April to September South Lanarkshire Council

Council Offices, Almada Street Hamilton, ML3 0AA

Dear Councillor

Executive Committee

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

Date: Wednesday, 13 March 2019 Time: 10:00 Venue: Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA

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

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

Yours sincerely

Lindsay Freeland Chief Executive

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

Substitutes Stephanie Callaghan, Andy Carmichael, Poppy Corbett, George Greenshields, Graeme Horne, Martin Grant Hose, Richard Lockhart, Hugh Macdonald, Catherine McClymont, Lynne Nailon, Mo Razzaq, Graham Scott, Collette Stevenson, Sheena Wardhaugh

1 BUSINESS

1 Declaration of Interests

2 Minutes of Previous Meeting 5 - 16 Minutes of the meeting of the Executive Committee held on 13 February 2019 submitted for approval as a correct record. (Copy attached)

3 Minutes of Special Meeting 17 - 22 Minutes of the special meeting of the Executive Committee held on 27 February 2019 submitted for approval as a correct record. (Copy attached)

Monitoring Item(s)

4 Capital Budget 2018/2019 and Monitoring for Period 12 - 1 April 2018 to 1 23 - 32 February 2019 Report dated 14 February 2019 by the Executive Director (Finance and Corporate Resources). (Copy attached)

5 Revenue Budget Monitoring for Period 12 - 1 April 2018 to 1 February 2019 33 - 42 and Probable Outturn Report dated 11 February 2019 by the Executive Director (Finance and Corporate Resources). (Copy attached)

6 Trading Services Financial Performance for Period 12 - 1 April 2018 to 1 43 - 48 February 2019 and Probable Outturn Report dated 11 February 2019 by the Executive Director (Finance and Corporate Resources). (Copy attached)

Item(s) for Decision

7 Proposed Rollout of 2019 Summer Holiday Lunch Clubs Programme 49 - 56 Joint report dated 19 February 2019 by the Executive Directors (Education Resources), (Community and Enterprise Resources) and (Finance and Corporate Resources). (Copy attached)

8 Review of South Lanarkshire Leisure and Culture Ltd - Update 57 - 64 Report dated 28 February 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

9 Land and Property Transfers and Disposals 65 - 68 Report dated 13 March 2019 by the Executive Director (Housing and Technical Resources). (Copy attached)

Item(s) for Noting

10 Best Value Assurance Report 69 - 72 Report dated 27 February 2019 by the Executive Director (Finance and Corporate Resources). (Copy attached)

11 Development of Strategic Commissioning Plan 2019 to 2022 73 - 140 Report dated 21 February 2019 by the Director, Health and Social Care. (Copy attached)

2 12 Sustainable Development and Climate Change Strategy Update – Quarter 2 141 - 160 2018/2019 Report dated 22 February 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

Urgent Business

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

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

EXECUTIVE COMMITTEE 2

Minutes of meeting held in Committee Room 1, Council Offices, Almada Street, Hamilton on 13 February 2019

Chair: Councillor John Ross (ex officio)

Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor John Bradley, Councillor Walter Brogan, Councillor Robert Brown, Councillor Jackie Burns, Councillor Graeme Campbell (until item 13), Councillor Maureen Chalmers (Depute), Councillor Gerry Convery, Councillor Margaret Cooper, Councillor Poppy Corbett (substitute for Councillor Ann Le Blond), Councillor Peter Craig, Councillor Joe Fagan, Councillor Allan Falconer, Councillor Alistair Fulton, Councillor Lynsey Hamilton, Councillor Eileen Logan, Councillor Katy Loudon, Councillor Joe Lowe, Councillor Kenny McCreary (substitute for Councillor Richard Nelson until item 13), Councillor Colin McGavigan, Councillor Mark McGeever, Councillor Jim McGuigan, Councillor Gladys Miller, Councillor Lynne Nailon (substitute for Councillor Richard Nelson after item 13), Councillor Graham Scott (substitute for Councillor Fiona Dryburgh), Councillor David Shearer, Councillor Josh Wilson

Councillors' Apologies: Councillor Fiona Dryburgh, Councillor Ann Le Blond, Councillor Richard Nelson

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

1 Declaration of Interests No interests were declared.

2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 19 December 2018 were submitted for approval as a correct record.

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

3 Capital Budget Monitoring for Period 11 – 1 April 2018 to 4 January 2019 A report dated 14 January 2019 by the Executive Director (Finance and Corporate Resources) was submitted on the physical and financial progress at 4 January 2019 on the various capital programmes. 5

The General Fund Capital Programme totalled £66.819 million and the Housing Capital Programme £53.664 million. The General Fund Programme had been revised to reflect a number of adjustments which were detailed in Appendix 2 to the report.

At 4 January 2019, £41.766 million had been spent on the General Fund Capital Programme and £37.001 million on the Housing Capital Programme.

Following a probable outturn exercise, it was forecast that the total spend to 31 March 2019 would be £62.517 million. This was an underspend of £2.586 million, due to projects within Community and Enterprise Resources, Education Resources and Housing and Technical Resources.

The Committee decided:

(1) that the position on the various Capital Programmes for 2018/2019, as detailed in the report, be noted;

(2) that the proposed adjustments to the General Fund Programme, as detailed in Appendix 2 to the report, be approved; and

(3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum.

[Reference: Minutes of 19 December 2018 (Paragraph 3)]

4 Revenue Budget Monitoring for Period 11 – 1 April 2018 to 4 January 2019 A report dated 14 January 2019 by the Executive Director (Finance and Corporate Resources) was submitted comparing actual expenditure against budgeted expenditure for the period ending 4 January 2019.

The figures included an underspend of £12.040 million on the General Fund Revenue Account and a breakeven position on the Housing Revenue Account. Following a transfer to Reserves, there was an underspend of £6.627 million.

The main factors contributing to the underspend on the General Fund Revenue Account were detailed in the report.

Following a probable outturn exercise, it was forecast that there would be an underspend of £13.257 million at the year end, before any transfer to Reserves. The position had improved by £4.435 million compared to the underspend reported at period 9. The movement from the period 9 position had mainly been due to additional underspends in the following 3 areas:-

 £2.162 million within Education Resources due to timing of recruitment in the Early Years’ Service, reduced energy consumption and additional funding for the Early Learning and Childcare graduate programme  £0.686 million within Housing and Technical Resources due to an increase of £0.711 million in the underspend on the Scottish Government funding for Temporary Accommodation within the Homeless Service  £1.395 million within Finance and Corporate Resources due to carbon reduction commitments, utilities, pay model structure and over recovery of income from interest on revenue balances

A detailed analysis of each Resource’s position was provided in the report.

It was proposed to transfer £6.194 million of the outturn underspend to Reserves, allocate £4.000 million to reducing savings requirements and a further £1.305 million to the 2018/2019 pay award. Taking those adjustments into account, a revised underspend of £1.758 million for the General Fund Revenue Account was forecast.

The Committee decided:

(1) that the Council’s outturn position for the General Revenue Account, as detailed in Appendix 1 to the report, be noted;

(2) that the proposed transfers to Reserves, as detailed in Appendix 2 to the report, be noted;

(3) that the underspend of £12.040 million on the General Fund Revenue Account before transfers to reserves, as detailed in Appendix 3 to the report, be noted;

(4) that the underspend of £6.627 million on the General Fund Revenue Account after transfers to reserves, as detailed in Appendix 4 to the report, be noted; and

(5) that the breakeven position on the Housing Revenue Account at 4 January 2019 and the forecast to 31 March 2019 of a breakeven position be noted.

[Reference: Minutes of 19 December 2018 (Paragraph 4)]

5 Trading Services’ Financial Performance for Period 11 – 1 April 2018 to 4 January 2019 A report dated 14 January 2019 by the Executive Director (Finance and Corporate Resources) was submitted on the projected financial results for 2018/2019 for the Council’s Trading Services.

The target for Trading Services’ surpluses had been set at £11.466 million. In the period to 9 November 2018, the figure had been revised to £11.919 million to reflect a budget allocation from Reserves to the Fleet Trading Operation for funding carried forward from 2017/2018 in relation to the Fleet Tranman System.

Following a probable outturn exercise, it was forecast that there would be a surplus shortfall of £2.226 million in 2018/2019, reflecting areas where income levels had been affected due to the timing of works carried out, including early years, central heating programmes and growth and capacities in schools.

At 4 January 2019, surpluses of £5.888 million had been achieved, before any transfer to Reserves. Following a transfer to Reserves, the surplus achieved was £5.848 million.

The Committee decided:

(1) that the surpluses achieved to 4 January 2019 before transfers to Reserves of £5.888 million be noted; and

(2) that the surpluses achieved to 4 January 2019 after transfers to Reserves of £5.848 million be noted.

[Reference: Minutes of 19 December 2018 (Paragraph 5)]

6 Additional Funding from the Scottish Government and Other External Sources A report dated 22 January 2019 by the Executive Director (Finance and Corporate Resources) was submitted on additional revenue funding totalling £0.143 million made available to Education Resources from the Scottish Government to support the Early Learning and Childcare Expansion – Realising Change Funding.

The Committee decided: that the report be noted.

[Reference: Minutes of 19 December 2018 (Paragraph 6)]

7 Early Learning and Childcare 1140 Hours Accommodation Requirements A joint report dated 23 January 2019 by the Executive Directors (Finance and Corporate Resources) and (Education Resources) was submitted on:-

 the accommodation requirements for the provision of 1140 hours of early learning and childcare and the implications of the various delivery models  the capital projects required to meet the current shortfall in the provision of accommodation

Following a review which had considered all short and medium term accommodation requirements for early learning and childcare arising from the 1140 hours expansion and population growth, the Council had followed planning assumptions provided by the Scottish Government in considering the potential requirements and pressures in respect of 1140 hours provision. In progressing proposals, those planning assumptions had been refined through local evidence based data and consultation exercises which had taken account of the views of parents and private partner providers. The proposals were based on:-

 population estimates  current uptake patterns in respect of local authority and partner provision  parental consultation in respect of both providers and the models of delivery  projected capacity within existing local authority provision based on 1140 hour models  anticipated capacity from private partner providers

Details were provided on:-

 models of delivery  the progress made to date in terms of accommodation requirements  next steps in the planning process prior to August 2020, including estimated community growth  further capital programme works required to meet demand  medium term projects required due to growth estimates

Any further projects required would be submitted to a future meeting of this Committee for consideration.

The forecast net cost of the Capital Programme to meet the accommodation requirements had been estimated at £32.300 million. The Scottish Government funding to meet capital costs of 1140 hours was £19.200 million, leaving a funding shortfall of £13.100 million. The Council’s capital grant for 2019/2020 was £8.900 million higher than had been estimated in the Capital Strategy and it was proposed that the additional capital grant allocated be used to contribute towards the 1140 hour projects. This position would be reflected in the report relating to the overall position of the 2019/2020 Budget and savings proposals.

The Committee decided:

(1) that the position on the overall requirements for the provision of 1140 hours of early learning and childcare be noted;

(2) that the continued planning and further review of options be noted;

(3) that the next programme of capital projects, as detailed in the report, be approved; and

(4) that the additional capital grant totalling £8.900 million be used to contribute towards the 1140 hour projects, as detailed in the report.

[Reference: Minutes of 15 August 2018 (Paragraph 6)]

8 Early Learning and Childcare 1140 Hours Update A joint report dated 23 January 2019 by the Executive Directors (Education Resources) and (Finance and Corporate Resources) was submitted on:-

 progress achieved with the implementation of the Early Learning and Childcare 1140 hours’ expansion programme from 2017 to 2019  updated plans for the implementation of the Early Learning and Childcare 1140 hours’ expansion programme from 2019 to 2021  proposals to increase the staffing establishments within Education and Community and Enterprise Resources to meet the requirements of the expansion plans

An update was provided on progress which had been achieved in preparation for full implementation by 2020/2021 including:-

 the provision of additional establishments  staffing and recruitment  engagement with partner providers

Details were also provided on the next steps that required to be taken in the period from 2019 to 2021, including actions required following the implementation of 1140 hours in August 2020.

To meet the requirements of the next phase of implementation, it was considered that the staffing levels in Education and Community and Enterprise Resources be increased as follows:-

Provision of hot lunches (Community and Enterprise Resources’ staffing establishment)

Post Number Grade/Level Salary Total Costs Catering Assistants 9.5 Grade 1, level 1 £16,861 £222,499 52 wk Catering Assistants 9.5 Grade 1, level 1 £15,029 £198,324 Term time (TT) Cleaners 52 wk 1.6 Grade 1, level 1 £16,861 £37,474 Cleaners TT 1.6 Grade 1, level 1 £15,029 £33,402

Janitors 1.2 Grade 1, level 4 £22,780 £37,971 Facility Officer 1 Grade 3, level 4 £35,312 £49,051 Total 24.4 - £121,872 £578,721

Early Learning and Childcare Expansion (Capacity and Capability Building)

Post Number Grade/Level Salary Total Costs Modern Apprentices – 37 hrs 12 Grade 1, Level 3 £18,693 £311,579 EY Worker Phase 3 – TT 65.1 Grade 2, Level 2 £20,153 £1,822,396

EY Worker Preparation for 47 Grade 2, Level 2 £20,153 £1,315,709 expansion - TT EY Worker Preparation for 1 Grade 2, Level 2 £22,610 £31,407 expansion – 52 wk EY Worker Phase 1 and 2 11.3 Grade 2, Level 2 £20,153 £316,330 catchup – TT EY Worker Phase 1 and 2 24.3 Grade 2, Level 2 £22,610 £763,183 catchup – 52 wk ELU – EY Worker 52 weeks * 15 Grade 2, Level 2 £22,610 £471,101 Woodhead – EY Team 1 Grade 2, level 3 £22,681 £31,506 Leader * TT Woodhead – EY Teacher * 1 Teacher Main £36,480 £46,767 Grade Scale Woodhead – EY Worker TT * 6 Grade 2, Level 2 £20,153 £167,962

Personnel Assistant ** 1 Grade 2, Level 3 £24,070 £33,433 Clerical Assistant** 4.5 Grade 1, Level 3 £17,683 £110,533 ELC Quality Officers ** 4 Grade 4, level 2 £40,385 £236,388 Total 193.2 - £285,824 £5,658,294

* to be recruited for the new school term August 2019 in line with the opening of the new facilities

** temporary for 23 months to March 2021 to provide support for the full expansion and implementation plan; all other facilities and ELC posts were permanent.

The costs of the posts would be met from the 2019/2020 revenue budget allocation.

The Committee decided:

(1) that the progress achieved in relation to the implementation of the Early Learning and Childcare expansion programme 2017 to 2019 be noted;

(2) that the implementation plans for Early Learning and Childcare from 2019 to 2021 be noted; and

(3) that the proposed increases in the staffing establishments of Education Resources and Community and Enterprise Resources, required as part of the expansion programme, as detailed above, be approved.

9 Overall Position of Budget 2019/2020 and Savings Proposals A report dated 31 January 2019 by the Executive Director (Finance and Corporate Resources) was submitted on:-

 the level of grant funding allocated to the Council for 2019/2020  savings proposals for approval in preparation of the 2019/2020 revenue budget

At its meeting on 21 November 2018, this Committee was advised of the updated Budget Strategy for 2019/2020, which showed a requirement for savings totalling £13.004 million following the utilisation of corporate funding solutions.

At that time the Strategy included a number of assumptions on the level of grant funding that would be received. Updated information was provided which:-

 detailed the current Grant position and revised additional costs that would be incurred in 2019/2020  summarised the impact of the Grant settlement and the resultant impact on the Council’s Budget Strategy  summarised the savings position  advised how current year corporate funding solutions affected the budget going forward  detailed proposals to address budget pressures in future years’ strategies and within Children and Families Services within Social Work Resources  detailed the “Free at 3” proposals and potential funding solutions  detailed the level of capital grant received through the settlement

In terms of the position presented in November 2018, the package of savings remained at £13.181 million and the savings package, which was detailed in the appendices to the report, had been broken down into the following categories:-

 savings previously approved £0.140 million  efficiency and outturn £11.894 million  charging £0.332 million  service impact £0.815 million

Taking account of the actual grant position, other costs impacting on the Council, the implications of the Stage 1 Scottish Budget Bill and funding solutions, and a Council Tax increase of 3%, as included in the current strategy, would leave a balance of funds totalling £5.462 million. This would give some scope to make changes to the package of savings or enable additional investment in services to this value. In terms of the funding balance of £5.462 million, it was proposed that £1.500 million be used to manage potential budget pressures in 2019/2020 within Children and Families’ Services. A number of options of how the remaining £3.962 million could be utilised were detailed in the report.

As a result of the changes to the Budget Strategy assumptions and the corporate funding solutions identified since they were last considered, the temporary corporate solutions and the year those temporary solutions would have to be reinstated had been updated and was detailed in the report.

Following confirmation of the Council’s General Capital Grant Allocation for 2019/2020, which was £3.137 million greater than had been estimated in the Strategy, and the allocation of outstanding capital grant that had been awarded in 2016/2017 totalling £5.805 million, there was £8.942 million additional funding in the Capital Programme. It was recommended, for the reasons detailed in the report, that this capital funding be used to contribute towards the requirements associated with Early Learning and Childcare requirements.

A separate report had been issued to all members summarising the outcome of a wide-ranging consultation exercise carried out prior to this meeting.

In terms of the savings requirements beyond 2019/2020, the Council had in place a long-term budget strategy and this would continue to be updated to take account of any new information affecting the finances of the Council.

The Committee decided: that consideration of the recommendations included in the report be continued to a special meeting of the Executive Committee in order to allow further scrutiny prior to being referred to the Council for formal approval.

[Reference: Minutes of 21 November 2018 (Paragraph 8)]

10 Recommendations Referred from the Special Housing and Technical Resources Committee held on 6 February 2019 A report dated 6 February 2019 by the Chief Executive was submitted on recommendations referred to this Committee by the special Housing and Technical Resources Committee of 6 February 2019.

The recommendations of the special Housing and Technical Resource Committee were as follows:-

 that the Housing Revenue Account (HRA) savings proposals be approved subject to the following:-  the removal of the Community Warden element of saving HRA04 relating to the reduction of 3 FTE Community Warden posts, totalling £0.035 million, with the resultant funding gap being met from Reserves  the removal of saving HRA01 relating to Trading Services’ Charges (Redesign of Out of Hours Standby Service), totalling £0.225 million, with the resultant funding gap being met by a reduction in the 2019/2020 Housing Capital Programme  that the Revenue Estimate proposals for the Housing Revenue Account Budget 2019/2020, as detailed in Appendix 1 to the report, be endorsed and referred to the Council for approval 12

 that the rent increase of 3.95% for Council houses, travelling persons’ sites, lockups and garage sites be endorsed and referred to the Council for approval  that the proposal to progress the next stage of the rent harmonisation process be endorsed and referred to the Council for approval  that the increase in the Council’s factoring fee from £28.78 to £29.33 per quarter be approved  that, based on the rent increase of 3.95% and taking account of the decision taken to remove saving HRA01 from the HRA savings package and to meet the funding gap from the 2019/2020 Housing Capital Programme, the updated 2019/2020 Housing Capital Programme, totalling £61.945 million, be endorsed and referred to the Council for approval

Councillor Cooper proposed that the word “mutually” be removed from her original amendment made at the special Housing and Technical Resources Committee of 6 February 2019 and this proposal was accepted by the Committee.

The Committee decided:

(1) that the HRA savings proposals be approved subject to the following:-

 the removal of the Community Warden element of saving HRA04 relating to the reduction of 3 FTE Community Warden posts totalling £0.035 million, with the resultant funding gap being met from Reserves  the removal of saving HRA01 relating to Trading Services’ Charges (Redesign of Out of Hours Standby Service), totalling £0.225 million, with the resultant funding gap being met by a reduction in the 2019/2020 Housing Capital Programme; and

(2) that the increase in the Council’s factoring fee from £28.78 to £29.33 per quarter be approved.

The Committee recommended to the Council:

(1) that the Revenue Estimate proposals for the Housing Revenue Account Budget 2019/2020 be approved;

(2) that the rent increase of 3.95% for Council houses, travelling persons’ sites, lockups and garage sites be approved;

(3) that the next stage of the rent harmonisation process be progressed; and

(4) that, based on the rent increase of 3.95% and taking account of the recommendation from the special Housing and Technical Resources Committee of 6 February 2019 to remove saving HRA01 from the HRA savings package and to meet the funding gap from the 2019/2020 Housing Capital Programme, the updated 2019/2020 Housing Capital Programme, totalling £61.945 million, be approved.

11 Variations to the Ground Lease at Regent Centre, Hamilton and Sale of 1 to 5 Duke Street, Hamilton to J D Wetherspoon plc A joint report dated 15 December 2018 by the Executive Directors (Community and Enterprise Resources) and (Housing and Technical Resources) was submitted:-

 providing an update on a previous decision to vary the terms of the ground lease for the Regent Shopping Centre, Hamilton in order that the former Bairds store unit was removed  on proposals to sell the former Bairds store unit to J D Wetherspoon plc

The Regent Centre, Hamilton was currently held under a long-term ground lease from the Council to Maration Limited who had been trying to progress the marketing of the former Bairds store unit with the only interested party, J D Wetherspoon plc.

On 13 December 2017, the Housing and Technical Resources Committee had approved proposals to enter into a new ground lease with J D Wetherspoon and all parties had since that time been looking to conclude matters on that basis.

J D Wetherspoon’s standard business model was to have outright ownership of its properties and it was considered that the only way of concluding the transaction was to move from a lease of the ground to an outright sale.

Details of the revised proposal were provided in the report together with the principal terms and conditions for the sale which included confirmation that the Council would receive a payment of £136,875 for the disposal of its freehold interest in the property.

It was estimated that prior to the closure of Bairds store, the Council received £0.010 million per annum which contributed to the overall income received from the Regent Shopping Centre. This element of income had not been received during the period that the property had been vacant. It was also considered that the occupation of the property would contribute to the improvement of the overall trading position within Hamilton Town Centre.

The Committee decided:

(1) that the premises comprising the former Bairds store at 1 to 5 Duke Street, Hamilton, which were leased to Maration Limited as part of the existing ground lease for the Regent Shopping Centre, be taken out of the ground lease to facilitate the redevelopment of the property by J D Wetherspoon plc;

(2) that a contract for the sale of the property at 1 to 5 Duke Street, Hamilton be entered into with J D Wetherspoon plc, or their nominee, on the principal terms and conditions detailed in the report; and

(3) that the Executive Directors (Housing and Technical Resources) and (Community and Enterprise Resources), in consultation with the Head of Administration and Legal Services, be authorised to enter into the necessary legal agreements on terms which were in the best interests of the Council.

[Reference: Minutes of Housing and Technical Resources Committee of 13 December 2017 (Paragraph 14)]

12 Land and Property Transfers and Disposals A report dated 13 February 2019 by the Executive Director (Housing and Technical Resources) was submitted on recommendations to declare certain areas of land surplus to operational requirements.

The recommendations had been made in terms of agreed procedures for dealing with surplus land and property.

The Committee decided: that the land detailed in Appendix A to the report be declared surplus to Council requirements.

13 Committee Memberships and Representation on Outside Bodies A report dated 17 January 2019 by the Executive Director (Finance and Corporate Resources) was submitted on:-

 confirmation of committee memberships and representation on joint boards/outside bodies following agreement by the Council, at its meeting on 19 December 2018, to authorise the Chief Executive, in consultation with political group leaders, to finalise memberships  a number of further changes to committee memberships proposed by the Conservative Group  the position of Depute Chair of the Conference Allocation Committee  Council representation on the Tarbrax Common and Village Hall Trust

The Committee decided:

(1) that the updated committee memberships and representation, as detailed in Appendix 1 to the report, be noted;

(2) that the changes to committee memberships proposed by the Conservative Group, as detailed in paragraph 4.1. of the report, be approved;

(3) that Councillor Chalmers be appointed Depute Chair of the Conference Allocation Committee; and

(4) that Councillor Marrs be replaced by Councillor McClymont as the Council’s representative on the Tarbrax Common and Village Hall Trust.

[Reference: Minutes of South Lanarkshire Council of 19 December 2018 (Paragraph 5)]

Councillor Campbell left the meeting and Councillor Nailon entered the meeting following consideration of this item of business

14 City Region – Regional Skills Investment Plan (2019 to 2024) A report dated 25 January 2019 by the Executive Director (Community and Enterprise Resources) was submitted on the development of a Regional Skills Investment Plan for the period 2019 to 2024.

The Regional Skills Investment Plan, which set out the Glasgow City Region performance against employment and skills indicators within the broader economic and labour market context, provided an analysis of supply and demand trends for skills and labour both now and in the future. This analysis had identified a number of key messages relevant to the Skills Investment Plan and those were detailed in the report, together with a range of other issues which had been identified through further research and consultation with key stakeholders.

The Regional Skills Investment Plan would deliver on 6 strategic outcomes and had identified 7 priority action areas to progress and achieve those outcomes. Details of those strategic outcomes and priority action areas were provided in the report.

Details of the next steps and key dates to finalise the Regional Skills Investment Plan, including formally launching the Plan in April 2019, were summarised in the report.

The Committee decided: that the contents of the Regional Skills Development Plan 2019 to 2024 and the approach taken in developing the Plan be noted.

15 Gaelic Language Plan A report dated 13 December 2018 by the Executive Director (Finance and Corporate Resources) was submitted on the Gaelic Language Plan which had been developed to meet the Council’s statutory duty under the Gaelic Language Act 2005.

The Council’s Gaelic Language Plan set out how members of its local community, who spoke Gaelic, could access public services in the Gaelic language.

The Plan had been submitted for consideration to Bord na Gaidhlig by the due date of 31 December 2018. Once the Bord had approved the Plan, it would come into effect.

The Committee decided: that the report be noted.

