ
Page 27 of 28 13 November 2018 Page 64 of 156 Polling Polling Place Ward United Kingdom Scottish Parliamentary Consultation Proposals Returning Officer Other Recommendation District Ref Constituency Constituency and Options Comments Comments/Representations
NL169 Overtown Community 21 - Wishaw Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Centre Wishaw arrangements are representations received. consultation Main Street satisfactory. proposals. Overtown ML2 0QF
NL170 Waterloo Memorial Hall 21 - Wishaw Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Wishaw Road Wishaw arrangements are representations received. consultation Waterloo satisfactory. proposals. ML2 8EW
NL171 Carrick Hall 20- Murdostoun Motherwell and Motherwell and Wishaw No change proposed. The current polling No comments or Approval of Carrick Crescent Wishaw arrangements are representations received. consultation Wishaw satisfactory. proposals. ML2 7JP
Page 28 of 28 13 November 2018 Page 65 of 156
Page 66 of 156 AGENDA ITEM 5
North Lanarkshire Council Report Policy & Resources Committee
approval noting Ref JA/KH/GS Date 21/11/18
Amey Public Services Year 8 Best Value Review
John Ashcroft, Business Manager, Environmental Asset Maintenance and From Katrina Hassell, Business Relationship Manager
Email [email protected] Telephone 01698 302235
Executive Summary This report was considered by the Infrastructure Committee on 21 November 2018, but continued to the Policy & Resources Committee to enable additional information in respect of the option appraisal to be included for member consideration. The report details the findings of the joint service review undertaken in year 8 of the strategic partnership between the Council and Amey Public Services LLP. (APS) to determine whether acceptable levels of service delivery are being achieved by the Limited Liability Partnership vehicle formed to deliver the Council’s roads, street lighting and winter maintenance services. The review also considered whether an extension to the contract beyond January 2021 would be of benefit to the council.
Recommendations Members are asked to: (1) Note the findings of the completed year 8 joint service review of the Amey Public Services LLP strategic partnership; (2) Note the option appraisal process, and inherent clarification of contract rate amendments, recommends the Council undertake a market testing exercise to demonstrate option 3(a) represents Best Value for the Council; (3) Authorise the Head of Environmental Assets to conduct a market testing exercise to identify proposed amendments to existing contract rates and prices; (4) Subject to the market testing demonstrating APS LLP amended rates are value for money for the Council, agree to extend the existing contract for a period up to June 2024, with full details regarding the price uplift and duration of extension reported to an appropriate Committee; (5) Approve the attached improvement plan to strengthen current service delivery arrangements with the LLP in the interim.
Supporting Documents Council The review supports “Improving the Council’s resource base” and Business contributes directly to the following actions: Plan to 2020 Rationalise our approach to managing resources across the Council and external bodies in a systematic manner that includes communities, partners and commercial enterprises in the solutions; and, Ensure our ALEOs and trusts achieve value for money. Appendix 1 APS LLP Interim Improvement Plan Appendix 2 Timescales for Agreeing and Implementing Future Service Delivery Model Page 67 of 156
1. Background
Partnership Formation and Objectives
1.1 North Lanarkshire Council created the roads, street lighting and winter services (RSLWS) LLP in 2010, following a tender exercise for a strategic partner to deliver these services over a ten and a half year period. The successful bidder was Amey Local Government (LG) Limited and the contract commenced on 15 December 2010. The strategic partnership, Amey Public Services (APS) LLP, is jointly owned with Amey LG Ltd owning a 67% shareholding and the Council owning the remaining 33%. The partnership agreement and subsequent contract was let for a ten and a half year term with an option to extend for a period of up to three years. The scope of works within the contract was estimated at tender award of up to £203m and comprises routine works, infrastructure renewal, reactive works and the provision of the winter service.
1.2 In creating the LLP in 2010, the Council envisaged its roads maintenance services being delivered by an independent private sector organisation capable of expanding its business into a wider commercial market. Based upon the Council’s previous experience of its joint venture arrangements, it expected this new partnership would secure local employment, source local supplies and services, and ultimately secure continuous improvement in the repairs services delivered to North Lanarkshire residents.
1.3 A Management Committee consisting of representatives from both APS and North Lanarkshire Council is responsible for the LLP’s governance, which includes operational delivery and management, staffing, financial control and reporting, health & safety, performance monitoring and risk management. The Management Committee, which meets quarterly, consists of one Council officer, one Elected Member and two APS representatives.
1.4 In addition to Management Committee oversight, the ALEOs and External Bodies Monitoring Sub-Committee ensures the LLP is delivering services which support the Council’s business planning priorities.
Year 8 Review Service Review Requirement
1.5 As per the Works Agreement, Best Value Service Reviews (BVSRs) are required to be carried out jointly at year 4 and 8 of the strategic partnership. To satisfy this remit, service review meetings were scheduled with APS during 2014. However APS participation levels at that point in time were very low, which resulted in the review process being protracted. Following the Council restructure, establishment of the ALEOs and External Bodies' Monitoring Committee and changes in personnel and strategic direction within Amey, the Council decided to align completion of the year 4 review with Phase One of the ALEO Committee's review programme. Following consideration and noting by the ALEO Committee, the report was then referred to the Planning & Transportation Committee in January 2017 for approval.
1.6 Following finalisation of the year 4 review in early 2017, both partners have continued to examine mechanisms to improve the LLP’s service delivery and financial performance and to agree a Partnership Improvement Plan (PIP) which aims to bring the contract back to an annual break even position by 2021.
1.7 The year 8 review focuses on the periods beyond the year 4 review. With the exception of the cumulative financial losses which are referenced in paragraph 2.8, this review focusses solely on activity and performance over the last three years. The review commenced in June 2018 and concluded in October 2018.
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1.8 The scope of the review is detailed within the contract and in order to fully assess the set criteria, review activity was completed over five key stages - scoping, analysis, assessment, findings and recommendations, and this structure complies with the Council’s approved review programme methodology (Transformation Committee, February 2017). The review was carried out by a multi-disciplinary review team, led by the Business Manager, Environmental Asset Maintenance, and supported by functional representatives from both the Council and APS LLP.
1.8 Elected Members and APS Trade Union representatives were invited to feed into the review process to provide their views on the partnership delivery arrangements, in particular any issues or concerns they had about the cost or quality of service provision.
1.9 This report was considered by the Infrastructure Committee on 21 November 2018, with a decision to continue approved to enable additional information in respect of the option appraisal to be included for member consideration. This information was readily available, and resulted in this revised report being submitted for Policy & Resources Committee consideration.
2. Report Review Findings
2.1 The review processes described above were thorough and extensive, involving the review of all related partnership performance reports over the past 2/3 years (financial and operational), as well as a range of other related documentation. Using a Red, Amber, Green (RAG) assessment methodology, the review team evaluated and assessed the extent to which the partnership model is meeting its objectives; and, how the LLP is currently performing.
2.2 Overall, the findings were positive with evidence of good governance and risk management arrangements, excellent health and safety and environmental practices, robust staff training and development and comprehensive service delivery arrangements.
2.3 The review also highlighted that the partnership has still not achieved the Council’s envisaged financial expectations. As noted in 1.6 above, the Council and Amey have been working together with the aim of bringing the contract to a breakeven trading position over the remaining term, and whilst some efficiencies have been delivered, the overall underlying financial performance has not yet improved for the review period.
Council Vision and Strategic Aims
2.4 APS were able to provide substantial evidence of how the partnership is delivering wider community benefits to support the priorities within the Council’s Business Plan to 2020, for example, through their apprenticeship programme, school engagement activities and use of local suppliers. The LLP also continues to sponsor the school Junior Road Safety Officer campaign and the Tour Series cycle event, as well as installing banners for local events including the European Championships and Motherwell FC’s appearance at the Scottish Cup final.
Governance and Risk Management
2.5 As detailed in section 1.3 above, the LLP has robust governance arrangements in place with regular contract liaison meetings to monitor performance, risks, customer complaints and satisfaction levels. The LLP’s risk management and reporting arrangements are routinely considered by the Management Committee to ensure any impact on service delivery, and therefore Council reputation, is minimised.
2.6 There is a requirement for the LLP to prepare a draft business plan at least 30 days prior to the commencement of each financial year. Prior to 2017 this had not been delivered,
Page 69 of 156
although a draft business plan has now been received by the Council and will be presented to the APS Management Committee at its meeting in December 2018 for approval. This is referenced as part of the improvement plan, attached as Appendix 1.
Financial Performance
2.7 The aims of the original contract were to achieve cost effective roads maintenance services, Best Value efficiencies, and an increased share of profits, distributed in the form of dividends, generated from the growth of 3rd party works.
2.8 Up to and including 2017, the contract reported cumulative losses of £10.400m (£3.5m accumulated during 2016 & 2017) against total revenue over the entire contract of £108m. Factors contributing to this poor financial performance included: the financial strategy model reflected within the original tender, non-achievement of third party turnover (annual growth of 5% per annum was envisaged) and costing issues with the tender submission. Included within the cumulative loss is a provision for estimated future losses of c. £2m until the contract end, based on current and proposed performance until 2021. As a consequence of the poor financial performance of the contract, minimal 3rd party works, and the cumulative negative trading position, no dividend has been received.
2.9 On the back of the year 4 review, the Council and Amey have worked together to produce a Partnership Improvement Plan (PIP) which aims to bring the contract to an improved financial position before it ends in 2021. The PIP, though targeting break-even trading over the remaining years of the contract, will not address recovery of the cumulative contract losses or repayment of the parent company funding.
2.10 The PIP is still in draft form with some proposed elements presently considered unacceptable to the Council. The Council continues to seek suitable alternatives, and whilst some progress has been made regarding acceptable solutions and efficiencies, the contract will continue to operate at a trading financial loss until the PIP, and its associated actions, is fully approved and implemented.
2.11 The contract includes scope for the Council to receive additional benefits in the form of cumulative Best Value Efficiency Savings (BVES) being applied to the schedule of rates charged to the Council each year. During the review period being assessed, expected receipts of £0.375m and £0.341m were achieved for 2016 and 2017 respectively.
Service Delivery
2.12 The review identified that works are carried out safely and in accordance with the job specification, good industry practice and the relevant quality standards.
2.13 The LLP provide all labour, plant and materials necessary for carrying out the works and monitor their resource levels throughout the year. Indeed, severe adverse weather events, such as the red weather warning for snow experienced during early March, demonstrate the LLP’s ability to meet extraordinary demand.
Operational Performance
2.14 Separate roads and lighting Key Performance Indicators (KPI’s) are measured on a quarterly and annual basis.
2.15 While roads performance continues to fall short of the 95% target, there has been a significant improvement in the handling of street lighting repairs (95.5% in 17/18 compared to 81.1% in 16/17), and the LLP should be commended for their efforts in this area.
2.16 The areas of failure in performance relate mainly to overdue works and it is hoped that changes in the way works are issued in the future will allow the partnership more scope for Page 70 of 156
programming works and allow better allocation of resources in order to reduce these overdues to a more manageable level and improve the service being provided to communities.
Customers and Engagement
2.17 As noted in 2.4 above, the partnership has managed to secure a range of Community Benefits, for example, 6 apprentices became full-time employees on completion of their apprenticeship programmes in 2017, and in 2018, APS took on a further 3 apprentices. In addition, and aligning with one of the actions within the NLC Business Plan, Amey has employed a care experienced young person as part of their apprenticeship programme.
2.18 APS do not receive complaints directly, instead they are filtered and managed through the Council’s internal complaints management system. No concerns were identified through the review, with APS providing all information required by the Council to deal with any such complaint within timescale.
Environmental Considerations
2.19 Amey have an Environmental Manager who works part-time on the APS partnership. During the review period, APS monitored its environmental impacts via the Amey Highways Balanced Environmental Score Card which measured contract environmental performance against six indicators: Employee Carbon Rate; Waste Cost/£m turnover; Miles per Gallon; Litres of Fuel/£m turnover; Duty of Care (Ensuring Waste is correctly disposed of); and Environmental Training (participation in environmental training and awareness against programme). This scorecard was replaced during 2018 with a new environmental reporting tool which has ten reporting metrics and a further six indicators. Performance is reviewed at every Management Committee meeting.
Health and Safety
2.20 The review confirmed that APS have full regard for the health and safety of all persons likely to be affected by the works. They undertake regular safety audits of their sites and ensure all personnel either working on or visiting the site wear appropriate PPE. They maintain up- to-date and relevant health and safety policies and procedures, including accident reporting and investigation procedures, and these are effectively communicated to all employees.
Staffing, Training and Development
2.21 APS have all the necessary HR policies in place and could evidence that these are kept up to date and are effectively communicated to all staff. The partnership was found to actively promote/adopt ‘fair work’ practices, for example Living Wage accreditation, TU membership, Employee pensions, staff benefit scheme, flexible working, staff forums, sick pay, training and development opportunities etc.
Options Appraisal
2.22 The service review confirms that the partnership is delivering on a number of its key objectives although it has fallen short in terms of overall financial expectations. Nevertheless, the partnership does deliver a cost effective service, with current rates representing very good value for money for the Council.
2.23 The year 8 review is required to ensure the existing delivery vehicle remains the best option for service provision, and as the existing contract includes an option to extend for a period of up to three years, the review also provides an ideal opportunity to determine whether an extension to the contract is of benefit to the Council.
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2.24 To satisfy this remit, an options appraisal workshop was held on 2 October 2018 to consider the following three options:- 1. Jointly agree to wind up existing contract prior to contract end date 2. Continue on existing basis and cease at contract end date (June 2021) 3. Continue on existing basis and extend contract for up to 3 years (potentially up to June 2024) 2.25 The risks, benefits and uncertainties likely to arise from implementing these options were assessed by Council Officers from the review team against the following strategic goals:- Alignment with the Council's Business Plan and Ambitions; Minimise future risks to the Council; Obtain cost effective and affordable service delivery; Maintain influence regarding service delivery and performance; and, Obtain a trusted relationship with a proven service delivery organisation.
2.26 Given the cost effectiveness of the current contract, the good working relationships that are currently in place with Amey, and the significant risk to disruption or potential loss of service delivery which may result in ending the contract prematurely, option 1 was the lowest scoring option.
2.27 Scores in respect of options 2 and 3 were very close. Option 2 scored highest against the future ambitions goal on the basis of the new contract arrangements from 2021 being fully aligned to the council’s key priorities and ambitions beyond 2020. Both options scored well against the cost effective/affordable service delivery goal, although it was acknowledged an extension of the contract at current rates and prices (option 3) would put further pressure on a partnership already experiencing financial challenges.
2.28 Terminating the contract at its natural end date (option 2) requires a suitable alternative to be specified, tendered, evaluated, procured and mobilised within 30 months. Appendix 2 illustrates this is possible however it is wholly dependent upon specialist procurement, legal and financial advisors having capacity to support this project as required given they are also essential to the delivery of a similar timescale for the Council’s housing and corporate property repairs and maintenance services. Taking all factors into consideration, the review team noted there was a high likelihood that mobilisation of the replacement contract/vehicle would not complete in time. Were this risk to materialise, the Council would experience significant service disruption and reputational damage, so from a minimising future risk perspective, option 3 is more attractive than option 2.
2.29 In recognising however that option 3 is not a financially sustainable option for the partnership, and also carries a risk of the parent company ceasing its financial support, officers sought to clarify whether a variation of option 3, now shown as option 3(a) and having scope to amend rates for any extended term, was a viable consideration. It was subsequently clarified through Legal Services that the contract does indeed provide scope, through an annual review of rates and prices, for the rates over any extended term to be amended. In acknowledging this alongside the marginally different option appraisal results, it is recommended that the Head of Environmental Assets conduct a market testing exercise to identify whether amending some of the existing contract rates and prices for a term beyond June 2021 will be more beneficial to the Council than ceasing the contract at its natural termination date. Where such benchmarking demonstrates the revised LLP rates are value for money for the Council, members are requested to approve the contract extension on the understanding that full details in respect of any price uplift and length of extension are subsequently reported to an appropriate Committee.
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2018 – Contract End
2.30 The Improvement Plan detailed within Appendix 1 summarises a number of opportunities identified through the service review to strengthen the current partnership arrangements to ensure the best possible service for the Council. As detailed in section 2.29, this includes an immediate requirement to conduct a market testing exercise.
Future Ambition
2.31 Even with a contract extension, there would still be a requirement for the council to start to think about what future service delivery might look like beyond the current partnership delivery arrangement. External guidance and advice is being sought for the future property contract, and lessons learned from this process would subsequently feed into the future roads, street lighting and winter maintenance arrangement. A detailed options appraisal and lengthy procurement process will be required and further information on this will be reported to Committee in due course.
3. Equality and Diversity
3.1 Fairer Scotland
3.1.1 There are no matters in this report which require consideration under the Fairer Scotland Duty.
3.2 Equality Impact Assessment
3.2.1 An equality impact assessment was completed as part of the review and there are no perceived adverse impacts as a result of these recommendations.
4. Implications
4.1 Financial Impact
4.1.1 As outlined in 2.10 above, work is ongoing between the LLP and the Council to agree a Partnership Improvement Plan (PIP) which aims to bring the contract back to a forecast annual break even position to the contract end in 2021. However, in the absence of this being finalised, the Amey Group auditors deemed the LLP contract onerous, which resulted in all future years forecast losses being written off in 2017 accounts. Members will wish to note the Council’s financial liability in respect of APS LLP is aligned to its 33% shareholding, and is therefore limited to its initial capital contribution of £333. The Council is therefore not obliged or required to contribute funds to support the LLP cumulative losses highlighted in paragraph 2.8 above.
4.1.2 The LLP is largely dependent upon the support received from the parent company, and officers from Financial Solutions regularly obtain assurances from the LLP and Amey LG regarding their continued loan support to the end of the contract term.
4.1.3 The council currently receives the roads, street lighting and winter services service at a considerably low cost level and costs for this service will undoubtedly increase with any new arrangement.
4.1.4 A market testing / benchmarking exercise will assist the Council to demonstrate that extending the contract, with elements of existing APS LLP rates and prices appropriately amended, is financially beneficial to the Council so is therefore an immediate recommendation of the attached improvement plan.