16 Urgent Business There were no items of urgent business.

EXECUTIVE COMMITTEE 3

Minutes of special meeting held in Committee Room 1, Council Offices, Almada Street, Hamilton on 27 February 2019

Chair: Councillor John Ross

Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor John Bradley, Councillor Walter Brogan, Councillor Robert Brown, Councillor Jackie Burns, Councillor Maureen Chalmers, Councillor Gerry Convery, Councillor Poppy Corbett (substitute for Councillor Kenny McCreary), Councillor Peter Craig, Councillor Fiona Dryburgh, Councillor Joe Fagan, Councillor Allan Falconer, Councillor Alistair Fulton, Councillor George Greenshields (substitute for Councillor Margaret Cooper), Councillor Lynsey Hamilton, Councillor Martin Grant Hose (substitute for Councillor Mark McGeever), Councillor Eileen Logan, Councillor Katy Loudon, Councillor Joe Lowe, Councillor Colin McGavigan, Councillor Jim McGuigan, Councillor Gladys Miller, Councillor Lynne Nailon (substitute for Councillor Ann Le Blond), Councillor Richard Nelson, Councillor David Shearer, Councillor Josh Wilson

Councillors' Apologies: Councillor Margaret Cooper, Councillor Ann Le Blond, Councillor Kenny McCreary, Councillor Mark McGeever

1 Declaration of Interests No interests were declared.

2 Prudential Code Indicators, Treasury Management Strategy and Annual Investment Strategy A report dated 19 February 2019 by the Executive Director (Finance and Corporate Resources) was submitted on the:-

 Prudential Code Indicators for 2019/2020 to 2020/2021  Council’s Treasury Management Strategy for 2019/2020  Council’s Annual Investment Strategy for 2019/2020

The key objectives of the Prudential Code were to provide a clear framework to ensure that:-

 local authorities’ capital investment plans were affordable, prudent and sustainable  treasury management decisions were made in accordance with good professional practice and in full understanding of the risks involved and how those risks would be managed to levels that were acceptable to the organisation

To meet the objectives of the Prudential Code, the Council was required to:-

 report on a number of indicators  use those indicators to demonstrate the affordability and sustainability of its capital plans  show good treasury management practice

The Prudential Code and the resulting indicators focused on the following main areas:-

 capital expenditure plans and asset management  treasury management practices

Details were provided on the Prudential Indicators for 2019/2020 and 2020/2021 which had been categorised as follows:-

 capital expenditure, external debt  affordability

The Prudential Code indicators for 2019/2020 to 2020/2021 were detailed in Appendix 1 to the report, together with explanations for each indicator. An updated position for 2018/2019 was also included.

In terms of the Council’s Financial Regulations and the Chartered Institute of Public Finance and Accountancy (CIPFA) Treasury Management in Public Services Code of Practice, a Treasury Management Strategy required to be submitted to Committee each year for approval.

The main areas covered by the Strategy were:-

 debt and investment projections  expected movement in interest rates  borrowing strategies  statutory repayment of loans fund advances

The Strategy for adoption by the Council was detailed in Appendix 2 to the report.

The Local Government Investments (Scotland) Regulations 2010 had been introduced on 1 April 2010 and provided a formal investment framework for local authorities. While the regulatory framework provided greater freedom for local authorities in their investment activities, there was an onus on local authorities to act prudently in relation to investment and treasury management activities.

The 2 fundamental principles of the Investment Regulations were that councils were:-

 required to manage their investments and deposits in a way that minimised the risk to the capital sum and optimised the return on the funds consistent with those risks. Security should be considered first, then liquidity and, lastly, yield on return  able to determine what investments they made, including both the type and duration of the investment 18

In terms of the Regulations, the Council was required to prepare an Annual Investment Strategy prior to the start of the financial year. The Annual Investment Strategy for 2019/2020, attached as Appendix 3 to the report, covered the following areas:-

 investment policy and strategy  borrowing in advance  treasury management risks  investment projection 2019/2020 and 2020/2021  permitted investments  prudential indicators  risk management  Common Good investments

The Committee recommended to the Council:

(1) that the Prudential Code indicators for the period 2019/2020 to 2020/2021, as detailed in Appendix 1 to the report, be approved;

(2) that the Treasury Management Strategy for 2019/2020, as detailed in Appendix 2 to the report, be approved; and

(3) that the Council’s Annual Investment Strategy for 2019/2020, as detailed in Appendix 3 to the report, be approved.

[Reference: Minutes of South Lanarkshire Council of 28 February 2018 (Paragraph 3)]

3 Overall Position of Budget 2019/2020 and Savings Proposals A report dated 19 February 2019 by the Executive Director (Finance and Corporate Resources) was submitted on:-

 the level of grant funding allocated to the Council for 2019/2020  savings proposals for approval in preparation of the 2019/2020 revenue budget

At its meeting on 21 November 2018, this Committee was advised of the updated Budget Strategy for 2019/2020 which showed a requirement for savings totalling £13.004 million following the utilisation of corporate funding solutions.

At that time, the Strategy included a number of assumptions on the level of grant funding that would be received. Updated information was provided which:-

 detailed the current Grant position and revised additional costs that would be incurred in 2019/2020  summarised the impact of the Grant settlement and the resultant impact on the Council’s Budget Strategy  summarised the options for the Council’s budget, including the savings position and the savings that could be removed from the package  advised how the current year corporate funding solutions affected the budget going forward  detailed proposals to address budget pressures in future years’ strategies and within Children and Families Services within Social Work Resources  detailed the “Free at 3” proposals and potential funding solutions  detailed proposals to extend Free School Meals to primary 4 and 5 pupils  detailed a proposal to increase the School Clothing Grant allocation by £30, to £130  provided a summary of Revenue Budget proposals  detailed the level of capital grant received through the settlement

In terms of the position presented on 13 February 2019, the level of savings had been reduced by £1.836 million and the updated savings package was detailed in the appendices to the report. The revised savings package, totalling £11.345 million, had been broken down into the following categories:-

 savings previously approved £0.140 million  efficiency and outturn £10.108 million  charging £0.714 million  service impact £0.383 million

 reducing the level of savings by £1.826 million and implementing the remaining savings package totalling £11.345 million  the allocation of £1.500 million to relieve budget pressures in Children and Families Services  the allocation of £1.766 million to extend the current Free School Meals Policy to include those primary school pupils in Primary 4 and 5  the allocation of £0.360 million to increase the value of school clothing grants by £30 to £130  the implementation of “Free at 3” in 2020/2021, with the necessary provision to be made in the 2020/2021 Revenue Budget Strategy

As a result of the changes to the Budget Strategy assumptions, and the corporate funding solutions identified since they were last considered, the temporary corporate solutions and the year those temporary solutions would have to be reinstated had been updated and was detailed in the report.

Following confirmation of the Council’s General Capital Grant Allocation for 2019/2020 which was £3.137 million greater than had been estimated in the Strategy and the allocation of outstanding capital grant that had been awarded in 2016/2017 totalling £5.805 million, there was £8.942 million additional funding in the Capital Programme. It was recommended, for the reasons detailed in the report, that this capital funding be used to contribute towards the requirements associated with Early Learning and Childcare requirements.

A separate report had been issued to all members summarising the outcome of a wide-ranging consultation exercise carried out prior to this meeting.

The Committee decided:

(1) that the original grant settlement for 2019/2020, the additional costs facing the Council, and impact on the Council’s Revenue Budget Strategy, be noted;

(2) that the inclusion within the Budget Strategy of an anticipated increase to Council Tax of 3% be noted;

(3) that the additional funding allocated as part of the Stage 1 Scottish Budget Bill be noted;

(4) that it be noted that additional budget identified as part of the 2018/2019 probable outturn was included as part of the budget solutions for 2019/2020;

(5) that the proposed reduction in savings of £1.836 million, as detailed in the appendices to the report, be noted;

(6) that the remaining savings package totalling £11.345 million, as detailed in the appendices to the report, be noted;

(7) that the proposed £1.500 million allocation to Children and Families Services be noted;

(8) that the proposed £1.766 million allocation to extending Free School Meals to Primaries 4 and 5 be noted;

(9) that the proposed £0.360 million allocation to increase School Clothing Grants by £30 to £130 be noted;

(10) that it be noted that it was proposed that “Free at 3” be introduced in 2020/2021, with provision made in the 2020/2021 Revenue Budget Strategy; and

(11) that the additional General Capital Grant of £8.942 million be noted, and that it be noted that it was proposed this additional Grant be used to contribute towards projects identified in the Council’s Capital Strategy, namely, Early Learning and Childcare: 1140 Hours Requirements.

[Reference: Minutes of 13 February 2019 (Paragraph 9) and 21 November 2018 (Paragraph 8)]

4 Urgent Business There were no items of urgent business.

22 Agenda Item

4 Report

Report to: Executive Committee Date of Meeting: 13 March 2019 Report by: Executive Director (Finance and Corporate Resources)

Subject: Capital Budget 2018/2019 and Monitoring for Period 12 - 1 April 2018 to 1 February 2019

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  update the Executive Committee of progress on the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2018 to 1 February 2019. [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendations: [r (1) that the Period 12 position (ended 1 February 2019) of the General Fund Capital Programme itemised at Appendices 1 – 4 and the Housing Capital Programme at Appendix 5, be noted; (2) that the adjustments to the General Fund programme listed at Appendix 2, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum.

3. Background 3.1. The attached statements to this report provide a summarised monitoring position as at 1 February 2019. Spending has been split into two separate sections:

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

4. General Fund 4.1. 2018/2019 Budget The budget agreed at Executive Committee on 13 February 2019 was £66.819 million. While there are adjustments proposed in Appendix 2, they relate to the 2019/2020 Capital Programme, therefore the budget for 2018/2019 remains at £66.819 million.

4.2. The programme spend and funding for the General Fund is summarised in Appendices 1 and 3. Total funding of £66.819 million is available in year.

23 4.3. 2018/2019 Outturn In terms of the General Services Capital Programme, work has been ongoing to clarify the predicted spend position for this financial year. Current estimates from individual Resources, along with Housing and Technical Resources’ Property Services, suggest an outturn of £62.130 million. This is an underspend of £4.689 million and relates mainly to projects within Community and Enterprise Resources (£2.832 million), Education Resources (£1.313 million) and Housing and Technical Resources (£0.360 million). This has moved by £2.103 million from the underspend of £2.586 million reported at period 11.

4.4. In relation to the movement of £2.103 million, this mainly reflects slippage or savings identified on a number of projects. The main elements are detailed below:

4.5. Within Community and Enterprise Resources negotiations around the purchase of land are not expected to conclude this year but will continue into next financial year for the Lanark Park and Ride project, resulting in the additional funding award from SPT unable to be utilised (£0.300 million). Timescales for the contract award for the Traffic Signal project at Caird Street / Bothwell Road (£0.316 million) mean it will now start in late February 2019. £0.181 million of this underspend is funded by SPT and will not be utilised this year. Initial discussions with SPT have indicated that any underspends on SPT funded projects will be considered for continued support next financial year.

4.6. The outturn also reflects savings achieved through mini tender exercises on a number of park and ride and transport studies (£0.080 million). These projects have been tendered under budget with any unspent allocation to be returned to funding providers (SPT/Sustrans).

4.7. There are also underspends on projects noted where timing of spend means the budget is required next year including Hamilton International Technology Park (£0.375 million) and Vacant and Derelict Land projects at Milton Brick works, Carluke and Milburn Colliery Site, Larkhall (£0.083 million), along with Glen Esk, East Kilbride (£0.150 million) within Community and Enterprise Resources. Similarly, spend on the demolition of Ridgepark School, Lanark (£0.073 million) within Education Resources and the Replacement Care Facilities project (£0.197 million) within Social Work Resources will also fall into next financial year.

4.8. A list of the main projects which make up the underspend of £4.689 million, along with their anticipated completion dates, is included in Appendix 4.

4.9. 2018/19 Monitoring Budget for the period is £50.711 million and spend to the 1 February 2019 is £46.274 million. This represents expenditure of £4.437 million behind profile. This is mainly due to the timing of spend within Road Services (£3.2 million) of which £2.4 million relates to the Roads Improvement Programme and Roads Refurbishment projects, primarily as a result of the movements detailed at sections 4.5. to 4.7. above. As advised to this Committee on 13 February 2019, a saving of £0.389 million is also anticipated in the Roads Improvement Programme (Rutherglen and Cambuslang Area).

4.10. Actual funding received to 1 February 2019 is £60.125 million.

24 5. Housing Programme 5.1. 2018/19 Budget Appendix 5 also shows the position on the Housing programme as at 1 February 2019. The revised capital programme for the year is £53.664 million. Programmed funding for the year totals £53.664 million.

5.2. 2018/19 Outturn In terms of the Housing Capital Programme, current estimates from Housing and Technical Resources suggest an outturn of £53.664 million.

5.3. 2018/2019 Monitoring Budget for the period is £41.059 million and spend to 1 February 2019 amounts to £41.037 million. This represents expenditure of £0.022 million behind profile. This underspend relates to project programming and the timing of the actual spend on various projects.

5.4. As at 1 February 2019, actual funding of £41.037 million had been received.

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

6. Employee Implications 6.1. None.

7. Financial Implications 7.1. As detailed within this report.

8. Other Implications 8.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment management meetings.

9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and therefore no impact assessment is required.

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

Paul Manning Executive Director (Finance and Corporate Resources)

14 February 2019

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

25 Previous References  Executive Committee, 13 February 2019

List of Background Papers  Capital Ledger prints to 1 February 2019

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

26 SOUTH LANARKSHIRE COUNCIL APPENDIX 1 CAPITAL EXPENDITURE 2018/2019 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2018 TO 1 FEBRUARY 2019

£m £m

2018/19 Budget including Carry Forward – 13 February 2019 66.819

Proposed Adjustments – Period 12 0.000

Total Revised Budget including Carry Forward 66.819

Base 2018/19 Period 12 Revised Budget Proposed 2018/19 Adjustments Budget Resource £m £m £m

Community & Enterprise 35.819 0.000 35.819 Education 21.417 0.000 21.417 Finance & Corporate 1.592 0.000 1.592 Housing & Technical 7.351 0.000 7.351 Social Work 0.640 0.000 0.640

Total 66.819 0.000 66.819

APPENDIX 2 Proposed Adjustments

Community and Enterprise Resources Tom Craig Centre Hall, Sports Pavilion and Pitches, Law Approval is sought to introduce a new project into the Community and Enterprise £0.136m Resources’ Capital Programme to allow works to commence on the refurbishment of the Tom Craig Centre Hall, Law and upgrading of the sports pavilion and pitches. This will be funded by developers’ contributions already received from developers in the Law area.

In order to reflect the timescales for this project to commence, approval is sought (£0.136m) to carry forward this funding of £0.136m into 2019/20.

Finance and Corporate Resources Electronic Document Records Management System (EDRMS) A requirement for further spend of £0.100 million (£0.050m in 2020/21, £0.025m in 2021/22 and £0.025m in 2022/23) was included in the Future Capital Investment Strategy, to allow a second phase of implementation of the Council’s EDRMS project.

IT Services have now advised that this project will progress earlier than originally £0.100m anticipated and the full £0.100 million could be utilised during 2019/2020, allowing (£0.100m) Resources to achieve efficiencies. Approval is sought to increase the 2019/2020 Capital Programme by £0.100 million to allow this project to progress and this will be funded from the IT Development Fund.

TOTAL ADJUSTMENTS £0.000m

28 SOUTH LANARKSHIRE COUNCIL APPENDIX 3 CAPITAL EXPENDITURE 2018/2019 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2018 TO 1 FEBRUARY 2019

2018/2019 Original 2018/2019 2018/2019 2018/2019 Estimate inc Revised Budget to Actual to C/F Budget 01/02/19 01/02/19 Expenditure £m £m £m £m

General Fund Programme 70.625 66.819 50.712 46.274

2018/19 2018/19 2018/19 Income Budget Revised Actual Budget To 01/02/19 £m £m £m Prudential Borrowing 32.772 29.395 29.395 Heritage Lottery / Sportscotland Grant 0.124 0.406 0.305 Developers Contributions 1.550 1.535 1.405 Partners (Including SPT, Forestry Commission, 0.619 2.938 1.033 Transport Scotland, Timber Income, and Renewable Energy Fund) Scottish Government: - Capital Grant 27.607 27.607 23.006 - Cycling, Walking and Safer Streets 0.432 0.432 0.000 - Vacant and Derelict Land 2.316 1.566 2.091 - Early Years 1,140 Hours 0.970 0.635 0.635 - Regeneration Capital Grant 0.850 0.050 0.000 Specific Reserves 1.244 2.255 2.255 Capital Receipts 0.500 0.000 0.000 Capital Financed from Current Revenue 1.641 0.000 0.000

TOTAL FUNDING 70.625 66.819 60.125

SOUTH LANARKSHIRE COUNCIL APPENDIX 4 CAPITAL EXPENDITURE 2018/2019 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2018 TO 1 FEBRUARY 2019

Projects with Underspends in 2018/19 Project Name Project Type Completion Date

Roads Investment Programme – Rutherglen and Infrastructure Through 2019/20 Cambuslang Area Education Information Communication Technology ICT Through 2019/20 Greenhills Road Infrastructure June 2020 Lanark Park and Ride (Section 4.5) Infrastructure March 2020 Traffic Signal (Caird Street/Bothwell Road) Infrastructure June 2019 (Section 4.5) Demolition Programme Demolition August 2019 Upgrades to Community Infrastructure Infrastructure July 2019 Hamilton Information Technology Park – University Infrastructure June 2019 Infrastructure work (Section 4.7) Vacant and Derelict Land – Milton Brick Works, Regeneration December 2019 Carluke (Section 4.7) Vacant and Derelict Land – Millburn Colliery Site, Regeneration December 2019 Larkhall (Section 4.7) Vacant and Derelict Land – Glen Esk, East Kilbride Regeneration December 2019 (Section 4.7) Ridgepark School, Lanark – Demolition Demolition May 2019 (Section 4.7) Civic Centre Fabric Upgrade – Main Works Refurbishment September 2019 Replacement Care Facilities (Section 4.7) Infrastructure October 2020

SOUTH LANARKSHIRE COUNCIL APPENDIX 5 CAPITAL EXPENDITURE 2018/2019 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2018 TO 1 FEBRUARY 2019

2018/2019 2018/2019 2018/2019 Annual Estimate to Actual to Budget 01/02/19 01/02/19 £m £m £m Expenditure

2018/19 Budget 53.664 41.059 41.037 incl carry forward from 2017/18

2018/19 2018/19 Annual Actual to Budget 01/02/19 £m £m Income

Capital Receipts – House Sales 0.000 0.081 Capital Receipts – Land Sales 2.000 2.324 Capital Funded from Current Revenue 23.730 23.730 Prudential Borrowing 21.602 10.488 Specific Grant - Scottish Government – New Council Houses 4.963 2.892 - Scottish Government – Buy Backs 0.900 0.690 - Scottish Government – Mortgage to Rent 0.120 0.037 - Scottish Natural Heritage 0.349 0.000 Other Income 0.000 0.795

TOTAL FUNDING 53.664 41.037

32 Agenda Item

` Report 5

Report to: Executive Committee Date of Meeting: 13 March 2019 Report by: Executive Director (Finance and Corporate Resources)

Subject: Revenue Budget Monitoring for Period 12 - 1 April 2018 to 1 February 2019 and Probable Outturn

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  advise on the overall financial position of the Council’s General Fund Revenue Account and Housing Revenue Account for the period 1 April 2018 to 1 February 2019, and a projection for the year to 31 March 2019. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that the Council’s outturn position for the General Revenue Account (Appendix 1), be noted; (2) that the underspend of £12.337 million on the General Fund Revenue Account before transfers to reserves at 1 February 2019 as detailed in Appendix 1 of the report and the forecast to 31 March 2019, be noted; (3) that the underspend of £6.636 million on the General Fund Revenue Account after transfers to reserves at 1 February 2019 as detailed in Appendix 2 of the report and the forecast to 31 March 2019, be noted; (4) that the transfer of £0.500 million to South Lanarkshire Leisure and Culture to manage budget pressures (section 5.3), be approved; and (5) that the breakeven position on the Housing Revenue Account at 1 February 2019 and the forecast to 31 March 2019 of breakeven (Appendix 3), be noted.

3. Background 3.1. This is an overview report which will summarise the 2018/2019 forecast spend for the Council’s General Fund Revenue Account to 31 March 2019 (section 4). This is known as the Probable Outturn position. The report will detail this position before transfers to reserves and then after the agreed transfers to reserves. It will also provide details of the General Services Monitoring Position regarding actual expenditure and income to 1 February 2019, compared with the budget for the same period (section 5). This is provided on a Resource basis in Appendices 1a and 2a to the report and a subjective basis in Appendices 1b and 2b.

4. 2018/2019 General Services Probable Outturn 4.1. As reported previously (Executive Committee: 13 February 2019), the probable outturn position for the Council shows a forecast before Transfers to Reserves of an underspend £13.257 million. This position takes into account the £5.191 million in the Transfers to Reserves budget line in respect of the Priorities and Investments. After

33 taking into account all the agreed Transfers to Reserves (Executive Committee, 13 February 2019), the outturn position is an underspend of £7.063 million. This is unchanged from the outturn position reported in the last report on 13 February 2019.

4.2. There are a number of corporate pressures that require to be managed from this underspend. At the Executive Committee (13 February 2019), the proposal to use £4.000 million of this underspend to manage the 2019/2020 Budget Strategy was approved. The report to the Executive Committee also noted that the 2018/2019 additional Pay Award of 0.5% will result in additional costs of £1.305 million that require to be funded.

4.3. In addition, the 2019/2020 Overall Savings, Budget and Council Tax Report to the Council (27 February 2019), proposes the use of a further £1.000 million of this underspend to manage the 2019/2020 Budget Strategy. This leaves a revised underspend of £0.758 million after transfers to Reserves, as detailed in Table 1 below.

Table 1: Corporate Pressures Funding

£m Outturn Position (section 4.1) 7.063 2019/2020 Strategy (approved Executive Committee 13 February 2019) (4.000) 2018/2019 Pay Award - additional 0.5% (1.305) Outturn after known commitments and Transfers to Reserves 1.758 2019/2020 Strategy (Council Meeting - 27 February 2019) (1.000) Revised Outturn after known commitments and Transfers to Reserves 0.758

2018/2019 General Services Monitoring Position 5. Financial Position as at 1 February 2019 (Period 12) 5.1. General Fund Revenue Account: As at period 12 (1 February 2019), the position on the General Fund before transfers to reserves is an underspend of £12.337 million (Appendix 1). Appendix 2 shows the position assuming the approval of the proposed transfers to reserves, as an underspend of £6.636 million. This is in line with the probable outturn position being reported and there are no significant changes from period 11. The position of each Resource is detailed below and these are also in line with the position reported in the last report.

5.2. Community and Enterprise Resources: As at period 12, the Resource is showing an underspend of £1.026 million before transfers to reserves and an underspend of £0.629 million after transfers. The actual underspend position at period 12 is due to vacancies, turnover and additional planning building standards income and does not include the additional payment to be made to South Lanarkshire Leisure and Culture (SLLC) in respect of their budget pressures (included in the forecast outturn) or any potential legal costs in respect of the food safety case as these have not yet been agreed.

5.3. South Lanarkshire Leisure and Culture have confirmed that the anticipated budget pressures have continued, and therefore it is recommended that the £0.400 million included in the outturn position is paid over to manage these pressures. In addition, the Council has received funding as part of a bequest, to be spent on leisure and culture. It is also recommended that £0.100 million is passed to SLLC to assist in managing these budget pressures. The total payment to SLLC would be £0.500 million.

5.4. The underspend is offset by an under recovery of Trading surplus within the Roads and Fleet Trading Operations, in line with the forecast position.

5.5. Education Resources: As at period 12, the Resource is showing an underspend of £4.064 million before transfers to reserves and an underspend of £0.033 million after transfers. The actual net underspend position at period 12 before transfers is due to the underspends in Pupil Equity Fund and the timing of recruitment within the Early Years’ Service including the 1140 expansion, partially offset by overspends in transport and demand led external placements.

5.6. Finance and Corporate Resources: The position as at period 12 is a breakeven position. There are no proposed transfers to reserves. This is in line with the forecast position being reported.

5.7. Housing and Technical Resources: As at period 12, the Resource is showing an underspend of £0.799 million before transfers to reserves reflecting the underspend on the Scottish Government funding for Temporary Accommodation within the Homeless Service, as a result of implementation timing and the level of bad debts being lower than anticipated. After transfers to reserves in respect of the Homelessness funding, the position at period 12 is a breakeven position.

5.8. Social Work Resources: The position at period 12 is a net overspend of £1.006 million. There are no proposed transfers to reserves. This overspend relates to Children and Families (external residential places, foster places as well as the level of kinship care payments) and Adults and Older People (overtime and staff costs), partially offset by underspends in Performance and Support and Justice due to vacancies. The overspend is in line with the both the position reported during the year, and the forecast outturn.

5.9. Loan Charges: The position at period 12 is showing an underspend of £5.900 million. This is the same position that has been reported to Committee previously and reflects the timing of borrowing (delayed due to using cash balances) and the interest rates achieved.

5.10. Corporate Items: The position being reported at period 12 is an underspend of £1.361 million before transfers to reserves. This relates to the underspend in Superannuation on Overtime which has been previously reported, and underspends in the Rates, Utilities, Carbon Reduction and Pay Grade Restructure budgets which are not required in 2018/2019. This is partially offset by the commitment for Council Tax Second Homes. After taking account of the transfer to reserves for utilities, the period 12 position is an underspend of £0.927 million. These positions do not yet take account of the actuals in respect of the interest on balances or the bad debt provision which will not be confirmed until the end of the financial year.

5.11. Council Tax and Council Tax Reduction Scheme: The period 12 position is showing an over recovery of £2.320 million, including Council Tax Second Homes income. This is in line with the forecast outturn position.

5.12. Trading Operations: Included within the position for the General Fund Revenue is an actual surplus before transfers to reserves of £7.111 million, representing an under recovery of £2.127 million against phased budget. The position after transfers to reserves is a surplus of £7.071 million, representing an under recovery against phased budget of £2.167 million.

35 5.13. The under recovery lies mainly within the Property Trading Operation due to the timing of works in relation to Early Years, Central Heating Programmes and Growth and Capacities in Schools and also within the Fleet Trading Operation due to repairs and timing of efficiencies, offset by an underspend in Community and Enterprise Resources.

5.14. 2018/2019 Additional General Revenue Grant: Since the last report, Education Resources have been notified of the £1.934 million General Revenue Grant allocation for the Teachers Induction Scheme. The annual budget and outturn figures included in the Appendices to this report include this additional funding.

5.15. Other Funding: There has been no additional funding notified to the Council since the last report (13 February 2019).

6. Housing Revenue Account Position 6.1. As at 1 February 2019, Appendix 3 of the report shows a breakeven position against the phased budget on the Housing Revenue Account. The forecast to 31 March 2019 on the Housing Revenue Account is a breakeven position.

7. Employee Implications 7.1. None.

8. Financial Implications 8.1. As detailed within this report.

9. Other Implications 9.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate.

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

10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required.