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4.2 HR/Policy/Legislative Impact 4.2.1 Potential TUPE implications will be fully considered as part of the work to consider the future service delivery arrangement which best fits the needs of the council going forward.
4.3 Environmental Impact 4.3.1 There are no environmental implications as a result of the review recommendations.
4.4 Risk Impact
4.4.1 As outlined in paragraph 2.28 above, the indicative procurement timeline presents a risk of the replacement delivery arrangements not being in place for the natural contract end of June 2021. While the 30 month timeline illustrated in Appendix 2 is possible, there is high risk of these time constraints hampering the quality of setting out the new contract requirements, robustness of the options appraisal, or the ability of the council to secure seamless delivery of services associated with securing and bedding in of the new contract. A contract extension would mitigate this risk.
5. Measures of Success
5.1 The review has identified that the Limited Liability Partnership vehicle formed to deliver the Council’s roads, street lighting and winter services is delivering on a number of its original objectives.
Head of Environmental Assets
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Appendix 1 APS LLP Improvement Plan
Summary of Improvement Actions Timeframe Responsibility
1. Governance Finalise and agree, through the Management Committee, a formal business plan detailing the APS LLP 1a. December 2018 partnerships’ operational & financial aspirations through to contract end. December 2018 APS LLP 1b. Issue agenda and associated paperwork for Management Committee meetings at least 10 days in advance of each meeting. onwards 2. Finance APS LLP / 2a. Complete a market testing exercise of key schedule of rates items January 2019 NLC Finalise the Partnership Improvement Proposal (PIP) to ensure the contract meets its aim to APS LLP / 2b. February 2019 break even over the remaining term. NLC 3. Quality Control
Arrange to transfer, scan and subsequently destroy files in line with the Councils retention APS LLP / 3a. As required schedule. NLC 4. Operational Performance APS LLP 4a. Continue to focus on long term action to reduce number of overdues. Ongoing
APS LLP 4b. Re-introduce the requirement for APS to provide written remedial proposals within 10 working As required days of failing to meet minimum performance standards.
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Appendix 2
Indicative Timescales for Agreeing and Implementing Future Service Delivery Model
Duration (Months) 3 6 9 12 15 18 21 24 27 30 Appoint Consultant
Agree Options for Delivery Model
Detail Documentation
Tender Period
Evaluation & Committee
Key Milestones Key Stand Still
Mobilisation
Page 76 of 156 AGENDA ITEM 6
North Lanarkshire Council
Report
Policy and Resources Committee
approval Noting Ref: AR/EH Date: 6 December 2018
Petitions Received by the Council
From: Archie Aitken, Head of Business for Legal and Democratic Solutions Email: [email protected] Telephone: 01698 302295
Executive Summary
This report seeks approval for a new process for considering Petitions or Deputations received by the Council which are deemed non operational.
Recommendations
The Committee is recommended to approve the new procedure for considering petitions received by the Council as detailed in Paragraph 2.4.
Supporting Documents
Council plan to 2020: Action 17 – Improve engagement with our communities to maximise involvement and empowerment.
1. Background
1.1. At its meeting on 21 June 2018, the Council agreed the terms of the following:-
"That research and other works to identify examples of best practice and public engagement with Local Government be undertaken and a report to the Policy and Resources Committee be submitted for consideration."
1.2. During meetings of Political Group Business Managers at which consideration was given to a Review of Standing Orders, consideration was given to information provided by officers on options for a procedure relating to Petitions and/or Deputations received by the Council. It was agreed during those discussions that this matter would be dealt with outwith the Review of Standing Orders.
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2. Report
2.1. The Policy and Resources Committee is reminded that the Council already has a Petitions Policy which was approved by this Committee on 13 May 1997. Specifically, it requires that a report be provided to the appropriate Committee providing details of the petition received together with actions undertaken and the outcome. For information, the existing policy stipulates that to be considered, a petition should be supported by no less than 10 signatures, although there is discretion to waive this requirement if deemed appropriate having regard to the merits.
2.2. The Council decision of 21 June 2018 requires consideration to be given to the introduction of a new protocol. Representations have been made to officers that such a protocol should ensure community engagement and remove any barrier to inclusion by all community groups.
2.3. Experience of Other Local Authorities
2.3.1. Following the Council decision of 21 June 2018, officers undertook a desktop exercise to review the way in which other local authorities in Scotland process petitions as detailed on the individual websites of each local authority. It became clear that virtually all of the other Scottish Councils, in respect of which information could be obtained, used a single procedure for all of their petitions – operational or otherwise. Of the 17 authorities in respect of which information was available, only five had constituted a Petitions Committee, while the remainder included the remit for considering petitions within either a single Committee or, in most cases, all Committees depending on which was the most appropriate forum to deal with the petition.
2.3.2. Of the other authorities, the majority required the petitions to contain a specific number of signatures; the lowest being one signature other than the petitioner and the highest being 1,000 (or 10% of the registered electors if related to a specific geographical area). However, two authorities allow petitioners to submit their petition without the need for supporting signatures and the petition is then published on those Councils' websites with members of the public being invited to support it. Only when the level of support reaches a specific threshold (100 and 200 signatures respectively) will a petition be considered by those Councils. In addition, different threshold requirements have been put in place across most other authorities if the petition has been submitted by a private sector organisation/commercial enterprise.
2.4. North Lanarkshire Model
2.4.1. The table below details the process proposed to be followed upon a petition being received by the Council
Step 1 Request received by the Council. If petition relates to a specific geographical area, it is sent to the appropriate Community Partnership Manager. If the petition relates to the Council area as a whole, or across multiple LAP areas proceed to Step 4.
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Step 2 The Community Partnership Manager considers whether desired outcomes can be actioned immediately. If yes, this is undertaken. If no, proceed to Step 3. Step 3 Appropriate Local Area Partnership (LAP) is provided with details of the petition within its "Community Matters" business and considers whether it wishes to proceed with the petition or not. If yes, LAP may request further information, in which case it would be considered at an appropriate future meeting. If LAP able to determine immediately, then may agree (a) that no further action be taken, (b) that the LAP has available budget and delegated authority to agree that the terms of the petition be progressed, or (c) decide to refer the petition to the appropriate Committee. Step 4 The appropriate Committee considers the petition and decides accordingly.
3. Equality and Diversity
3.1. Fairer Scotland
There is no requirement to carry out a Fairer Scotland assessment in this instance.
3.2. Equality Impact Assessment
There is no requirement to carry out an Equality Impact assessment in this instance.
4. Implications
4.1. Financial Impact
There is no Financial Impact.
4.2. HR/Policy/Legislative Impact
There is no HR/Policy/Legislative Impact.
4.3. Environmental Impact
There is no Environmental Impact.
4.4. Risk Impact
There is no Risk Impact.
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5. Measures of Success
The proposed Council process is considered good practice.
Head of Business for Legal and Democratic Solutions
Page 80 of 156 AGENDA ITEM 7
North Lanarkshire Council Report
Policy and Resources Committee
approval noting Ref DM/KH Date 20/11/18
Integrated Delivery Model for Sport, Culture and Leisure Services Progress Report
From Business Relationship Manager Email [email protected] Telephone 01698 302235
Executive Summary CultureNL Ltd (CNL) and NL Leisure Ltd (NLL) presently deliver a range of services – at arms- length – on behalf of North Lanarkshire Council. Both organisations were subject to ALEO service reviews between September 2016 and February 2017, and were found to be performing well against the Council’s expectations and service outcomes. Continuing financial challenges and requirements to transform public services led to a further assessment of these service areas throughout 2017-2018. This concluded on 27 September 2018 with the Policy & Resources Committee requesting that CultureNL Ltd and NL Leisure Ltd work together to produce an integration plan capable of creating a single delivery vehicle effective from April 2019. The September 2018 report envisaged a Shadow Board of Directors – or Programme Board - delivering an integration, communication and engagement plan to the Council for consideration at its Policy & Resources Committee in December 2018. This report aims to satisfy that requirement. It provides members with a summary of progress achieved to date, and highlights the key activities, including those which the Council needs to fulfil, for the merged entity to be achieved by the target date of 1st April 2019.
Recommendations Members are asked to: 1. Note the integration plan and associated communication and engagement plan as received from the Programme Board, and summarised within Appendix 1, indicates the target date of 1st April 2019 is feasible;
2. Note the range of actions and associated timelines the Council needs to adhere to for the Programme Board to achieve integration by 1st April 2019; and;
3. Authorise officers to prepare the Special Resolution in respect of this business merger for consideration at Council on 20th December 2018.
Supporting Documents
Council business Delivery of this integrated service solution assists in rationalising use plan to 2020 of our resources and ensures ALEOs and trusts achieve value for money.
Appendix 1 The Road to Integrated Sport, Culture and Leisure Services Delivery
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1. Background 1.1 To ensure CultureNL Ltd and NL Leisure Ltd remained the best service delivery options for the Council going forward, both organisations were subject to ALEO service reviews between September 2016 and February 2017. These reviews found both were performing well against their required service outcomes, successfully delivering services, initiatives and programmes in support of the Council’s priority outcomes and expectations, achieving their specific charitable purposes and, generally attracting high levels of customer satisfaction.
1.2 With continuing financial challenges and government drives to revolutionise the way public services are delivered likely to adversely impact the level of funding available for sports, leisure and cultural services, the review group was tasked with identifying whether delivery through a single vehicle would be beneficial to the Council.
1.3 The review determined an integrated delivery model provides opportunities to achieve financial and non-financial benefits. Its findings were considered by the Policy & Resources Committee on 27th September 2018, with both organisations subsequently asked to jointly produce an integration plan, with an indicative target date of 1st April 2019.
1.4 CultureNL Ltd was approved as the legal entity and charity to be retained for the future delivery of sport, culture and leisure services for North Lanarkshire.
2. Report 2.1 Terms of Reference in respect of the integration process have been agreed between NL Leisure Ltd, CultureNL Ltd and North Lanarkshire Council. These Terms illustrate a Programme Board, consisting of representation from both Boards of Directors, is responsible for creating and executing the integration plan and associated communication and engagement plan requested by the Council. Council expectations, governance arrangements and individual roles and responsibilities are also clearly detailed within the agreed Terms of Reference.
2.2 The Programme Board was established at the end of October 2018, with a range of meetings held thereafter to agree the content of the integration plan, and the merged entity’s shared vision, mission and purpose.
2.3 The integration plan, engagement/communication plan and risk management plan were agreed at the Programme Board on 19th November 2018 and immediately submitted to the Council thereafter. A summary of these plans, attached as Appendix 1 for member consideration, confirms a merger of CultureNL Ltd and NL Leisure Ltd can be achieved by the target date of 1st April 2019, although it is acknowledged a range of financial, legal and system-related processes and decisions naturally fall to the new Board of Directors beyond the target date.
2.4 Members will wish to note that achievement of the target 1st April 2019 timeframe is also dependent upon the timely conclusion of a range of Council decisions and actions, the most noteworthy of which are clearly outlined for member information within the appendix 1 summary.
2.5 Achieving merged status by 1st April 2019 requires the initial contact in respect of Articles and asset transfers to take place with the Office of the Scottish Charities Regulator (OSCR) before the calendar year-end. However, the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005 require the Council as the sole shareholder of both entities to firstly approve these changes as Special Resolutions. To therefore enable legislative compliance and maintain merger momentum, it is recommended that the Special Resolutions pertaining to each of these organisations be considered at the Council meeting of 20th December 2018.
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3. Equality and Diversity
3.1 Fairer Scotland 3.1.1 CultureNL Ltd and NL Leisure Ltd contribute to the Fairer Scotland Duty by delivering services which aim to reduce inequalities of outcome and socio-economic disadvantage. Existing purposes include for example “promoting opportunities accessible to all”. The common mission identified for the merged entity - to seek to help the people of North Lanarkshire to flourish – reflects the spirit and intention of the Fairer Scotland Duty, but will be explored and assessed in more detail as the Programme Board finalises its Articles of Association over the coming months. 3.2 Equality Impact Assessment 3.2.1 Equality Impact Assessments will be carried out in line with Council Policy and The Fairer Scotland Duty assessment process noted above.
4. Implications
4.1 Financial Impact 4.1.1 The Terms of Reference agreed by all parties specify that the integration plan shall aim to deliver the minimum financial saving of £0.5m expected by the Council for financial year 2019-2020.
4.1.2 Notwithstanding this high-level assumption, the merged entity will also require a new Funding Agreement from the Council from financial year 2019-2020 onwards. This is reflected within the integration plan as an action for the Council to take forward following formal approvals of the revised North Lanarkshire plan and 2019-2020 Revenue Budget.
4.2 HR/Policy/Legislative Impact 4.2.1 The transfer of NL Leisure Ltd business to CultureNL Ltd will constitute a relevant transfer in terms of the Transfer of Undertakings (Protection of Employment) Regulations 2006 (‘the TUPE Regulations’). The integration plan which is summarised within Appendix 1, illustrates a range of activity, including Trade Union consultation, is scheduled from January 2019 onwards to ensure NLL employment contracts automatically transfer to CNL.
4.2.2 Consideration also needs to be given to the pension arrangements of NLL employees who can currently access schemes operated by the Strathclyde Pension Fund Office (SPFO) or National Employment Savings Trust (NEST). These considerations appear to be adequately covered within the integration and communication plans prepared by the Programme Board.
4.2.3 A variety of consents and approvals are required from existing Boards of Directors, OSCR and the Council to enable an integrated sport, culture and leisure services delivery vehicle to be operational by 1st April 2019. These are documented within the integration plan submitted to the Council. This clearly illustrates that in order to legally create a merged entity, documents such as the Asset Transfer Agreement and Assignation of Leases, Intellectual Property Rights (IPR) etc. must be executed by duly authorised signatories. Once this process has completed, an application to OSCR to remove NLL from the Charities Register can proceed.
4.3 Environmental Impact 4.3.1 There are no environmental impacts requiring member consideration at this time.
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4.4 Risk Impact 4.4.1 A range of risks which may arise from integrating service delivery, along with the probabilities, impacts and mitigating actions for each have been included within a joint Risk Management Plan. This Plan was approved by the Programme Board on 19th November, and will be monitored by the existing Board of Directors and management teams throughout the transition period.
5. Measures of success
5.1 The Council is satisfied the integration plan, and associated communication and engagement plan, have the capacity to effectively achieve integrated delivery by 1st April, and comply with the integration principles which were previously approved by the Policy & Resources Committee on 27 September 2018.
Business Relationship Manager
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2018
November 2/11 Programme Board established and delivering against guiding Terms of Reference 19/11 Mission, Vision and Ambitions of Integrated entity identified Integration plan, Communication plan and Risk Management Plan prepared and approved by Programme Board December 6/12 High-level timeline and required NLC actions/decisions considered by Policy & Resources Committee 20/12 Council to approve Special Resolution to transfer NLL undertaking to CNL NLC to confirm required Landlord approvals NLC to provide written guarantee in respect of Pensions Admission Agreement 22/12 CNL and NLL Boards formally accept NLC Special Resolution regarding transfer Finalisation of revised Articles of Association Decisions regarding assignation, amendment or termination of NLL contracts Identify NLL licence agreements to be transferred to CNL Notify OSCR of changes proposed in respect of CNL and NLL 2019
January 25/1 CNL/NLL Solicitors to prepare first draft legal documents CNL/NLL Boards to complete required Due Diligence Notice given in respect of NLL contracts to be terminated Required actions taken in respect of contract, licences and Intellectual Property Rights transfers Engage with SPFO and NEST regarding staff transfers and pension matters Compile staff transfer/TUPE list NLC to assign NLL leases to CNL NLC to assess Land, Buildings and Transaction Tax (LBTT) implications associated with transfer February 1/2 NLL to provide CNL with all employee-related information, e.g.: T&Cs, H&S 15/2 NLL to provide full employee transfer/TUPE list 28/2 NLC to provide draft Funding Agreement for merged entity NLC to prepare the Transfer Agreement in respect of NLL business and assets Inform customers of revised arrangements and seek any required GDPR consents Amend CNL Pension Admissions Agreement Communicate and consult with Trade Unions Consider future banking arrangements, contacting banks as appropriate March Ongoing communications with stakeholders and media 21/3 Progress report to Policy & Strategy Committee April 1/4 Formal transfers concluded, with integrated entity “live” 4/4 Council to confirm elected member appointments to integrated entity
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Page 86 of 156 AGENDA ITEM 8
North Lanarkshire Council
Report
Policy and Resources Committee
approval noting Ref: CJ/RM Date: 6 December 2018
Complaints Procedure for Community Councils
From: Archie Aitken, Head of Legal and Democratic Solutions Email: [email protected] Telephone: 01698 302295
Executive Summary
This report advises of the implementation of a Complaints Procedure in respect of Community Councils.
Recommendations
Committee is recommended to approve the proposed Complaints Procedure for Community Councils and the consultation exercise to be undertaken to seek the views and any representations from all active Community Councils within the Council area.
Supporting Documents
Council plan to 2020: Improving relationships with communities in the Third Sector.
Appendix: Draft Complaints Procedure
1. Background
The Local Government (Scotland) Act 1973 places a statutory duty on the Council to establish a Scheme for Community Councils; from time to time review the Scheme, and provide financial and administrative support to Community Councils.
2. Report
2.1. At a meeting of the Corporate Services Committee held on 12 August 2010 approval was given to proposals to amend the North Lanarkshire Scheme for Community Councils with the effect that the arrangements for monitoring conduct, the hearing of submissions and appeals, and the possible imposition of sanctions be undertaken by individual Community Councils, having regard to all of the local facts and circumstances. The revised Scheme was formally approved by the Council at its meeting held on 23 September 2010, and following conclusion of the consultation exercise undertaken at that time, the Scheme, the Code of Conduct of Community Councillors, the Model Constitution and the Model Standing Orders were formally adopted by the Council at its meeting on 24 March 2011.
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2.2. The Scheme outlines the general rules of Community Councils and Community Councillors, specifies areas where Community Councils are to be established, provides details as to the composition of membership, arrangements for the ordinary election of Members to the Community Council, including the co-option of Members, specific arrangements for AGMs and EGMs and makes a number of other general provisions as to their establishment, finance and dissolution amongst other things. However, it does not specify the course of action to be undertaken by the Community Council in the event of a complaint being received, any sanctions which may be imposed, or detailing the process for any individual who wishes to make a complaint against the Community Council.
2.3. Whilst it is not considered at this time that a review of the Scheme is necessary, reference is made within the Scheme and the Code of Conduct that all Community Councillors require to abide by the Code of Conduct and failure to do so may result in their suspension from the Community Council. There is no clear mechanism in place for this course of action to be taken.
2.4. It is therefore considered that, to assist the Community Council and any individual making a complaint against a Community Council or a Community Councillor, that a Complaints Procedure as detailed in the Appendix to this report be established.
2.5. The proposed Complaints Procedure would provide a two stage process to resolve complaints as undernoted:-
• Stage 1 – Frontline Resolution
Stage 1 is where the complaint can be resolved by the Community Council. If the Community Council is unable to resolve the complaint, it would then proceed to Stage 2 – Investigation.
• Stage 2 – Investigation
Stage 2 can deal with two types of complaint:-
• those that have not been resolved at Stage 1 by the Community Council, and
• those that are complex and require detailed investigation from the outset.
For the Stage 2 Investigation it is proposed that a Panel of five Community Councillors be appointed from Community Councils whose boundaries are not adjacent to the Community Council in question. It is the intention that those Panel Members will be trained in basic mediation and conflict resolution. The Panel will be entitled to impose specific sanctions and can make the following decisions:-
(1) Where the complaint is in relation to a Community Council:
• provide guidance in relation to the issue;
• offer mentoring, where appropriate;
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• provide training, where appropriate, and
• censure behaviour with a written warning to behave in accordance with the Code of Conduct contained in the Scheme for the establishment of Community Councils.
(2) Where the complaint is in relation to a Community Councillor's behaviour or actions:
• provide training, where appropriate;
• censure behaviour with a written warning to behave in accordance with the Code of Conduct contained in the Scheme for the establishment of Community Councils, and
• impose a suspension from Community Council meetings and activities for a period of time to be agreed by the majority of the Panel.
(3) In serious cases only (ie: criminal investigations or a breach of the Code of Conduct):
• by a unanimous decision of the Panel, that the Community Councillor be removed from the Community Council with immediate effect.
2.6. Following, approval of the proposed Complaints Procedure a consultation exercise will be undertaken with all active Community Councils, seeking their views and any representation. The consultation shall take place over a period of six weeks commencing on Monday, 10 December 2018 and to take cognisance of the Christmas period will conclude on Friday, 1 February 2019. On conclusion of the consultation a further report outlining any proposals or representations will be submitted to the next meeting of the appropriate Committee.
3. Equality and Diversity
3.1. Fairer Scotland
Not applicable.
3.2. Equality Impact Assessment
Not applicable
4. Implications
4.1. Financial Impact
There is no financial impact.
4.2. HR/Policy/Legislative Impact
There is no HR/Policy/legislative impact.
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4.3. Environmental Impact
There is no environmental impact.
4.4. Risk Impact
There is no risk impact.
5. Measures of Success
To support and assist Community Councils in procedural matters to deal with the receipt of a complaint.
Head of Legal and Democratic Solutions
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North Lanarkshire Council
Complaints Procedure for Community Councils
Page 91 of 156 Contents Introduction ...... 1 What is a Complaint? ...... 1 Who can complain? ...... 1 What can I complain about? ...... 2 What can’t I complain about? ...... 2 How do I complain? ...... 2 How long do I have to make a complaint? ...... 3 What happens when I have complained? ...... 3 Stage one – Frontline Resolution ...... 3 Process ...... 3 Stage two – Investigation by Panel ...... 4 Further Information Required ...... 5 When the Investigation Process Is Complete ...... 5 Following Decision of the Panel ...... 6 Contact Details : ...... 6 Quick guide to our complaints procedure ...... 7
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Introduction
Community Councils should aim to represent all people in the area without prejudice: they are non-party political and non-sectarian. They must call for nominations publicly and hold elections. Any person 16 years or over, resident in the Community Council boundary area, and included on the Electoral Register can be nominated to join their local Community Council.
Community Councils are regularly consulted by the local authority and public bodies on a wide range of issues which affect their area, such as planning, environment and health. All Community Council meetings are open to the public.
Complaints are sometimes made about Community Councils and about Community Councillors.
Community Council members must adhere to the Code of Conduct detailed in the North Lanarkshire Scheme of Establishment for Community Councils.
If you are dissatisfied or have concerns about the standard of service, actions or lack of action on the part of your Community Council or one or more of its members, these can be reported through the Community Council Complaints Procedure.
Please note that North Lanarkshire Council has a separate Complaints Policy to record and manage complaints by members of the public about Council services and this should not be confused with the Community Council Complaints Procedure.
What is a Complaint?
A Community Council complaint is an expression of dissatisfaction or concern by members of the public or members of the Community Council. This may be about the conduct, standard of service, actions or lack of action by a Community Council or its members.
Who can complain?
Anyone who may be affected by the Community Council can make a complaint. Sometimes you may be unable or reluctant to make a complaint on your own. Complaints may be brought by third parties as long as you provide evidence of consent from the complainant.
If you are under 16 and wish to complain, you may contact us yourself or if you would prefer; you can ask a trusted adult such as a parent, older brother or sister, or a guardian to contact us for you.
If you believe yourself to be a vulnerable adult, you may likewise wish to contact North Lanarkshire Council directly, or if you would prefer, you can ask someone you trust to contact us on your behalf.
The Community Council Liaison Officer can offer guidance on how to make your complaint if you would prefer.
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What can I complain about?
You can complain about things such as:
• Inadequate standard of service.
• Treatment by, or attitude of, a Community Councillor when dealing with a Community Council issue.
• Breaches of the North Lanarkshire Council Scheme for Community Councils.
• Financial irregularities and fraud (although there may ultimately be matters for the Police).
• Breaches of confidentiality.
• Misusing social media, email or letters for the purpose of personal and/or financial gain.
• Bringing the Community Council into disrepute.
This list is not exhaustive and your complaint may involve more than one issue.
What can’t I complain about?
There are some things we can’t deal with.
These include:
• Any decisions North Lanarkshire Council has made.
• A request for compensation on a decision the Community Council has made.
How do I complain?
All complaints relating to Community Councils and/or individual Community Councillors should be directed for the attention of the appropriate office bearer/s or member/s of the relevant Community Council in the first instance. If the complaint relates to the Secretary then contact the Chairperson and vice versa.
If you feel that it is not appropriate for the Community Council to deal with the complaint, you can contact the Community Council Liaison Officer for North Lanarkshire Council for guidance on how to proceed.
All complaints should be made formally in writing, or by email, providing:-
• Your full name, address and email, if applicable
• The nature of the complaint and the grounds which support it, including any available evidence
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How long do I have to make a complaint?
You must make your complaint within six months of the incident you want to complain about.
It is expected that most complaints will be submitted immediately or within two to three months from the date of the incident.
In exceptional circumstances, we may be able to accept a complaint after the time limit. If you feel that the six-month time limit should not apply to your complaint then please tell us why by writing to us.
What happens when I have complained?
Our complaint procedure provides two opportunities to resolve complaints:
• Stage one – Frontline Resolution
• Stage two - Investigation
Stage one – Frontline Resolution
We aim to resolve complaints quickly. This could mean an apology and explanation if something has clearly gone wrong. In such circumstances, steps will be taken to prevent such a problem re-occurring.
We will give you our decision at stage one in writing within seven working days or less, unless there are exceptional circumstances.
If we can’t resolve your complaint at this stage, we will automatically move it to the second stage which is an investigation; if we do this, we will write to you within seven working days acknowledging your complaint.
Process
1. The complaint should be made in writing to the Secretary or in person to the Chairperson of the Community Council
2. The Secretary will pass the complaint to the Chairperson, or another appropriate office bearer (if the complaint relates to the Chairperson)
3. The Chairperson will determine whether to uphold or not to uphold the complaint and issue a response to the complainant within a period of seven working days.
4. Where the Chairperson determines that the complaint is not upheld, the matter will be noted and no further action will be taken other than providing a response to the complainant.
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5. Where the Chairperson determines that the complaint is upheld, appropriate action will be taken to address and resolve the complaint. This could be an explanation of the circumstances or, where appropriate, an apology or a referral to Stage 2. In this instance where the matter is referred to Stage 2, the Chairperson will notify the Community Council Liaison Officer.
6. If your complaint is more complex and requires a more detailed investigation it will be escalated to Stage 2 of the Complaints Process. You will be notified in writing within seven working days.
7. If you are unhappy with the frontline resolution response you can ask us to consider your complaint at Stage 2 by contacting the Community Council or the Community Council Liaison Officer.
Stage two – Investigation by Panel
Stage two deals with two types of complaint:
• those that have not been resolved at frontline resolution; and
• those that are complex and require detailed investigation from the outset.
If the complaint has been referred from Stage 1, the Community Council Liaison Officer will have received the paperwork in relation to the complaint and will arrange that a Panel of five members, be convened to deal with the complaint. All investigation meetings will be held in private.
The Panel will not consist of members from Community Councils with adjacent boundaries to the Community Council that the complaint is about. When the complaint is from one Community Council about another, members of the Community Council will not sit on the Panel.
The Community Council or Community Councillor may be suspended at this point until a full investigation has taken place. It should be noted that a suspension is not an assumption of guilt; it is to enable all parties to gather materials regarding the complaint.
When conducting a Stage 2 investigation, the specially appointed Panel, with appropriate support from North Lanarkshire Council, will :
• Acknowledge receipt of the request for complaint investigation within seven working days;
• Where appropriate, meet with you to discuss your complaint to understand your dissatisfaction and what outcome you are looking for;
• Where the complaint is about a Community Council’s actions or decisions, the Panel will meet with the Officer Bearers of the Community Council to discuss the complaint and give them an opportunity to explain their position and to answer any questions, and
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• Where the complaint is about a Community Councillor, the panel will meet with them to explain the nature of the complaint and to seek their comments in relation to the complaint. The Community Councillor can be accompanied to the meeting by a friend or another Community Councillor to support them. Any person accompanying a Community Councillor will not be allowed to address the Panel but can offer advice or assistance to the Community Councillor.
Further Information Required
Where the Panel agree that a decision can be made using the evidence before them, based on the written submissions provided, they will make a decision.
When the Investigation Process Is Complete
The Panel will meet to determine the outcome of the investigation. They will decide whether to either uphold or not uphold the complaint and what sanctions if any should be applied.
Where the complaint is in relation to a Community Council , the Panel can make the following decisions:
• Provide guidance in relation to the issue.
• Offer mentoring where appropriate.
• Provide training where appropriate.
• Censure behaviour and issue a written warning to adhere to and behave in accordance with, the Code of Conduct as contained in the Scheme for the Establishment of Community Councils.
Where the complaint is in relation to a Community Councillor’s behaviour or actions , the Panel can make the following decisions:
• Provide training where appropriate.
• Following approval by the majority of the Panel, they may decide that the individual/s be suspended from attending meetings of the Community Council meetings and undertaking activities associated with the Community Council for a specified period of time.
• Censure behaviour and issue a written warning to adhere to and behave in accordance with, the Code of Conduct as contained in the Scheme for the Establishment of Community Councils.
Where the complaint is in relation to a serious matter (ie: Criminal Investigations or a breach of the Code of Conduct) the Panel can
• By a unanimous decision, decide that the Community Councillor be removed from the Community Council with immediate effect.
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Please note, however, that a complaint relating to a criminal offence may have to wait to be heard by the Panel until after the conclusion of any Police investigation and/or Court hearing.
Following the Decision of the Panel
The decision of the Panel is final. The complainant will be notified in writing, within 30 days of receiving the initial complaint, of the decision of the Panel (unless prior notification has been given that the complaint will take longer to resolve).
The Community Council Liaison Officer will be notified in order for them to action the sanction as agreed by the Panel. The Community Council Liaison Officer will monitor the complaints to enable them to identify common complaints and to implement training where required.
Contact Details :
Details of the Secretary of the Community Council in your area can be found online at : www.northlanarkshire.gov.uk or alternatively by contacting the Community Council Liaison Officer
Community Council Liaison Officer North Lanarkshire Council Windmillhill Street Motherwell ML1 1AB Tel: 01698 302340
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Quick guide to our complaints procedure
Complaints Procedure
• You can complain by email, in writing or in person to the Community Council or any of its members.
• We have a two stage complaints procedure – Frontline Resolution and Investigation Stages . We will always try to deal with your complaint quickly, but, if it is clear that the matter will require a detailed investigation, we will notify you on our progress.
Stage 1 – Frontline Resolution
• We will always try to resolve your complaint as soon as possible (within seven working days ).
• If you are unhappy with our frontline resolution response, you can ask us to consider your complaint as a Stage 2 Investigation.
Stage 2 – Investigation
• We will consider investigating your complaint at this stage if you are unhappy with
our response at stage 1. We also look at certain types of complaints immediately at this stage if it is clear that they are complex or require detailed investigation.
• We will acknowledge your request for investigation of your complaint within seven working days . We will give you our decision within 30 working days unless there is clearly a good reason for needing more time.
Further Information If you require any further information please do not hesitate to contact the Community Council Liaison Officer , North Lanarkshire Council, Windmillhill Street, Motherwell, ML1 1AB
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Page 100 of 156 AGENDA ITEM 10
North Lanarkshire Council Report Policy & Resources Committee
approval noting Ref RM/SP/HL Date 22 Nov 2018
Breastfeeding Support & Awareness
From Ross McGuffie, Interim Chief Officer, Health and Social Care Email [email protected] Telephone 01698 858 119
Executive Summary This report outlines the Council’s commitment to support awareness and engagement for breastfeeding across the North Lanarkshire area, the provision of facilities for employees who wish to continue breastfeeding on their return to work from maternity leave and provision in public-facing buildings to support breastfeeding.
Recommendations
1. Agree to the exploration of options outlined in paragraph 2.3 with a view to supporting increased levels of breastfeeding in the North Lanarkshire area and the provision of appropriate facilities. 2. Otherwise note the contents of the report.
Supporting Documents
Council business • Improve the health and care of communities. plan to 2020 • Improve the Council’s resource base.
Interim Chief Officer, Adult Health and Social Care
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1. Background
1.1 North Lanarkshire Council recognises the short and long term advantages of breastfeeding for both mother and baby and supports breastfeeding as the optimal infant feeding choice for all parents. However, breastfeeding rates in North Lanarkshire are low and NHS Lanarkshire are developing enhanced strategies to increase these rates.
1.2 The Council is keen, in partnership with colleagues in NHS Lanarkshire, to seek to encourage and support staff to continue breastfeeding on their return to work from maternity leave to maximise the full benefits (short and long term) of breastfeeding. There is a role for the Council to play in providing breastfeeding friendly facilities where possible in current buildings, and to include consideration of these facilities when refurbishing or commissioning new buildings. This report sets out recommendations to enhance support to employees, within an overall context of a series of actions which seeks to change the North Lanarkshire culture from one which is predominantly bottle to breast feeding.
1.3 The Council’s Diet and Nutrition Policy, which is currently being reviewed, includes a number of commitments to improving health and wellbeing, one of which is the lasting benefits of breastfeeding as a key intervention in improving children’s health. As part of the Personal, Social and Health Education (PHSE) programme, all secondary schools work in partnership with colleagues in NHS Lanarkshire to deliver breastfeeding awareness sessions to pupils in the senior phase (S4-S6). Sessions are delivered using a range of curricular resources including Breastfeeding: The Healthier Choice curriculum pack.
1.4 Community Learning and Development staff assist with the delivery of young parents groups, which aim to support young pregnant teenagers and young parents with all aspects of parenting including knowledge and practical skills to improve nutrition and infant feeding. Family Learning Centres support and promote NHS Lanarkshire’s Breastfeeding Welcome Scheme.
2. Report
2.1 In July 2018, the Scottish Government pledged an additional £2 million (in addition to the £2.3 million provided annually to NHS health boards to implement a range of breastfeeding support activities and interventions) to allow mums to be given more support to help them continue breastfeeding for longer. The additional funding was to be used by health boards and other partners to prevent or manage common issues, which can affect how long mums breastfeed. The investment aims to address the government’s commitment through its Diet and Healthy Weight Delivery Plan to reduce the drop off in breastfeeding rates at six to eight weeks after birth by 10% by 2025.
2.2 Breastfeeding rates in Scotland are monitored and published annually. A critical indicator is the percentage of babies still being breastfed at the 6-8 review by the GP. The timing of the 6-8 week review is important to consider as there is a known drop-off in breastfeeding rates with time i.e. breastfeeding rates decrease with increasing age of child at the review. Scottish Government statistics show that the Scottish average in 2016/17 was 40.8%, with North
Page 102 of 156 Lanarkshire showing the second lowest rate (of all 32 local authority areas) of 21.5%. Taking into account the known challenges around health, deprivation and poverty in areas of North Lanarkshire, the Council (as the largest local employer) has a key role to play in supporting promotion of breastfeeding in the organisation and wider local area.
2.3 A multi-strand approach to the promotion of breastfeeding in the organisation and the position of North Lanarkshire as an area of high breastfeeding engagement is recommended. The following actions will be explored with a view to implementation as soon as practicable.
2.3.1 Employees returning to work from maternity leave will be encouraged to continue breastfeeding through the provision of appropriate facilities and access to flexible working arrangements in line with the Council’s Smarter Working Policy.
2.3.2 To support the culture challenge associated with increased breastfeeding, the Council will explore further opportunities with NHS Lanarkshire to incorporate breastfeeding awareness into the education curriculum from nursery through to secondary school with a view to bringing about increased change in culture and attitudes to breastfeeding.
2.3.3 Consideration will be given at the design stage to appropriate breastfeeding facilities for new construction projects, including those linked to the planning process for the proposed £500million community investment fund. Similarly, breastfeeding facilities will be considered as part of any refurbishment of Council premises.