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

Paul Manning Executive Director (Finance and Corporate Resources)

11 February 2019

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

36 Previous References  Executive Committee, 13 February 2019

List of Background Papers  Financial ledger and budget monitoring results to 1 February 2019

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

37 Appendix 1a

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report (BEFORE Transfers)

Period Ended 1 February 2019 (No.12)

Annual Annual Forecast Actual Committee Forecast Variance Budget to Variance Annual BEFORE BEFORE Proportion Period 12 to Budget Transfers Transfers to 01/02/19 01/02/19 01/02/19

Departments: £m £m £m £m £m £m Community and Enterprise Resources 116.002 115.272 0.730 97.346 96.320 1.026 under Facilities Streets and Waste (Inc. Support) 64.052 63.947 0.105 50.446 50.373 0.073 under Environmental Services (Inc. Projects) 3.963 3.882 0.081 3.219 3.148 0.071 under Leisure and Culture Services 18.902 19.269 (0.367) 18.124 18.085 0.039 under Planning and Economic Development 2.958 2.683 0.275 5.876 5.690 0.186 under Roads 26.127 25.491 0.636 19.681 19.024 0.657 under Education Resources 310.362 305.900 4.462 247.444 243.380 4.064 under Finance and Corporate Resources 33.908 33.908 0.000 33.397 33.397 0.000 - Finance Services 15.412 15.109 0.303 15.410 15.039 0.371 under Audit and Compliance Services 0.347 0.352 (0.005) 0.426 0.440 (0.014) over Information Technology Services 4.278 4.344 (0.066) 4.450 4.537 (0.087) over Communications and Strategy Services 1.099 1.402 (0.303) 1.147 1.389 (0.242) over Administration and Licensing Services 4.495 4.618 (0.123) 4.461 4.651 (0.190) over Personnel Services 8.277 8.083 0.194 7.503 7.341 0.162 under Housing and Technical Resources 20.218 19.319 0.899 19.582 18.783 0.799 under Housing Services 7.456 6.523 0.933 6.175 5.362 0.813 under Property Services 12.762 12.796 (0.034) 13.407 13.421 (0.014) over Social Work Resources 152.206 153.315 (1.109) 116.970 117.976 (1.006) over Performance and Support Services 7.891 7.166 0.725 6.669 6.052 0.617 under Children and Families 29.685 31.466 (1.781) 24.844 26.312 (1.468) over Adults and Older People 113.535 113.730 (0.195) 85.441 85.733 (0.292) over Justice and Substance Misuse 1.095 0.953 0.142 0.016 (0.121) 0.137 under Joint Boards 2.363 2.363 0.000 2.061 2.061 0.000 -

635.059 630.077 4.982 516.800 511.917 4.883 under

Annual

Annual Forecast Actual Committee Forecast Variance Budget to Variance

Annual BEFORE BEFORE Proportion Period 12 to

Budget Transfers Transfers to 01/02/19 01/02/19 01/02/19 £m £m £m £m £m £m Service Departments Total 635.059 630.077 4.982 516.800 511.917 4.883 under Trading Accounts Surplus (11.919) (9.693) (2.226) (9.238) (7.111) (2.127) over CFCR 0.000 0.000 0.000 0.000 0.000 0.000 - Loan Charges 57.505 51.605 5.900 57.505 51.605 5.900 under Corporate Items 4.107 2.212 1.895 1.708 0.347 1.361 under Transfer to Reserves 5.191 5.191 0.000 5.191 5.191 0.000 - Total Expenditure 689.943 679.392 10.551 571.966 561.949 10.017 under

Council Tax 146.058 148.566 2.508 125.192 127.342 2.150 over rec Less: Council Tax Reduction Scheme (19.670) (19.472) 0.198 (16.860) (16.690) 0.170 under Net Council Tax 126.388 129.094 2.706 108.332 110.652 2.320 over rec General Revenue Grant 253.419 253.419 0.000 210.462 210.462 0.000 - Non Domestic Rates 295.500 295.500 0.000 250.038 250.038 0.000 - Transfer from Reserves 14.636 14.636 0.000 14.636 14.636 0.000 - Total Income 689.943 692.649 2.706 583.468 585.788 2.320 over rec

Net Expenditure / (Surplus) 0.000 (13.257) 13.257 (11.502) (23.839) 12.337 under

Annual Annual Forecast Forecast Variance Annual BEFORE BEFORE Corporate Pressures Budget Transfers Transfers £m £m £m Net Expenditure / (Surplus) 0.000 (13.257) 13.257 2019/2020 Strategy 0.000 4.000 (4.000) 2018/2019 Pay Award - additional 0.5% 0.000 1.305 (1.305) 2019/2020 Strategy - additional 0.000 1.000 (1.000) Total Expenditure 0.000 (6.952) 6.952

38 Appendix 1b

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report (BEFORE Transfers)

Period Ended 1 February 2019 (No.12)

Annual Annual Forecast Actual Budget Category Forecast Variance Budget to Variance Annual BEFORE BEFORE Proportion Period 12 to Budget Transfers Transfers to 01/02/19 01/02/19 01/02/19 Service Departments: £m £m £m £m £m £m

Expenditure Employee Cost 419.824 417.263 2.561 337.371 334.655 2.716 under Property Costs 52.291 51.024 1.267 47.277 46.057 1.220 under Supplies and Services 32.598 30.937 1.661 24.405 22.766 1.639 under Transport Costs 22.994 23.609 (0.615) 18.277 18.691 (0.414) over Administration Costs 11.897 12.410 (0.513) 8.918 9.160 (0.242) over Payments to Other Bodies 54.912 56.296 (1.384) 43.579 44.910 (1.331) over Payments to Contractors 186.801 186.944 (0.143) 148.714 148.949 (0.235) over Transfer Payments 3.355 3.546 (0.191) 3.177 3.364 (0.187) over Housing Benefits 80.897 79.220 1.677 67.702 66.263 1.439 under Financing Charges (controllable) 2.106 2.069 0.037 1.560 1.507 0.053 under

Total 867.675 863.318 4.357 700.980 696.322 4.658 under

Service Departments Total 867.675 863.318 4.357 700.980 696.322 4.658 under Trading Accounts Surplus (11.919) (9.693) (2.226) (9.238) (7.111) (2.127) over CFCR 0.000 0.000 0.000 0.000 0.000 0.000 - Loan Charges 57.505 51.605 5.900 57.505 51.605 5.900 under Corporate Items 4.107 2.212 1.895 1.708 0.347 1.361 under Transfer to Reserves 5.191 5.191 0.000 5.191 5.191 0.000 -

Total Expenditure 922.559 912.633 9.926 756.146 746.354 9.792 under

Income Housing Benefit Subsidy 75.435 73.950 (1.485) 64.051 62.778 (1.273) under rec Other Income 157.181 159.291 2.110 120.129 121.627 1.498 over rec Council Tax (Net of Council Tax Reduction 126.388 129.094 2.706 108.332 110.652 2.320 over rec Scheme) General Revenue Grant 253.419 253.419 0.000 210.462 210.462 0.000 - Non Domestic Rates 295.500 295.500 0.000 250.038 250.038 0.000 - Transfer from Reserves 14.636 14.636 0.000 14.636 14.636 0.000 -

Total Income 922.559 925.890 3.331 767.648 770.193 2.545 over rec

Net Expenditure / (Income) 0.000 (13.257) 13.257 (11.502) (23.839) 12.337 under

39 Appendix 2a

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report (AFTER Transfers)

Period Ended 1 February 2019 (No.12)

Annual

Annual Forecast Actual Committee Forecast Variance Budget to Variance

Annual AFTER AFTER Proportion Period 12 to

Budget Transfers Transfers to 01/02/19 01/02/19 01/02/19

Departments: £m £m £m £m £m £m Community and Enterprise Resources 116.002 115.669 0.333 97.346 96.717 0.629 under Facilities Streets and Waste (Inc. Support) 64.052 64.232 (0.180) 50.446 50.658 (0.212) over Environmental Services (Inc. Projects) 3.963 3.934 0.029 3.219 3.200 0.019 under Leisure and Culture Services 18.902 19.269 (0.367) 18.124 18.085 0.039 under Planning and Economic Development 2.958 2.743 0.215 5.876 5.750 0.126 under Roads 26.127 25.491 0.636 19.681 19.024 0.657 under Education Resources 310.362 310.324 0.038 247.444 247.411 0.033 under Finance and Corporate Resources 33.908 33.908 0.000 33.397 33.397 0.000 - Finance Services 15.412 15.109 0.303 15.410 15.039 0.371 under Audit and Compliance Services 0.347 0.352 (0.005) 0.426 0.440 (0.014) over Information Technology Services 4.278 4.344 (0.066) 4.450 4.537 (0.087) over Communications and Strategy Services 1.099 1.402 (0.303) 1.147 1.389 (0.242) over Administration and Licensing Services 4.495 4.618 (0.123) 4.461 4.651 (0.190) over Personnel Services 8.277 8.083 0.194 7.503 7.341 0.162 under Housing and Technical Resources 20.218 20.218 0.000 19.582 19.582 0.000 - Housing Services 7.456 7.422 0.034 6.175 6.161 0.014 under Property Services 12.762 12.796 (0.034) 13.407 13.421 (0.014) over Social Work Resources 152.206 153.315 (1.109) 116.970 117.976 (1.006) over Performance and Support Services 7.891 7.166 0.725 6.669 6.052 0.617 under Children and Families 29.685 31.466 (1.781) 24.844 26.312 (1.468) over Adults and Older People 113.535 113.730 (0.195) 85.441 85.733 (0.292) over Justice and Substance Misuse 1.095 0.953 0.142 0.016 (0.121) 0.137 under Joint Boards 2.363 2.363 0.000 2.061 2.061 0.000 -

635.059 635.797 (0.738) 516.800 517.144 (0.344) over

Annual Annual Forecast Actual Committee Forecast Variance Budget to Variance Annual AFTER AFTER Proportion Period 12 to Budget Transfers Transfers to 01/02/19 01/02/19 01/02/19 £m £m £m £m £m £m Service Departments Total 635.059 635.797 (0.738) 516.800 517.144 (0.344) over Trading Accounts Surplus (11.919) (9.653) (2.266) (9.238) (7.071) (2.167) over CFCR 0.000 0.000 0.000 0.000 0.000 0.000 - Loan Charges 57.505 51.605 5.900 57.505 51.605 5.900 under Corporate Items 4.107 2.646 1.461 1.708 0.781 0.927 under Transfer to Reserves 5.191 5.191 0.000 5.191 5.191 0.000 - Total Expenditure 689.943 685.586 4.357 571.966 567.650 4.316 under

Net Expenditure / (Surplus) 0.000 (7.063) 7.063 (11.502) (18.138) 6.636 under

Annual Annual Forecast Forecast Variance Annual AFTER AFTER Corporate Pressures Budget Transfers Transfers £m £m £m Net Expenditure / (Surplus) 0.000 (7.063) 7.063 2019/2020 Strategy 0.000 4.000 (4.000) 2018/2019 Pay Award - additional 0.5% 0.000 1.305 (1.305) 2019/2020 Strategy - additional 0.000 1.000 (1.000) Total Expenditure 0.000 (0.758) 0.758

40 Appendix 2b

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report (AFTER Transfers)

Period Ended 1 February 2019 (No.12)

Annual Forecast Actual Budget Category Forecast Variance Budget to Variance Annual AFTER AFTER Proportion Period 12 to Budget Transfers Transfers to 01/02/19 01/02/19 01/02/19 Service Departments: £m £m £m £m £m £m

Expenditure Employee Cost 419.824 418.481 1.343 337.371 335.750 1.621 under Property Costs 52.291 51.034 1.257 47.277 46.067 1.210 under Supplies and Services 32.598 33.864 (1.266) 24.405 25.603 (1.198) over Transport Costs 22.994 23.609 (0.615) 18.277 18.691 (0.414) over Administration Costs 11.897 12.410 (0.513) 8.918 9.160 (0.242) over Payments to Other Bodies 54.912 56.538 (1.626) 43.579 45.001 (1.422) over Payments to Contractors 186.801 187.044 (0.243) 148.714 149.049 (0.335) over Transfer Payments 3.355 3.546 (0.191) 3.177 3.364 (0.187) over Housing Benefits 80.897 79.220 1.677 67.702 66.263 1.439 under Financing Charges (controllable) 2.106 2.069 0.037 1.560 1.507 0.053 under

Total 867.675 867.815 (0.140) 700.980 700.455 0.525 under

Service Departments Total 867.675 867.815 (0.140) 700.980 700.455 0.525 under Trading Accounts Surplus (11.919) (9.653) (2.266) (9.238) (7.071) (2.167) over CFCR 0.000 0.000 0.000 0.000 0.000 0.000 - Loan Charges 57.505 51.605 5.900 57.505 51.605 5.900 under Corporate Items 4.107 2.646 1.461 1.708 0.781 0.927 under Transfer to Reserves 5.191 5.191 0.000 5.191 5.191 0.000 -

Total Expenditure 922.559 917.604 4.955 756.146 750.961 5.185 under

Income Housing Benefit Subsidy 75.435 73.950 (1.485) 64.051 62.778 (1.273) under rec Other Income 157.181 158.068 0.887 120.129 120.533 0.404 over rec Council Tax (Net of Council Tax Reduction 126.388 129.094 2.706 108.332 110.652 2.320 over rec Scheme) General Revenue Grant 253.419 253.419 0.000 210.462 210.462 0.000 - Non Domestic Rates 295.500 295.500 0.000 250.038 250.038 0.000 - Transfer from Reserves 14.636 14.636 0.000 14.636 14.636 0.000 -

Total Income 922.559 924.667 2.108 767.648 769.099 1.451 over rec

Net Expenditure / (Income) 0.000 (7.063) 7.063 (11.502) (18.138) 6.636 under

41 Appendix 3

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Period Ended 1 February 2019 (No.12)

Housing Revenue Account

Annual Forecast Annual Budget Actual Variance Budget for Year Forecast Proportion to Period 12 to % Note Variance to 01/02/19 01/02/19 01/02/19

£m £m £m £m £m £m

Employee Costs 12.718 12.544 0.174 10.467 10.336 0.131 under 1.3% 1

Property Costs 42.507 42.465 0.042 29.861 29.803 0.058 under 0.2% 2

Supplies & Services 0.610 0.554 0.056 0.495 0.464 0.031 under 6.3%

Transport & Plant 0.194 0.174 0.020 0.166 0.152 0.014 under 8.4%

Administration Costs 5.713 5.677 0.036 0.577 0.555 0.022 under 3.8%

Payments to Other Bodies 3.221 3.221 0.000 0.040 0.040 0.000 - 0.0%

Payments to Contractors 0.100 0.129 (0.029) 0.089 0.111 (0.022) over (24.7%)

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

Financing Charges 23.730 23.761 (0.031) 0.051 0.046 0.005 under 9.8%

Total Controllable Expenditure 88.793 88.525 0.268 41.746 41.507 0.239 under 0.6% under Total Controllable Income (98.991) (98.432) (0.559) (75.149) (74.908) (0.241) (0.3%) 3 recovered

Transfer to/(from) Balance Sheet (4.603) (4.604) 0.001 (3.895) (3.897) 0.002 under 0.0%

Net Controllable Expenditure (14.801) (14.511) (0.290) (37.298) (37.298) 0.000 - 0.0%

Add: Non Controllable Budgets

Financing Charges 14.801 14.511 0.290 0.000 0.000 0.000 - 0.0%

Total Budget 0.000 0.000 0.000 (37.298) (37.298) 0.000 - 0.0%

Variance Explanations

1. Employee Costs This underspend reflects the current turnover levels and vacancies across the service.

2. Property Costs This underspend relates to bad debt provision being lower than anticipated, partially offset by reflects expenditure on repairs which are demand led.

3. Income This under recovery relates to rental income and reflects the timing of the completion of new build properties.

42 Agenda Item

Report 6 Report to: Executive Committee Date of Meeting: 13 March 2019 Report by: Executive Director (Finance and Corporate Resources)

Subject: Trading Services Financial Performance for Period 12 - 1 April 2018 to 1 February 2019 and Probable Outturn

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  provide information on the estimated surplus for each of the Council’s Trading Operations,  provide information on the actual surplus as at 1 February 2019, and  provide an update on the projected results for the financial year 2018/2019. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Trading Operations’ outturn position, be noted; (2) that the surplus achieved to 1 February 2019 before transfers to reserves of £7.111 million, as detailed in Appendix A of the report, be noted; and (3) that the surplus achieved to 1 February 2019 after transfers to reserves of £7.071 million, as detailed in Appendix B of the report, be noted.

3. Background 3.1. This is an overview report which will summarise the 2018/2019 forecast spend for the Council’s Trading Operations to 31 March 2019 (section 6). This is known as the Probable Outturn position. The report shows this position before transfers to reserves and then after the proposed transfers to reserves. It will also provide details of the Trading Operations’ Monitoring Position to 1 February 2019, compared with the budget for the same period (section 7).

4. Trading Operations Budget 4.1. As part of the budget for 2018/2019, an estimated target for Trading Operations’ surpluses was set at £11.466 million. In the period to 9 November 2018, this was revised to £11.919 million. There were no further adjustments made in the period to 1 February 2019.

4.2. Details of the financial performance of each of the individual Trading Operations is provided in Appendices A and B to this report.

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

5. Employee Implications 5.1. None

6. Probable Outturn Forecast to 31 March 2019 6.1. Appendices A and B show the outturn position for the Council’s Trading Operations.

6.2. As per section 3.2, the report will provide the Trading Operations’ outturn position before any proposed transfers to reserves (Appendix A) and then the position after transfers to reserves (Appendix B).

6.3. Trading Operations Outturn Position: The forecast outturn position to 31 March 2019 is an under recovery against surplus of £2.226 million before any transfers to reserves. This is unchanged from the outturn position reported in the last report (13 February 2019).

6.4. This under recovery comprises an under recovery of £0.776 million in the Fleet Trading Operation due to repairs, plant and equipment and the timing of the implementation of efficiencies, and a minor underspend of £0.025 million in the Roads Trading Operation. Both of these are offset by an underspend in the Community and Enterprise Resources’ budget.

6.5. In addition, there is an under recovery of £1.425 million in the Property Trading Operation. As reported previously this reflects the timing of works carried out in respect of Early Years, Central Heating programmes, and Growth and Capacities in schools.

6.6. The Fleet Trading Operation is proposing a transfer to reserves of £0.040 million, included in the Revenue Budget Monitoring Report (Executive Committee:13 February 2019) for approval. The transfer is in respect of the replacement of equipment in the depots. After taking this transfer into account the outturn position after transfers to reserves is an under recovery against surplus of £2.266 million.

7. Financial Implications – Revenue Monitoring Position 7.1. As at period 12 (1 February 2019), the actual surplus before transfers achieved by the Trading Operations totals £7.111 million. This represents an under recovery of £2.127 million against the phased budget. Of this under recovery, £1.307 million at period 12 relates to the Property Trading Operation (section 6.5 above).

7.2. In addition, £0.797 million relates to the Fleet Trading Operation (section 6.4 above), and is offset by an underspend in the Community and Enterprise Resources’ budget, as shown in the Revenue Budget Monitoring Report for the period ended 1 February 2019.

7.3. The position at period 12 after transfers is a surplus of £7.071 million, an under recovery of £2.167 million. This is in line with the outturn position and there are no significant changes from period 11.

8. Other Implications 8.1. The main risk associated with the Trading Operations’ Budgets is that there is a reduction in the surplus achieved. The risk has been assessed as low given the detailed budget management applied across the Trading Operations. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 44

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

9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required.

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

Paul Manning Executive Director (Finance and Corporate Resources)

11 February 2019

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

Previous References  Executive Committee, 13 February 2019

List of Background Papers  Financial ledger and budget monitoring results to 1 February 2019

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

45 Appendix A

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report (BEFORE Transfers)

Period Ended 1 February 2019 (No.12)

Trading Operations

Forecast Revenue Actual Budget Forecast Phased (Surplus) Revenue Surplus Variance Budget / Deficit Variance Budget BEFORE BEFORE (Surplus) at at Surplus Transfers Transfers at 01/02/19 01/02/19 01/02/19

Trading Service £m £m £m £m £m £m

Fleet (2.876) (2.100) (0.776) (2.435) (1.638) (0.797) under surplus

Roads (4.639) (4.614) (0.025) (3.925) (3.902) (0.023) under surplus

Property Services (4.404) (2.979) (1.425) (2.878) (1.571) (1.307) under surplus

Total (11.919) (9.693) (2.226) (9.238) (7.111) (2.127) under surplus

46 Appendix B

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report (AFTER Transfers)

Period Ended 1 February 2019 (No.12)

Trading Operations

Forecast Revenue Actual Budget Forecast Phased (Surplus) Revenue Surplus Variance Budget / Deficit Variance Budget AFTER AFTER (Surplus) at at Surplus Transfers Transfers at 01/02/19 01/02/19 01/02/19

Trading Service £m £m £m £m £m £m

Fleet (2.876) (2.060) (0.816) (2.435) (1.598) (0.837) under surplus

Roads (4.639) (4.614) (0.025) (3.925) (3.902) (0.023) under surplus

Property Services (4.404) (2.979) (1.425) (2.878) (1.571) (1.307) under surplus

Total (11.919) (9.653) (2.266) (9.238) (7.071) (2.167) under surplus

48 Agenda Item

Report 7 Report to: Executive Committee Date of Meeting: 13 March 2019 Report by: Executive Director (Education Resources) Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources)

Subject: Proposed Rollout of 2019 Summer Holiday Lunch Clubs Programme

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  provide an update on the provision of the pilot lunch clubs programme which took place during the 2018 summer holiday period, and the proposed planned rollout for summer 2019 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the main findings of the pilot programme be noted; (2) that the aims and objectives of the summer holiday lunch clubs programme be supported; (3) that the proposed planned rollout for summer 2019 and associated level of funding required be approved; and: (4) that further updates be provided to aid consideration for further rollout in the future. [1recs] 3. Background 3.1. In line with the Council’s approach to tackling poverty, the introduction of the summer programme lunch club pilot has been driven by concerns acknowledging that school holidays can be challenging for families on low incomes as children who benefit from free school meals and are at risk of missing meals and going hungry.

3.2. The aim of the summer programme is to prevent children going hungry during school holidays, improve health and promote learning through fun and engaging activities over the summer holiday period.

3.3. On the 24 April 2018 the Education Resources Committee agreed to the creation of a pilot summer holiday lunch club programme in Udston Primary School and Glenlee Primary School (Burnbank, Udston and Hillhouse) and also St Anthony’s Primary

49 School (Whitlawburn and Springhall) creating a hub arrangement where children in the local area can come together.

3.4. An update was presented to the Education Resources Committee on 29 November 2018. This Executive Committee report now also provides an update on the pilot programme which ran in summer 2018, together with information on the proposed rollout of the programme in summer 2019.

4. Summer Holiday 2018 Pilot Programme – Update 4.1. Enrolment in the clubs was primarily targeted at those in receipt of free school meal entitlement and living in the surrounding communities. Meetings took place with Head Teachers and partners engaged in the community to discuss the planned programme content and to help identify families who would most benefit from this programme. Parents were then invited to an information session prior to the start of the programme and asked to confirm their interest.

4.2. The programme ran for six weeks and feedback was gathered from all stakeholders including the young people, families, Community Resources staff, Head Teachers and Youth, Family and Community Learning staff using a variety of methods including face to face, written evaluation and video feedback.

4.3. The clubs ran from 10am to 2pm with a breakfast bar and lunch services both included within the day. This provided a period of time where staff and young people engaged socially, where everyone was able to reflect on the previous day and discuss any issues that young people may have had, including outwith the programme.

4.4. Young people directly took ownership of the programmes in each school, naming the programme to personalise the experience whilst fully engaging in planning the activities that they would participate in. Crucially this meant that programmes were tailored to the needs of the young people, particularly those with additional support needs. The range of activities provided included drama, music, dance, sports, arts and crafts, and inputs from partners such as Scottish Fire and Rescue Service, The Dog’s Trust and Regen:FX.

4.5. In addition, accredited awards were offered to young people to complete.

4.6. To gain a Hi5 or Dynamic Youth Award, young people required to choose a challenge, complete an activity, think about and comment on their achievements and gather evidence of their participation. Upon completion, they received a certificate showing the Scottish Credit and Qualifications Framework (SCQF) level and credit points.

4.7. End of the summer ‘Fun Days’ were held that brought all of the programmes together. Transport was provided and the trips supported parents to engage further with their children and for staff to further develop relationships with the families. The trips also served to bring P7 young people together who would be moving on to secondary school post summer as part of wider transition work and challenge perceived fears around high school.

4.8. Celebration events took place recognising the achievements of young people participating in the programmes, hearing their highlights and improving their self- esteem and self-confidence. These events were supported by Education Resources

50 senior management and provided a volunteering opportunity for a young person from KEAR Campus.

4.9. As part of the pilot, the Council supported a third sector organisation in the Larkhall area, (Machan Trust) also providing holiday programmes currently within the South Lanarkshire area and conducted a visit to their summer club. Some of the main findings conclude that a similar range of activities were on offer, including sports, games, arts and day trips out, however no accredited courses were available, the club ran for a 4 week period over the summer and a nominal £10 charge was levied on parents with around 110 children attending daily.

4.10. Uptake Rates Up to 65 places were available in each club with the actual numbers accessing provision shown in the table below:

Pilot Summer Number of % accessing Numbers % Holiday Programme referrals provision achieving achieving held in:- accessing (out of a awards awards provision potential 65)

Glenlee Primary 45 69% 42 93%

Udston Primary 56 86% 52 93%

St Anthony’s Primary 42 65% 37 88%

Total 143 73% 131 92%

4.11. Staffing The clubs were delivered by Youth, Family and Community Learning workers, some volunteers and also facilities staff.

4.12. During the programme, staff got to know young people and their parents and this helped to build positive relationships that are being nurtured further to enable wider communities in future summer holiday lunch clubs.

4.13. Impact Staff reported positive feedback from both parents and young people. There was evidence of some children gaining more confidence and of increasing willingness to try different food over the relaxed lunch environment. A number of ASN children accessed the clubs and staff were able to provide additional support to allow participation in activities.

4.14. Young people also accessed accredited learning opportunities while taking part in the holiday provision. This took the form of Hi-5 awards and Dynamic Youth Awards.

4.15. Overall feedback from young people has been very good, commenting on the variety of activities on offer and the opportunity for social interaction.

4.16. Young people returning to school after the summer were conveying positive examples of their experiences and the impact of the programme. Interaction with the school had increased and young people were more confident and motivated to engage in learning activity.

4.17. It was reported by parents that the main benefits were that the clubs gave their children the opportunity to meet new friends, stay in a routine, engage in healthy activities including having a healthy lunch, and provided one to one support and

51 encouragement. It also kept children away from sitting alone on computers and technology and provided a means to meet other families in the local community. In addition, many parents expressed a wish to contribute their time if the clubs were repeated.