2.3.4 The Council will work with its ALEOs to encourage engagement with NHS Lanarkshire with a view to promotion and provision of suitable facilities.
2.3.5 The Council will promote breastfeeding facilities to internal and external audiences where those facilities are currently in place. In addition, Corporate Communications will work with colleagues in NHS Lanarkshire to share promotional messages through the Council’s channels.
2.3.6 The Council’s Diet and Nutrition policy is currently under review. The Council will ensure that the promotion of breastfeeding is given appropriate emphasis within that policy.
3. Equality and Diversity
3.1 Fairer Scotland Low levels of breastfeeding are linked to a range of socio-economic factors including areas of deprivation, lack of knowledge and difficulty in continuing to do so while managing a need to return to work. Encouraging and supporting breastfeeding is recognised as an important public health activity. There is good evidence that breastfeeding in infancy has a protective effect against many childhood illnesses. Other probable benefits include improved cognitive and psychological development, and a reduced risk of childhood obesity. There is evidence that women who breastfed have lower risks of breast cancer, Type 2 diabetes, epithelial ovarian cancer and hip fracture later in life. The proposed approach supports the Council’s responsibility to reduce socio-economic disadvantage.
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3.2 Equality Impact Assessment An equality impact assessment has been completed.
4. Implications
4.1 Financial Impact The law requires that an employer provides an appropriate facility (both rooms and refrigeration equipment) for employees to breastfeed. While it is likely that existing facilities are available in all larger buildings, there are likely to be costs associated with providing such facilities in some Council buildings.
4.2 HR/Policy/Legislative Impact The Maternity Policy will be updated to outline the Council’s commitment to mothers who wish to breastfeed/express milk during working hours.
4.3 Environmental Impact There is no environmental impact.
4.4 Risk Impact The associated risks lie with inaction. North Lanarkshire is currently very low in terms of breastfeeding rates – this continues to reinforce poor health outcomes in some areas.
5. Measures of success
5.1 Improved breastfeeding levels in the North Lanarkshire have the potential to lead to positive health benefits, as outlined above. Support for our employees will continue to reinforce North Lanarkshire Council’s role as an exemplar employer.
Page 104 of 156 AGENDA ITEM 11
North Lanarkshire Council Report Policy and Resources Committee
approval noting Ref FW Date 06/12/18
Workforce for the Future – Progress Update
From Fiona Whittaker, Head of People and Organisational Development Email [email protected] Telephone 01698 302350
Executive Summary The purpose of this report is to provide Policy and Resources with a progress update of the Council’s workforce strategy and associated programme of work following the approval earlier this year of the Workforce for the Future report (Enterprise and Housing Committee, February 2018).
The previous report contained a detailed analysis of the Council’s current and emerging workforce challenges and set out a list of five strategic workforce priorities and linked programmes of work designed to build its future workforce capacity and capability.
Importantly, the Workforce for the Future strategy is also aligned to the wider workforce and employability challenges which exist across North Lanarkshire as a whole. This recognises that the Council has a broader social purpose, not only to provide employment and growth opportunities for its own workforce, but also to enable routes to meaningful employment and social mobility for all residents of North Lanarkshire throughout the lifecycle of their career linked to our wider economic aspirations for inclusive growth.
This means that our future programme of work around our Workforce for the Future will increasingly encompass a wider scope of activity focused on increasing the Council’s impact on creating inclusive job growth, removing barriers to employment and providing sustainable positive destinations for all. This includes urgent work required to review, refocus and better align our existing provisions and service offerings around developing the young workforce, apprenticeships, supported employment and employability as a whole aligned under the themes of We ASPIRE - A Shared Ambition for North Lanarkshire.
Significant progress has been made in delivering the first phase 2017/18 programme of work set out under Workforce for the Future. The work delivered to date has been detailed under each of the five strategic workforce priorities and for ease of reference, an up to date summary of North Lanarkshire’s current and emerging workforce challenges has also been included in at the beginning of the report.
Going forward our Workforce for the Future strategy and ongoing programme of work will be fully aligned under We ASPIRE - A Shared Ambition for North Lanarkshire, as set out in the Chief Executive’s report to Policy and Resources in September 2018. A fuller report setting out the planned 2019/20 second phase programme of work to support this is currently in development.
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Recommendations It is recommended that Committee:
• Note the excellent progress made against the Workforce for the Future commitments set out in the February 2018 report.
• Endorse the future direction and continuation of this strategy and programme of work to drive meaningful progress in building a Workforce for the Future across North Lanarkshire.
Supporting Documents
Enterprise and Housing August 2017 report to Enterprise and Housing Committee. Resources - Our Ambition Workforce for the Future February 2018 report to Enterprise and Housing Committee. We Aspire – A Shared September 2018 report to Policy and Resources. Ambition for North
Lanarkshire
Appendix 1 Map of existing DYW and employability provision.
1. Background
Summary of current and emerging workforce challenges 1.1 The Workforce for the Future report, approved by Enterprise and Housing Committee in February 2018, set out a full internal and external analysis of the workforce challenges facing both the Council itself and prevalent across the wider labour market within North Lanarkshire. 1.2 To provide full context to this report, a summary of the current and emerging workforce challenges is included below. This reflects the most up to date labour market and regional skills assessment statistics for North Lanarkshire including Skills Development Scotland’s regional skills assessment.
Workforce demand challenges 1.3 Current forecasts indicate that around 90% of job openings in North Lanarkshire over the next 10 years are predicted to come from replacement demand rather than expansion growth with job density levels staying below the Scottish average. 1.4 It is expected however that jobs currently forecasted as replacement demand will be heavily impacted by digitisation and therefore the skills of individuals taking up these roles will be very different and the nature of the demand will change. 1.5 The key sectors where job expansion is predicted to occur are in construction trades, health and social care, professional, scientific and technical and admin support, however many of these sectors are already experiencing pressures on available skilled labour with the impact of Brexit expected to exacerbate the problem.
Page 106 of 156 1.6 North Lanarkshire is forecasted to see a significant increase in single parent households over the next 10 years and this, coupled with the ongoing introduction of Universal Credit, is likely to drive an increased demand for more flexible work options and jobs with fixed or reduced hours. 1.7 We are currently working to build a more accurate picture of employer demand across North Lanarkshire and we hope to have an initial picture of this by May 2019. Thereafter this type of profiling will become a core part of our employability strategy, ensuring that we work more closely with employers to continually assess and support their needs as part of a demand led employability approach.
Workforce supply challenges 1.8 The Council’s own workforce has an aging demographic with an average employee age of 50 and an average length of service of 15 years; this mirrors the wider position in North Lanarkshire which is predicted to see a 7% decline over the next 20 years in available working age employees as the population ages. 1.9 In 2017/18 the Council lost around 3% (450 staff) of its workforce through retirement and redundancy. Around 54% (242 staff) of these were due to retirement and we expect that this level of depletion will continue and potentially increase in future years, particularly as DigitalNL progresses. 1.10 North Lanarkshire, has levels of productivity which are 3% lower than the Scottish average and maintaining a skilled and motivated workforce remains a challenge for many of our employers. 1.11 The proportion of individuals holding qualification levels at equivalent NVQ4 and above is around 10% lower than the rest of Scotland and we continue to see around 14% of 16-19 year olds leave school with no formal qualifications. 1.12 We have seen a continued trend in the outward migration of higher skilled professionals, who relocate or commute to areas which offer better career progression; this reflects the Council’s own ongoing challenges for hard to recruit technical and professional roles such as planners, quantity surveyors, architects and roads engineers.
Skills & employability challenges 1.13 Despite good levels of employment, above the Scottish average, North Lanarkshire’s “low skills, low wage” labour market still promotes high levels of “in work” poverty with limited meaningful skills development or career progression for the majority. 1.14 The apprenticeship levy and other government skills funding mechanisms remain difficult to access for employers and there is not enough focus on using this funding to incentivise organisations to provide entry level roles and “work to learn” progression opportunities with lower than expected uptake of apprenticeships at all levels. 1.15 The wider education sector in North Lanarkshire is not fully aligned to current employer demand or forecasted employment growth in key sectors, and there are challenges in providing the skills offerings and apprenticeships the Council and other employers need to build a workforce for the future.
Page 107 of 156 1.16 The broader landscape of employability providers, resources and partner agencies across North Lanarkshire remains too fragmented and not fully aligned to employer demand. This means that there is an urgent need for a shared vision and stronger partnership working between the relevant parties to address collective challenges and improve outcomes.
Our Workforce for the Future Strategic Priorities 1.17 In February 2018 the Council agreed its Workforce for the Future Strategy and a framework of five strategic workforce priorities which underpins our workforce strategy over the next 3-5 years. 1.18 Our strategic priorities are focused on addressing the predominant workforce issues and challenges we face, both internally to the Council and across North Lanarkshire as a whole. 1.19 This includes making meaningful progress around the renewal and development of the Council’s own workforce, through building and progressing talent, and a full review and realignment of our wider workforce and employability provisions which impact across North Lanarkshire as a whole. Our strategic priorities are:
Priority 1- Ambition Supporting the successful delivery of all significant workforce changes which are aligned to the councils Ambition (now under We Aspire - A Shared Ambition for North Lanarkshire) including significant service re- structures, growth ambition in Enterprise and Housing, the delivery of the 1140 Nursery Expansion, and the full delivery of the Council’s DigitalNL programme of work.
Priority 2- Renewal
Proactively driving the renewal and regeneration of the Council’s workforce through detailed retirement planning, talent development, new talent recruitment and increased investment in apprenticeships and building career pathways for critical future skills. Priority 3- Development Significantly increasing the Council’s workforce development capability, delivering quality learning and skills programmes at all levels, growing a pipeline of future leaders and skilled officers and providing opportunities for internal development and progression. Priority 4- Contribution Measurably increasing productivity and building employee contribution by tackling absenteeism, introducing effective policies, offering recognition and reward, focusing on meaningful employee engagement and promoting health, safety and employee wellbeing. Priority 5- Impact Improving the Council’s impact on the employability performance of North Lanarkshire as a whole, working collaboratively with other services across the Council and building stronger partnerships with employers, regional skills bodies, further education providers and other delivery partners in the wider employability sector.
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2. Report
Priority 1 - Ambition
2.1 A number of service restructures and workforce changes have been delivered since February 2018 and these include:
• A full plan agreed for building the workforce needed to support our 1140 Nursery provision expansion, focused on the development of internal staff to fill roles. • A second deeper phase of service level workforce planning and profiling underway and due to be complete by end December 2018 to inform the Workforce for the Future programme for 2019/20. • An ongoing review of shift working patterns in our Adult Health and Social Care service to improve service efficiency and care outcomes. • Plan for Sheltered Housing review in Housing Solutions. • The ongoing roll out of our DigitalNL programme including successful recruitment into critical programme delivery roles and planning underway for staff development in digital skills including Digital Leadership skills for Senior officers and Elected Members. • The successful delivery of complex workforce changes relating to Street Scene. • Recruitment of two new Heads of Service into Education and Infrastructure. • Integration of the Customer Contact Centre into Enterprise and Housing including a full workforce review and skills mapping exercise. • Support for the implementation of phase 2 structure changes to be undertaken following WE-Aspire.
2.2 Our 2019/20 focus will be on supporting the full realignment of services We ASPIRE, the ongoing delivery of 1140 Nursery expansion and DigitalNL strategy and recruitment into key strategic roles needed to support these programmes of work.
Page 109 of 156 Priority 2- Renewal
2.3 A presentation was made at Enterprise and Housing Committee in February 2018 relating to the Council’s plan to encourage existing staff to undertake Graduate level Apprenticeships to promote career progression and close skills gaps in key professional areas. We are delighted to report that 24 of our own internal staff have now embarked on 4 year degree programmes including business management, construction and the built environment, and software development, in partnership with the University of Strathclyde, University of the West of Scotland and Glasgow Caledonian University. 2.4 Additionally, we are currently in discussion with the Housing Property team to establish two new Quantity Surveyor positions with a view to recruiting external trainees who will then join us and undertake a 4 year graduate apprenticeship programme to qualify as a Quantity Surveyor. This is a significant step toward building stronger internal talent pipelines for roles which are critical to our future ambition and we are looking to extend this approach to other professional positions which we struggle to recruit for such as Roads Engineers. 2.5 The Council’s other apprenticeship programmes for 2017/18 saw 133 Modern Apprentices take up placements across Council services and 144 Foundation Apprenticeships offered to pupils across 16 North Lanarkshire schools. 2.6 Finally, since our Ambition recruitment brand was developed in early 2018, we have placed 128 adverts to fill 269 posts at NL10 and above, resulting in 187 hires to date and the remainder ongoing. A large proportion of these have been roles required to support Digital NL and the Housing Growth Ambition in Housing with 59% of appointees coming from internal hires, creating internal promotion opportunities and the remaining 41% from external hires.
Priority 3- Development
2.7 Our Council wide learning academy was launched at the end of August under our LearnNL branding, with a range of new high quality development and leadership programmes now available to staff and supported by the new i-Trent training module which offers full online course booking capability. 2.8 This includes three new ASPIRE Leader Development Programmes which were launched in September 2018 – Foundation, Fundamentals and Influential Leaders. 3 cohorts of 35 participants have already been nominated by the services and a further 20 individuals have been agreed for early 2019. 2.9 The Council’s Leadership Framework and Training provision for Teachers and Head Teachers has been fully integrated into the new LearnNL platform. 2.10 Across the Council, 34,274 hours of training have been delivered since April 2018 with 54,131 hours on plan by March 2019. 2.11 Project Management training has been delivered to over 450 staff with a further 10 individuals piloting a PDA (professional accreditation) in Project Management to deepen expertise.
Page 110 of 156 2.12 We continue to support the services in building professional qualifications in areas such as Home Support with over 57% home support workers now qualified to NVQ2 level as required by the SSSC and we are well on track to achieve this by the required date in 2021. 2.13 In 2018 we successfully applied for and fully invested the Scottish Government’s £10k Flexible Workforce Development Fund to provide upskilling opportunities for staff in the services including critical Health and Safety Training for managers in Waste services. The available figure for 2019/20 will be £15k and we are in the process of identifying areas which would benefit from using this fund, including DigitalNL. 2.14 We are piloting the use of a new external CeED (Centre for Engineering, Education & Development) strategic leadership programme with 4 participants from across 3 services. The programme is the first of its kind in Scotland and provides low cost access to business and strategic management education for senior officers. 2.15 We have introduced a number of new team effectiveness tools for managers and have worked with teams across the council, facilitating over 100 workshops with locality based and corporate teams focused on areas such as purpose, values, behaviours and team performance.
Priority 4- Contribution
2.16 The Council launched its employee wellbeing and reward platform NL Life in June 2018 and this encompasses both the Work Well NL and Rewards and Recognition NL offering for employees. 2.17 Our Rewards and Recognition NL programme has proved to be very popular with 3,934 users of NL Life and 13,483 visits to the discounted shopping page since launch in the summer, with £26,710 cash back spend and £22,500 gift card spend, and we expect to see increased usage over the Christmas period. 2.18 The introduction of our new Work Well NL brand in June has also seen good uptake, with 410 health checks booked by employees since June and other services such as the expansion of our physiotherapy services proving very popular. 2.19 In terms of employee engagement, a rolling programme of Investors in People (IIP) assessments is underway to across the Council to enable us to measure and enhance employee engagement. These will take place over a three year period to underpin our current staff engagement plan and they will include all services in consolidating our previous silver accreditations in Housing and Social Work towards full council IIP recognition by 2020. 2.20 A range of new policies have been developed and approved at committee in 2018 and these include Smarter Working Policy, Code of Conduct, and an increase in paid Paternity Leave up to 4 weeks for new fathers. New policies on Drugs and Alcohol Testing and Managing Workforce Change, encompassing recruitment, retirement (including flexible retirement), redundancy and redeployment are also due for implementation in early 2019.
Page 111 of 156 2.21 The Council’s Health and Safety policy was also reviewed and agreed with CMT in August and this will be shared with Audit and Scrutiny panel in December. The development of a Health and Wellbeing Strategy is underway and this will focus on key matters relating to staff health and wellbeing including further campaigns to address incidences of violence against staff. 2.22 Our continued focus on managing absence within the Education service has resulted in an 11% decrease in teacher absence, and we expect this to be reflected in an improved position for North Lanarkshire against the Scottish average which will be published as part of the Local Government Benchmarking Framework in early 2019. 2.23 Additionally we are continuing to focus on working with the services to improve our position on absence for non-teaching employees, targets have been agreed with each of the services for 2019/20 and this will be supported by a focused plan and additional support resources in to accelerate our progress in this area over the next 12 months. 2.24 Finally, our Employee Service Centre have also worked with the Services to develop improved absence and overtime reports for managers, and these will be used as part of a wider focus on absence and to assist in identifying problem areas which need to be addressed.
Priority 5- Impact 2.25 Members are asked to note that a detailed report on the Family Firm was shared with Policy and Resources Committee in October, setting out the Council’s agreed approach for providing career development opportunities for our looked after and accommodated children.
2.26 Good progress has been made on our Family Firm work over the last 6 months and the learnings have enabled us to plan for a wider focus in the coming year on enabling increased employment opportunities for other groups of individuals who are furthest from the labour market
2.27 Included in this work is a renewed focus on the Council’s commitment to being a Disability Confident Leader, and we are currently working with our Supported Employment Service to provide an increased number of opportunities within the Council for young people with disabilities and other barriers to gaining employment.
2.28 A first stage appraisal of the Council’s current Employability and Developing the Young Workforce (DYW) provision was undertaken by a cross service team from the Education, Enterprise and Talent and Organisation Development services. The first phase of this review has identified that the provision in this area is comprehensive but somewhat fragmented and it may not be fully delivering the outcomes the Council is seeking as part of its future ambition. An initial map of the review of the current provision is attached in Appendix 1.