4.18. Young people also took part in sessions with the Regen:FX Youth Trust Junior Street which resulted in 5 referrals to volunteer and participate in the delivery of the new Regen:FX programme.

5. Proposed Programme Rollout - Summer 2019 5.1. The evaluation of the programme has highlighted key steps to ensure programmes benefit from the good practice developed from the pilot and continue to meet the needs of participants and their families.

5.2. After school club provision will be piloted within Glenlee Primary School and St Anthony's Primary School facilitated by Youth, Families and Community Learning (YFCL) staff and volunteers. These will run term-time, once a week from 3pm to 4.30pm to continue engagement with families, the siblings of young people who attended and also to reach out to other families who were unable to engage for various reasons. Discussion is currently being held between Head Teachers and YFCL staff, informed by engagement with families, to identify dates for the after school clubs and to indicate anticipated numbers.

5.3. An introductory volunteer programme will be piloted in the Hamilton locality from mid May 2019. This programme will run for 6 weeks on a Thursday from 4pm to 6pm and will provide wider opportunities for young people and adults within the community, including those who participated in the pilot holiday club programmes. It will provide access to accredited learning such as Dynamic Youth Awards, Youth Achievement Awards and the Duke of Edinburgh Awards Scheme, and make available a bank of volunteers to support the after school and holiday clubs in addition to wider Youth, Family and Community Learning provision. Once evaluated, the intention is that the pilot will be rolled out to other localities.

5.4. Families accessing the after school clubs or holiday programme clubs will be signposted to other Youth Family and Community Learning Service provision in addition to partners’ services that address identified issues facing families.

5.5. It is intended that the out of school provision will also act as a hub for hosting additional services for the families e.g. family learning programmes such as cooking with your child or managing finance workshops.

5.6. The planned rollout of the summer holiday lunch clubs will see up to 12 programmes delivered in 2019. The delivery will consist of 3 clubs in each locality (Clydesdale, Hamilton, East Kilbride, Cambuslang/Rutherglen) operating for 6 weeks between 10am to 2pm each day.

5.7. Areas were selected through use of Free School Meals and Footwear and Clothing Grant statistics and geographical location. Those with the highest percentage were chosen as the targeted base school. Each base school will also have a partner school from the same geographical area. Although the partner school may have a smaller uptake of free school meals the families targeted are from the same community.

52 5.8. In addition, discussion is to take place to consider the continued support to the voluntary sector programme delivering holiday lunch club provision in the Larkhall area.

5.9. The proposed base and partner schools are outlined below:

Proposed Summer Holiday Lunch Club Provision Area Targeted Primary School Partner Primary School (Host School)

Hamilton Glenlee Primary St Cuthbert’s Primary Our Lady and St Anne’s Primary Woodhead Primary

Auchinraith Primary St Joseph’s Primary

Cambuslang / St Anthony’s Primary Loch Primary Rutherglen Cairns Primary St Cadoc’s Primary Burgh Primary St Columbkille’s Primary

East Kilbride Crosshouse Primary St Vincent’s Primary Greenhills Primary Castlefield Primary Heatheryknowe Primary St Louise’s Primary

Clydesdale Crawforddyke Primary St Athanasius Primary Rigside Primary Coalburn Primary Carnwath Primary Carstairs Junction Primary

5.10. In rolling out the summer holiday lunch clubs programme, provision closely reflects the key recommendations to the Scottish Government by the Poverty and Inequality Commission’s report on addressing poverty during the school summer holidays.

5.11. The Poverty and Inequality Commission was asked by the Scottish Government to consider whether there were actions in Every Child, Every Chance: The Tackling Child Poverty Delivery Plan 2018 to 2022 that should be developed in tandem in order to maximise their effectiveness. In particular, the commission was asked to consider school and holiday care and responding to school holiday food insecurity. The report can be accessed through this link:

https://povertyinequality.scot/publication/poverty-and-inequality-commission-advice- on-poverty-in-school-holidays/

6. Employee Implications 6.1. Staffing implications have been considered on the basis of the pilot model. A total equivalent of 61 staff is required to deliver the 12 locality clubs, plus 48 facilities staff:

 A Youth, Families & Community Learning (YFCL) Officer to oversee the planning and co-ordination of the programme, and on-going continued engagement work with families and communities throughout the year including links back into schools via Head Teachers. This will build on the recommendations of the Poverty and Inequality Commission’s report on addressing poverty. This will support the upskilling of families and assist with future volunteering of the programme and wider employment.

53  12 YFCL Officers to lead each club.  48 YFCL Workers to participate on the running of the clubs.  12 Cooks in Charge, 12 Catering Assistants and 12 Cleaners and 12 Janitors.

Number of SCP Hourly Salary Gross Post Posts (FTE) Grade Range Rate Costs Cost inc on costs 30.3% YFCL Officer 1 (52 wks at Grade 3 70-74 £18.22 - £33,250 - £43,325 - 35hrs) Level 4 £19.35 £35,312 £46,012 YFCL Officer 12 (8 wks at Grade 3 61-65 £15.98 - £3,196 - £49,973 - 25hrs) Level 2 £16.94 £3,388 £52,975 YFCL Worker 48 (8 wks at Grade 2 33-35 £10.58 - £2,116 - £132,343 - 25hrs) Level 1 £10.91 £2,182 £136,471 Facilities Assistant 12 (6 wks at Grade 1 20-31 £8.74- £1,573 - £24,595 - (Cook in Charge) 30hrs) Level 1-4 £10.28 £1,850 £28,927 Facilities Assistant 12 (6 wks at Grade 1 20 £8.74 £524 £8,193 (Catering) 10hrs) Level Facilities Assistant 12 (6 wks at Grade 1 20 £8.74 £524 £8,193 (Cleaning) 10hrs) Level 1 Facilities Assistant 12 (6wks at Grade 1 20-31 £8.74- £1,311 – £20,499 – (Janitor) 25 hrs) Level 1-4 £10.28 £1,542 £24,111

6.2. It will not be possible to source all staff required in the proposed delivery of the 12 clubs from existing staff within Youth, Families and Community Learning Services. In addition, recruitment will take place in the first instance from current employees in School Support and Facilities Services, who will be advised of the opportunity to work within the clubs, with training provided where required External recruitment will also take place where required. Discussions are currently ongoing with our voluntary partners to ascertain the availability of their staff to be able to contribute to the delivery of the programmes within geographical areas. This may incur an additional administration cost.

6.3. The pilot volunteer programme is also seeking to promote the summer lunch holiday clubs as an opportunity to support local community provision as outlined in 5.3 above.

6.4. In summary, all avenues will be explored to identify appropriate numbers of staff to enable each programme to run safely and successfully and to provide a daily meal.

6.5. Over time it is envisaged that a bank of staff and volunteers could be generated to support the lunch club programme and any potential future expansion. Following identification and recruitment of seasonal staff for the proposed 2019 summer clubs programme, an evaluation will take place as to the potential availability of staff to increase the programme beyond the 2019 level.

7. Financial Implications 7.1. Total staffing costs, including on costs, are identified as approximately £290,000. This includes an assumption on, staff training, a lead-in planning phase and a post programme evaluation phase.

7.2. In addition, a running costs budget has been estimated to allow for expenditure including food costs, transport provision within one of the rural areas, set up costs for expenditure such as awards registration, agency delivery of courses and/or activities, equipment and consumables, end of programme celebration activities, property costs such as cleaning/janitorial supplies and potential contribution towards the voluntary sector for existing service delivery. This is estimated to be around £120,000 and includes an element of one off set up costs.

7.3. In total, the anticipated expenditure during financial year 2019/20 is estimated at £410,000. The Council’s Budget Strategy for 2019/2020 includes £600,000 for rollout of the initiative.

7.4. Following evaluation of the pilot, the cost per club is higher than the estimates included within the Budget Strategy. Moving forward, as the initiative develops beyond summer 2019, the requirement for the preparation and evaluation may reduce. In addition, the potential for volunteer assistance with the clubs could also reduce staff costs. This will be reviewed as part of the evaluation of the Summer 2019 programme, and will be taken into account in any further decisions around future roll out of the initiative.

7.5 Based on the information available to date, it is anticipated that there will be an underspend of approximately £190,000 in 2019/2020. This balance of funding will be considered with any future rollout.

7.6 It should be noted that the proposals in paragraphs 5.2 to pilot some after school clubs will be met from within existing resources within the Youth, Families and Community Learning Service and reviewed before considering whether this service should be retained.

8. Other Implications 8.1. The number of clubs or size of the clubs may vary depending on wider access to staffing.

9. Equality Impact Assessment and Consultation Arrangements 9.1. An equality impact assessment has been undertaken.

9.2. Consultation with stakeholders will continue in order to help inform any future service provision.

Tony McDaid Executive Director (Education Resources)

19 February 2019

Link(s) to Council Values/Ambitions/Objectives  Improve achievement, raise educational attainment and support lifelong learning  Support communities by tackling disadvantage and deprivation and supporting aspiration  Encourage participation in physical and cultural activities  Improve health and increase physical activity

55 Previous References  Education Resource Committee, 27 November 2018  Education Resources Committee, 24 April 2018

List of Background Papers  None

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Roz Gallacher, Youth, Families and Community Learning Services Manager Ext: 4466 (Tel: 01698 454466) E-mail: [email protected]

56 8 Agenda Item

Report

Report to: Executive Committee Date of Meeting: 13 March 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Review of South Lanarkshire Leisure and Culture Ltd - Update

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  Provide an update the Committee on the review of Leisure and Culture in South Lanarkshire currently being undertaken by EKOS Research and Consultancy Services on behalf of the Council

2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations:- [recs] (1) that the work undertaken to date on the review of South Lanarkshire Leisure and Culture Ltd be noted; and (2) that the next steps, as detailed in section 7 of this report, be approved.

3. Background 3.1. South Lanarkshire Leisure and Culture Ltd (SLLC) was formed in 2010 with the transfer of the Council’s public library and cultural services portfolio into an existing leisure trust, formed by the Council in 2002 to manage its sport and recreational services.

3.2. A number of issues have led the Council to commission this review including:-

 changes to funding levels and the need to deliver service efficiencies  changes to market conditions with increasing competition (e.g. gyms)  decreasing attendance in some sectors (e.g. golf)  consideration by the Council and its partners in seeking to deliver more cohesive and targeted services to communities  the need for clarity in terms of the relationship between the Council, SLLC and its Board and its role as a provider of services to the Council

3.3. These issues are not unique to the Council and it is understood that other local authorities across Scotland are reviewing their relationships with arm’s length partners including leisure and cultural trusts. 57

3.4. In view of the above, it was considered that the timing was right to review SLLC and, from this, clearly define the Council’s ‘ask’ of the Trust. This will seek to ensure that the services delivered in the future are appropriate, the model of delivery is accordingly re-designed and performance measures are revised to provide a robust basis to assess the performance of the Trust.

4. South Lanarkshire Leisure and Culture Ltd 4.1. SLLC is a company limited by guarantee with charitable status and is responsible for the management and operation of sports, cultural, library, museum and outdoor recreational services for the Council.

4.2. The company operates to a set of Articles of Association and charitable objectives and is regulated by both the Companies Act (1985) and OSCR, the charities regulator in Scotland. SLLC is governed by a Board of 14 directors made up of five Councillors and SLC officers, one SLLC employee, one trades union representative and seven independent directors drawn from the community.

4.3. SLLC delivers services in five broad areas:-

 Sport and Physical Activity (incorporating Development services, Active Schools and Health and Safety)  Cultural Services (incorporating Arts Development)  Library Service  Outdoor Recreation and Outdoor Learning and Adventure Services  Country Parks, Golf and Museums Service

4.4. These services are provided across a range of Council owned facilities as shown in the following table:-

SLLC operated facilities Number of Facilities Community halls 64 Golf Courses 6 Indoor Sports Centres (including swimming pools) 22 Country Parks 2 Cultural Venues 5 Integrated Community Facilities 5 Libraries 23 Museums 1 Bowling Clubs 10 Outdoor Sports pitches and associated pavilions 122

4.5. The company had an operating budget of £34.9m in 2017/2018 and generated income through fees and charges of £16.4m leaving a balance in operating costs of

58 £18.45 million. This figure is the amount that the Council pays to SLLC for the provision of services and is known as the Management Fee.

4.6. At March 2018, SLLC employed 1113 staff which equates to 742 FTE.

5. Process of Review 5.1. In August 2018, EKOS, a leading research and consultancy service, was commissioned to undertake a review of leisure and cultural services with the principle purpose of assisting in defining the Council’s ‘ask’ of SLLC. From this review process EKOS would bring forward proposals for a strategic service framework that articulates a clear set of requirements for future leisure and cultural provision in South Lanarkshire. This strategic framework must be aligned to the Council’s priorities and those of the Community Planning Partnership.

5.2. The process of the review and developing this framework included a review of the services currently provided by SLLC, an analysis of participation data to establish current contribution to Council priorities, a review of relevant research literature and consideration of the wider leisure and cultural market including direct and indirect competition and approaches being taken by other authorities.

5.3. Integral to this work was a consultation exercise, conducted in August 2018, which gathered the views of the Council’s corporate management team, SLLC’s management team, SLLC’s Board members at that time and the leaders and/or representatives of political parties.

5.4. The review considered the current position and performance of SLLC focussing on finance, competitive pressures, reach into areas of deprivation and impacts on key outcomes. This, together with the consultation input, informed the development of a new strategic service framework that outlines future priorities, changes to the model of service delivery and highlights the associated governance implications.

6. Key Findings 6.1. Key finding arising from the review are summarised as follows:-

 in a time of reducing resources, there is a need to focus investment on areas of greatest priority  the service can make an important contribution to priority outcomes in relation to health and wellbeing, learning and disadvantage, but mainstream provision is not engaging enough within the most deprived areas  the current facilities based model is expensive and increasingly unsustainable, and lacks the flexibility to target services at the people and places in greatest need  the Council and SLLC do not always need to be the primary delivery agent(s) and wider partnership is required, based around shared outcomes  Culture and Leisure Services are funded by the Council and there is an expectation that residents will continue to have access to these general services  the need for stronger relationships within the context of the Community Planning Partnership  seek efficiencies in the general provision offered so as to provide resources on a more targeted basis  consideration should be given to asset rationalisation and transfers

59  pricing should respond to market conditions but the principle of subsidised access for those in greatest need must be maintained

6.2. Taking account of the above findings, EKOS proposes a new strategic framework that provides a fundamental shift in emphasis towards the increased delivery of culture and leisure services to address Council and Community Planning Partners’ priorities with this based on two themes:-

 addressing specific priorities and outcomes centred on People and Place  providing a level of general service provision.

6.3. Within each of the themes, the following key principles have been developed:

 People and Place:  embedding services within targeted communities  addressing barriers to participation  joint service planning and delivery including CPP  subsidy, pricing and investment

 General Provision:  longer term investment strategy  joint service planning and delivery  low cost delivery models  realising shorter term efficiencies and asset rationalisation/transfer

6.4. This new approach seeks to address the barriers to participation to leisure and cultural services, particularly amongst those in greatest need, and determines a new approach to outreach work based on joint planning and delivery of services at community level.

6.5. Addressing barriers to participation is challenging and complex, and the framework is designed to maximise the contribution of leisure and culture to the achievement of wider priorities for South Lanarkshire’s most in need people and communities.

6.6. This new approach will require a realignment of resources, and will mean both delivering services differently and more efficiently, part of which may result in rationalisation of the current SLLC operated asset base.

6.7. A before and after analysis of the proposed strategic framework is outlined in the following table:-

Strategic Framework Before After Facility based approach Service based approach Delivery, facilitation and Service delivery commissioning Resources concentrated on universal Resources concentrated on people provision and place Predominately stand-alone culture and Fewer overall but more co-located leisure facilities facilities Focused on health, wellbeing, Focused on leisure and cultural educational and CCP outcomes participation (e.g. community wellbeing) Peripheral to community planning More central to community planning

6.8. Achieving such a fundamental shift in delivery will take time and effort, and must be seen as a phased approach which recognises this agenda as a transformational shift in the delivery of culture and leisure services. Shorter term opportunities for efficiencies can, however, create some flexibility for investment into the People and Place services with a view to shifting the balance over time.

6.9. To achieve this, consideration should be given to the asset base of existing facilities to determine their future requirements. In addition, there is a short term need to refresh how the asset base is being managed between the Council and the Trust to ensure that properties, internal fixture/fittings and equipment are being appropriately managed and maintained.

7. Next Steps 7.1. The new strategic framework provides a mechanism to reset the relationship between the Council and SLLC to one that is more closely aligned to the priorities of the Council and of the Community Planning Partnership.

7.2. It should be noted, however, that the framework sets a blueprint for change that will require longer term planning and action across a range of workstreams before achieving meaningful outcomes, these are set out below:-

 SLLC’s business plan is revised on a staged basis to take account of the new framework.  The SLC/SLLC ‘client contractor’ relationship is given detailed consideration and revised as required to align it with the new strategic direction and associated performance framework. This will require a review of Service Level Agreements, Memorandum of Understanding and Articles of Association.  SLLC’s structures and governance arrangements are reviewed to reset the role of the SLLC Board and associated SLLC management accountability.  Efficiency measures are developed including; staffing and workforce planning, low cost delivery opportunities, managed withdrawal from lower priority services and facilities  Reporting structures around the Community Planning Partnership are reviewed to better facilitate joint planning and shared outcomes 61  A short term review of the asset base is undertaken to ensure properties, internal fixture/fittings and equipment are being appropriately managed and maintained between the Council and the Trust

7.3. As agreed at the Full Council meeting on the 27 February 2019, a Cross Party Working Group is to be established on Leisure and Culture. It is proposed that this be progressed in two stages: (1) to follow up the consultation undertaken with political leaders that EKOS presents their finding to political leaders and other appropriate members, such as resource chairs, opposition spokesperson and members who sit on the Trust’s board”. and (2) following this presentation this will assist in defining the terms of reference of the cross party working group, programme of work and its members. This is then reported back to the next available Executive Committee for approval.

7.4. At the same time there is a requirement to keep the Trust’s Board informed of how the review and workstreams are progressing, which it is proposed would be through the established Board meetings.

8. Employee Implications 8.1. Employee implications at this stage are not yet defined, however, this will be an integral consideration as the new strategic framework develops.

9. Financial Implications 9.1. Financial implications at this stage are not yet defined, however, this will be an integral consideration as the new strategic framework develops.

10. Other Implications 10.1. None at this stage.

11. Equality Impact Assessment and Consultation Arrangements 11.1. Consultation was undertaken with the Council’s corporate management team, SLLC’s management team, SLLC’s Board members and a sample of Elected Members across different political parties as part of the EKOS review.

Michael McGlynn Executive Director (Community and Enterprise Resources)

28 February 2019

Link(s) to Council Values/Ambitions/Objectives  Encourage participation in physical and cultural activities  Deliver better health and social care outcomes for all  Support our communities by tackling disadvantage and deprivation and supporting aspiration  Improve health, care and wellbeing

62 Previous References  None

List of Background Papers  Executive Committee, 11 May 2016 – ‘South Lanarkshire Leisure and Culture Business Plan 2016/2017 and Memorandum of Understanding’

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- David Booth, Operations Manager Ext: 5302 (Tel: 01698 455302) E-mail: [email protected]

64 Agenda Item

Report 9 Report to: Executive Committee Date of Meeting: 13 March 2019 Report by: Executive Director (Housing and Technical Resources)

Subject: Land and Property Transfers and Disposals

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose  advise the Executive Committee of the actions required in respect of land and property transactions [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the land and property as detailed in Appendix A be transferred between Resources (2) that the land detailed in Appendix B be declared surplus to Council requirements [1recs] 3. Background 3.1. Details of land and property, which is potentially suitable for redevelopment or disposal, are circulated to all Resources and Community Planning Partners to establish if they are suitable for alternative operational use.

3.2. Recommendations for the transfer of assets between Council Resources, detailed on Appendix A, are made following the consideration of planning, title and other legal constraints and Council priorities.

3.3. Transactions where there is a requirement to declare property surplus to enable negotiations for minor or adjoining sales to progress are detailed on Appendix B.

3.4. Such transactions are only included in the report after successful consultation with the Holding Resource(s) and Planning.

4. Transfers 4.1. Former Underbank Primary School, 154 Lanark Road, Crossford This school was closed on the opening of the replacement school on 30 November 2018. The property was included in Property Bulletin 18-02 and no other alternative operational use was established. It is recommended that this is transferred to the Corporate Land Bank for disposal.

4.2. Former Play Area, Lightburn Road, Cambuslang The play equipment at this site was decommissioned and removed in December 2012. The site was included in Property Bulletin 18-02 and no other alternative

65 operational use was established. It is recommended that this is transferred to the Corporate Land Bank for disposal.

4.3. Former Law Primary School Surplus Site, Lawhill Road, Law This site was transferred to the Corporate Land Bank in 2005. As a result of limited market opportunities at that time the land was reserved for future sale. Housing Services have assessed the site for the Council’s new build programme and have identified the site as suitable for 26 units. It is recommended that the site be transferred to the Housing Revenue Account.

5. Property Transactions 5.1. Appendix B details negotiated transactions where the land requires to be declared surplus in order that Property Services can conclude negotiations for their disposal.

5.2. The Committee is asked to approve the recommendation that these areas of land are declared surplus to the Council requirements in order that Property Services can conclude negotiations for their disposal.

6. Employee Implications 6.1. There are no employee implications.

7. Financial Implications 7.1. Capital receipts for both General Services and Housing Revenue Accounts will be secured through the disposals identified in this report.

7.2. In accordance with financial regulations, the transfer of the site at Law to the Housing Revenue Account will result in a receipt to General Services.

8. Other Implications 8.1. There is a low risk that the capital receipts anticipated, as a result of declaring these properties surplus, may not be realised if, for reasons out with the Council’s control, the purchasers choose not to proceed with the transactions. However, the procedures and consultations described in Sections 3 and 9 of this report have been implemented to minimise this risk.

8.2. There are no significant issues in terms of sustainability arising from this report.

9.2. Consultation was undertaken with all Resources through the Property Bulletin. In addition, Planning, Roads, Legal, and Housing Services were consulted through the Area Property Groups.

Daniel Lowe Executive Director (Housing and Technical Resources)

13 March 2019

66 Link(s) to Council Values/Ambitions/Objectives  Achieve results through leadership, good governance and organisational effectiveness

Previous References  Executive Committee, 27 June 2018  Executive Committee, 13 February 2019

List of Background Papers  Plans of the land and property referred to in this report

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Frank McCafferty, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: [email protected]

67 APPENDIX A

TRANSFERS

Area Description Previous New Transfer Value Account Holding Band Account 3,246sqm Former Underbank Education Corporate Immediate 3 Primary School, 154 Land Bank Lanark Road, Crossford

802sqm Former Play Area, Housing Corporate Immediate 4 Lightburn Road, Land Bank Cambuslang 8129sqm Former Law Primary Corporate Housing Immediate 3 School Surplus Site, Land Bank Lawhill Road, Law

APPENDIX B

DECLARE SURPLUS

Area Description Holding Proposal Value Account Band 138 sqm Ground at 122 Meikle Earnock Housing Formation of additional 4 Road, Hamilton garden ground

25 sqm Ground at Brancumhall Road, Education Construction of new 4 East Kilbride electricity sub-station

Value Bands 1 – over £1 million 2 – £500,000 to £999,999 3 – £100,000 to £499,999 4 – less than £100,000

Report 10 Report to: Executive Committee Date of Meeting: 13 March 2019 Report by: Executive Director (Finance and Corporate Resources)

Subject: Best Value Assurance Report

1. Purpose of Report 1.1. The purpose of this report is to:- [purpose]  advise the Committee of the process and timescale for the publication by the Accounts Commission of South Lanarkshire Council’s Best Value Assurance Report [1purpose] 2. Recommendations/Actions 2.1. The Committee is asked to note the following recommendations:- [recs] (1) that the contents of the report be noted.

3. Background 3.1. The duty of Best Value was introduced in the Local Government in Scotland Act 2003. Statutory guidance was published in 2004, setting out the duties under Best Value and the required Best Value arrangements.

3.2. The Accounts Commission has the responsibility for assessing whether Councils are achieving Best Value. In 2016, the Commission revised its approach to the Audit of Best Value (BV) to provide more regular assurance about how councils are performing. Central to the new approach is a Best Value Assurance Report (BVAR) which, compared with the previous Best Value Audit reports, are more frequent (every 5 years) and contain broader coverage across BV characteristics as well as a more rounded picture of the performance of the council concerned.

3.3. South Lanarkshire Council has now been audited for the purposes of the BVAR. The main fieldwork was undertaken by Audit Scotland in October and November 2018. The final report is due to be considered by the Accounts Commission and published in March 2019.

3.4. This report provides an overview of the process and details of the timescales for publication of the final BVAR by the Accounts Commission.

4. BVAR scope and process 4.1. The audit covered the following topics within its scope:

 the council’s vision and strategic direction, including how well the leadership of the council works together to deliver priorities that reflect the needs of the community

69  the effectiveness of the governance, decision-making and scrutiny arrangements  an overall assessment of outcomes and performance and the reporting of these, including the council’s public performance reporting  how the council plans its use of resources including asset management, financial planning and workforce planning to support the delivery of its priorities  how the council delivers services through partnership and collaborative working, including progress with health and social care integration  community engagement and responsiveness and how this impacts on the council’s priorities and activities  how effectively the council’s self-assessment framework drives continuous improvement in service priorities

4.2. The main work for the audit was conducted by Audit Scotland during the months of October and November 2018. The methods used included:

 interviewing elected members, senior officers, representatives from trade unions and a sample of the council’s partners, such as the police service, the fire service and the third sector  observing council, committee and partnership meetings  reviewing documents and analysing data  holding focus groups with staff and the public

5. Timescale and process for publication of findings 5.1. The draft BVAR was presented to the Accounts Commission by the controller of Audit at their meeting on 7 March 2019.

5.2. Publication of the final report is scheduled for 28 March 2019. A full report on the BVAR will be brought to the full Council meeting on 26 June 2019.

6. Employee Implications 6.1. There are no employee implications relating to this report.

7. Financial Implications 7.1. There are no financial implications relating to this report.

8. Other Implications 8.1. The work undertaken in the preparation of the current APR, the proposed APSs and continuing PPRs assists in providing assurance that the council is responding to its Best Value obligations in terms of continuous improvement and public performance reporting.

9.2. Consultation with members of the public has been undertaken as described at 4.2 in this report.

Paul Manning Executive Director (Finance and Corporate Resources)

70 27 February 2019

Link to Council Values/Ambitions/Objectives  Accountable, effective, efficient and transparent

Previous References  None

List of Background Papers  None

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Corporate Communications and Public Affairs Ext: 4904 (Tel: 01698 454904) E-mail: [email protected]

Agenda Item

Report Report to: Executive Committee Date of Meeting: 13 March 2019 Report by: Director, Health and Social Care

Subject: Development of Strategic Commissioning Plan 2019 to 2022

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  to update the Executive Committee on the proposed work to develop the next three year Strategic Commissioning Plan 2019 to 2022 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; and (2) that the first draft of the Strategic Commissioning Plan outlined in Appendix 1 be noted. [1recs] 3. Background 3.1. A part of finalising the regulations and orders to support the Public Bodies (Joint Working) (Scotland) Act 2014, Integration Joint Boards (IJBs) were required to prepare and agree three year Strategic Commissioning Plans (SCPs) to enable integration arrangements to ‘go live’ within local partnerships.

3.2. The main purpose of SCPs is to set out how IJBs will plan and deliver services for their area over the medium term, using the integrated budgets under their control. SCPs also provide clarity to the parties (Council and NHS Board) regarding what they are required to operationally deliver and this sits alongside annual directions issued by the IJB.

3.3. In preparing and publishing SCPs, IJBs must ensure stakeholders are fully engaged in the preparation, publication and review of the SCP, in order to establish a meaningful co-productive approach, to enable integration authorities to deliver the nine national outcomes for health and wellbeing, and achieve the core aims of integration.

3.4. In March, 2016, South Lanarkshire IJB approved its first SCP covering the planning period 2016 to 2019. This Plan was very much seen as a first iteration setting out the key priorities for the future development of Health and Social Care Services in South Lanarkshire.

3.5. In providing assurance to the IJB that the strategic intentions outlined within the SCP were being implemented, Annual Performance Reports (APRs) covering the period 2016/2017 and 2017/2018 have been presented as an outline of progress.

3.6. The current Plan is in its final year and in view of this, an update was tabled to the IJB at its meeting in June, 2018 outlining the proposed work that would be undertaken in developing the next iteration of the SCP for the period 2019-22.

3.7. A project plan with associated milestones was tabled to this effect.

4. Progress to Date 4.1. Progress with the development of the Plan is in-line with the original project plan. Since the last update to the IJB, a number of important pieces of work have either been progressed or are scheduled. An early version of the plan was presented to the IJB at its meeting of 12th February, 2019. Since this meeting and in order to take account of further comments and feedback, a more developed and updated draft has been prepared and this is detailed within Appendix 1. This has been laid out in such a way that it follows a recognised strategic commissioning cycle of analyse, plan, do and review. In summary, the draft plan seeks to cover the following:

Section Detailed Covered Introduction Provides information on the purpose of the Plan, how it has been developed and the leadership and governance arrangements

Vision Sets out the locally agreed vision for Health and Social Care Services and our duty to deliver the nine National Health and Wellbeing Outcomes set out in the Public Bodies (Joint Working) (Scotland) Act 2014

Analyse Main areas covered include:  policy and legislation affecting Health and Social Care  what has worked well?  what the strategic needs analysis tells us  what the public and stakeholders have told us

Plan Covers how we intend to prioritise and plan services to respond to the information gathered through our analysis. In doing so, this covers out main strategic intentions against the strategic themes identified and agreed with stakeholder and the public

Do This section of the Plan covers how will we develop the necessary capacity and deploy our resources with regards to:  organisational development  workforce  the market  enablers to support better integration

Review Provides a commitment with regards to how we will measure progress to understand if the Plan is delivering the strategic intentions set and out in turn support the achievement of better Health and Social Care outcomes for the public

4.2. One of the cornerstones of developing the Plan has been the commitment to engage with all key stakeholders. This has been undertaken in-line with the IJB participation and engagement strategy and in particular the national standards for community engagement. In September, 2018, the first round of locality consultation sessions took place in each of the four localities and this was followed by a second tranche of events in December, 2018. This suite of eight events in total were very well attended with between 80 and 120 people participating in each event. Attendance comprised of 50% of places being allocated to Health and Social Care staff with the remaining 50% made up of members of the public, carers, third sector – covering a range of voluntary organisations, the independent sector and elected members.

4.3. The events themselves focused on sense checking the 10 priorities agreed as part of 2016 to 2019 Plan (Appendix 2); what is working well across localities; the main challenges and learning points, and the key changes that should be reflected in the new plan. Detailed feedback has been recorded for each of the four events.

4.4. In addition to the above, further participation and engagement activity has taken place through input to the four locality third sector forums in September 2018 and the launch of an on-line public consultation on the Plan and future priorities.

4.5. The electronic survey and public information supporting this went live on the 12 October and ran for six weeks, closing at the end of November 2018. From a participation viewpoint, 240 members of the public completed the survey, which in itself is five times more than the consultation with the previous plan. The split across the four geographical areas of responders was as follows:-

 21% from Clydesdale  21% from East Kilbride/Strathaven  28% from Hamilton/Blantyre  10% from Rutherglen/Cambuslang  20% from outwith South Lanarkshire or where no locality was declared

4.6. Given the strong and well developed partnership working with the Council’s Housing and Technical Resources department and wider housing sector and the fact that the Plan has to reflect the housing contribution, information was also drawn from the successful consultation activity related to both the local housing strategy and rapid rehousing transition plan development.

4.7. In totality, the key messages emanating from the public and stakeholder consultation activity to date were:-

 consensus that the vision of working together to improve health and wellbeing in the community – with the community and the original 10 strategic themes remain as relevant today as when first agreed in 2016  in prioritising the 10 strategic themes, the public deemed the most important three to be early intervention, prevention and health improvement followed by mental health and then delivering our core duties  there are a number of new and emergent areas where we need to provide an increased focus including mental health, transitional arrangements from children’s services to adult services and homelessness  more work required in developing the enablers to integration, for example shared information systems, co-location in shared buildings and more integrated management systems 75

 the importance of strengthening locality planning and recognising the opportunity to co-ordinate services better within localities, even where there are multiple points of contact  developing different models of intermediate care to support people to remain at home  promoting models of self-care and self-management, in particular enabling the public to look after their own health and wellbeing

5. Next Steps 5.1. There remains work to be done in finalising the draft Plan and this will continue to be progressed with the key partners of the Council, NHS Board, third and independent sectors.

5.2. Prior to final sign off of the Plan at the IJB meeting on the 25 March 2019, the Plan will be presented and discussed at the following forums:

Forum Date of meeting Strategic Commissioning Group 30 January 2019 NHS Corporate Management Team 11 February 2019 Integration Joint Board 12 February 2019 Council Corporate Management Team 14 February 2019 Social Work Committee 20 February 2019 IJB Performance and Audit Sub Committee 26 February 2019 NHS Lanarkshire Planning, Performance and 27 February 2019 Resources Committee Community Planning Partnership Board 28 February 2019 Council Executive Committee 13 March 2019 Integration Joint Board 25 March 2019

5.3. Each iteration of the Plan will therefore consider and account for any further feedback and suggested amendments arising from the orientation of the forums listed above.

5.4. Importantly, once the Plan is approved, any new ‘directions’ issued by the IJB will be required to have the necessary read across and relevance to the Strategic Commissioning intentions articulated within the Plan. In turn, this will give the necessary clarity to the Council and NHS Board and primary operational delivery bodies of Health and Social Care Services.

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

7. Financial Implications 7.1. There are no financial implications associated with this report.

8. Other Implications 8.1. There are no other implications associated with this report. . 8.2. There are no sustainable development issues associated with this report. 76

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

9. Equality Impact Assessment and Consultation Arrangements 9.1. Planned consultation arrangements are as outlined above and an equality impact assessment is currently in progress as part of developing and finalising the Plan.

Val de Souza Director, Health and Social Care

21 February 2019

Link(s) to Council Values/Ambitions/Objectives  Achieve results through leadership, good governance and organisational effectiveness  Improve health, care and wellbeing

Previous References  None

List of Background Papers  None

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

South Lanarkshire Integration Joint Board

Strategic Commissioning Plan 2019-22

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 1

FOREWORD

Welcome to the second Strategic Commissioning Plan 2019-22 of the South Lanarkshire Integration Joint Board (IJB). It has now been three years since the IJB was established and there has been significant progress towards the development of better integrated health and social care services for the people of South Lanarkshire.

This plan has been developed through comprehensive Partnership and governance arrangements to ensure that the strategic direction outlined in the plan reflects the wishes and aspirations of the people of South Lanarkshire and also the national planning priorities set out by the Scottish Government.

Similar to the previous plan, the Partnership’s ambition is to develop better integrated health and social care services and there have been a number of very positive achievements made over the 2016- 19 period and these are detailed within this plan.

It is recognised that nothing stands still as demand for health and social care continues to change with people living longer, coupled with their needs becoming more complex. In meeting these challenges, the delivery of health and social care services will require to change. This has been reinforced from the consultation and engagement undertaken with the wider public and key stakeholders in developing this plan. A clear message that has come back consistently is the importance of early intervention and prevention and shifting the balance of care towards more community based provision. This is consistent with previous feedback and it is therefore incumbent on the IJB to ensure services are transformed and designed to meet these expectations.

The Partnership vision of “working together to improve health and wellbeing in the community – with the community” reflects these aspirations and we aim to provide a high quality and sustainable model of care as part of this vision. To make this happen, an ambition of this plan will be to look at how we can realistically shift our resources to support a model of care based upon interventions at the right time in the right place – increasingly in people’s own homes and where appropriate to do so. Some of this will require transformational change decisions to be taken and this is something that the IJB is keen to embrace with its Partners.

This cannot be achieved in isolation. The role of communities and individuals is central to this and the philosophy through our Building and Celebrating Communities approach will be to work with communities to identify what they are best placed to do for themselves and where they then require our support in achieving their personal outcomes. This assets based approach will be intrinsic to the implementation of this plan and will be our overarching theme and central to investment being placed upon strong and effective locality planning.

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 2

As always, the ongoing development of the health and social care services relies heavily on the continued commitment of our staff and partners. We would like to thank everyone who has taken the time to contribute to this Strategic Commissioning Plan which reflects the needs and ambitions of South Lanarkshire and we are looking forward to working in close partnership with you as we collectively shape health and social care for the future.

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 3

CONTENTS

SECTION ONE: Introduction 1.1 Purpose of this Strategic Commissioning Plan 1.2 The key stakeholders in developing the plan 1.3 How has the Plan been developed? 1.4 How will the plan be implemented? 1.5 The importance of influencing the wider Community Planning Agenda

SECTION TWO: The Vision for the People of South Lanarkshire 2.1 South Lanarkshire Vision

SECTION THREE: Analysing South Lanarkshire 3.1 What the public and stakeholders told us was important 3.2 What has worked well from the last Plan? 3.3 What the strategic needs analysis of our population tells us? 3.4 The policy and legislative framework

SECTION FOUR: Planning for South Lanarkshire 4.1 Planning 4.2 Strategic Themes 4.3 Strategic Commissioning Intentions

SECTION FIVE: How will we DO this? 5.1 Organisational Development 5.2 Workforce 5.3 The Market for Health and Social Care Services 5.4 Locality Planning 5.5 Strategic Communication 5.6 Financial Framework 5.7 Support Services 5.8 IJB ‘Directions’

SECTION 6: Reviewing our Progress 6.1 How we will know what we are doing is right 6.2 Performance Measurement

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 4

SECTION ONE: Introduction

1.1 Purpose of this Strategic Commissioning Plan The South Lanarkshire Strategic Commissioning Plan (SCP) sets out the overall strategy for health and social care services over the next three years. Although covering a three year period, the plan very much looks beyond this, given that the changes in population health and social care needs do not stand still.

Simplistically, this plan provides a direction of travel which will respond to: • delivering against the Scottish Government strategic aspiration to shift the balance of care through the provision of services which are designed and delivered in the person’s home and community • demonstrating how the Partners will work to deliver the 9 National Health and Wellbeing Outcomes • responding to what the public and key stakeholders told us was important to them through our extensive and ongoing consultation and engagement activity • taking account of the strategic needs profiling of the population of South Lanarkshire

1.2 The key stakeholders in developing and implementing the plan In line with the statutory requirements of the Public Bodies (Joint Working) (Scotland) Act 2014, South Lanarkshire Council and NHS Lanarkshire established formal integration arrangement to oversee the strategic development of health and social care services. On the 1 April 2016, South Lanarkshire Integration Joint Board (IJB) assumed responsibility for the strategic direction of health and social care services in South Lanarkshire.

South Lanarkshire IJB is the body responsible for preparing this SCP, which sets out how resources will be directed to secure better health and wellbeing outcomes. A Housing Contribution Statement (HCS) to the Strategic Commissioning Plan is a statutory requirement to describe the links between housing, health and social care. The HCS core features are embedded throughout this plan.

Collaborative working is critical to the success of delivering the vision set out in the plan. South Lanarkshire Health and Social Care Partnership supports the IJB to operationally deliver community based health, social care and elements of housing services in South Lanarkshire, and is made up of the following organisations:

• NHS Lanarkshire • South Lanarkshire Council • Third sector organisations (represented through the Third Sector Interface, ‘Voluntary Action South Lanarkshire’ (VASlan) • Independent care organisations (represented by Scottish Care) • South Lanarkshire Health and Social Care Forum representing service users and members of the wider public • Carers

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 5

1.3 How has the Plan been Developed? The plan has been developed through a recognised strategic commissioning process which considers a four step cyclical approach of Analyse, Plan, Do and Review as outlined in the diagram below.

This plan will take each of the steps in this model to describe how we have developed our strategic intentions to improve health and social care services. A similar methodology has been adopted in the development of the plans for each of the four localities as outlined below.

Locality Planning South Lanarkshire Health and Social Care Partnership comprises of the four localities set out in the table below:

Locality Population 2016/17 Hamilton/Blantyre (ADD LINK TO LP) 108,030 East Kilbride (ADD LINK TO LP) 87,380 Clydesdale (ADD LINK TO LP) 61,474 Rutherglen/Cambuslang (ADD LINK TO LP) 60,216 Total 317,100

Each of the four localities has developed a locality plan which takes account of their own unique strengths and assets, as well as the respective challenges within their locality. We are working to ensure that services provided within these areas are meeting the needs of the people who live there.

All four localities have their own Locality Planning Group. These groups are populated by representatives of the local community and have real influence to effect changes at a local level.

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 6

These Locality Groups are all represented on the Strategic Planning Group which has oversight of the South Lanarkshire Strategic Plan.

1.4 How will the plan be implemented in practice? The development of the SCP has been led by the South Lanarkshire IJB. Specific governance arrangements established for the IJB include a Strategic Commissioning Group (SCG), four Locality Planning Groups (LPG) and thematic groups tasked with taking forward key priorities. Similar to the IJB, each of these groups include representatives of the independent sector, voluntary organisations, carers and the health and social care forum. A Local Housing Strategy (LHS) Steering Group is the main partnership body responsible for overseeing the strategic direction for housing. The LHS Steering Group Chair represents housing at the Strategic Commissioning Group. A Homelessness Strategy Group has also been established to take forward the priority outcomes for addressing homelessness as set out in South Lanarkshire’s LHS 2017-2022 and within South Lanarkshire’s new Rapid Rehousing Transition Plan 2019-24, and aligns with the Health and Social Care Partnership’s governance arrangements.

The SCP has read across with other important plans including the Community Plan, South Lanarkshire Council Plan Connect, Local Housing Strategy, Children’s Services Plan and NHS Lanarkshire’s Achieving Excellence Strategy.

All these key stakeholders contribute to the development and delivery of the SCP. The IJB is responsible for approving the SCP and in turn, then directs both South Lanarkshire Council and NHS Lanarkshire to operationally deliver the strategic intentions outlined in this plan.

Simplistically the following diagram explains the role of the IJB (Strategic) and the HSCP (Operational) in executing the development and delivery of the plan.

• Formal public body IJB • Develops and leads the strategy for Health and Social Care through the Strategic (Strategic) Commissioning Plan • Issues 'Directions' to SLC and NHSL

• Takes forward the operational implementation Health and Social of the plan on behalf of the partners - SLC and NHSL Care Partnership • HSCP provides assurance to the IJB on progress (Operational) with the implementation of the plan

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 7

1.5 The importance of influencing the wider Community Planning Agenda The Integration Joint Board and Health and Social Care Partnership operates within a wider Community Planning context. Many of the responsibilities for the delivery of services are dependent on key Community Planning Partners working with the IJB and HSCP to achieve the best outcomes for the heath, wellbeing and care of our local population. Relevant examples of where it makes sense to pull resources and ones which were highlighted through our consultation activity are:

• reducing the impact of social isolation • addressing inequalities in health and wellbeing and closing the gap between those who have better health outcomes relative to those with poorer health overall • working with communities to realise the benefits of good health and wellbeing and how they can have more control over this

The existing ‘South Lanarkshire Community Plan’ has a vision to improve the quality of life for all in South Lanarkshire by ensuring equal access to opportunities and to services that meet people’s needs. The IJB vision as outlined in section two is complementary and underpins the direction of Community Planning in South Lanarkshire. Reassuringly, Health and Social Care remains one of the four Community Planning Strategic themes outlined below:

• Community safety and crime • Health and Social Care • Sustainable economic growth • Children and young people

As with the previous SCP, this new plan will continue to demonstrate the contribution of the IJB and HSCP to Community Planning in South Lanarkshire. Over the next three years, the IJB will endeavour to further strengthen its work with the Community Planning Partnership Board both in the context of influencing the strategic direction and the operational delivery of integrated health and social care services for the people of South Lanarkshire.

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 8

SECTION TWO: The Vision for the People of South Lanarkshire

2.1 South Lanarkshire Vision South Lanarkshire IJB agreed a vision for services in advance of developing its first SCP namely “working together to improve health and wellbeing in the community – with the community”. From our consultation and engagement activity with the wider public and key stakeholders, the feedback is that this vision remains as relevant today as when first developed and agreed. From our online survey results, 95% of survey responders strongly agreed or agreed with the vision for health and social care services, thus providing the necessary affirmation of this overarching vision.

Further to this, the IJB, in line with the Public Bodies (Joint Working) (Scotland) Act 2014 is committed to working to achieve the 9 Health and Wellbeing Outcomes as outlined below:

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 9

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 10

SECTION THREE: Analysing South Lanarkshire

This section of the plan contains a number of important areas of work as listed below:

• What the public and stakeholders told us was important • What we know worked well from our last plan • How the population needs are changing • The important national policy drivers impacting on health and social care

3.1 What the public and stakeholders told us was important A comprehensive participation and engagement process was undertaken to support how the plan has been developed. This process was not an isolated piece of work – rather a further addition to the IJB’s Participation and Engagement Strategy which was formally approved in June, 2018.

The starting point for the more specific engagement activity was to reflect on the previous Strategic Commissioning Plan 2016-19, given that this reflected extensive work undertaken with key stakeholders at the time to identify the overarching strategic themes. For information, there were a total of 10 strategic themes agreed and this is where resources and IJB Directions were targeted as part of implementing the 2016-19 plan. The 10 themes were:

No Theme 1 Statutory/Core Work 2 Early intervention, prevention and health improvement 3 Carers Support 4 Models of self-care and self-management 5 Seven day services 6 Intermediate care to reduce reliance on hospital and residential care 7 Suitable and Sustainable Housing 8 Single points of contact 9 Mental health and wellbeing 10 Enablers to support better integrated working

In taking forward the development of the SCP for 2019-2022 a series of key partners and stakeholders consultation events were held across the four locality planning areas in September and December 2018. These events considered whether the themes remained relevant and whether any amendments or additions were required. Over 1,000 delegates participated across eight sessions, sharing their views. As well as the locality engagement events, the review included dedicated sessions with senior management and elected members, Third Sector forums, as well as workshops and development meetings with service providers and partner organisations.

Alongside these coordinated consultation events and planning sessions, the partnership developed an innovative and informative multi-media communications package that showcased South Lanarkshire’s approach and progress towards achieving our integration health and wellbeing

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 11

priorities. From the feedback at the stakeholder events a number of clear messages were articulated:

• The 10 strategic themes identified in the 2016-2019 SCP remain as relevant • Capacity building in communities and in particular ‘Building and Celebrating Communities’ approach being an overarching principle which all agencies work in terms of strengthening relationships and work with communities • There should be an increased focus on mental health inclusion, particularly in prevention, early intervention and support context • Transitional arrangements covering children’s services to adult services and adult to older people’s services need to be improved • A more focussed commitment to shift the balance of care towards more community based interventions, including encouraging people to self-care and self-manage • The importance of supporting people to be maintained within their own home and community including stability and consistency of support for those affected by homelessness • Greater involvement of/focus on children’s services • More input from partners to ‘enable’ integration

Headlines from the wider Public Consultation Feedback received from members of the public via a comprehensive survey saw 240 residents share their views about the key strategic themes and priorities within their area. The split across the four geographical areas of responders was as follows:

• 21% from Clydesdale • 21% from East Kilbride/Strathaven • 28% from Hamilton/Blantyre • 10% from Rutherglen/Cambuslang • 20% from outwith South Lanarkshire or where no locality was declared

Importantly, this builds on the success of a similar public consultation undertaking when developing the last plan. From this survey a number of clear messages were received from the public and this is summarised below.

In terms of the existing 10 strategic themes referred to above, the public through the online consultation, demonstrated that they either ‘strongly agree’ or ‘agree’ that these themes remain as relevant today. The summary of this is detailed below:

Strategic Theme Public Response - Agree Delivery statutory/core duties 94% Early intervention, prevention and health improvement 93% Carers Support 94% Models of self-care and self-management 93% Seven day services 90% Intermediate care 92%

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 12

Suitable and sustainable housing 92% Single points of contact 92% Mental health and wellbeing 92% Enablers to support integrated working 91%

The public were asked to prioritise these strategic themes and feedback on the three themes which they regarded to be of highest priority. This is highlighted below:

The public consultation closely reflected the feedback received at the stakeholder events. The theme which was clearly seen as most important was early intervention, prevention and health improvement.

Over and above the formal consultation associated with this plan, there is also well-established partnership working links between Housing, Health and Social Care, which are reflected in the Local Housing Strategy 2017-22 and its close alignment with the SCP 2016-19 in terms of shared priorities, actions and outcomes. As well as undertaking regular briefings and dedicated sessions on integration, Housing were key partners participating in the SCP review.

Concurrent with this review and the development of SCP 2019-22, Housing worked closely with key partners and stakeholders including the Health and Social Care Partnership to develop South Lanarkshire’s first ‘Rapid Rehousing Transition Plan 2019-24’ (RRTP). Responding to the Scottish Government’s national vision and priorities, this plan sets out a bold vision and ambitious proposals for reducing homelessness and use of temporary accommodation over five years. A core element of this plan is how partners will work together to increase provision of support and, in particular, further developing a multi-agency housing first approach for households with multiple complex needs. This was a specific focus of the engagement programme which was delivered to support the development of the RRTP and informed the SCP review and the proposal for an additional strategic theme in relation to reducing homelessness: • Preventing and reducing homelessness by supporting vulnerable people, including those with multiple complex needs, to live independently in their own homes within the community.

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 13

3.2 What has worked well from the last plan? Through feedback received from service users and staff, a number of examples have been highlights in the Annual Performance Reports to the IJB. These set out where strategic decisions of the IJB have subsequently been translated into innovative operational delivery and, more importantly, supported people’s health and wellbeing. The principles of what made these a success is something that the IJB will strive to replicate in this plan. Below is a snapshot of what has worked from the last plan from the 10 strategic themes:

• The introduction of intermediate care beds to support people to return home. Intermediate Care to Evidence confirms that the pilot supported 59 out of 84 people to return home reduce reliance on hospital • Timeous response to hospital discharge through the work of the Integrated Community Support and Home Care Teams and residential care

• A range of active health initiatives, which are part of approaches to early intervention, prevention and health improvement have been introduced. These show that people who have completed a programme, report that it has been hugely beneficial for their Early intervention, mental health and wellbeing • The IJB has created £650,000 ring fenced funding for Third Sector growth. This has prevention and health shown positive outcomes, particularly from an early intervention and prevention improvement perspective. Initiatives to tackle social isolation, increase volunteering, community participation and health and wellbeing have been key strands of this investment and all

are required to demonstrate positive impact on the IJB priorities and health and

wellbeing indicators

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 14

• The Primary Care and Mental Health Transformation programme has seen increased Mental Health and contribution of a wide range of healthcare professionals, increased access to the right help at the right time, GPs feeling more supported with this agenda, fewer unnecessary Wellbeing hospital admissions and an increased ability to self-manage

• The extension of technology enabled care has been very successful in South Lanarkshire in supporting an increasing number of the population to self-care and self-manage Self-Care / Self- through simple smart technology and apps from their mobile phones. This has real Management potential to continue to grow and very much follows modern life, whereby phones, apps and generic technology devices are intrinsic to the way in which people live

• The Affordable Housing Supply Programme has significantly increased supply of suitable, affordable and sustainable housing across South Lanarkshire, delivering on average 270 new affordable homes per year (2016-19). This has included new homes built to Housing for Varying Needs standards, as well as specially adapted homes to meet the particular Suitable and Sustainable housing needs of disabled people and families Housing • Through the Scheme of Assistance, on average over 1,600 adaptations were completed each year in council and privately owned homes which have enabled people and families to continue to live independently within their own homes in the community

• On average each year, 1,600 homeless households were supported through homelessness,

including people with multiple complex needs. Over 1,100 homeless households each year were provided a permanent home with either South Lanarkshire Council or a Registered Social Landlord

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 15

• The 24/7 Integrated Community Support Team (ICST) provides people with a single point of contact so that whenever assistance is required, there will be a response from Single Points of Contact someone who is aware of the patient’s needs

• This was an area highlighted in the SCP consultation for further development

• Developing Palliative Care services to provide 12 inpatient beds in the South

Lanarkshire area, thus bringing the service closer to where our residents live

• The ICST is offered on a 24/7 basis. In addition, a number of services are now

Seven Day Services moving towards 7 day working, thereby extending support to service users

across the week

• This was also highlighted in the consultation as an area for further development

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 16

Shifting the Balance of Care and Knowing What Success Looks Like

The Udston Example One of the key ambitions of the IJB is to shift the balance of care from hospital and long term care settings towards more community based provision. This is in line with the feedback from people as part of the consultation process for both the 2016/19 SCP and reiterated for 2019/22 SCP.

In executing this, the IJB has taken some major and challenging decisions through the disinvestment in 30 off-site acute beds within Udston Hospital with a view to re-investing in excess of £700,000 into community services such as community nursing, home care and Allied Health Professional support. This resource has augmented existing approaches including the Integrated Community Support Team, which we know from evaluation activity is working well.