Page 112 of 156 2.29 A more comprehensive review of these activities is now underway led by an Employability Steering Group; this will be chaired by the Head of Communities in partnership with the Head of People and Organisational Development and will involve representatives from the Education and Families and Enterprise services. 2.30 The primary focus of this group will be to review and ultimately re-engineer our existing employability and DYW provision, with a focus on key outcomes relating to employability and improving sustainable positive destinations, particularly for post school 16 to 25 year olds, and addressing the wider employability and skills gap which is prevalent in our current labour market across North Lanarkshire. 2.31 A key focus for the steering group will be on driving improvements across the 3 core pillars of employability, namely Workforce Demand, Workforce Supply and the quality of Skills and Employability provision currently in place across North Lanarkshire. 2.32 Included within this will be work urgently needed to create stronger direct engagement with Employers around their workforce and employability needs and challenges, and driving improved partnerships and alignment between Skills Development Scotland, skills development providers and the Further Education Sector as a whole. 2.33 Outcomes from the Steering Group, including our plan of work for 2019/20 will be fully shared with Elected Members in early 2019, with regular update reports as this work progresses.
3. Equality and Diversity
3.1 Equality Impact Assessment and Fairer Scotland All equality impact assessments have been completed where required.
4. Implications
4.1 Financial Impact We continue to focus on maximising our drawdown of funding through the Apprenticeship Levy and the Scottish Government’s Flexible Workforce Development Fund to ensure best value for the Council.
4.2 HR/Policy/Legislative Impact There are a number of Council wide impacts on existing HR Policies and processes. These have been fully managed in accordance with agreed procedures any change subject to assessment and Committee approval.
4.3 Environmental Impact No environmental impact
Page 113 of 156 4.4 Risk Impact Our continued focus on Workforce for the Future strategy is designed to mitigate current and future workforce risks for the Council.
5. Measures of success
5.1 Ongoing measurable progress on renewal of the Council’s workforce through retirement planning and enhanced plans for training and apprenticeships. 5.2 Increased employee flexibility, productivity and engagement across the Council creating better capacity and outcomes for current and future service delivery. 5.3 Full alignment of the Council’s Developing the Young Workforce and Employability provision to drive better outcomes on around employability in line with We Aspire – A Shared Ambition for North Lanarkshire.
Fiona Whittaker Head of People & Organisational Development
Page 114 of 156 Employability & Developing the Young Workforce Appendix 1 ‘As is Map of Provision’ Community learning and development hubs Foundation Apprenticeships Young Scotland Programme [120 pupils across 23 schools] [internally funded career development opportunity] Key: Community alternatives Graduate Apprenticeship programme [working with young people age 11-16 who [currently an internal programme offering career development to staff] are at risk of (or are) being looked after & Modern Apprenticeships Restorative justice projects disengaging from learning or school] [169 placements over 16 [incl. vocational skills development to integrate NLC Seven day centre subjects] offenders back into society] [vocational skills in car maintenance for Family Firm programme young people aged 15-16 at risk of [placement & training for looked entering a negative destination after young people 16-29 yrs] Developing the young workforce programme Project Ability [to ensure young people experience the 10 entitlements as part [placement & training for young of the national career education standard – various initiatives] people with disabilities or mental health issues] School employer partnerships incl. NLC [every secondary school through DYW lead] Supported Employment [employment for young people & adults with disabilities or mental health issues] Work placements [senior phase young people gaining Project Search work related experiences] [placement & training Inward investment - NLW programme for 18-24 years with [new employers or NL existing Promoting public sector working disabilities] employers looking to grow & create [interactive 1-hour sessions for S2 pupils delivered by S5/6 employment] volunteers] Prospects for you – North Lanarkshire workings [Unemployed residents] Business Gateway Princes Trust Get Ready for work week Working matters – City Deal pilot programme [prospective entrepreneurs and Achieve conferences existing businesses, help start up] [targeted groups with [Long term unemployed with health matters] [c.224 young people at risk of Inward investment - SDI multiple barriers at risk entering a negative destination] SERI funding of entering a negative [recruitment incentive for [attract businesses & investors to destination] Activity agreements private employers] set up in North Lanarkshire] [bi-annual programme for young Positive returns pilot programme Business transformation fund Dragons Lair people at risk of entering a [working with 10 women returners who have been out of the labour market for c.18 [help existing businesses to grow & [S3 pupils across 16 negative destination] months] create employment] schools. Promotes CARE academy entrepreneurship & self Access to opportunities pilot programme Business loans Scotland [target senior phase pupils across employment as career [support for homeless residents, aligned with employability & skills services] [help existing businesses to grow & 9 schools into H&SC careers] create employment] DYW bootcamp choices] EAST (employment academy supported training) pilot programme [training sessions for School college partnership [targeted support for up to 25 people with convictions. Working with 12 men about to Supplier development Primary schools to aid North Lanarkshire skills academies leave Addiewell prison to support them into employment or further education] programme development of DYW [targeted young people to gain vocational skills or qualifications in 1140 hours programme activity [help existing businesses to grow & curriculum] growth sectors] Page 115 of 156 [full details TBC] create employment] Primary education S1-4 pupils S5-6 senior phase pupils Post school 16-25 yrs 26-50 50+ Prospective businesses
Page 116 of 156 AGENDA ITEM 12
North Lanarkshire Council Report Policy & Resources Committee
approval noting Ref PH/TM Date 24 October 2018
Review of 2018/2019 Budget Savings
From Paul Hughes, Head of Financial Solutions Email [email protected] Telephone 01698 302275
Executive Summary This report provides Committee with an update on the achievement of financial savings as approved as part of the 2018/19 budget as at 12 October 2018 (Period 7).
The 2018/19 budget incorporates £20.017m of approved savings. It is currently anticipated that £15.750m (79%) of savings will be delivered by the financial year end, with a further £3.060m (15%) in place for the beginning of 2019/20. The balance of £1.207m (6%) is currently under review.
Recommendations It is recommended that the Committee approve the contents of this report.
Supporting Documents Appendix 1 Review of 2018/2019 Budget Savings Exceptions Report P7
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1. Background 1.1. The 2018/19 Local Government Finance Settlement revealed a like for like cash reduction of £9.725m for the Council. This combined with cost pressures as highlighted in the Long Term Financial Plan resulted in a significant budget gap for the financial year.
1.2. Action was identified by the Council in order to minimise this gap including: base budget adjustments of £10.914m; Transformation Savings of £2.500m; workforce changes of £0.950m and previously approved savings of £3.045m. In addition, the Council approved a one-year savings target of £2.608m on 23 February 2018 resulting in a total savings target for the year of £20.017m.
1.3. This report summarises the overall progress in achieving the approved savings as at Period 7 ending 12 October 2018.
2. Report 2.1. Current Position 2.1.1. The Council approved a one-year savings target of £2.608m on 23 February 2018. In addition to this, action already identified totalling £17.409m supports the overall position, resulting in total savings for the year of £20.017m being removed from the 2018/19 revenue budget.
2.1.2. Services are required to monitor the delivery of their target savings to ensure they remain within their approved budgets and provide periodic progress updates within individual Service revenue monitoring reports, identifying alternative solutions to any in-year shortfall envisaged. In addition, Services are required to monitor whether the original approved saving has been implemented and if not, provide an explanation along with alternative action required to ensure the recurring financial saving will be achieved going forward.
2.1.3. As at period 7, it is anticipated that £15.750m (79%) of approved savings will be achieved in the current financial year, leaving an in-year savings gap of £4.267m. Management have identified action to fully address this short fall in-year including control of vacancies, divisional underspends elsewhere and curtailment of spend in other budget lines.
2.1.4. It is expected that £3.060m (15%) savings identified as not achievable in the current year will be in place for the beginning of the new financial year. A full list of these savings is provided as appendix 1 to the report.
2.1.5. A balance of £1.207m (6%) remains as a potential recurring savings gap however alternative action to address £0.117m of this has been identified with considerations still ongoing for the remaining £1.090m. Further updates will be provided within future Council revenue budget monitoring reports.
2.2. Potential Recurring Savings Gap 2.2.1. Table 1 below provides a summary of the anticipated recurring savings gap as at period 7.
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Anticipated Recurring Savings Gap £000 Infrastructure Digital NL Initiatives 600 Asset Management Rationalisation 117 ICT Contracts Review 85 Rationalisation of Systems 50 Review Of ICT Applications 95 Review of Management & Staffing (Support Solutions) 50 Education, Youth and Communities Corporate Communications & Digital Learning Review 95 Corporate Communications & Digital Learning Structure 80 Review Advertising Income 35 Total 1,207 Table 1 2.2.2. Infrastructure A potential recurring saving of £0.600m has been identified in relation to Digitisation however there are plans in place to replace these in 2019/20 through review of targeted areas such as Customer Services, Council Tax, Benefits Administration and e-invoicing.
2.2.3. Due to delays in property utilisation, the Asset Management Rationalisation saving of £0.478m has only been part implemented during 2018/19 and the Service have identified that whilst management action has been taken to offset the in-year financial affect, potentially £0.117m will not be made on a recurring basis. The Service intend to identify a full programme of property savings by the end of the financial year to ensure this saving is met going forward.
2.2.4. In addition to this, total savings of £0.230m in relation to ICT are considered no longer achievable. Currently there are no sustainable plans in place to ensure a recurring saving is made however, there is an opportunity to explore this further as part of the Digital NL business plan in December.
2.2.5. The service have also identified a potential recurring savings gap of £0.050m relating to the review of Management and Staffing within Support Solutions and have advised that whilst there are no firm solutions in place the service has advised that it is continuing to explore permanent solutions.
2.2.6. Education, Youth and Communities Total savings of £0.175m in relation to Corporate Communications reviews have been delayed with no firm course of action agreed to ensure they are achieved on a recurring basis. Financial Solutions is currently working with the Head of Corporate Communications on a plan to address this.
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2.2.7. Similarly, there will be a recurring savings gap of £0.035m in Advertising Income which will also be addressed through this plan.
3. Equality and Diversity 3.1 Fairer Scotland 3.1.1 There is no specific impact in relation to Fairer Scotland.
3.2 Equality Impact Assessment 3.2.1 There is no specific Equality Impact Assessments required.
4. Implications 4.1. Financial Impact 4.1.1. There is currently a potential recurring savings gap of £1.207m which requires to be addressed. Without sustainable plans the non- achievement of these savings will result in an ongoing financial burden to the Council. As detailed in the report, Services are in the process of identifying the best course of action and building this into their operation plans going forward.
4.2. HR/Policy/Legislative Impact 4.2.1. There are no HR Policy or Legislative impact resulting from the contents of this report.
4.3. Environmental Impact 4.3.1. There is no environmental impact linked to this report.
4.4. Risk Impact 4.4.1. There are no significant risks linked to this report.
5. Measures of Success N/A
Paul Hughes Head of Financial Solutions
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Appendix 1: Review of 2018/19 Budget Savings – Exceptions Report P7
Gap in Recurring Target Value Approved Saving Approved Savings Further Comments Value Deliverable Savings Gap £000 £000 £000 £000 Chief Executive Service Savings gap addressed through other underspends. Review of Civic Centre Facilities 64 0 64 0 Service currently investigating alternative savings options Management for future years. Infrastructure Timing delay in property rationalisation, £312k of property savings have been identified in 19/20 – 20/21 leaving a Asset management rationalisation 478 49 429 117 current shortfall of £117k. The Service will identify a full programme of property savings by the end of the financial year. Identification of systems. The service will build the gap into Rationalisation of systems 75 25 50 50 operation plans.
Identification of overlapping applications. The service will Review of ICT applications 95 0 95 95 build the gap into operation plans. Timing delays account for £41k whilst delays in identifying Review of Management and Staffing posts makes up the remaining £49k. Management and 200 109 91 50 (Support Solutions) support posts continue to be reviewed to address the recurring gap. Re-profiling of vehicle lease end dates based upon updated Review of Fleet 996 449 547 0 procurement information. Other service underspends will cover the gap this financial year.
Timing delay in implementing scheme. Other service Salary sacrifice 33 17 16 0 underspends will cover the gap this financial year.
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Timing delay in VRS process. Vacancies and management Workforce changes 18/19 75 47 28 0 action will cover the in-year savings gap. Timing delay in implementation of LED lamp replacement Streetlighting 100 0 100 0 programme. Management action to reduce payments to road contractors will cover the in-year savings gap. Timing delays in VRS process. Other service underspends Review Pest Control 20 11 9 0 will cover the gap this financial year. Review of Consumer Advice provision Timing delays in VRS process. Other service underspends 73 59 14 0 within Trading Standards will cover the gap this financial year. Delay in identifying systems. Housing Benefit overpayment ICT contracts review 85 0 85 85 recovery will cover the in-year savings gap with the service building the recurring gap into operation plans. Timing delay in commencement of procurement changes. Procurement 543 303 240 0 Vacancies and management action to reduce central repairs spend will cover the in-year savings gap. Delays in identifying digital projects deliverable in 2018/19. Housing Benefit overpayment recovery/other service Digital NL Initiatives 600 0 600 600 underspends will cover the in-year savings gap. The service will build the recurring gap into operational plans. Implementation of LED lamp replacement programme delayed. Savings gap for this financial year will be covered Investment in Street Lighting 205 0 205 0 by management action to reduce payments to roads contractors. Timing delays in VRS process/reduction of fleet vehicles. Review of HWRC Sites 215 97 118 0 Other service underspends will cover the gap this financial year. Review of Environmental Health & Trading Timing delays in VRS process. Other service underspends 286 127 159 0 Standards Establishment will cover the gap this financial year. Externalise the supply and installation of Timing delays in VRS process. Other Land Management 105 50 55 0 floral features and associated plants savings will cover the gap this financial year. Education Youth & Communities Timing delay in relation to staff reductions, all post holders have now left the relevant posts. Shortfall will be supported Workforce Changes 23/01/18 428 330 98 0 from underspends within other Service areas and an alternative post identified for deletion.
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This cohort of staff are being retrained to take on posts linked to the expansion of early years. Non achievement of Review of School Support Functions - 1,110 56 1,054 0 saving reflects timing delay of placing staff in these new Classroom Assistants posts. Shortfall supported from school carry forward and underspends within Early Years. Savings target identified has not been achieved via staffing reductions, a further review of staffing and operations is Corporate Communications and Digital currently being undertaken. Shortfall supported from 95 0 95 95 Learning Review underspends within other service areas and alternative savings options identified from operational budgets and management action. Savings target identified has not been achieved via staffing reductions, a further review of staffing and operations is Corp Communications and Digital Learning currently being undertaken. Shortfall supported from 80 0 80 80 Structure Review underspends within other service areas and alternative savings options identified from operational budgets and management action. Timing delay in relation to income generation. Shortfall Advertising Income 100 65 35 35 supported from underspends within other service areas and management action. Total 6,061 1,794 4,267 1,207
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Page 124 of 156 AGENDA ITEM 13
North Lanarkshire Council Report POLICY & RESOURCES COMMITTEE
approval noting Ref EK/ KS/ RM Date 6 December 2018
5 YEAR MEDIUM TERM FINANCIAL PLAN 2019-20 TO 2023-24
From Paul Hughes, Head of Financial Solutions Email [email protected] Telephone 01698 302408
Executive Summary
The purpose of this five year plan is to set out the challenges facing the Council in maintaining medium term financial stability whilst achieving the strategic priorities and objectives outlined in the Council’s We Aspire - A Shared Ambition for North Lanarkshire report to Policy & Resources Committee 27th September 2018. The financial plan aims to align with Council Plan to deliver the Council’s five strategic priorities in furtherance of our ambition where We ASPIRE that North Lanarkshire is the place to Live, Learn, Work, Invest and Visit - a place where there is a shared ambition for inclusive growth and prosperity for all.
The Council’s Long Term Financial Plan 2018-19 to 2022-23 was approved by Policy and Resources Committee in September 2017. It was noted that the plan would be subject to ongoing review with annual updates to Committee. Given the current level of uncertainty surrounding funding, it is considered a five-year medium-term plan covering the period 2019- 20 to 2023-24 remains reasonable and appropriate for planning purposes.
This plan updates the Council’s existing financial planning framework and recognises, taking 2019-20 as the new baseline year, the potential resource implications of future revenue grant funding and increasing cost pressures such as rising employee costs, inflation and policy decisions. A range of risk based outcomes are set out in Appendices 1 to 3, highlighting optimistic, envisaged and pessimistic scenarios. Whilst the envisaged scenario remains the most appropriate for planning purposes, the other scenarios illustrate the volatility which may be experienced and the extent of the fluctuation in the potential budget gap faced by the Council over the period of this plan.
The table below summarises the Council’s projected financial outlook position, based on the assumptions outlined within this plan and on scenarios detailed within the appendices.
Table 1
Financial Year Budget Gap Budget Gap Budget Gap Optimisitic Envisaged Pessimisitic (£000) (£000) (£000) 2019/20 (7,025) (17,379) (54,296) 2020/21 (3,245) (14,775) (42,000) 2021/22 5,880 (6,920) (41,870) 2022/23 8,840 (6,520) (37,940) 2023/24 7,170 (6,670) (38,400)
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Next Steps: In line with the new Strategic Policy Framework an overarching Financial Strategy will be developed clearly setting out the framework for future decision making on the allocation of all available resources to ensure it is fully integrated with the principles of We Aspire and the Council Plan objectives and programme actions. This will include further development of the Council’s strategic approach to budget setting and the identification of savings.
The Medium Term Financial Plan will be key to the Financial Strategy which must ensure full alignment with strategic priorities, capital planning programmes and forecast changes in external factors.
Recommendations The Committee is asked to: a) Approve the Medium Term Financial Plan 2019-20 to 2023-24 b) Note this plan will with be subject to ongoing review with changes made through future years’ Financial Outlook reports, which will be presented to Committee.
Supporting Documents
Appendix 1; Envisaged Scenario Appendix 2; Pessimistic Outlook Appendix 3; Optimistic Outlook
Page 126 of 156 1. Background 1.1. Longer term planning has been an integral part of financial planning within the Council for more than a decade and is aligned with the Council’s strategic approach to budgeting. This has enabled the Council to provide a solid foundation for financial planning over an extended period and ensures the Council administration is provided with a sound platform for forward planning.