Decisions of this scale have contributed to the following: • A 6.27% reduction in unscheduled care bed days between April 2017/18 to October 2018/19 • A decrease of 19% in delayed discharge beds days from April 2017/18 to November 2018/19

The key message that this reinforces is that disinvesting in beds is crucial to diverting demand to more appropriate settings. If the beds had remained open, this would not have resulted in the necessary transformation of services and equally would not be meeting the outcomes and preferences of the public.

Part of this plan and its successful implementation will rely on the collaborative leadership of the IJB and the Parties (Council and NHS Board) to take similar and transformational decisions if the overall vision of working together to improve health and wellbeing in the community – with the community is to be fully realised.

3.3 What the strategic needs analysis of our population tells us? In preparing the previous SCP, a comprehensive needs analysis was completed to support planning decisions and assumptions. This work has continued with data readily available through the NEXUS Strategic Needs Data system which allows profiling of need to be undertaken at various levels including for the whole of South Lanarkshire, across the four localities and down to data zone level. This work has also been supplemented by the Local Intelligence Support Team (LIST) who provide specific and expert analysis of current and future demand on health and social care services.

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 17

Undernoted is a summary of the changing needs over the last 5 years 2013-2018 coupled with the projections for future years:

• More importantly though is healthy life expectancy and in this context both males and females in South Lanarkshire are below the Scottish average, meaning that people in South Lanarkshire will spend a higher proportion of their lives in poor health when compared to Scotland as a whole. The population for all ages has grown by 1% over this period. However, for the 75+, growth (as expected) is pronounced at 5.5%. • Hospital activity with regards to Accident and Emergency (A&E), Emergency Admissions and the number of people who present at A&E that go on to be admitted are all scheduled to increase. A key priority therefore for the IJB is to set out commissioning intentions which provide more options to access services in the community, thereby reducing the number of those presenting at A&E. This reinforces our overall priority to shifting the balance of care. • At the same time, people who end up as an emergency admission are spending less time in hospital overall. This is evidenced by the charts relating to unscheduled bed days and the average length of stay. This represents some positive news in that although demand at the hospital front door is increasing people are being managed to return home quicker as a result of the increased investment in community based provision eg, Nursing, Home Care, Allied Health Professionals and Third Sector. As well as supporting people to return home quicker we are also managing to maintain more people in the community for longer as evidenced by the charts relating to end of life care and also the balance of care which highlights more care being delivered in the community rather than in an institutional setting. • However, from this we know there is more to do with regards to community based supports and the important issue of early intervention, prevention, self-care and self-management. Again this is evidenced by the growing number of people who are likely to have a long term condition and also the projected increase in the levels of dementia and the complexity of care involved. This has been demonstrated in the graphs below in relation to these themes.

Population Projections

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 18

Population projections indicate that over the period 2018-27, the population is projected to change as follows:

• The total population will increase by 1.9% • The 18-64 population will decrease by 4% • The 65+ population will increase by 23.4% • The 85+ population will increase by 32.8%

Life Expectancy

Life expectancy for males and females in South Lanarkshire is 76.8 and 80.7 years respectively. The gap between male and female life expectancy is narrowing for South Lanarkshire and in a Scottish context of 32 Council areas, South Lanarkshire had the 12th poorest life expectancy figure for males and the 10th poorest for women.

Accident and Emergency Attendances

Actual Projected 3,500

3,000

2,500

2,000

1,500

1,000

500

Jul Jul Jul Jul Jul Jul

Jan Jan Jan Jan Jan Jan

Jun Jun Jun Jun Jun Jun

Oct Oct Oct Oct Oct Oct

Apr Apr Apr Apr Apr Apr

Feb Sep Sep Feb Sep Sep Feb Feb Sep Feb Sep Feb

Dec Dec Dec Dec Dec Dec

Aug Aug Aug Aug Aug Aug

Nov Nov Nov Nov Nov Nov

Mar Mar Mar Mar Mar Mar

May May May May May May

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Source ISD: Number of A&E attendances by South Lanarkshire residents for all age groups and all Boards of Treatment.

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 19

Emergency Admissions

2,000 Actual Projected 1,800 1,600 1,400 1,200 1,000 800 600 400 200

Jul Jul Jul Jul Jul Jul

Jan Jan Jan Jan Jan Jan

Jun Jun Jun Jun Jun Jun

Oct Oct Oct Oct Oct Oct

Apr Apr Apr Apr Apr Apr

Sep Feb Sep Feb Sep Feb Sep Feb Sep Feb Sep Feb

Dec Dec Dec Dec Dec Dec

Aug Aug Aug Aug Aug Aug

Nov Nov Nov Nov Nov Nov

Mar Mar Mar Mar Mar Mar

May May May May May May

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Source ISD: Number of emergency admissions by South Lanarkshire residents for all age groups and all Boards of Treatment.

A&E Conversion to Emergency Admissions

South Lanarkshire Projected A&E to Admission Coversion Rate 32%

30%

28%

26% Actual Projected

24% Conversion(%)Rate

22%

20% 2013/142014/152015/162016/172017/182018/192019/202020/212021/22

Source: ISD – Percentage of attendances resulting in admission for South Lanarkshire residents. All ages

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 27.2% 27.5% 27.3% 27.6% 28.7% 29.1% 29.6% 30.2% 30.8%

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 20

Unscheduled bed days

Source: ISD – Unscheduled bed days for South Lanarkshire residents. Acute, Mental Health and Geriatric Long Stay

Two key factors determine the number of UC bed days, the number of beds available and the proportion of bed days for planned/unplanned admissions.

Since 2014/15 the number of UC bed days have reduced for South Lanarkshire residents, in the main this is as a result of the closure of Lockhart hospital and more recently the closure of wards within Udston Hospital.

2015/16 2016/17 2017/18 Bed Days Reduction 2015 - 2018 Acute 243584 228882 229146 14438 GLS 56779 46153 37670 19109 MH 66235 61289 57414 8821 TOTAL 366598 336324 324230 42368

Long Term Conditions

South Lanarkshire Projected Selected Long Term Condition Prevalence Rates (per 1,000 population) 300 250 200 150 100 50 0 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Anxiety/Depression COPD/Asthma Chronic Pain Hypertension

PrevalenceRate (per 1,000 population) Gastro-Oesophageal Reflux

South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 21

Average Length of Stay

South Lanarkshire Projected Emergency Admission Average Length of Stay (Days) 8

4 Actual Projected 3

2 Average Average Lengthof (Days) Stay 1

0 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Source: ISD – ALOS for unplanned admissions South Lanarkshire residents. All specialties. All ages.

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 6.6 7.1 6.6 5.9 5.8 5.7 5.3 5.1 4.9

Dementia

South Lanarkshire Projected Dementia Prevalance Rate (per 1,000 population)

12 10 8 6 Actual 4 Projected

population) 2 0 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 PrevalenceRate (Per 1,000

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 8.0 8.6 8.7 8.7 8.9 9.2 9.3 9.5 9.7

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Last Six Months of Life

94.0% Actual Projection

92.0%

90.0%

88.0%

86.0%

84.0%

82.0%

80.0% 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Source ISD: Percentage of South Lanarkshire residents in community for all age groups.

Balance of Care

99.02% Actual Projection 99.00%

98.98%

98.96%

98.94%

98.92%

98.90%

98.88%

98.86%

98.84% 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Source ISD: Percentage of South Lanarkshire residents supported and unsupported at home for all age groups.

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South Lanarkshire’s Local Housing Strategy 2017- Increasing housing supply to meet 22 set out Housing Supply Targets (HST) for 1,058 identified need and demand additional new homes each year to meet identified housing needs and demand. Through the 1600 Affordable Housing Supply Programme and private 1400 developments, new housing delivery has exceeded 1200 the Housing Supply Targets. On average, over 300 1000 new affordable homes are being delivered each year. 800 600 The number of households headed by someone 400 aged 60 and above are projected to be at a higher rate than for Scotland as a whole. Therefore, as 200 well as a general increase in supply, there is a need 0 for more homes that are suitable, adapted and Affordable Private All homes affordable to meets the needs of older people. Housing Supply Target Average completions 2016-19

Housing adaptations to support On average, over 1,600 adaptations were independent living completed across private (533) and council (1,070) homes each year.

Private These adaptations enable people and households with particular needs, including older people and Council people with mobility needs and disabilties, to continue to live independently within their own All homes in the community.

0 1,000 2,000

On average, each year 1,600 households are found to be homeless and the council has a duty to find settled accommodation. Of these, over 1,100 (71.4%) are provided with a settled permanent home being allocated a Scottish Secure Tenancy with South Lanarkshire Council or a Registered Social Landlord. Within this group there are a significant proportion (approximately 30%) who have additional moderate-high support needs, and around 5% have multiple complex needs, requiring intensive wrap- around support services.

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3.4 The Policy and Legislative Framework

The policy and legislative environment for health and social care has changed incrementally since the 2016-19 SCP was published. Appendix 1 references all of the key policy areas which applied in the context of the last plan and importantly remain as relevant today. Many of these policy and legislative areas are statutory in nature, with aspects of delivery such as Adult Support and Protection; Self-directed Support and the Community Empowerment legislation being some examples.

Since 2016, a number of new policy/legislative requirements now require to be factored into current and future strategic planning. Detailed below is a short summary of the more significant ones:

3.4.1 Improving health and addressing inequalities Whilst this is not a new theme since 2016 it remains one of the highest priorities for not just the IJB but also that of wider community planning partners. The World Health Organisation states that “Health is a state of complete physical, mental and social wellbeing and not merely the absence of disease”. Many factors combine together to affect the health of individuals and communities. Whether people are healthy or not, is determined by their social and economic circumstances and wider environment. Factors such as where we live, genetics, income, education, gender, social networks and access to health care services, all have considerable impacts on health and can also contribute to health inequality.

The context of people’s lives often determine their health and their lifestyles choices. Individuals are unlikely to be able to directly control many of the determinants of health.

The Partnership is committed to the delivery of preventive and anticipatory care interventions, in order to optimise wellbeing and the potential to reduce health inequalities.

3.4.2 Housing Contribution Statement A Housing Contribution Statement (HCS) to the Strategic Commissioning Plan is a statutory requirement, as set out in Scottish Government’s Housing Advice Note (Sept 2015). The HCS is an integral part of the Health and Social Care Partnership’s Strategic Commissioning Plan that clearly articulates the links between housing, health and social care, as well as improving the alignment of strategic planning and supporting the shift in emphasis to prevention. As a local housing authority, South Lanarkshire Council has a statutory duty and a strategic responsibility for promoting effective housing systems in South Lanarkshire, which covers all housing tenures, and to meet a diverse range of needs and demands.

The first HCS was included as an appendix for the SCP 2016-19. Since then, Health, Social Care and Housing partners have worked closely together to further integrate our strategic planning and delivery of priority actions, through senior representation across all key planning groups and embedding shared partnership priorities within the Local Housing Strategy (LHS) 2017-22 and the new Rapid Rehousing Transition Plan 2019-24.

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For this SCP 2019-22, the core features of the HCS are now embedded within the plan to show the governance arrangements, joint needs assessment, shared partnership priorities, key challenges, delegated functions and monitoring arrangements.

3.4.3 The Health and Social Care Delivery Plan December 2016 The Health and Social Care Delivery Plan, sets clear activities and milestones that focus on four major programmes of activity:

• health and social care integration • the National Clinical Strategy; • public health improvement; and • reforming NHS Boards.

From a Health and Social Care Partnership perspective, national targets of reducing the number of unscheduled bed days by 400,000 has been agreed. To achieve this, transformational change decisions to shift the balance of care and reduce reliance of acute hospital beds require to be considered. Reporting of progress against the ambitions within the Delivery Plan are reported quarterly to the IJB in specific regards to:

• Accident and Emergency performance • Unplanned admissions • Occupied bed days for unscheduled care • Delayed discharges • End of life care • The balance of spend across institutional and community services

To maintain the level of improvement made and continue to meet the changing needs of the population, the SCP will set out further stretching targets.

3.4.4 Carers (Scotland) Act 2016 The Carers (Scotland) Act 2016 brings a number of additional duties within the scope of the IJB and Strategic Commissioning Plan, including:

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

3.4.5 Scotland’s Public Health Priorities 2018 The Scottish Government and COSLA have jointly published public health priorities for Scotland, aimed at focusing action across the public sector and voluntary sector and in communities. The priorities are the first milestone in a wider reform of public health. They set a direction for Scotland’s public services over the next decade, with the aim of organisations and communities working better together to focus on prevention, to reduce health inequality and increase healthy life expectancy. Specifically the report reflects on the fact that new thinking and innovative solutions will be needed to improve public health in Scotland over the next decade and beyond. It acknowledges that success will require activity across all sectors because “wellbeing cannot be

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created and sustained by the NHS alone.” Six areas for action to help people lead healthier lives have been identified as follows:

• Healthy places and communities • Early years • Mental wellbeing • Harmful substances • Poverty and inequality, and • Healthy weight and physical activity

3.4.6 South Lanarkshire’s Local Housing Strategy 2017-22 and wider Housing Contribution In August 2017, South Lanarkshire Council approved ‘Affordable Homes, Sustainable Places’, South Lanarkshire’s five year LHS covering the period 2017-2022. The LHS was developed to be consistent with the Strategic Commissioning Plan (SCP), including nine LHS priority outcomes, five of which align closely with the SCP priorities for supporting people to live independently in their own home in the community through promoting housing choice and increasing supply of suitable and sustainable homes, as well as recognising the specific needs of carers, older people, people with complex needs and people who experience homelessness.

3.4.7 Rapid Re-Housing Transition Plan (RRTP) 2019-24 In June 2018, the Scottish Government set out a national vision for rapid rehousing transition plans to reduce homelessness and improve outcomes for people who experience homelessness. The national RRTP vision and approach closely align with South Lanarkshire’s Local Housing Strategy 2017-2022. Concurrent with the development of this plan, Housing has worked closely with the Health and Social Care Partnership, as well as key community planning partners and stakeholders, to develop South Lanarkshire’s first Rapid Rehousing Transition Plan 2019-24.

This plan seeks to build upon the existing strategic framework and solid foundations of partnership working to seize upon a unique opportunity to achieve a step chance in preventing and reducing homelessness in South Lanarkshire. Co-produced with partners, it sets out five high-level and ambitious priority objectives that partners aim to achieve in South Lanarkshire over 2019-2024:

• Significantly reduce the overall level of homelessness • Significantly reduce time spent by households in temporary accommodation and minimise moves before moving to settled homes • Improve and increase the provision of housing support for households to live independently within communities • Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs • Enhance integration and partnership working to embed RRTP through a whole systems approach

The RRTP 2019-24 is developed to align with the SCP 2019-22, the LHS 2017-22, the Strategic Housing Investment Plan which is updated annually, and South Lanarkshire’s Community Plan and will be implemented from April 2019.

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3.4.8 Primary Care Improvement Plan (PCIP) and General Medical Services (GMS) Contract The modernisation of Primary Care Services and the new General Medical Services Contract are two of the most significant planning and policy developments in terms of their impact on health and social care services.

In delivering this, IJBs across Scotland were required to approve a Primary Care Improvement Plan which sets out how services will be transformed to develop more innovative and sustainable ways of delivering community based health services. This recognises that there are other skilled staff beyond General Practitioners who can (in many circumstances) more appropriately meet people’s needs and outcomes. This includes staff such as Pharmacists, Advanced Nurse Practitioners, Community Psychiatric Nurses and Physiotherapists.

Alongside this, is the work to agree a new GMS Contract. This acknowledges the need to re-balance work from solely GPs to relevant multi-disciplinary teams, in the wider community managed services. There is also an understanding of the requirement for service redesign with ring fenced resources to enable the change to happen.

3.4.9 Prioritisation The IJB recently approved the implementation of a prioritisation framework for users and carers which stratifies levels of need into four distinct levels of risk:

• Low • Moderate • Substantial • Critical

This will have implications in the sense that future provision of social care services will be delivered to those where the needs are assessed as being ‘substantial or critical’. Support will still be offered to those assessed as being low and moderate, but this will involve less formal supports such as signposting to universal services and Third Sector supports.

3.4.10 Recent National Reports Impacting on Health and Social Care 2018 Over recent months a number of important national reports have been published which contain a number of key messages and recommendations that will directly impact on health and social care services. These reports are as detailed below: • NHS in Scotland 2018 Audit Scotland Report • Social Work in Scotland - Impact Report – Audit Scotland 2018 • Health and Social Care Integration - Update on Progress – Audit Scotland 2018 • Review of Progress with Integration of Health and Social – Ministerial strategic Group Proposals

Whilst there has been no firm policy decisions emanating from these reports at the time of developing this plan, there will be an expectation from Audit Scotland that the IJB, Council, NHS Board, Scottish Government and other partners demonstrate where they are working to progress the key messages and recommendations. There are a number of common themes across the four reports above and these can be summarised as follows: • The need to move to long term planning away from short term planning and firefighting • Accelerating the pace of the change and transformation agenda, as continuing to do more of the same is not sustainable and will not be sufficient to manage changing demand

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• Ensuring financial planning is better integrated across health and social care • Shared and collaborative leadership must underpin and drive forward integration • Simplifying governance, accountability and decision-making across health and social care services, reducing duplication • More willingness to share information across services to better plan and deliver services to the public • Developing a workforce which will meet the future requirements and demands on health and social care services

As this Strategic Commissioning Plan is implemented, the IJB and its Partners will need to work collaboratively to understand how best to take forward these messages and recommendations.

3.4.11 Strategic Commissioning of Palliative and End of Life Care by Integration Authorities In May 2018 the Scottish Government issued an advice note on Palliative and End of Life Care (PEOLC). This guidance follows the 2015 Scottish Government Strategic Framework for Action on Palliative and End of Life Care. Important considerations which IJBs are required to consider in planning and designing and commissioning palliative and end of life care will therefore include:

• Understanding the mortality rates and patterns for populations and the profile of advanced or long term conditions that underpin this; • Using available strategic needs data to identify opportunities to support and improve people’s pathways of care; • Each Partnership to be clear about their accountability for the commissioning and delivery of PEOLC to those who need it and to ensure the full breadth and depth of those needs can be met. This may be aided by the identification of a lead person for both PEOLC and for bereavement care, for the Partnership, where such arrangements are not already in place; • Improving the early identification of those with palliative care needs, as a gateway to establishing support in line with what matters to the person; • Having conversations about ‘What Matters to Me’ with those affected, leading to a shareable plan – most often an Anticipatory Care Plan. Such conversations, to support shared decision making, are featured in the Chief Medical Officers’ annual report ‘Realistic Medicine’. Currently the only available infrastructure capable of supporting such sharing is the Key Information Summary (KIS) and we now know that having a key information summary is associated with reduced bed-days for people at the end of life.

3.4.12 Fairer Scotland Duty The Fairer Scotland Duty came into effect in April 2018, this was formerly known as the socio-economic duty and is part of the Equality Act (2010). The Duty places a legal responsibility on particular public bodies in Scotland to actively consider how they can reduce inequalities caused by socioeconomic disadvantage, when making strategic decisions.

The Duty gives us the opportunity to do things differently and to put tackling inequality genuinely at the heart of key decision-making. The Health and Social Care Partnership must be able to meet the key requirements in reducing inequalities in any major strategic decisions they make and publish a written assessment when this has been done.

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3.4.13 Community Empowerment (Scotland) Act 2015 Through the 2015 Community Empowerment Act the Scottish Parliament gave a statutory purpose for the first time to community planning – to focus on improving outcomes and tackling inequalities in outcomes – including in those communities (covering areas and/or groups of individuals) experiencing the poorest outcomes. It also introduced the requirement for CPPs to develop a Community Plan and any appropriate Locality/Neighbourhood Plans. The partnership along with its Community Planning Partners is required to prepare and publish a plan, which sets out priorities for improvement with a view to reducing inequalities of outcomes resulting from socio-economic disadvantage.

The IJB will set out a range of ‘Directions’ to the ‘Parties’ to ensure the ambitions contained in each of the policy areas described above – and which are subsequently reflected in the SCP – are delivered.

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SECTION FOUR: Planning for South Lanarkshire

4.1 Planning In identifying the focus of planning intentions for the next three years and beyond, this SCP reflects the feedback from services users and staff as part of the SCP consultation process:

➢ The policy areas highlighted in section 3 ➢ The 6 Ministerial Steering Group (MSG) indicators ➢ The national health and wellbeing indicators ➢ The strategic needs analysis data

These are summarised below:

• The strategic themes remain as relevant today as when first agreed in 2016 • The policy intentions as directed by the Scottish Government are supported by our local population, in that shifting the balance of care towards more community based provision and supporting people to remain at home for as long as possible remain very important • There are a number of new and emergent areas where we need to provide an increased focus including mental health, transitional arrangements from children’s services to adult services and meeting the health and social care needs of people affected by homelessness including young people, women fleeing domestic abuse and vulnerable people with significant multiple complex needs • Supporting people to self-care and self-manage through earlier intervention and prevention work is viewed as being of highest importance • The needs analysis undertaken highlights that demand in South Lanarkshire for health and social care services will continue to grow, particularly in the trends observed for long term conditions and hospital care continue. In order to change the demand patterns, there requires to be a cultural shift, both in terms of empowering the population to self-care and self-manage and also how we transform services to be more focused on early intervention, prevention and health improvement

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4.2 Strategic Priorities On the basis of the above, the revised strategic themes within the plan are detailed in the diagram below with building and celebrating communities as a central cross-cutting theme and approach for the SCP and locality plans:

Early Intervention, prevention and health improvement Delivering Enablers Statutory / Core Duties

Transitional Mental Health Arrangements and Wellbeing

Self-Care / Self- Seven Day Management Building and Services Celebrating Communities

Suitable Carers Support andSustainable Housing

Unscheduled Preventing amd Reducing Care Homelessness

Intermediate Single Points of Care Contact

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An assets based approach will run as a principle through all of the work that we do with communities. Therefore, as an overarching principle, Building and Celebrating Communities (BCC) will be the recognised approach within health and social care and across our wider Partnership arrangements with regards to how we better understand:

1) What is it that communities are best placed to do when it comes to health and social care? 2) What is it that communities are best placed to do with some help from outside agencies? 3) What is it that communities need outside agencies to do for them when it comes to health and social care?

This assets based approach recognises what individuals and communities are best placed to do for themselves. In doing so, the added value and role of health and social care services can be better understood in helping people to achieve their desired outcomes.

The strategic themes which underpin BCC from the consultation and engagement process are defined as follows:

Delivering our Core Duties – health and social care services are required to work within a clearly defined legal and policy framework. In doing so, some of the services provided are statutory, for example protecting vulnerable children, young people and adults or delivering accessible community services, free at the point of use. These duties are very important to ensuring we support our local citizens. Our ambition is to continue to deliver high quality core services and that there is relevant, timely and appropriate information, support and care available to those who need it most.

Early intervention, prevention and health improvement – empowering people to be more responsible and self-aware with regards to the importance of good health and wellbeing is a key aspect of shifting the balance of care. Early intervention and prevention applies in equal measure to people with good and not so good health. It is acknowledged that early intervention strategies can mitigate against the effects of health problems once identified. We want to focus our early intervention and prevention on an age and stage basis recognising that children will be the adults of tomorrow.

Accessible services (including 7 day services and single points of contact) – it is again recognised that accessing the right services at the right time and in as efficient a way as possible, is seen as a key priority of the people of South Lanarkshire. This will require significant change to many of the current working practices to ensure more equal access to services across the week.

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Mental Health and wellbeing – Mental health includes our emotional, psychological, and social wellbeing and affects how we think, feel, and act. It is one of the most significant and complex areas of demand in health and social care services. Our focus needs to shift more towards prevention and early intervention as part of a conscious strategy to reduce the impact on people’s lives. Staff and services across settings, in recognition of the interplay between physical and mental health, should support and care for individuals in a mental health inclusive way and reduce stigma and discrimination.

Suitable and sustainable housing – good quality, affordable and settled homes are essential for promoting health and wellbeing. A key focus is increasing housing supply, of the right type and size and in the right places, to meet the identified housing needs of current and future residents. An important priority is to ensure that people with particular needs, including older people, people with mobility needs and disabled people, as well as their carers, are provided with appropriate housing and support, including adaptations and other services, to enable them to live independently in their own homes in the community.

Preventing and reducing homelessness – homelessness is an experience of crisis where a person or household is unable to meet their own housing needs. Certain people face higher risks for which there is a clear link with wider health and care needs, and homelessness is often pre-empted by increased demand for other health and care services. Promoting partnership working is key to preventing and reducing homelessness, with particular focus on integrated, intensive wrap-around support to enable vulnerable groups and people with multiple complex needs to live in a settled home within the community.

Intermediate/transitional care – is a key strategic theme in terms of supporting people to remain at home, whilst at the same time, giving them as much opportunity to recover and return to their home following a period of ill health or a hospital admission.

Unscheduled Care – hospital care and treatment is a crucial part of the health and social care system, particularly for people who become acutely unwell. However, over the course of most people’s lives, they will spend very little time in hospital, with the majority of any care and treatment they need being provided in the community. People should only be treated in hospital when they cannot be treated in the community and should not stay in hospital any longer than necessary for their care. Minimising the impact of unscheduled activity on the hospital system to allow resources to be shifted to strengthen the community services that the majority of the population utilise is therefore a priority. At the same time, this will support hospitals to better plan and schedule care and in doing so improve the patient journey for more people each year. This net effect of gains in these areas will also bring benefits to reducing demand on delayed discharges and facilitating people to return home when they are ready to do so. IJBs have additional powers and responsibilities to shift investment to community provision by reducing the inappropriate use of hospital care and in particular the emergency care pathway for unscheduled hospital care. This can only be achieved with the support of the NHS Board, local authority and other care providers.

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Carers support – the role and contribution of unpaid carers is recognised and valued as crucial. The advent of the Carers (Scotland) Act 2016 furthers existing commitments to ensure that responsive support services are in place for carers.

Models of self-care and self-management – transforming the way in which we deliver our services through capitalising on digital and more remote forms of service delivery will be pivotal in shifting the balance of care. At the same time, it will offer other options to the traditional planned appointments systems and associated travel.

Transitional arrangements – health and social care services are provided ‘cradle to grave’. For many of our people, these services support them for long periods of their lives. In such circumstances, how we plan and support people as they transition from childhood into adulthood and older age is critical to achieving the ambition of seamless and single system working.