1.2. The Long Term Financial Plan 2018-19 to 2022-23 was approved by Committee in September 2017, considering a range of scenarios and the associated savings required to set a balanced budget. The cost modelling undertaken and the assumptions made within the September 2017 Plan has been reviewed to ensure it reflects latest political, social and economic factors and their impact on demand for services, resources, other cost pressures and financial settlements.
1.3. There is a great deal of economic uncertainty, particularly the impact of Brexit, which means there is increased difficulty in forecasting the longer term outlook for Local Government. In addition, recent years have seen the Scottish Government produce single year financial settlements for Local Government. Therefore the ability of the Council to accurately forecast the potential funding from the Scottish Government is reduced in the absence of longer term financial information. Through COSLA, the Council has urged the Scottish Government to return to longer-term finance settlements to allow a more effective and proactive method of forward planning that goes towards avoiding reactionary measures that short-term budgeting creates.
1.4. For the first time, on 31 May 2018, the Scottish Government published a five year financial strategy. This is a medium term financial strategy explains the Fiscal Framework and funding arrangements that the Scottish Government operates within and outlines its approach to financial management and fiscal rules, setting out funding scenarios for the next 5 years using their own financial modelling based on the Scottish Fiscal Commission’s economic and fiscal forecasts. However the document is of limited value for the Council’s own financial planning purposes as it does not provide detailed budgets for the 5 year period nor does it provide detail at individual portfolio level.
1.5. Given the current level of uncertainty surrounding funding, it is therefore considered that a five-year medium-term plan covering the period 2019-20 to 2023-24 remains reasonable and appropriate for planning purposes.
1.6. In addition, a key objective of the Council’s Financial Plan is to ensure financial planning is fully integrated with the Council Plan, ensuring available resources are aligned with Council priorities and programme actions. Thereafter it is anticipated medium term financial plans will be updated annually providing a rolling 5 year plan to inform revenue budget decisions.
1.7. Financial Outlook reports have provided the necessary ongoing linkage between the medium term and year on year budget implications. The latest Financial Outlook 2019- 20 was reported to Finance and Organisational Business Committee in August 2018. This Outlook continues to be refined to inform the decisions ultimately taken by the Council in setting the 2019-20 budget.
Page 127 of 156 2. Report Why do we need a Longer Term Financial Plan 2.1. The continued challenging financial climate means the Council constantly faces competing demands for the limited resources available. Public Sector reforms and new burdens which develop as a result have to be managed alongside increasing demand for Council services. Therefore elected members require robust information to assist them in making the necessary decisions to address these and ensure the medium term sustainability of the Council.
2.2. Robust decision making relies on strong financial management. This medium term plans assists the development of a strategy to ensure resources are allocated across competing services according to Council Plan priorities, ensuring all plans are linked to Government spending review announcements, new priorities, inflation targets and anticipated changes in demand. In addition, the plan takes account of risks which may impact on the Council’s future resource levels, which therefore, can affect its ability to continue to provide high quality services focussing on the Council’s strategic priorities.
3. Financial Strategy Framework 3.1. The Council’s We Aspire philosophy provides the guiding principles in terms of the way we work and deliver our services now and in the future. This states the ambition where We ASPIRE that North Lanarkshire is the place to Live, Learn, Work, Invest and Visit - a place where there is a shared ambition for inclusive growth and prosperity for all. It defines all of our work across communities, stakeholders and partners.
3.2. Trends in the social, economic and environmental conditions prevalent in North Lanarkshire’s communities suggest the current five strategic priorities remain as relevant today as when first agreed. Therefore there is no proposal to alter these but to focus on escalating the pace and depth of change in order to maximise outcomes for the people and communities of North Lanarkshire.
3.3. The Council’s Strategic Policy Framework, currently under review, will include the Financial Strategy, which will incorporate this Medium Term Plan, Treasury Strategy, Financial Regulations and other key financial documents to give assurances over the financial stability of the organisation. This strategy will align with the Council Plan and will also reflect existing Capital Investment Strategy and approved capital expenditure programmes.
4. Development of a Strategic Approach to Budgeting 4.1. Historically financial challenges faced by the Council have been managed through incremental changes to services, increasing charges, and reducing employee numbers, in order to make savings. However financial settlements for 2016-17, 2017- 18 and 2018-19 represented a marked change in Scottish Government policy and priorities, with local government facing significant financial challenges and the scale of the challenge is unlikely to reduce in the short to medium term. This is further compounded by uncertainties regarding increasing cost pressures and demands on services from an ageing and growing population, and national requirements in terms of tackling inequalities. Therefore this poses significant challenges for the Council. In the absence of clear future funding settlements, the previous approach to the identification of savings is neither a sufficient nor sustainable solution.
4.2. The Council approved the Development of a Strategic Approach to Budgeting in June 2016, facilitating an integrated approach to planning, budgeting, and resource management, and focusing on linking the Council's corporate priorities, financial
Page 128 of 156 strategy, and ensuring effective allocation of available resources to deliver on the priorities. A key aspect of the revised strategy included assessing service delivery and contribution to corporate priorities, in order to clearly identify priority services. This exercise resulted in a ranked list of all front line services across the organisation, which was used to inform the 2017-18 and 2018-19 budget setting process. There was also focus on a number of high level service reviews. Together, these elements of the strategy enable the council to ensure available resources are directed towards priority services and move away from the salami slicing approach to the identification of savings adopted in previous years.
4.3. Moving forward, the Council faces increasingly difficult decisions about how best to direct reducing budgets. Therefore as indicated in 3.3 above, a more strategic approach to budget setting and the identification of savings in future years will continue to be developed to ensure it is integrated to deliver the Council Plan priorities and programme actions.
5. Key Financial Achievements 5.1. Despite the challenging financial environment in recent years, the Council has continued to deliver good financial performance. Recent achievements include the following: Developing innovative solutions to address the budget gaps and deliver general service revenue savings in the region of £75 million across 2016-17, 2017-18 and 2018-19. Delivering within 1% of budget across all Services, many achieving underspends Developing a 5 year Composite Capital Programme of £213m for 2018-19 to 2022- 23 including £85m to support the Council’s ‘Our Ambitions’ programme. Key partner in the £1.13 billion Glasgow City Region City Deal, bringing investment of around £200million to North Lanarkshire to improve infrastructure and create jobs in the area. Delivering significant savings against loan charges due to proactive Treasury Management to make most efficient use of internal balances whilst undertaking short term borrowing where available at attractive rates. Maintaining a strong underlying borrowing position with a low net external debt relative to the size of the Council’s net revenue position compared with other Local Authorities. Laid the foundations for the Councils proposed Community Investment Fund to realise new resources of £500m over 10 years for direct capital investment.
6. Key Financial Objectives 6.1. Whilst acknowledging the likelihood of continued reductions in funding settlements, the Council will strive to continue to achieve its key financial objectives to: Deliver a robust, sustainable and balanced budget Ensure effective financial management across the Council Deliver best value Maintain affordable Council Tax levels Maximise resources available to the Council Continue to identify opportunities and investigate use of innovative sources of funding
Page 129 of 156 7. Medium Term Financial Strategy Forecasts – Funding Sources
Scottish Government’s Budget and Local Government Finance Settlement 7.1. The biggest element of the Scottish Budget is the Scottish Block Grant provided through the Barnett formula. However, a new element of the Scottish Budget now relates to revenues raised through control of Income Tax, therefore this is dependent on Scottish economic growth. This self-financing element introduces additional risk and uncertainty to future General Revenue Grant forecasts. With a larger proportion of the Scottish Government budget dependent on tax receipts, economic performance and in particular economic performance of Scotland compared with the rest of the UK, will have a greater impact on the level of Scottish Budget than it has had in the past.
7.2. The next Scottish Budget will be announced on 12 December 2018. This Budget and related Local Government Finance Settlement will again cover one year only. However, the UK Government Spending Review which is expected to be reported during 2019 will provide the opportunity for the Scottish Government to provide for longer term settlements and thus greater certainty for local authorities.
7.3. On 5th November 2018, COSLA published “Fair Funding for Local Services 2019-20” which states that in the last 5 years, the Scottish budget has reduced in real terms by 0.4% but that Local Government budgets have reduced by 10 times that much, by 4%. It highlights that pressure on Local Government does not only come from tight financial settlements but that councils are also facing significant inflation and demand pressures from the ageing population and from more complex support requirements. Hence, COSLA estimate that Scottish Local Authorities need a further £549 million just to stand still. In addition, the Scottish Government has already committed to funding new policies, including: the further expansion of Early Learning and Childcare; the extension of free personal care to under 65s; and for the provision of school counsellors and school nurses. COSLA calls for these policies to be fully funded and in addition to the core budget.
Aggregate External Finance (AEF) 7.4. The Council’s revenue funding consists largely of government funding, known as Aggregate External Finance (AEF). It is made up of three components: General Revenue Grant, Specific Grant and Non Domestic Rates Income which, per the Local Government Finance (Scotland) Amendment Order of March 2018 totals £618.718 million for 2018-19. This funding is calculated based on the Scottish Government’s assessment of overall spending needs. Although the Scottish Government received firm funding figures from HM Treasury for 4 years to cover up to 2019-20, financial settlements for Scottish Local Government in 2016-17 to 2018-19 covered one year only.
7.5. The Scottish Government high level Five Year Financial Strategy published on 31 May 2018, reiterated key priorities as Health, Police, Early Learning & Childcare, Attainment, Higher Education and Social Security, to receive an increasing share of the overall resources, with a resultant lower share for “non-priority” areas. The strategy set out a range of possible funding scenarios for the Scottish Budget at an upper, lower and central level. Initial analysis by Fraser of Allander, SPICe, and Fiscal Affairs Scotland suggest that under the central scenario there would be no cash increase in resource funding within the non-prioritised areas over the period 2018-19 to 2022-23. The lower scenario anticipates an annual cash reduction of around 2% to 3%.
7.6. However subsequent to the publication of the Five Year Financial Strategy recent forecasts on both the yield from the Scottish Economy and the product of the Scottish
Page 130 of 156 Income Tax, could also have an impact upon the level of resources available. The impact of these variables is more difficult to predict in the medium term, with Settlement figures for 2019-20 and beyond still to be determined. Indications are the central scenario on non-prioritised areas moves from flat cash to a reduction of 1% for years 2019-20 and 2020-21, which is reflected in the envisaged scenario of this plan. The following 3 years to 2023-24 are envisaged at flat cash.
7.7. The financial settlement in 2018-19 was revised by the Scottish Government on 31 January 2018 with a further £10.180 million made available to North Lanarkshire Council. Therefore the pessimistic scenario is projected in line with the lower scenario indicated in 7.4 above, excluding this additional allocation of £10.180m. Other than the additional funding of £0.511m for clothing grants in 2019-20, the optimistic scenario assumes a flat cash for 2019-20 and 2020-21 and minor growth for the remaining 3 years to 2023-24.
7.8. It should be noted, however, that these estimates are particularly difficult to make with a degree of certainty and will ultimately vary due to on-going budget decisions and priorities of both the Scottish and UK Governments.
7.9. The UK Government’s Budget announced on 29th October 2018 stated that a full spending review will be undertaken next year which will give longer term indications of public spending levels and the “ending of austerity” and this will influence future year updates.
7.10. The graph below highlights the trend in the allocation of the Scottish Government Budget across Local Government, Health, and other areas. It is clear from this graph that the share of funding for Local Government has decreased significantly in relation to other areas and this trend is set to continue.
Graph 1
40% 41.0%
35% 34.2% 33.8% 33.2% 33.2% 33.4%
32.7% 30.0% 29.5% 29.5% 30%
27.4% 26.7% 25.6%
25% 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 Local Government Health The Rest
Page 131 of 156 7.11. In summary the range of anticipated changes in AEF levels are as below:
Table 2
AEF 2019/20 2020/21 2021/22 2022/23 2023/24 £000 £000 £000 £000 £000 Optimistic 511 0 6,300 9,500 7,600 Envisaged (5,676) (6,200) 0 0 0 Pessimistic (28,400) (17,800) (17,300) (14,000) (13,600)
Council Tax 7.12. For financial year 2018-19 income from Council Tax accounts for around 18% of the Council’s revenue resources with the estimated income based on a combination of Band D equivalent value, householder base and the expected rate of collection.
7.13. The Council’s Band D equivalent value was static at £1,098 for 10 years between 2007- 08 and 2017-18, as a result of the Scottish Government’s commitment to maintain a Council Tax freeze, which ceased in 2017-18. In addition Council Tax reform measures which increased rates in Bands E to H generated additional funding to be retained by Councils. In order to meet the Council’s strategic priorities and growth proposals in 2018-19 Council Tax was increased by 3% generating additional resources of £3.974m, raising the Band D equivalent to £1130.94.
7.14. Going forward, the envisaged scenario is based on the assumption the Council will apply a 3% increase to Council Tax rates which is in line with the conditions contained within the current grant settlement. The pessimistic assumption (from an income generation perspective) is based on a 0% increase, whilst the optimistic scenario allows for a lifting of the current grant settlement conditions, enabling a 5% increase to assist in paying for local services.
7.15. In recent years the Council Tax base has continued to increase and it is assumed that this level of growth would envisage an increase of £1.9 million per annum in 2019-20 reducing to £1m for 2020-21 to 2023-24. On a more optimistic view this could rise to £1.2 million per annum between 2020-21 and 2023-24 or reduce in a depressed economy to a more modest £0.400 million per annum over the same period.
7.16. Historically the Council’s ultimate collection rate in respect of council tax income has consistently achieved the budgeted levels. In recent years in year cash collections have remained buoyant and it is envisaged that the current collection rate can be consistently applied going forward. On an optimistic note, we may be able to increase this collection rate by a further 0.25% whilst the impact of welfare reform, on a more pessimistic note, may require a reduction in this rate of 0.25%. This area will be fully reviewed during the course of next year with an aim to increase collection.
7.17. Members will recall the Chief Executive’s We ASPIRE – a Shared Ambition for North Lanarkshire report outlined proposals for the establishment of a new Community Investment Fund to realise new resources of £500m over 10 years for direct capital investment. This proposal will be considered as part of the 2019-20 budget setting report to Committee in February 2019, for approval. The fund, if approved, is principally based on ring fencing elements of future growth in Council Tax income from regeneration activities, along with 1% of future uplifts, for additional borrowing. This medium term plan does not reflect any assumptions regarding this fund at this stage.
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7.18. In summary the range of anticipated movements in Council Tax income are as follows:
Table 3
Council Tax 2019/20 2020/21 2021/22 2022/23 2023/24 £000 £000 £000 £000 £000 Optimistic 9,100 8,900 9,300 9,800 10,300 Envisaged 5,995 5,300 5,400 5,600 5,800 Pessimistic 1,560 60 50 50 50 Fees and Charges 7.19. Increases in fees and charges are considered as part of the solution to bridge any funding gap, and reducing the burden on the local taxpayer. Any increased resources as a result of this are reported as part of the Council’s annual budget setting exercise.
Use of Reserves 7.20. The Council has, in recent years, utilised one-off resources to smooth out the vagaries of multi-year budgeting as well as allowing time to develop transformational reform which will deliver savings over time or to resource one-off service enhancements. Reflecting the 2018-19 use of reserves of £1.780m for service enhancements, this has been added back to resources.
7.21. The use of one-off resources from the Council’s balances will continue to be considered alongside assurances there are firm plans to provide a sustainable budgetary solution.
Summary of Anticipated Movements in Resources 7.22. In summary, the range of anticipated Movements in Resources are as follows:
Table 4
Total Resources 2019/20 2020/21 2021/22 2022/23 2023/24 £000 £000 £000 £000 £000 Optimistic 9,611 8,900 15,600 19,300 17,900 Envisaged 319 (900) 5,400 5,600 5,800 Pessimistic (26,840) (17,740) (17,250) (13,950) (13,550)
8. Medium Term Revenue Expenditure Projections
Employee Costs 8.1. Employee costs remain the largest single element of the General Fund budget, accounting for around 54% of general fund expenditure. The cost pressures arising from labour are material and are outlined below;
Pay Awards 8.2. In September 2018, COSLA confirmed a 2018-19 pay offer of 3% for Local Government employees (at the time of writing this has still to be agreed). This equates to an increase of 0.29% on the approved pay award cost (ave. of 2.71%), or an additional £0.600m. Reflecting this will also result in an additional cost in 2019-20 prior to the in-year award.
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8.3. A summary of assumptions contained within the plan for all employee costs (inc. teachers) across the years is noted below:
The envisaged scenario recognises current Scottish Government indications of an anticipated 3% for 3 years, between 2018-19 and 2020-21, aligning all public sector employees. The Scottish Fiscal Commission’s forecast of May 2018 estimates annual awards on average of 3% between 2020-21 and 2023-2024. However in balancing affordability against providing a fair deal for employees, future pay agreements of 2% are provided for over the planning period.
The optimistic scenario recognises previous Scottish Fiscal medium term forecasts of 2%, which is the same underlying assumption as the envisaged scenario.
The pessimistic scenario assumes pay awards of 4% in line previous Scottish Fiscal medium term forecasts for public sector workers, to be fully funded by the Council.
8.4. Given the maturity of the pay and grading structure, and historical provision, it is assumed the cost of staff progression through increments can be managed within existing employee budgets.
Living Wage 8.5. It is anticipated the UK Government’s pledge to increase the Living Wage to £9 per hour by 2020 will be followed by the Scottish Government, resulting in a further cost pressure to 2020-21. For 2018-19, the Scottish Local Government Living Wage (SLGLW) of £8.51 per hour is anticipated to be increased to £8.77 per hour from 1 April 2018 (offer not accepted at time of writing the report). Assumptions regarding future cost pressures associated with the Living Wage can be summarised as follows:
8.5.1 The Council currently makes payment of the living wage as an allowance on top of basic pay rates which are below the living wage. However it is envisaged the Council will take the decision for this to be subsumed within basic pay, which will impact the Council’s pay and grading model. A provision of £1.0m is currently included for 2019-20 financial outlook. Therefore the actual cost will be reviewed subject to Council decision regarding this. From 2020-21 to 2023- 24 there will be no additional cost as cost of living adjustments will be an integral part of the pay award cost pressure.
8.5.2 In line with current arrangements, whereby the Council currently pays the Living Wage as a supplement to employees’ pay, the optimistic scenario assumes this will continue. The financial cost of this is estimated at £0.860m for 2019-20 rising by incremental inflationary uplifts thereafter.
8.5.3 The pessimistic scenario also assumes the living wage will be subsumed within basic pay, which will impact the Council’s pay and grading model. However this scenario assumes the minimum pay point will be higher than the envisaged scenario. Therefore an estimate of £1.8m is assumed for 2019-20. From 2020- 21 to 2023-24 there will be no additional cost as cost of living adjustments will be an integral part of the pay award cost pressure.
Auto-enrolment 8.6. The full year effect of the cost of auto-enrolment is estimated at £3.000 million. Due to a revised implementation date of 1st July 2019 this is anticipated to cost £2.250m in
Page 134 of 156 2019-20 and £0.750m in 2020-21. It should be noted the estimate is based on a 25% opt out rate which is yet to be tested.
Pension Costs 8.7. The contributions paid by the employer are set by the fund actuary at each triennial valuation, or at any other time as instructed to do so by the administering authority.
8.8. The most recent triennial valuation was completed as at March 2017. Employer contributions have been maintained at 19.3% for 2018-2019 to 2021-2022 with the following three years set following completion of the triennial valuation as at March 2020. The Scheme is a multi-employer defined benefit plan and employers’ contributions have been determined so that employee and employer rates are standard across all participating Local Authorities.
8.9. The envisaged scenario provides for no additional employer contributions within the timeframe of the plan. The optimistic view reflects reductions in contributions of 2% in 2021-22, a saving of £0.943m. The pessimistic view reflects a 2% increase in contributions at a cost of £0.943m in 2021-22. This reflects the variable nature of pension plans’ performance in future years.
8.10. The most recent valuation of the Scottish teacher’s pension scheme by the UK Treasury has resulted in an increase of employer’s superannuation costs of 30%. The impact of this on the Council is additional costs of £7.250m per annum. However in the UK Government’s Spring Statement it was stated additional funding will be provided to schools in England and Wales to fund this cost pressure. As a result of Barnett consequentials to the Scottish Government, it is assumed this will be fully funded for Scottish Local Authorities.
8.11. In summary, the anticipated range of cost pressures associated with employee costs is as follows:
Table 5
Employee Costs 2019/20 2020/21 2021/22 2022/23 2023/24 £000 £000 £000 £000 £000 Optimistic 10,730 8,140 6,650 7,730 7,970 Envisaged 10,870 8,050 7,500 7,600 7,800 Pessimistic 18,950 15,650 16,450 16,100 16,800
Contract Inflation 8.12. Cost pressures arise from contractual obligations where they are uplifted for inflation. Inflationary rates allocated to major council contracts are uncertain, and these may be higher than previously expected as a result of uncertainties including those arising from Brexit.
8.13. However, key Council contracts are estimated to be uplifted in line with the Office for Budget Responsibility inflation forecast across the planning period. In relation to the optimistic scenario inflationary pressures will be 1% less and 1% higher in the pessimistic scenario.
Page 135 of 156 8.14. In summary, cost pressures associated with contract inflation are as follows:
Table 6
Contract Inflation 2019/20 2020/21 2021/22 2022/23 2023/24 £000 £000 £000 £000 £000 Optimistic 1,100 1,100 1,100 1,200 1,200 Envisaged 1,548 2,000 2,000 2,100 2,100 Pessimistic 2,600 2,700 2,800 2,900 3,000
Energy Contracts 8.15. The Council has in recent years targeted reductions in energy consumption through a number of different means. However, forecasts of energy costs are very difficult to ascertain due to price volatility over the longer term.
8.16. The Council’s gas and electricity contract operates through a National Framework Agreement covering the Scottish Public Sector and managed by the Scottish Government, which is due to expire on the 31st March 2019. The National Framework Agreement will be renegotiated/procured near the end of the contract with a review of suppliers to ensure value for money to the Scottish Public Sector. This agreement limits the Council's involvement in the negotiation of energy price contracts, however it leverages the size of the Scottish Public Sector to obtain economies of scale and value for money.
8.17. Given the uncertainty associated with forecasting energy market pricing, energy cost inflation in this financial plan reflects National Grid forecasts of Wholesale Electricity and Gas, based on a low, medium and high forecast, available in the publication of Future Energy Scenarios July 2017 for electricity and report of July 2018 for gas.
8.18. In summary, cost pressures associated with energy costs can be summarised as follows:
Table 7
Energy Contracts 2019/20 2020/21 2021/22 2022/23 2023/24 £000 £000 £000 £000 £000 Optimistic 0 20 70 110 110 Envisaged 0 70 140 210 330 Pessimistic 0 270 340 380 380
Joint Boards 8.19. Funding for Joint Boards reflects an increase in the precept payment to SPT of £0.200m in 2019-20 to reflect the increase in relative population in the North Lanarkshire area and therefore the increase in level of service available to North Lanarkshire residents. For all other years it is assumed there will be no additional budget pressures or gains from Joint Boards, for all scenarios.
Non Domestic Rates Income (NDRI) 8.20. The envisaged scenario assumes that cost of NDRI payable by the Council will increase in line with the consumer price index (CPI) forecast, costing £0.300 million per year. The optimistic scenario assumes last year’s trend of no increase to business
Page 136 of 156 in Scotland will continue; the pessimistic view is that NDRI payable by the Council will increase beyond CPI, more in line with retail price index (RPI). Table 8
NDR 2019/20 2020/21 2021/22 2022/23 2023/24 £000 £000 £000 £000 £000 Optimistic 0 0 0 0 0 Envisaged 300 300 300 310 310 Pessimistic 430 440 460 470 480
Policy Changes/ Other Cost Pressures 8.21. On occasion, changes to policy or other Council decisions may result in additional cost pressures for the Council. Recent examples of this which have been reported in the 2019-20 Financial Outlook paper in August 2018, include;
An element of “ring-fencing” in respect of the resources needed to continue with the payment of Discretionary Housing Payment. In recognising this needs to be excluded from recent and future assumptions in respect of the grant settlement an ongoing financial commitment of £1.600 million has been recognised.
There has been a recent upward trend in the costs of street lighting due to a combination of increased roads adoptions and the national procurement of the new street lighting energy tariff. Therefore £0.360 million has been provided for 2019-20 reducing to £0.150m for growth in roads adoption to 2023-24.
8.22. The plan reflect costs pressures in relation to the proposal in the ‘We ASPIRE – A shared Ambition for North Lanarkshire’ report to Policy and Resources Committee in September 2018, and the intent, in partnership with NHS Lanarkshire, to submit a revised Scheme of Integration for Health and Social Care to transfer children and families’ social work and criminal justice work to the Council. This is estimated to cost £0.970m in 2019-20 to meet cost of pay awards, contract inflation and increased costs in relation to kinship care. Provision is also made to meet costs pressures in relation to future years.
8.23. In addition Council decision to employ a General Data Protection Regulation solicitor at a cost of £0.054m is also provided for in 2019-20.
Table 9
Policy Changes / Other Cost 2019/20 2020/21 2021/22 2022/23 2023/24 Pressures £000 £000 £000 £000 £000 Optimistic 2,850 680 680 690 710 Envisaged 2,984 920 930 940 960 Pessimistic 3,480 1,650 1,690 1,750 1,790
Page 137 of 156 Summary of Anticipated Cost Pressures 8.24. In summary the range of anticipated Cost Pressures can be highlighted as follows:
Table 5
Employee Costs 2019/20 2020/21 2021/22 2022/23 2023/24 £000 £000 £000 £000 £000 Optimistic 10,730 8,140 6,650 7,730 7,970 Envisaged 10,870 8,050 7,500 7,600 7,800 Pessimistic 18,950 15,650 16,450 16,100 16,800
Strategic Priorities
Recycling and Waste 8.25. The Council, as the lead authority for the Clyde Valley Residual Waste Project, has entered into a contract for the treatment of residual waste due to commence in December 2019. Therefore the envisaged impact reflects the contract inflationary increase in all waste costs from 2019-20. The optimistic and pessimistic scenarios reflect the assumptions outlined in 8.13 above. In addition the increase in household numbers within North Lanarkshire together with the significant increase in the number of households requiring assistance with collection of bins due to changing age demographics and a move to service in the community has led to increased pressure on the assisted pull out service and the number of medical uplifts. This has now reached a tipping point in the ability to manage without additional crews and route changes and has added a further £1.000 million to anticipated costs in 2019-20.
City Deal 8.26. The Council is a key partner in the Glasgow City Region (GCR) City Deal which is an agreement between the UK and Scottish Governments and the eight Glasgow and Clyde Valley Region Local Authorities, with the sole focus of creating additional economic growth. The Deal comprises principally of a £1.13 billion capital infrastructure fund which is funded by £500 million each from both UK and Scottish Governments and £130 million of contributions of the GCR Local Authorities.
8.27. The City Deal Infrastructure Programme within North Lanarkshire will result in additional capital investment of around £200 million. This reflects approval by Enterprise and Housing Committee in May 2018 to support upgrading the infrastructure which will improve connectivity between the M8 and M74, to support the Ravenscraig development. This total investment is partially funded by future grant income of £148.9 million from UK and Scottish Government leaving a balance to be met by the Council. The Council is exploring external funding opportunities to address this. However, taking the required Prudential Borrowing Costs and the shorter term cash flow costs together, it is still envisaged that the Council’s contribution can be met by setting aside £0.290 million for 10 years from 2017-18. The pessimistic scenario assumes that government funding is withdrawn as a result of the Region’s inability to meet the requirements of the first gateway review in 2019-20, resulting in the Council meeting the full borrowing cost of the investment from 2020-21 onwards of £0.955m per annum.
Capital Investment 8.28. The Council has previously recognised the commitment to investment through the Schools & Centres 21 programme with additional annual funding requirements of £0.500 million until 2021-22 to support increased funding in this area.
Page 138 of 156 8.29. The Council also previously recognised the importance of giving each local Area Partnership resources for local decisions in how to best invest capital sums for the future. In 2018-19 the Council set aside £6 million of capital fund from further Prudential Borrowing of £0.500 million. With a view towards the indicative Participatory Budgeting target of 1% (or £6.300 million) by 2021 a further sum of £0.525 million is required to provide an annual investment of £6.300 million. However a review of the Council’s strategy in complying with the Community Empowerment Act will determine if there are further revenue resources required to meet expectations.
Additional Support Needs 8.30 The previous Long Term Financial Plan recognised the increasing trend in the number of children with complex additional support needs and identified the sum of £0.500 million per annum. More recent evidence has suggested greater demand for services therefore an additional cost of £0.700 million in 2019-20 reducing to £0.500m to 2023- 24, are now considered more appropriate. The optimistic view is that fewer children with complex needs will present, reducing the cost pressure to £0.300 million and the pessimistic view assumes an additional cost of £0.700 million per annum.
Club 365 8.31. The Council is currently developing plans for the future delivery and roll out of Club 365, which will incorporate longer term funding implications. The financial plan will be updated to incorporate this once it has been presented to and fully considered by Council.
Summary of Anticipated Impact of Strategic Priorities 8.32. In summary the range of the anticipated impact of strategic priorities is as follows:
Table 11
Strategic 2019/20 2020/21 2021/22 2022/23 2023/24 Priorities £000 £000 £000 £000 £000 Optimistic 3,576 2,195 1,220 730 740 Envisaged 3,576 2,535 1,450 960 970 Pessimistic 3,576 3,550 2,880 2,390 2,400
9. Demographic Pressures 9.1. The National Records of Scotland (NRS) forecast population projections every 2 years. They are largely based on past trends and assume mortality rates will continue to fall, people will live longer and there will be a continued decline in fertility. Demographic changes, as forecast between 2016 and 2041, generally pose a significant challenge to finances as they drive high cost, demand-led services such as supported living, home care and residential accommodation. The paragraphs below outline and allow consideration of the implications of demand on age related services.
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Graph 2
NLC Population Projections 2016 to 2041 344 342.8k 343
342 342.0k 341
340
339 339.4k 339.6k
TotalPopulation (000s) 338
337 2016 2021 2026 2041 Source: NRS 9.2. Where Scotland’s population is forecast to rise by 5.3%, North Lanarkshire Council’s is forecast to rise marginally by 230 to 339620 (+0.1%) between 2016 and 2041. However the population is expected to see growth to 2029 before seeing a reduction to 339,620 at 2041. The overall population masks significant movements in age groups with a clear trend of a rising population of older residents (+ 28660 of 51%) and a reducing population of children (-5950 or 9%) and those of school working age (-22480 or 10%), as highlighted below.
Graph 3 NLC Population per Age Category 250
200
150
(000's) 100
50 Populationper Group
0 2016 2021 2026 2041
Children (0-15) Working Age (16-64) Pensionable (65+)
Source: NRS
9.3. The most significant change forecast is an increase in pensionable age residents of 51% or an additional 28660 residents to 85160 over the age of 65 by 2041, which is slightly down on previous forecast. This will result in additional demand for adult social care services, particularly in the 75+ age bracket, where it is anticipated there is an increased requirement for social care services. Additionally there is potential impact on demand for services arising from forecast change in population numbers of children and young people which is discussed more fully below.
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Graph 4
NLC Population per Age Group 110
100
90 Children (0-15) (45-65) Pre-School (0-4) 80 (30-44) Primary School (5-11) 70 Secondary School (12-15) 60 (0-15) Youths (16-17) 50 18-29 (75+) 40 (65-74) 30-44 45-64
30 (5-11) Populationper Group(000's) (18-29) 65-74 20 (0-4) (12-15) 75+ 10 (16-17) 0 2016 2021 2026 2041 Source: NRS Childrens’ Services 9.4. ‘NLC Population per Age Category’ outlines a reduction in school age residents from 71,390 to 64,800, a reduction of 6,590 (9%) by 2041, predominantly in the primary school category. Lower numbers of school age children will have implications on future demand for children’s services particularly education services, therefore school building and potential rationalisation of the Council’s schools portfolio should be reflective of this. When considering upgrading and renewal of the school’s portfolio it is important to consider council area demographics, ensuring a high occupancy rate within each Pre-school, Primary and Secondary school for the most efficient use of the Council’s resources. This should also reflect population changes across North Lanarkshire as a result of rises in house building per geographical area.
9.5. The Scottish Government’s vision for increased early years entitlement by 2020 will see an increase in costs in the short to medium term. However, in the longer term, as demographic changes progress, the Council should see a reduction in the number of pre-school childcare places required, dropping 8% to 17,500 by 2041, which is consistent with previous forecasts.
9.6. It must be noted, however, these trends are predicated on the status quo i.e. they do not take account of other local factors such as house building levels in the North Lanarkshire area, the impact of economic and social regeneration and other local factors such as anticipated population growth as a result of policy decisions e.g. City Deal infrastructure investments and the Council’s ambitious delivery plans across all key services.
10. Legislative Changes 10.1. Allocation of resources is determined according to Council priorities and within the context of national and local policy.
10.2. Through the Local Government Finance Settlement, the Scottish Government has expected Councils to agree certain national commitments in return for securing the funding package. These commitments include Council Tax increases capped at 3%,
Page 141 of 156 requirement to maintain teacher numbers at 2016 levels and secure places for all probationers who require one. In addition Local Authorities are expected to prioritise financial support for social care, recognising £66m within the 2018-19 settlement.
10.3. The two largest elements of spend on the Council’s budget are in education and social care. How funds are directed to these two Services is likely to change in the future with a significant resultant impact on how these services are delivered in the future. This will result in additional cost pressures for both the Council and the Integration Joint Board. The potential impacts on the Integration Joint Board are considered more fully in Section 11 below.
Education Reform 10.4. A range of educational reforms are already underway with further changes proposed which aim to achieve national priorities of delivering excellence and equity, and empowering teachers, parents and communities. Previous reforms across early learning and school education includes an increase in entitlement to free childcare and early learning and the allocation of the Pupil Equity Fund.
10.5. There has been an expansion of free early learning and childcare places in recent years resulting in pressures on existing accommodation and increased staffing requirements. The further expansion of this to include 2 year olds from disadvantaged households and the Scottish Government's vision to increase funded annual early learning and childcare places by 2020 will add additional pressures.
10.6. It is assumed for the purposes of this plan that all additional costs arising from such legislative changes will be mitigated with the appropriate level of funding from Scottish Government in line with the ongoing agreement between CoSLA and the Scottish Government.
11. Integration Joint Board (IJB)
Funding 11.1. The Council’s approved budget in February 2018 reflected the Council’s continued commitment not to pass on savings which had been allowed by the Scottish Government. In addition funding of £3.973 million was provided by the Scottish Government to support the implementation of the Carers (Scotland) Act 2016, maintain the Scottish Living Wage for social care workers and extend free personal care to under 65s (Frank’s Law).
11.2. This plan assumes the funding allocation for the IJB from the Council will remain unchanged for the period of this plan. However this continued assumption of flat cash settlements is only affordable through the delivery of increased savings by the Council, which is not sustainable. With further reductions in Council funding anticipated in coming years a reduction in the funding available for the IJB is likely. Therefore the IJB may be advised of a like for like cash reduction in its funding package from the Council.
11.3. If IJB funding was to be based on the assumptions made by the Council for future levels of government funding, the estimated change in funding available from the Council would be as follows, however further analysis would be required to determine this:
Page 142 of 156 Table 12
NLC Contribution 2019/20 2020/21 2021/22 2022/23 2023/24 to IJB Services £000 £000 £000 £000 £000 Reduction in NLC Share (2,700) (1,323) 0 0 0
11.4. It should be recognised additional funding from the block grant to NHS Boards may be available to offset any reductions in the Council’s contribution. However, the IJB will also have to absorb similar cost pressures to those faced by the Council highlighted above in relation to, for example, pay awards, the living wage, pension costs the significant impact of demographic changes and inflationary pressures.