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4.3 Strategic Commissioning Intentions VISION STRATEGIC PRIORITIES STRATEGIC COMISSIONING INTENTION

Work with partners to deliver an increased range of activities to mitigate the negative health consequences of poverty and welfare reform

Work with key partners to implement the Strategic ambitions of Rights, Respect and Recovery – Scotland’s strategy to improve health by preventing and reducing alcohol and drug use, harm and related deaths

Contribute to the South Lanarkshire Child Poverty Action Plan and deliver the relevant actions to address child

Support improvement programmes identified and in practice, as part of the Children and Young People Improvement Collaborative

Working with VASLan and South Lanarkshire Leisure and Culture Trust, develop a local framework and pathway that offers a range of social and community alternatives and supports from the third sector organisations. These supports will reduce reliance on health and social care and provide early intervention and prevention Early intervention, approaches that improve health and wellbeing, and provide a cohesive social prescribing approach. prevention and health

with the community the with Through the Third Sector Integrated Care Fund, support a range of community based programmes and activities improvement

– that provide a flexible and innovative approaches to health and care that reach the most in need of support

Provide a range of programmes in conjunction with SLL&C and other partners that support people to keep physically and mentally active, live life well, maintain community connections and so reduce isolation and the subsequent health consequence community Deliver on the ambitions in the Green Health Partnership action plan and Our Natural Health Service ambitions given the noted benefits to mental health and wellbeing

Align our key health improvement programmes and strategies to the National Public Health Priorities

Working together to improve health and wellbeing in the the in wellbeing and health improve to together Working

Deliver the actions in the Lanarkshire Healthy Weight Strategy and the Diabetes Prevention Framework to

support people to be of a healthy weight and reduce the incidence of Diabetes

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VISION STRATEGIC PRIORITIES STRATEGIC COMISSIONING INTENTION

Enhance the SDS journey for service users and carers as part of increasing the choice and options available to people in accessing supports

Target social care resources to the most vulnerable through the implementation of a prioritisation/eligibility Delivering Statutory / Core framework

Duties

Continue to design / develop the Primary Care Transformation plan and ensure readiness to align to the new GMS contract effectively

Deliver all services in line with statutory requirements as set out in the legislation cover health and social care services eg, legislation pertaining to Public Protection; Mental Health, Learning Disability and Carers

with the community the with

– Develop a single service approach for community based mental health services across the four localities of South Lanarkshire

Implement the Good Mental Health for All local action plan to support mental health and wellbeing in the

Mental Health and Wellbeing population community community

Review the range of ‘Link’ workers already working across primary care and mental health services and agree model to maximise posts – and to link people to alternative supports in the community

Working together to improve health and wellbeing in the the in wellbeing and health improve to together Working Review the provision of mental health beds for adults and older people in South Lanarkshire.

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VISION STRATEGIC PRIORITIES STRATEGIC COMISSIONING INTENTION

Implement a programme of work to maximise efficiency within the care at home sector

Seven Day Services Develop the number and range of services provided over 7 days.

Increase support to carers in maintaining their caring role through the implementation of the duties outlined

with the community the with in the Carers Act 2016 pertaining to:

– • information and advice • adult carer support plans • young carers statements • prioritisation/eligibility • short breaks

community community Carers Strengthen the Third Sector support model for carers through reviewing how existing services are commissioned in relation to carers support services, information and advice, consultation and engagement, training, practical support and consultation and engagement

the in wellbeing and health improve to together Working

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VISION STRATEGIC PRIORITIES STRATEGIC COMISSIONING INTENTION

Increase housing supply and improve access to and choice of housing options that suit people’s needs and Suitable and Sustainable which they are able to afford and sustain

Housing People with particular needs and their carers are better supported to live independently within the community in a suitable and sustainable home, reducing the requirement for institutional care and risks of homelessness

Improve and increase provision of housing support for households to live independently within communities

Preventing and Reducing Homelessness Expand the scope and capacity of Housing First approach to be the first response for households with multiple complex needs.

community the with

– Reducing the impact of people being delayed in hospital through the implementation of

• rapid response short-term care at home teams • integrated care and support teams • Remodelled assessment and care management systems • Occupational Therapy Services Pharmacy Services community community • Technology Enabled Services Single Points of Contact

Across the four locality planning areas, maximise opportunities to streamline how we support people who require health and social care support. This will include: • closer alignment of community based health and social care staff, including further co-location Working together to improve health and wellbeing in the the in wellbeing and health improve to together Working • integrated support planning and review • sharing information across IT systems • workforce planning to identify areas of need and development

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VISION STRATEGIC PRIORITIES STRATEGIC COMISSIONING INTENTION

Implement the new care facilities model across the four localities to provide people with more choice and options to be maintained at home and in the community

Support the personal outcomes and preferences of people in ‘end of life’ through the delivery of palliative care services which focus on being: Safe; Person-Centred; Accessible; Efficient; Affordable; Deliverable Intermediate Care

Enhance community based rehabilitation and re-ablement interventions as part of shifting delivery of services away from hospital

Agree target for average length of stay across South Lanarkshire HSCP with regards to Older Peoples unscheduled care

health and wellbeing in the the in wellbeing and health

with the community the with

– Increase awareness and reach of health and social care services to help early identification of need and subsequent prevention of homelessness

Reduce Reliance on Emergency Departments through shifting inappropriate hospital demand through redirection in the following areas: • community community Unscheduled Care Frailty • Front Door Senior Decision Making • Frequent Attendees

Implement re-ablement approach to care across acute hospital ward settings. improve to together Working

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VISION STRATEGIC PRIORITIES STRATEGIC COMISSIONING INTENTION

Further extend the use of Technology Enabled Care to support people to be active participants in managing their own health and wellbeing

Models of self-care and self- management Through improved awareness and visibility of the ‘Locator’ tool link local health and social care professionals to a wider network of alternative interventions and support options. Note: this would equally link to intermediate care (step down), single point of contact, mental health and wellbeing and transitions

with the community the with

– Review current transitional arrangements from Children’s Service to Adult Services with a view to achieving better outcomes for vulnerable young people Transitional Arrangements

community community

Working together to improve health and wellbeing in the the in wellbeing and health improve to together Working

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SECTION FIVE: How will we DO this?

In order to implement the vision, strategic direction and planned intentions outlined above, the IJB will require to work closely with its operational delivery partners, particularly the Council and NHS Board. There are a number of core resources and assets which will require to be aligned to each of the priorities identified within this plan.

To deliver against those priorities there will require to be a degree of transformational change to allow services to react flexibly to demand and continue to modernise into the future and beyond.

The real challenge in achieving this will be how the IJB directs its resources, given that many of these resources are already under significant pressure in terms of their spread and reach. However, if current trends in demand are to be contained and to an extent reversed through earlier intervention and prevention, then there requires to be a paradigm shift from the current way in which resources are deployed to a new way of thinking, which is ultimately based upon a longer term strategy. The diagram below illustrates the current position and a proposed re-positioning of where resources should be re-invested:

INDEPENDENT LOW MEDIUM HIGH

80% 10% 8% 2%

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INDEPENDENT LOW MEDIUM HIGH

83% 9% 7% 1%

Resources or enablers which the Partnership will focus on have been identified as follows:

• Organisational Development • Workforce • The Market for Health and Social Care Services • Locality Planning • Strategic Communication • Financial Framework • Support Services • IJB ‘Directions’

5.1 Organisational Development There is a significant organisational development agenda to take forward to achieve the aspiration of this plan. In particular, ensuring there is the necessary capacity and capability in the following areas:

• Change management and resourcing the transformational change agenda • Management and Leadership • Continuing professional development • Coaching and succession planning • Research

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Whilst some of the above building blocks are already in place in terms of organisational development, there is a clear action for the Partnership with regards to developing an Organisational Development Plan which outlines how this capacity, capability and knowledge will be harnessed and developed to support change and transformation.

ACTION – Organisational Development Strategy to be developed in first year of this plan and aligned to the key strategic themes and commissioning intentions outlined in Section Four.

5.2 Workforce (NEED TO CONSIDER THE THIRD SECTOR AND HSCP CAPACITY AND SKILLS) Alongside communities, the health and social care workforce is the most significant and potentially most effective asset in terms of the resources available to respond to changing demands. This workforce has changed and evolved overtime. However, for all the points mentioned above with regards to changing demand and public expectations, the workforce will require to move with this and in doing so, become more flexible and innovative with regards to service delivery. The national Integrated Workforce Plan outlines a number of recommendations and workstreams which will result in further advice, support and guidance to Partnerships.

Similar to organisational development, the Partnership has a solid foundation upon which to build, in that inter-disciplinary and multi-disciplinary skill-mix models of delivery have already been successfully tested in areas such as hospital discharge and integrated case management of people with complex needs living in the community, for example, the Integrated Community Support Team.

Given that the overall aspiration is to provide more care and support in the community, the Partnership will need to consider the types of roles and skill-mix in delivering the aspirations set out in this plan.

ACTION – Workforce Plan to be developed which aligns to the key strategic themes and commissioning intentions outlined in Section Four.

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5.3 The Market for Health and Social Care Services South Lanarkshire has a mixed market of health and social care delivery and in realising the commissioning intentions outlined above, there is a clear direction of travel from the needs analysis with regards to how we will procure and develop services to meet the health and care needs of local people. The key areas of change/action which this plan will have to actively facilitate as commissioning intentions are implemented, are detailed below.

ACTIONS • Building sufficient capacity within Communities, the Third Sector and community health and social care services such that South Lanarkshire can reduce its reliance on hospital and residential forms of care. This will mean further work being undertaken to re-align resources to more community based interventions, similar to examples such as the reinvestment of funding from hospital beds within Udston through the provision of additional home care and community nursing services • Growing the necessary workforce capacity and correct skill – mix. For example, within Primary Care, investment into disciplines which reduce the burden on GPs to free up their time for more complex care. This will include utilising and investing in disciplines the skills of Advanced Nurse Practitioners, Allied Health Professionals and Pharmacists to more appropriately support people to access the right support at the right time. Some of this will require new roles to be created or existing roles to be redesigned • Increasing our market intelligence and working with Partners to invest in the right areas to align to the Strategic Commissioning Plan. An example of this is shaping and influencing where external providers choose to invest both from a geographical perspective and service specification perspective. The current investment within the external nursing home sector is a contemporary example of where this investment and growth could be further joined up • Although the IJB does not directly contract services (as this is done by the Council and NHS Board) the expectation is that any service providers delivering in a health and social care context should be delivered in line with the Fair Work Framework*.

*The fair work plan was launched by the Scottish Government to improve fairness in the workplace and has a target to boost the wages of the lowest paid. The action plan also sets out measures to help employers adopt fairer working practices and urges firms not to use “inappropriate” zero-hour contracts, where staff are working regular hours, tackle gender pay gaps and commit to investment in skills and training for workers. This would mean more security, decent pay and a greater voice for workers.

As part of the Fair work agreement South Lanarkshire Council has committed to the full implementation of the Ethical Care Charter for all their employees and to progress the objectives of stages 1, 2 and 3 for home care contracts procured by the Council.

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5.4 Locality Planning

The strength, contribution and influence of the locality planning agenda has grown significantly since the first Strategic Commissioning Plan 2016-19 and some of this has already been outlined in earlier sections of this plan.

However, one of the key developments from the previous plan that will be carried over and further embedded is the commitment to the locality Community First Tiered Model, which essentially outlines the levels of proportionate support which health and social care services will work to provide. This model is outlined below:

Hospital Admission Avoidance/ Hospital Discharge

Enhanced Community / Clinical Support / Care

Community Support Health and Care

Community Capacity / Building Resilience / Building Better Communities

Embedding this approach fully across the four localities will be very much a key enabler to supporting the development of the strategic themes, particularly with regards to the actions detailed below.

ACTIONS • Streamlining across points to services and supports • Strengthening collaboration and communication across agencies working directly with people who require our support • Providing local leadership • Engaging and working directly with communities, particularly with regards to the Building and Celebrating Communities (BCC) work • Implementing the locality plan as part of responding, demonstrating the contribution to the delivery of the SCP and also the unique characteristics of the locality

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5.5 Strategic Communication The advent of Health and Social Care integration heralded a major shift in how statutory agencies work together and deliver services along with partners, stakeholders and communities. The foundations of this new partnership structure have been set against a backdrop of unprecedented population growth and increasing demand. Emerging into this landscape have been new structures, plans, protocols and associated communication challenges.

Over several years, South Lanarkshire Health and Social Care Partnership (HSCP) has sought to communicate comprehensively, widely and accessibly via a variety of platforms and mediums. A key objective has been to bring clarity to what can be a complex agenda. Target audiences range from internal groups, like staff and partner agencies, to a spectrum of stakeholders and the general public.

As the agenda has progressed, and to consolidate and refine this approach, in June 2017, South Lanarkshire Integrated Joint Board approved a new Communication Strategy. A key aim of the strategy was to introduce standards of industry best practice to ensure all communication activities in the partnership were based on the following tenets: • Have defined and measurable outcomes • Present a clear and consistent narrative tailored to respective audience groups • Are creative and innovative to maximise reach • Are clearly and demonstrably geared to supporting the delivery of strategic objectives and national health and wellbeing outcomes

Since the introduction of this strategy, several key achievements have been attained. Some of these milestones include: • The launch of a partnership website www.slhscp.org.uk which is regularly updated with vibrant content from across the HSCP. The website also ensures the partnership and IJB is fully transparent • The introduction of Communication Workshops across all of South Lanarkshire’s localities to illustrate this strategic approach in action and highlight the benefit of working in this way. The workshops have also been a forum to equip and empower community groups with industry best practice to drive action • The Chief Officer’s blog explaining strategic developments and illustrating good practice and updates at local level. The blog, distributed to all staff and partners, also promotes the Chief Officer’s open door sessions, where staff, partners and public can meet and discuss any issue • Structured communication campaigns which have measurably supported operational work streams, services and programmes, from Building and Celebrating Communities, the growth of Telecare and Telehealth to the multi award winning Continence Improvement Project • A responsive communication service supporting the day-to-day needs of the partnership during a fast-moving agenda. This includes media liaison (pro-active and reactive) publishing, graphic support, film production and web maintenance.

The delivery of the Communication Strategy is led and co-ordinated by our Communication Manager who is supported by the respective Communication Directors of NHS Lanarkshire and South Lanarkshire Council Communication departments and their respective resources, as appropriate. At the time of writing, the current communication strategy was being reviewed so the strategic objectives set down in this document – and established via broad stakeholder engagement – can be best supported.

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Fundamental tenets of this approach going forward will include:

ACTION • The continuation of an empowering approach, equipping all key partners and individuals with a working knowledge of communication best practice, and enabling, inspiring and driving community-based action via the Building and Celebrating Communities programme • A commitment to compelling and clear communications that resonates and bring clarity to the agenda, raising awareness of services and what key policies mean for people, in real, human terms • The continued commitment to a strategic approach to all our communication activities and ensuring they are clearly and demonstrably geared to supporting priorities and objectives (as set out in this document), the national health and wellbeing outcomes and, ultimately, people’s lives

5.6 Financial Framework (This section as it stands describes budget for 2017/18, this will be updated after IJB on 25 March) Supporting the delivery of the aspirations in this plan will require to the IJB and its Partners to think about the short, medium and long term financial implications. The information outlined below details where the current spend of the IJB budget is allocated.

The total amount of money spent in 2017/2018 was £476.245m. The comparison of actual expenditure between 2016/2017 and 2017/2018 on services is detailed in the table below and is also graphically illustrated in the chart.

Services 2016/2017 2017/2018 £m % £m % Social Care Services 150.729 32% 156.703 33% Family Health Services 84.231 18% 85.223 18% Prescribing Costs 67.013 14% 67.571 14% Hosted Services 62.592 13% 66.692 14% Set-Aside Services 55.154 12% 54.715 11% Health Care Services 42.401 9% 40.169 8% Housing Services 5.202 1% 5.020 1% Corporate Services 0.147 0% 0.152 0% Total Expenditure 467.469 100% 476.245 100%

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Corporate Services Health Care 0% 2017/2018 ServicesHousing Services 8% 1% Social Care Set-Aside Services Services 14% 32%

Hosted Services 14%

Family Health Prescribing Costs Services 14% 17%

There are a number of key actions with regards to the financial framework, not least the ambition which underpins this plan in terms of shifting the balance of care and with that the balance of spend towards an agenda focused more on early intervention and prevention and community based delivery.

Detailed below are a number of actions which the Partnership will work through in the lifetime of this plan.

ACTION • Short to medium term financial plan developed • Alignment of financial plan to the strategic commissioning intentions and ‘Directions’ • Agree a target to shift the balance of spend towards early intervention and prevention and support people to self-care and self-manage

5.7 Support Services In delivering the plan and its business, the IJB relies on a variety of support services which includes elements of support and advice from human resources, planning and performance staff, legal, accommodation from which services are provided, information technology and financial advice. All of these services are key enablers, particularly with regards to ensuring as much as possible that services work to the principle of seamless delivery and single system working.

The support services outlined above are not a direct part of the IJB’s budget and sit within the Council and NHS Board’s overall budget. However, they are provided as an ‘in – kind’ contribution to the IJB from both organisations.

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Given the key role that they do play, the IJB, Council and NHS Board will work collaboratively to ensure that these services support operational delivery of health and social care services. Building on previous work, a number of actions will be progressed as detailed below.

ACTION • Co-locate services where it makes sense to concentrate staff and disciplines who work very closely to provide integrated care • Maximise the opportunities to share information across health and social care information systems to reduce bureaucracy, improve communication and seamless working • Scale – up the use of Telehealth and Telecare to enable more people to self-care and self- manage and provide alternatives to traditional forms of service delivery, for example formal appointments • Streamline governance and reporting arrangements across the IJB, Council and NHS Board • Work with human resources colleagues to support the development of new roles and responsibilities to deliver new models of care

5.8 IJB ‘Directions’ As part of the Public Bodies (Joint Working) (Scotland) Act 2014, the IJB has a mechanism in place through which it can action the strategic intentions set out in its Strategic Commissioning Plan. Section Four of this plan outlines the strategic intentions of the IJB and the mechanism which the IJB utilises to implement these is through ‘Directions’. The IJB uses the ‘Directions’ to agree and communicate with the Parties (NHS Board and Council) the expectations of the strategic commissioning intention. In turn the Parties work to operationally implement in line with the ‘Direction’ issued. A key part of this process is that the IJB must confirm to the Parties, the budget assigned to support implementation of the ‘Direction’.

Of note, some of the strategic commissioning intentions outlined in this plan already have an existing ‘Direction’, whereas others will require a new ‘Direction’ to be agreed and issued.

ACTION • IJB to confirm to the Parties existing and new ‘Directions’ associated with the strategic commissioning intentions outlined to deliver the aspirations outlined in this SCP • Financial information to be aligned to each ‘Direction’

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SECTION SIX: Review

6.1 How we will know what we are doing is right Evaluating health and social care integration is a complex process and requires a method that can incorporate the scope and variety of provision. The complexity and level of ongoing change involved with integration makes it impossible to directly link cause and effect, which makes it difficult to know what we are doing is right. The partnership now has a track record of using something called Contribution Analysis, to show how we are achieving the nine national health and wellbeing outcomes. This has been used to gather evidence around how we think change happens, although this can be refined over time. When the evidence comes together to tell the same story, we can reasonably claim that the activities evaluated have contributed to the observed results. This gives us a level of confidence that what we have done is influencing what we see happening.

6.2 Performance Measurement Supplementing evaluation activity and contribution analysis are more formal national and local performance measures which are reported to the IJB on a quarterly basis. South Lanarkshire Health and Social Care Partnership already has a wealth of needs assessment, performance and evaluation based information. This has evolved and matured since the establishment of integration arrangements and it is the intention to continue to develop this.

The IJB currently measures the performance of health and social care services through a suite of performance measures intended to track whether or not aspirations to shift the balance of care are being achieved as set out. For example measures with regards to reducing hospital emergency activity, emergency admissions and less reliance on inpatient care are used as a proxy to determine whether or not Partnerships are managing to shift the balance of care.

In addition to this, a range of qualitative measures are also reported, which capture the perceptions and views of the public with regards to the quality of services and whether or not they are supporting people to improve their agreed personal outcomes. Appendix 2 gives an overview of the data which will assist in measuring progress and impact.

6.3 Governance and Decision Making There is recognised governance and decision – making arrangements in place to support the development, design and implementation of health and social care services in line with the ambitions outlined in this plan. Appendix 3 illustrates this.

This governance and decision making process also links across to similar Partnership arrangements such as, the Community Planning Partnership, Local Housing Strategy Steering Group and the Children Services Partnership.

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Appendix 1

Legislative ➢ The Public Bodies (Joint Working) (Scotland) Act 2014 ➢ Social Care (Self-directed Support) (Scotland) Act 2013 ➢ Adult Support and Protection (Scotland) Act 2007 ➢ Social Work (Scotland) Act 1968 ➢ Mental Health (Care and Treatment) (Scotland) Act 2003 ➢ Adults with Incapacity (Scotland) Act 2000 ➢ Community Care and Health (Scotland) Act 2002 ➢ Carers (Scotland) Bill 2015 ➢ Children and Young People (Scotland) Act 2014 ➢ Community Empowerment Act 2015 ➢ Public Health (Scotland) Act 2008 ➢ Equality Act 2010 ➢ Procurement Reform (Scotland) Act 2014 ➢ Local Government in Scotland Act 2003

National ➢ Children and Young People’s Health Plan October 2015 ➢ Children and Young People’s (Scotland) Act 2014 ➢ A Route Map to the 2020 Vision for Health and Social Care 2011 ➢ NHS Scotland Quality Strategy – Putting People at the Heart of our NHS 2010 ➢ Scotland’s National Dementia Strategy 2013-16 ➢ Mental Health Strategy for Scotland 2012-15 ➢ The Keys to Life – Improving the Quality of Life for People with Learning Disabilities 2013 ➢ Health Inequalities in Scotland – Audit Scotland 2012 ➢ Report on the Future Delivery of Public Services (Dr Campbell Christie) 2011 ➢ Living and Dying Well – A National Action Plan for Palliative and End of Life Care In Scotland ➢ National Telehealth and Telecare Delivery Plan for Scotland 2015 ➢ Reshaping Care for Older People: A Programme for Change 2011-21 ➢ Single Outcome Agreements Guidance to Community Planning Partnerships 2012 ➢ Prescription for excellence – A vision and Action plan for the right pharmaceutical care (2015) ➢ Many conditions, One life, Living well with multiple conditions (2014) ➢ Caring Together: The Carers Strategy for Scotland 2010-2015 ➢ Good Mental Health For All ➢ National Dementia Strategy ➢ Early Years Collaborative Programme ➢ Self-directed Support – A National Strategy for Scotland 2010-2020 ➢ Changing Scotland’s Relationship with Alcohol: A Framework for Action (2009) ➢ The road to recovery: Tackling Scotland’s drug problem (2008) ➢ See Hear – Strategic Framework for people with a sensory impairment in Scotland (2014) ➢ National Delivery Plan for AHPs in Scotland 2012-2-15 ➢ Age, Home And Community: A Strategy For Housing For Scotland's Older People: 2012 – 2021 (2011)

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➢ Homes fit for the 21st Century - The Scottish Government's Strategy and Action Plan for Housing in the Next Decade: 2011-2020 (2011) ➢ Joint Housing Delivery Plan for Scotland (2015)

Local ➢ South Lanarkshire Community Plan ➢ NHS Lanarkshire Local Delivery Plan 2016-2017 ➢ South Lanarkshire Carers Strategy ➢ Alcohol and Drug Strategy ➢ South Lanarkshire Council Corporate Plan ➢ NHS Lanarkshire Inequalities Action Plan ➢ Strategy for Pharmacy – in development ➢ Single Outcome Agreement – local ➢ South Lanarkshire Integrated Children’s Services Plan

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South Lanarkshire Health and Social Care Partnership Appendix 2 Senior Management Team Quarterly Report

No SOURCE Measure Current Current Comments Position Scottish Average

OUTCOME 1: People are able to look after and improve their own health and wellbeing and live in good health for longer

1 NI - 1 Percentage of adults able to look after their health 92% 93% In the South Lanarkshire Health and very well or quite well Social Care Partnership we continue to maintain 92% of our adult population being able to look after their health very well or quite well. This is broadly in line with the Scottish average of 93%.

OUTCOME 2: People, including those with disabilities or long term conditions, or who are frail, are able to live, as far as reasonable practicable, independently and at home or in a homely setting in their community

2 NI - 2 Percentage of adults supported at home who agreed 81% 81% The currently position of 81% of adults that they are supported to live as independently as being supported at home who agreed possible that they are supported to live as independently as possible is being consistently maintained. This is also in line with the Scottish average.

3 NI - 12 / Emergency admission rate (per 100,000 population) 14,053 12,256 Emergency admission rates per 100,000 MSG 1a / population for South Lanarkshire is NHS

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No SOURCE Measure Current Current Comments Position Scottish Average

currently 14,053 which is a higher than the Scottish average which is 12,256.

4 NI - 13 Emergency bed day rate (per 100,000 population) 122,000 121,516 Emergency bed day rate per 100,000 population has seen a decrease from 126,436 to the current position of 122,000.

5 NI - 14 Readmission to hospital within 28 days (per 1,000 97 101 Readmission to hospital within 28 days population) per 1,000 population has been broadly consistent with 96 being previously reported. This is currently below the Scottish average of 101.

6 NI - 18 Percentage of adults with intensive care needs 62% 61% Percentage of adults with intensive care receiving care at home needs receiving care at home has consistenly been maintained at 62%.

7 NI - 19 Number of days people spend in hospital when they 1,118 762 Delayed discharge bed days are are ready to be discharged (per 1,000 population) currently 1,118 per 1,000 population. This is a reduction from 1,246 in 2017/18.

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No SOURCE Measure Current Current Comments Position Scottish Average

8 NI - 20 Percentage of health and care resource spent on 23% 24% Currently 23% of health and care hospital stays where the patient was admitted in an resource is spent on hospital stays emergency where the patient was admitted in an emergency, which has continually been maintained. This is slightly below the Scottish average of 24%

9 NI - 21 Percentage of people admitted to hospital from home NA NA This information is currently during the year, who are discharged to a care home unavailable.

10 NI - 22 Percentage of people who are discharged from NA NA This information is currently hospital within 72 hours of being ready unavailable.

11 MSG 4 / NHS Delayed Discharges Bed days standard delays 8032 NA Delayed discharge bed days has seen a a positive improvement from the same period last year which showed 10,092.

12 MSG 3a / A&E Attendances 27920 NA A & E attendances have continually NHS increased. The current position of 27,920 is an increase from previous reporting of 25,453

13 MSG 2A UC Bed Days NA NA This information is currently unavailable.

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No SOURCE Measure Current Current Comments Position Scottish Average

14 MSG A&E Attendances - South NA NA This information is currently unavailable.

15 NHS Emergency bed days - South NA NA This information is currently unavailable.

16 NHS Emergency Admissions 9671 Emergency admissions are currently at 9671. This is a decrease from the previous quarter of 9830.