Demographic Changes 11.5. Demographic changes will result in particular cost pressures for the IJB. Paragraph 9.3 above highlights the significant projected increase in pensionable age residents which will result in increased demand for adult social care services.
11.6. The significant rise in the number of pensionable age residents and numbers of people reaching adult age with complex needs, mean it is essential for the IJB’s longer-term financial planning to anticipate an increased demand for high-cost services such as supported living, home care and residential accommodation, impacting on costs.
Legislative Changes 11.7. The IJB also faces uncertainties regarding the financial impact of legislative changes, particularly with regards to the Carers (Scotland) Act. This Act which came into force on 1 April 2018 aims to support the health and wellbeing of carers. Provisions of the Act include:
a duty on local authorities to provide support to carers, based on the carer’s identified needs which meet the local eligibility criteria. a specific Adult Carer Support Plan and Young Carer Statement to identify carers’ needs and personal outcomes. a requirement for each local authority to have its own information and advice service for carers which must provide information and advice on, amongst other things, emergency and future care planning, advocacy, income maximisation and carers’ rights.
11.8. Although the Council’s financial plan does not take account of the financial impact of the issues described above, the Council advises that the IJB takes cognisance of these issues.
12. Risks and Uncertainties 12.1. Whilst the assumptions applied to income and expenditure projections in this financial plan are based on the best information available at the time of writing, they are inherently uncertain. Although the varying scenarios set out throughout this plan, as summarised in Appendices 1 to 3 attached, reflect inevitable potential changes to these assumptions, there are other key factors which are likely to impact upon the Council’s future financial plans, as follows:
Page 143 of 156 Economic Factors Government Support 12.2. Paragraph 7.11 above recognises that the envisaged position assumes reductions in funding for the first three years of the plan, followed by flat cash settlements to 2023- 24.
Inflation and Interest Rate Assumptions 12.3. The envisaged position assumes future years’ inflation indices will be broadly in line with Office of Budget Responsibility forecasts of 2% to 3% per annum, for CPI and RPI respectively. However, should interest rates rise greater than anticipated, cost pressures will be more in line with the pessimistic scenario and would result in an increased budget gap facing the Council in future years. Similarly, if interest rates rise, the costs of borrowing to fund planned capital investment will rise, ultimately impacting on the overall financial position.
Implications of UK’s decision to exit the European Union 12.4. The result of the UK’s referendum on EU membership and the subsequent enactment of Article 50, signifying the UK’s intention to exit the EU, significantly increases uncertainty in respect of the forecast and planning assumptions throughout this financial plan.
12.5. Some potential implications of Brexit on Council planning include, but are not limited to:
Continuation of EU funding; Effect of ‘Brexit’ on the economy, tax receipts and available public sector funding; Changes to procurement and EU legislation; and Removal of ‘free movement of people’ on immigration/emigration to/from North Lanarkshire with resulting implications for the provision of services and employment;
12.6. There are a wide range of views as to the potential implications of ‘Brexit’, although the prevailing theory is it is likely to have a negative impact on the UK and UK economy in general for the foreseeable future.
12.7. It is important to note that assumptions within this financial plan do not account for the various views on the UK’s exit from the European Union. As and when, further information becomes available on the UK’s exit from the EU that will have a material impact on the Council’s long-term planning assumptions, those assumptions will be updated.
Political Factors 12.8. Various factors, including a future Independence Referendum and developing UK and Scottish Government strategy, create the possibility of new UK and Scottish Government priorities and policy initiatives emerging over the duration of this financial plan.
12.9. Over the last few years, Councils have seen a number of functions transferred out of their control. Police and Fire Services have been transferred to national bodies; social care has transferred to Integration Authorities; and responsibility for educational
Page 144 of 156 improvement is now being passed in part to Head Teachers. If this trend continues, it may be considered likely the role of councils in future years will change significantly.
12.10. Further uncertainties exist in relation to Pupil Equity Fund (PEF) and Scottish Attainment Challenge (SAC) funding which together provide for a maximum spend of around £16m per annum. The Scottish Government has begun informal discussions surrounding this funding in the longer term, however it is not guaranteed to continue at this level beyond 2020/21.
Welfare Reform 12.11. The introduction of Universal Credit represents a significant risk to the Council, particularly given that it provides social housing and has high levels of deprivation. Experience on the ground shows the introduction of Universal Credit has caused the levels of rent arrears and debt rising. This may have an impact on the level of resources available to the Council and may also result in higher costs associated with debt recovery.
Community Empowerment (Scotland) Act 2015 12.11. This Act requires councils to embed community participation in the design and delivery of public services, and to build community capacity to give people the skills and confidence required to be involved, while recognising the particular needs of communities facing multiple social and economic challenges. As outlined at 9.31 above, the Council has provided for capital funding in relation to compliance with the Act with the Council’s strategy regarding compliance requiring further consideration.
Environmental Factors
Climate Change Bill 12.12 The introduction of a new Climate Change Bill will see the Scottish Government increase the 2050 reduction target from 80% reduction of baseline levels to a 90% reduction of baseline levels. This is likely to have implications on the Council’s Zero Waste Scotland requirements, Carbon Reduction Commitment requirements and general costs associated with energy and waste. However, given the long-term nature of the Climate Change Bill, the targets and the impact of Climate Change, the cost implications are difficult to predict.
13. Summary – Medium Term Financial Forecasts 13.1. This Medium Term Financial Plan provides an indication of the necessary changes and cost pressure affecting projected revenue spending on Council services and the changes to the level of resources which are likely to be available to support this spending.
13.2. This plan is key to the Financial Strategy therefore the Council must ensure continued full alignment with strategic priorities, capital planning programmes and forecast changes in external factors and ensure the financial consequences are reflected.
13.3. The table below summarises the Council’s projected financial position, based on the assumptions outlined within this plan and on the assumptions and scenarios detailed within the Appendices.
Page 145 of 156 Table 14
Financial Year Budget Gap Budget Gap Budget Gap Optimisitic Envisaged Pessimisitic (£000) (£000) (£000) 2019/20 (7,025) (17,379) (54,296) 2020/21 (3,245) (14,775) (42,000) 2021/22 5,880 (6,920) (41,870) 2022/23 8,840 (6,520) (37,940) 2023/24 7,170 (6,670) (38,400)
14. Equality and Diversity 14.1 Fairer Scotland The contents of this report have been assessed under the terms of the Fairer Scotland Duty and were determined not to be of material impact.
15. Implications 15.1. Financial Impact The budget gaps identified in this plan will need to be addressed through the development and subsequent delivery of robust savings in order to ensure delivery of a balanced budgets across the period of this financial plan.
15.2. HR/Policy/Legislative Impact N/A
15.3. Environmental Impact N/A
15.4 Risk Impact The assumptions underpinning the Council’s financial planning are subject to ongoing review. However it is recognised there is a risk that these assumptions will understate the overall level of savings required to address future budget gaps. To mitigate this, in year Financial Outlook reports will reflect the most up to date position possible and savings proposals in excess of the identified requirement are developed.
16. Measures of success Measures of success will include: The setting of a balanced budget for 2019-20 and subsequent years Development of savings and investment options aligned to the Council’s strategic objectives, as outlined in the Council Plan Successful and timeous implementation of approved savings plans
Paul Hughes Head of Financial Solutions
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Appendix 1 North Lanarkshire Council Financial Strategy Model – Envisaged Position
2019/20 2020/21 2021/22 2022/23 2023/24 £000s £000s £000s £000s £000s
Anticipated Cost Pressures 15,902 11,340 10,870 11,160 11,500 Pay Award 7,020 7,300 7,500 7,600 7,800 Auto-enrolment 2,250 750 0 0 0 Living Wage 1,000 0 0 0 0 Impact of 18/19 pay award (non teachers) 600 0 0 0 0 Contract Inflation 1,548 2,000 2,000 2,100 2,100 Energy Costs 0 70 140 210 330 SPT 200 0 0 0 0 NDRI 300 300 300 310 310 Other Cost Pressures 2,984 920 930 940 960
Strategic Priorities 3,576 2,535 1,450 960 970 City Deal Commitments 290 290 290 290 290 Strategic Waste Project 1,561 720 160 170 180 Additional Support Needs 700 500 500 500 500 Capital Investment 1,025 1,025 500 0 0
B/F Total Cost Pressures 19,478 13,875 12,320 12,120 12,470 Less: Anticipated Funding/Savings 2,099 (900) 5,400 5,600 5,800 AEF adjustments (5,676) (6,200) 0 0 0 Council Tax Income 5,995 5,300 5,400 5,600 5,800 Use of Reserves (Growth) 1,780 0 0 0 0
Budget Gap (17,379) (14,775) (6,920) (6,520) (6,670)
Page 147 of 156 Appendix 2 North Lanarkshire Council Financial Strategy Model – Pessimistic Outlook
2019/20 2020/21 2021/22 2022/23 2023/24 £000s £000s £000s £000s £000s
Anticipated Cost Pressures 25,660 20,710 21,740 21,600 22,450 Pay Award 14,300 14,900 15,500 16,100 16,800 Auto-enrolment 2,250 750 0 0 0 Living Wage 1,800 0 0 0 0 Impact of 18/19 pay award (non teachers) 600 0 0 0 0 Pension Costs 0 0 950 0 0 Contract Inflation 2,600 2,700 2,800 2,900 3,000 Energy Costs 0 270 340 380 380 SPT 200 0 0 0 0 NDRI 430 440 460 470 480 Other Cost Pressures 3,480 1,650 1,690 1,750 1,790
Strategic Priorities 3,576 3,550 2,880 2,390 2,400 City Deal Commitments 290 955 955 955 955 Strategic Waste Project 1,561 870 200 210 220 Additional Support Needs 700 700 700 700 700 Capital Investment 1,025 1,025 1,025 525 525
B/F Total Cost Pressures 29,236 24,260 24,620 23,990 24,850
Less:
Anticipated Funding/Savings (25,060) (17,740) (17,250) (13,950) (13,550) AEF adjustments (28,400) (17,800) (17,300) (14,000) (13,600) Council Tax Income 1,560 60 50 50 50
Use of Reserves (Growth) 1,780 0 0 0 0
Budget Gap (54,296) (42,000) (41,870) (37,940) (38,400)
Page 148 of 156 Appendix 3 North Lanarkshire Council Financial Strategy Model – Optimistic Outlook
2019/20 2020/21 2021/22 2022/23 2023/24 £000s £000s £000s £000s £000s
Anticipated Cost Pressures 14,840 9,950 8,500 9,730 9,990 Pay Award 7,020 7,300 7,500 7,600 7,800 Auto-enrolment 2,250 750 0 0 0 Living Wage 820 100 100 130 170 Impact of 18/19 pay award (non teachers) 600 0 0 0 0 Pension Costs 0 0 (950) 0 0 Contract Inflation 1,100 1,100 1,100 1,200 1,200 Energy Costs 0 20 70 110 110 SPT 200 0 0 0 0 Other Cost Pressures 2,850 680 680 690 710
Strategic Priorities 3,576 2,195 1,220 730 740 City Deal Commitments 290 290 290 290 290 Strategic Waste Project 1,561 580 130 140 150 Additional Support Needs 700 300 300 300 300 Capital Investment 1,025 1,025 500 0 0
B/F Total Cost Pressures 18,416 12,145 9,720 10,460 10,730
Less:
Anticipated Funding/Savings 11,391 8,900 15,600 19,300 17,900 AEF adjustments 511 0 6,300 9,500 7,600 Council Tax Income 9,100 8,900 9,300 9,800 10,300
Use of Reserves (Growth) 1,780 0 0 0 0
Budget Gap (7,025) (3,245) 5,880 8,840 7,170
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Page 150 of 156 AGENDA ITEM 14
North Lanarkshire Council Report Policy and Resources Committee
approval noting Ref HO MM/18050 Date 6/12/2018
Contract Award for Approval – Measured Term Contract for Controlled Door Entry Systems and Associated Works, Replacement and Repairs 2019-2021 – Lot 2
From Brian Lafferty, Head of Business (Housing Property and Projects) Email [email protected] Telephone Siobhan Starbuck, Contract Support Manager 01698 520 704
Executive Summary
This report is to seek the approval of the Committee to award the Measured Term Contract for Controlled Door Entry Systems and Associated Works, Replacement and Repairs 2019-2021 – Lot 2 (the ‘Contract’).
The duration of the Contract will be one year plus a potential two individual six month extensions from award of the Contract.
The overall value of work to be spent through the Contract is estimated to be One point Four Million Pounds (£1,400,000.00) including the possible extension period.
This recommendation follows the completion of a procurement exercise, where the tender recommended for award has been evaluated as providing the most economically advantageous tender in terms of cost and quality for the Council.
Recommendations
It is recommended that the Committee approves the award of the Measured Term Contracts for Controlled Door Entry Systems and Associated Works, Replacement and Repairs 2019-2021 – Lot 2 to;
SPIE Scotshield Ltd.
Supporting Documents
Council business This report reflects the action to improve the economic plan to 2020 opportunities and outcomes by providing improved quality housing within the geographical boundaries of North Lanarkshire Council.
Appendix 1 Summary of Evaluation Process
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Appendix 2 Summary of Procurement Process
1. Background
1 This procurement is for the provision of a Measured Term Contract for Controlled Door Entry Systems and Associated Works, Replacement and Repairs 2019- 2021 – Lot 2.
1.1 The works comprise of the periodic servicing, maintenance and repair of Door Entry systems and priority coded ad-hoc response orders for repair works necessitated by vandalism and sundry other repair works domestic properties throughout North Lanarkshire.
2. Report
2.1 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council.
2.2 The forecast spend for the Contract is based on previous practices and historical information. To ensure continued flexibility and to allow for any significant maintenance programmes that may arise, the Contract shall be let for a period of one year plus a potential two individual six month extensions from award of the Contract.
2.3 The value of the Contract dictated that the procurement be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. The contract opportunity was published on the Public Contracts Scotland website. An Open style procedure was adopted.
2.4 Based on the criteria and scoring methodology set out in the procurement documents, an evaluation of the Tenders received was completed by members of the UIG. Award stage submissions were evaluated first, only the highest scoring compliant Tenderer was then checked to ensure that they met the Councils selection criteria.
2.5 The contract award recommendation is being made on the basis of the Tenderer who submitted the most economically advantageous tender along with the outcome of further due diligence.
2.6 The tender submitted by SPIE Scotshield Ltd has been evaluated as representing the most economically advantageous tender.
2.7 Appendix 1 confirms the scoring achieved by each Tenderer, further details of the procurement process is provided in Appendix 2.
Page 152 of 156 2.8 The designated Contract Manager within Housing Property and Projects will be responsible for managing the Contract which will be undertaken in accordance with the Councils agreed approach to Contract and Supplier Management.
3. Equality and Diversity
3.1 Fairer Scotland
The contract will work towards improving outcomes for people and communities by assisting the Council to reduce inequalities of outcome caused by socio- economic disadvantage.
3.2 Equality Impact Assessment
The Council will continue to carry out Equality impact assessments to determine if policies, practices, decisions, functions and strategies identify any negative impact on any particular group covered by the protected characteristics of the Equality Act 2010.
4. Implications
4.1 Financial Impact
4.1.1 To ensure flexibility and allow for any contingencies which may arise, the Contract was advertised up to an estimated overall value of £1,400,000.
4.1.2 The costs associated with contract delivery will be contained within the HRA budget.
4.2 HR/Policy/Legislative Impact
The Tenderer recommended for contract award has demonstrated commitment to delivering community benefits including, new/local employment, career day, work placements, providing a guest lecturer, engagement and opportunities for the local community and providing sponsorship of a community project.
4.3 Environmental Impact
The Contract has the following environmental impacts; encourage sustainable and safe environment; promote health and wellbeing; safe removal and disposal of materials.
Page 153 of 156 4.4 Risk Impact
Risk will be minimised and managed by a designated Contract Manager in accordance with the works specification and in line with the Councils agreed approach to Contract and Supplier Management.
5. Measures of success
5.1 It is anticipated that the award of the Contract will deliver the following successful outcomes:
Provide safe, improved and sustainable properties within the boundaries of North Lanarkshire Council.
5.2 Ensure the properties within North Lanarkshire Council meet or exceed the current standards both now and for the life of the properties.
pp.
Brian Lafferty Head of Business (Housing Property and Projects)
Page 154 of 156 Appendix 1 – Summary of Evaluation Process Stage 1 – Award Stage Evaluation Outcome Tenderers’ price scores were added to their quality scores to obtain their final tender scores. Details are contained in Table 1 below:
TABLE 1
Tenderer Name Total Tender Score Rank
Spie Scotshield Ltd 88.73 1
Martec Engineering Ltd 76.69 2
Kings Security Systems Ltd 55.51 3
Openview Security Systems Ltd 52.71 4
Mears Ltd 46.73 5
WSS Group Ltd 46.63 6
Stage 2- Selection Stage Evaluation Outcome
Part 3 Part 4 Part 4
A, B, C &D A & B C Selection Requirements
Tenderer Name Met? Selection Selection Selection Criteria Criteria Criteria (Yes/No)
Pass/Fail Pass/Fail Score Pass Spie Scotshield Ltd Pass 12.33 Yes
Page 155 of 156 APPENDIX 2 – Summary of Procurement Process
Contract title Measured Term Contract for Controlled Door Entry Systems and Associated Works, Replacement and Repairs 2019-2021 – Lot 2 Estimated contract start date 7 January 2019 Initial contract period adopted by the Council 12 months (months) Contract period extension option (Months) 6 months + 6 months Estimated total value of contract £1,400,000.00 Governing UK Regulation Regulated – PCSR 2015. Procurement procedure adopted Open style procedure Interest List- number of organisations that downloaded the procurement documents from 37 the national procurement portal Number of selection documents received Not applicable - Open Style Procedure Number of organisations invited to tender Not applicable - Open Style Procedure Number of tenders received 6 Number of non-compliant tenders 0 Number of compliant tenders 6 Number of recommended providers 1 Basis of contract award Most economically advantageous tender Price 60% and Quality 40% Staff from Housing Property Evaluation team and Projects
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