OUTCOME 3: People who use health and social care services have positive experiences of those services, and have their dignity respected

17 NI - 15 / Proportion of last 6 months of life spent at home or in 87% 88% 87% of people in South Lanarkshire are MSG 5a a community setting spending the last six months of life in the community, which shows that people are being cared for at home or closer to home with a planned approach to end of life care resulting in less time in an acute hospital setting. This is consistently in line with the Scottish average.

18 MSG 6 Balance of care: Percentage of population in 98% NA community or institutional settings (all ages)

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No SOURCE Measure Current Current Comments Position Scottish Average

19 NI - 3 Percentage of adults supported at home who agreed 69% 76% 69% of adults supported at home have that they had a say in how their help, care, or support consistently agreed that they had a say was provided in how their help, support or care was provided.

20 NI - 4 Percentage of adults supported at home who agreed 74% 74% 74% of adults supported at home that their health and social care services seemed to agreed that their health and social care be well co-ordinated services seemed to be well co- ordinated. This has been consistently maintained and is also in line with the Scottish average.

21 NI - 5 Total % of adults receiving any care or support who 78% 80% Currently 78% of adults receiving any rated it as excellent or good care or support have rated the service as excellent or good which is the maintained position.

22 NI - 6 Percentage of people with positive experience of the 81% 83% 81% of people with positive experience care provided by their GP practice of the care provided by their GP practice has continually been maintained.

OUTCOME 4: Health and Social Care services are centred on helping to maintain or improve the quality of life of people who use those services

23 NI - 17 Proportion of care services graded 'good' (4) or better 81% 85% The current position of 81% of care in Care Inspectorate inspections services graded 'good' or better in Care

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No SOURCE Measure Current Current Comments Position Scottish Average

Inspectorate inspections is slightly less than the previous position of 84%.

24 NI - 7 Percentage of adults supported at home who agree 82% 80% 82% of adults supported at home who that their services and support had an impact on agree that their services and support improving or maintaining their quality of life had an impact on improving or maintaining their qualtiy of life continues to be maintained. This is also above the Scottish average of 80%.

OUTCOME 5: Health and social care services contribute to reducing health inequalities

25 NI - 11 Premature mortality rate per 100,000 persons 431 425 The 431 premature mortality rate per 100,000 persons is a slight decrease from previous reporting of 460 but still continues to be above the Scottish average.

OUTCOME 6: People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing

26 NI - 8/NHS Total combined % carers who feel supported to 32% 37% 32% of carers feel supported to continue in their caring role continue in their caring role which continues to be maintained.

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No SOURCE Measure Current Current Comments Position Scottish Average

27 Identify the number of new carers identified and 3460 In 2018, the number of new carers supported each year through the third sector identified has increased to 3460.

OUTCOME 7: People who use health and social care services are safe from harm

28 NI - 9 Percentage of adults supported at home who agreed 82% 83% 82% of adults supported at home they felt safe agreed they felt safe and is broadly consistent with the Scottish average.

29 NI - 16 Falls rate per 1,000 population aged 65+ 23 22 The falls rate per 1,000 population aged 65+ is currently at 23 an increase of one from previously reported.

OUTCOME 8: People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide

30 NI - 10 Percentage of staff who say they would recommend NA NA This information is currently their workplace as a good place to work unavailable.

OUTCOME 9: Resources are used effectively and efficiently in the provision of health and social care services

31 NI - 23 Expenditure on end of life care, cost in last 6 months NA NA This information is currently per death unavailable.

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Consultation and Engagement Process for IJB Appendix 3

Lanarkshire NHS

Board

Health

Clydesdale

Care Forum

Clydesdale

Social

Commissioning Group

Senior Management

Hamilton Health

Hamilton

Integration Joint

Locality Planning Groups

Social Care

Forum

Team (SMT)

Strategic

Board

Communities

Health & Social

East KilbrideEast

Care Forum

South Lanarkshire

Council Executive

Health and Social Rutherglen &

Cambuslang

Rutherglen &

Cambuslang

Committee

Care Forum

South Lanarkshire wide Stakeholder Organisations/Partners Carers Organisations South Lanarkshire Health Acute Services Voluntary Action South Independent Sector South Lanarkshire Health & Social Care Partnership Strategic Commissioning Plan 2019-22 – V7 61 and Social Care Forum Lanarkshire (VASLan)

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Report

Report to: Executive Committee Date of Meeting: 13 March 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Sustainable Development and Climate Change Strategy Update – Quarter 2 2018/2019

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  update the Committee of the status of Sustainable Development Strategy actions and measures at Quarter 2 of 2018/2019.

2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) Note the 2018/2019 Quarter 2 position in respect of actions and measures within the Sustainable Development Strategy.

3. Background 3.1. The Council’s Sustainable Development and Climate Change Strategy (SDCCS) was approved on 6 December 2017 and covers a five year period from 2017 to 2022. The strategy sets out outcomes and actions organised around three sustainable development themes:

 Sustainable Council  Sustainable Environment  Sustainable Communities

3.2. Delivery of actions within the strategy provides the main focus for our sustainable development activity and also enables the Council to fulfil its duties under the Local Government (Scotland) Act 2003, the Climate Change (Scotland) Act 2009 and the Council’s contribution to the UN’s Sustainable Development Goals.

3.3. The strategy action plan sets out specific actions to be undertaken to deliver objectives under each theme. The action plan is monitored using IMPROVe and the current arrangement is to report progress on the action plan to the Executive Committee following Quarter 2 and Quarter 4.

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4. Sustainable Development Strategy 2018/2019 Quarter 2 Update 4.1. The action plan for 2018/2019 contains 31 actions across the three strategic themes. Each action has one or more defined measures providing the current status for each action. In total there are 50 measures in the 2018/2019 action plan.

4.2. The overall summary of progress at the end of quarter two is as follows:-

Total number of 50 measures The timescale or target has been met as Status – Green per expectations 39 (78%)

There has been minor slippage against timescale or minor shortfall against Status Amber 1 (2%) – target

There has been major slippage against timescale or major shortfall against Status - Red 0 target

For some measures, the statistics are not yet available to allow us to report Reportable at a later whether the target has been reached or 10 (20%) stage / contextual not. These will be reported when available

Progress on all objectives, actions and measures is noted at appendix 1.

4.3. Some of the highlights from the green measures during quarter 2 of 2018/2019 include:-

 the annual cycle to work scheme was a success with an additional 73 employees taking advantage of the scheme.  progression of projects funded via the air quality action plan grant fund. Projects include: sustainable active travel workshops within primary and secondary schools; Eco fleet advice for businesses that are based in, or travel through, South Lanarkshire; walking and cycling campaign; improvements in traffic light infrastructure to optimise traffic flow; and expansion of the walking/cycling counter network

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 successful funding bid of £52,000 from Energy Efficient Scotland’s Local Heat and Energy Efficiency Strategy (LHEES) Transition Fund, to undertake a LHEES pilot project for South Lanarkshire which will focus on the private rented sector and an area-based approach for domestic and non-domestic in remote rural areas.  £15,000 funding, secured from Sustrans, to be used to undertake an Active Travel Study in East Kilbride. This study will include consultation on the proposed identified cycle network of the town as well as identifying measures and initiatives to promote sustainable travel  red tagging of paper/cardboard bins commenced to address contamination in household recycling bins

4.4. The amber measure referred to at 4.2, relates to reporting the Council’s progress on reducing single-use plastic items to the Sustainable Development Member Officer Working Group at the meeting in June 2018. The meeting in June was cancelled therefore progress was subsequently reported at the next meeting held in October 2018.

4.5. Action on reducing single-use plastics has mainly been focussed on catering sundries as they are the biggest contributor within the Council. Raising awareness is key to reducing the reliance of single-use plastic items. There has been ongoing communications with employees and other groups such as the Unions, schools and the general public. Other initiatives include pilots in schools such as the introduction of reusable cups and cutlery, water filling stations and reverse vending.

4.6. The reduction of single-use plastic item is only one element of the wider campaign to reduce marine litter. The Council are involved in a number of litter campaign including an eighteen month pilot called ‘upstream battle’ run by Keep Scotland Beautiful. The pilot will focus on ‘source to sea’ litter for the River Clyde and its tributaries. The pilot includes community involvement, prevention measures, clear up action and raising awareness.

5. Employee Implications 5.1. All Resources are required to contribute to the implementation of the Sustainable Development Climate Change strategy and Carbon Management Plan to ensure that actions and targets are met. The sustainable development officer and carbon management officer monitor and report the Council’s progress.

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6. Financial Implications 6.1. Actions within the sustainable development and climate change strategy and associated action plan are funded from existing Resource budgets.

7. Other Implications 7.1. The new sustainable development and climate change strategy has undergone public consultation and through the Strategic Environmental Assessment process.

8. Equality Impact Assessment and Consultation Arrangements 8.1. An equality impact assessment was carried out on the Sustainable Development Strategy.

8.2. Public and stakeholder consultation on the Sustainable Development and Climate Change Strategy were undertaken.

Michael McGlynn Executive Director (Community and Enterprise Resources)

22 February 2019

Link(s) to Council Objectives and Values  Work with communities and partners to promote high quality, thriving and sustainable communities

Previous References  Executive Committee report on 6th December 2017 entitled ‘Sustainable Development and Climate Change Strategy’

List of Background Papers  The Climate Change (Scotland) Act 2009  Sustainable Development and Climate Change Strategy 2017-2022  UN’s Sustainable Development Goals

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lesley Hinshelwood, Sustainable Development Officer Ext: 4610 (Tel: 01698 454610) E-mail: [email protected]

144 Appendix 1 12

South Lanarkshire Council

Sustainable Development and Climate Change Strategy

Performance Report Quarter 2 : 2018/19 - April to September

IMPROVe - SLC Performance Management System 145 Report printed on 21 Feb 15:00 How to use this perform ance report

This performa nce rep ort is inten ded to b e both informative a nd easy to use. The guide below is designed to help you get the mo st o ut of the report and to answe r the most co mmon q uestions you mig ht have.

Cou ncil Plan objective or theme Me asure Status – how are we doing ? The “traffic light” codes are:

Resource Pla n obje ctive G reen Achieved, or due to achieve with no issues

A mber There m ay be problems or minor slippag e Resource Pla n action & asso ciated measures. Red Not on course, maj or slippage anticipated

Progress M easures which ar e to be repo rted later or wh ich are “fo r update again st information only” are not colour coded me asu re .

Statistics for th e current year. The Target sho ws what we wa nt to achieve by the end of the year. The To Da te column shows h ow much we have achieved so far.

Perform ance getti ng bette r S tatistics for last 2 yea rs, sh owing ho w we a re doing over time. Perform ance staying the sa me Perform ance getti ng worse Th e tre nd column sho ws how pe rforma nce chang ed betwee n these 2 years Information not yet avail ab le

IMPROVe - SLC Performance Management System 146 Report printed on 21 Feb 15:00 Summary (level 1) - number of measures green, amber and red under each Sustainable Development objective

Sustainable Development Theme Green Amber Red To be reported Total later / Contextual Sustainable Council 15 1 0 2 18 Sustainable Environment 10 0 0 1 11 Sustainable Communities 14 0 0 7 21 Total 39 1 0 10 50

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IMPROVe - SLC Performance Management System 147 Report printed on 21 Feb 15:00 Sustainable Council The council's carbon emissions are managed and reduced ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Further implement the 10% reduction in the Council's greenhouse Carbon emissions for 2018-19 will be reported Report 6.0% ------7.8% 5.1% Carbon Management gas emissions achieved by March 2021, around July 2019. Later Plan to reduce compared to 2015-16 (equivalent to 2% greenhouse gas each year) As at the end of March 2018, carbon emissions emissions from council have reduced by 5.1% compared with 2015-16, services (buildings, exceeding the 4% target for this two year period. waste, transport etc) Within the single year, 2017-18, however, emissions increased compared to the previous year. This is partly due to increased energy use throughout the second half of the year when cooler than usual temperatures were experienced. Carbon emissions also increased from increased levels of waste sent to landfill (which resulted from changes in the residual waste contract). The new contract, however, will ultimately convert waste to energy using a new treatment facility. The facility is not yet fully operational, but once it is, significant reductions in carbon emissions are anticipated. Compliance with Carbon Reduction Allowances for the 2017-18 compliance year Green ------Commitment (CRC) scheme achieved within have been purchased in the 2017 presale. The deadlines 2017-18 Carbon Reduction Commitment annual report was submitted to the Department for Energy and Climate Change by the deadline of 31st July 2018. Preparations for the 2018-19 compliance year are underway and on schedule. Continue to implement % reduction in energy consumption across Measure to be reported at year end. Report ------energy efficiency the energy portfolio Later measures across council Agree 2018-19 Central Energy Efficiency 2018/19 CEEF programme agreed by CMT in Green ------facilities including Fund (CEEF) Programme with CMT May 2018. investment in renewable Identify Council buildings with excess heat Programme of audits are ongoing and reported Green ------and low carbon energy and carry out property audits to improve at each Energy Framework meeting. Actions for solutions energy efficiency during 2018-19 audits are circulated to the relevant Maintenance section for actions where applicable.

Page 2 of 14 IMPROVe - SLC Performance Management System 148 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Council The council's carbon emissions are managed and reduced ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Deliver at least 10% Continue to reduce vehicle emissions in There has been a 17.5% reduction in Council Green 6.0% 17.5% ------6.0% 10.5% reduction in vehicle 2018-19 against the baseline of 2014-15 wide vehicle emissions in quarters one and two, emissions by March (Council wide figure) against the baseline year 2014-15. 2021 in accordance with Engage with Community and Enterprise Fleet Services will engage with Resources in Green ------the corporate carbon Resource's Fleet Services to agree service quarter three to reinforce the strategies that are reduction target specific vehicle emissions reduction currently delivering reduced vehicle emissions. strategies for the period 2019-2021 in line with service delivery requirements (Council wide) Continue to improve the Promote sustainable travel by employees Cycle to work scheme launched 19 June 2018 - Green ------efficiency of our through the efficient use of fleet vehicles, 73 applications. business travel and greater use of public transport, car sharing, promote more walking and cycling sustainable travel options for employees

The council is environmentally responsible in the procurement, use and disposal of resources ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Continue to develop Implement the Procurement Strategy Action Work is progressing on delivery of the Green ------procurement processes Plan and complete actions within agreed Procurement Strategy action plan, with an update to improve timescales scheduled to CMT in November 2018. environmental outcomes and ensure compliance with the council's sustainable procurement duty Create a culture of Waste audits undertaken in Council Approximately 70% of waste audits have been Green ------resource efficiency in the buildings to identify opportunities to reduce completed. workplace residual waste and increase recycling

Page 3 of 14 IMPROVe - SLC Performance Management System 149 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Council The council is environmentally responsible in the procurement, use and disposal of resources ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Lead on reducing the Report progress on the list of applicable The meeting of the Sustainable Development Amber ------council's reliance on single-use plastic items and appropriate member officer working group scheduled for avoidable single-use action to the Sustainable Development June 2018 was cancelled. A progress report will plastic items Member Officer Working Group at the first be presented to the next meeting on 22nd meeting in June 2018 (council wide) October 2018.

Progress in this area to date: various communication methods have been used to raise the profile and encourage people to reduce single use plastic items, an action plan of items in use by the Council has been collated and prioritised, and procurement reports are being created to establish baselines and progress so far. Maximise the use of At least 10% of the total value of materials Measured through SLC Green Profile for schools Green ------0.0% 0.0% 0.0% environmentally used during 2018-19 should derive from and New Build Housing. Recycled content varies responsible materials recycled and reused content in the products on different projects between 10 - 20%. and reduce, reuse and and meterials selected recycle construction % of construction waste recycled on-site All on-site construction waste is effectively Green 100.0% 100.0% 0.0% 0.0% 0.0% waste in new and during 2018-19 collected, contained, transported and managed refurbished council off-site by a Specialist Waste Management facilities Contractor located within Lanarkshire, where all waste is segregated at their waste management centre for recycling, reuse and thus eliminating the use of landfill.

The public sector climate change duties are further embedded in service delivery and partnership working ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Ensure council's Council's performance in complying with The Climate Change Duties report 2018 has Green ------compliance with public public sector climate change duties been prepared and submitted to the Corporate sector climate change evaluated and annual statutory Climate Management Team for approval, prior to seeking duties Change Duties Report published by 30th approval from the Executive Committee on 21st November 2018 November 2018. Following approval, the report will be submitted to the Scottish Government by the 30 November 2018 deadline.

Page 4 of 14 IMPROVe - SLC Performance Management System 150 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Council The public sector climate change duties are further embedded in service delivery and partnership working ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Ensure Strategic Strategic Environmental Assessments Three plans have been pre-screened since April Green ------Environmental undertaken on all appropriate council led 2018. A further six plans are currently subject to Assessment of all policies plans and strategies, as statutorily SEA. All SEAs are regularly monitored by the appropriate policies, required Corporate SEA Working Group which met in plans, programmes and August 2018. strategies is undertaken Annual report for Executive Committee and The annual report on the number and outcomes Green ------other governance groups on number and of SEAs in 2017-18 will be reported to the outcomes of Strategic Environmental Sustainable Development Member Officer Group Assessments carried out within the Council in October 2018. The report for 2018-19 will be prepared by March 2019 prepared at financial year end. Ensure effective Ensure sustainable development principles The new Sustainable Development and Climate Green ------contribution to meeting and climate change duties are incorporated Change Strategy's Action Plan identifies relevant the council's Sustainable in new or revised policies, plans, strategies policies, plans and strategies that are being Development and and projects and initiatives, where developed and revised, Council-wide, in 2018-19 Climate Change appropriate (council wide) that should include sustainable development and objectives outlined in the climate change principles. These include the Sustainable Outdoor Access Strategy, Air Quality Strategy, Development and Contaminated Land Strategy and Sustainable Climate Change Procurement Policy. Strategy 2017-2022 The Sustainable Development Officer will work with relevant services to ensure that sustainable development principles and climate change duties have been considered within these policies, plans and strategies, and progress will be reported to the Corporate Management Team and Executive Committee in early 2019 as part of the sustainable development update reporting schedule.

Page 5 of 14 IMPROVe - SLC Performance Management System 151 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Council The public sector climate change duties are further embedded in service delivery and partnership working ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Continue to raise Participate in 'Climate Ready Clyde' The main focus for the Climate Ready Clyde Green ------awareness of partnership during 2018-19 partnership for 2018-19 so far has been the sustainable development development of the Risk and Opportunity and the business Assessment which will be launched in October impacts of climate 2018. The Risk and Opportunity Assessment will change with our be the foundation for the development of the City employees and develop Region's Regional Climate Adaptation Strategy the skills required across and action plan, due in early 2020. the council to influence and adapt to change

Sustainable Environment South Lanarkshire's natural environment is protected, enhanced and respected ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Review and assess air Implementation of Air Quality Action Plan by Consultation responses on the draft air quality Green ------quality throughout South March 2019 action plan have now been received and final Lanarkshire in the line amendments to the plan are being undertaken. with our Air Quality Strategy South Lanarkshire is progressing a number of projects as funded via the air quality action plan grant fund. Projects include: sustainable active travel workshops within primary and secondary schools; Eco fleet advice for businesses that are based in, or travel through, South Lanarkshire; walking and cycling campaign; improvements in traffic light infrastructure to optimise traffic flow; and, expansion of the walking / cycling counter network (this latter project assesses current engagement with walking and cycling activity in the area). Submit progress report on air quality across The 2018 annual progress report has been Green ------South Lanarkshire to Scottish Government reviewed by Scottish Government. The report by March 2019 findings have been accepted. The report is accessible via the Scottish Air Quality website, with links provided from South Lanarkshire Council's air quality web pages.

Page 6 of 14 IMPROVe - SLC Performance Management System 152 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Environment South Lanarkshire's natural environment is protected, enhanced and respected ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Monitor Local Local Development Plan policies monitored Monitoring of the Local Development Plan Green ------Development Plan during 2018-19 to ensure: at least five year policies has been completed for the period policies for supply of supply of housing land is maintained; an 2013-2018. Monitoring shows that an adequate housing, industry and adequate supply of land is available for work supply of land for housing and work and business land and green and business activity; and an adequate business activity is available, and an appropriate space supply of land is available for green space in provision of green space is available in the main the main urban communities of South urban communities. Lanarkshire Identify and manage Implement the Contaminated Land Strategy Implementation of the Contaminated Land Green ------contaminated land within for South Lanarkshire Strategy is ongoing. Awaiting responses from the statutory regulatory SEPA regarding the waste management licence framework surrender applications that have been submitted for two historical landfill sites at Newlandsmuir and Markethill (both in East Kilbride). In the interim, SEPA have agreed to suspend waste management licence fees for this year, pending completion of their review of the licence surrender applications.

Environmental Services continues to work in partnership with Housing and Economic Development colleagues on various projects. This work is being funded by 2018-19 Vacant and Derelict Land Fund monies. Monitor local Production of updated biennial State of the A report on the key findings of the 2017 edition of Green ------environmental conditions Environment Report commenced by March the State of the Environment Report is to be through preparation and 2019 given to the Community Planning Board in monitoring of the December 2018. biennial update of the State of the Environment Work will commence on the 2019 edition later in report the year.

South Lanarkshire's enhanced environment provides health and wellbeing benefits to local communities ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18

Page 7 of 14 IMPROVe - SLC Performance Management System 153 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Environment South Lanarkshire's enhanced environment provides health and wellbeing benefits to local communities ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 In partnership with local Identify funding sources and specification for Draft funding proposal has been agreed with Green ------communities, continue phase 2 regeneration work at Greenhall and Forestry Commission Scotland. Still awaiting programme of Millheugh, Blantyre including costed confirmation of match funding, which is restructuring council proposals for replacement river crossing dependant on projected cash flow and funding owned woodland and from the Section 75 Agreement related to the improving recreational new housing development at Shotts Farm. After access this, a consultant will be appointed to take forward the construction of a footbridge. Funding applications completed for Funding secured for management plan. Green ------Management Plans for Bothwell and Currently assessing community interest to Blantyre Woods by March 2019, through establish a group to work with on the project - liaison with community interests, David meetings with community interests underway. Livingstone Centre and other stakeholders Contribute to community Continued delivery of healthy walking Reported at end of year. Report ------health and wellbeing opportunities throughout South Lanarkshire Later through active lifestyles via the Get Walking Lanarkshire initiative and well managed and accessible greenspace Encourage active travel Continue to deliver repairs programme to The Council's Outdoor Access Officers are Green ------and recreational access footbridges across the core path network by currently developing a list of repairs to 'medium to the outdoors by March 2019 in line with available external risk' (amber) footbridges which will be implementing Outdoor and internal capital funding undertaken this year. Repairs to high risk (red) Access Strategy and bridges have either been completed or the extending Clyde structures closed. Walkway Contunued investigation into partnership and Discussions held with Community Councils and Green ------external funding opportunities for extension other stakeholders. Committee report has been of Clyde Walkway to line with neighbouring prepared, to inform councillors of scope and long distance routes proposed approach - will be tabled at the Community and Enterprise Resources Committee meeting early 2019. Continue to educate our Continue to increase climate change Awareness strategy and practices in place. Green ------young people about the awareness and sustainability in education local environment in establishments which they live and encourage them to reduce the negative impacts they have upon it

Page 8 of 14 IMPROVe - SLC Performance Management System 154 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Environment South Lanarkshire's enhanced environment provides health and wellbeing benefits to local communities ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18

Sustainable Communities Homes and communities are energy efficient, environmentally sustainable, and fuel poverty is minimised ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Explore options for An initial exploration of potential activities Successful bid to Energy Efficient Scotland Green ------innovative and and assessing resource requirements during LHEES Transition Fund. In process of appointing affordable low carbon 2018-19 for the development of a Local Heat a consultant to undertake a LHEES research energy and heating Energy Efficiency Strategy (LHEES) for project, to complete in 2019. solutions in local areas South Lanarkshire that will contribute towards national climate change ambitions Continue to improve The Housing Investment Programme Continued investment in new heating and energy Green ------energy efficiency of continues to incorporate sustainable systems, including Air Source Heat Pumps and housing stock to help changes to our estate solar PV, to improve the sustainability of council address fuel poverty homes and meet the Energy Efficiency Standards for Social Housing 2020 milestone targets. % of Council dwellings that are meeting the Currently above annual target. Green 90.70% 90.92% 82.38% 86.10% 96.82% Energy Efficiency Standard for Social Housing (EESHH) Maintain % of Council stock meeting the Measure to be reported at year end. Report ------90.9% 92.0% 92.1% Scottish Housing Quality Standard (SHQS) Later Local Government Benchmarking Framework (LGBF) Assist/support households to access Measure to be reported at year end. Report ------schemes available to help address fuel Later poverty issues

That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18

Page 9 of 14 IMPROVe - SLC Performance Management System 155 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Introduce new waste Develop Waste Services policies to promote Service standard has been approved by the Green ------management initiatives waste minimisation, reuse and recycling Council to formally address contamination in to reduce waste and within local communities recycling bins: interim yellow tagging has taken increase recycling place for contamination in paper / cardboard bins; red tagging has now commenced (paper / cardboard bins with items in them which shouldn't be there have a red tag put on them and are not emptied until next collection day, by which time the contamination needs to have been removed). Performance of waste and recycling Monthly contract meetings on performance Green ------contracts monitored and end of year continuing to take place. In addition, separate procedures delivered for all relevant meetings to review and update the procedures contracts associated with the individual contracts are ongoing. Develop and implement a Waste Draft report developed identifying means of Green ------Communication Strategy for householders to communication for householders, staff, elected understand waste/recycling services members, other council departments and school delivered by the Council children. Formal document in progress. Ongoing waste education and awareness Meetings with Education Resources have been Green ------undertaken at schools and community carried out to ensure waste education and groups awareness programmes delivered by the Waste Service meet with schools' Curriculum for Excellence requirements. Details have been drafted on the way forward and further discussions with Education Resources to take place. The percentage of total household waste Year to date quarter two figure to be confirmed in Report 50.0% ------49.0% 53.0% 47.3% that is recycled in line with the Government's quarter three. Later 50% target A reduction in the amount of municipal waste Year to date quarter two figure to be confirmed in Report 40,000 ------that is sent to landfill in 2018-19 compared quarter three. Later with 2017-18

Page 10 of 14 IMPROVe - SLC Performance Management System 156 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Manage flooding Prioritised flood protection projects / studies Station Gate, Netherburn - Green ------priorities and deliver progressed / delivered by March 2019 in line Flood relief channel through adjacent forest and prioritised flood with available capital / revenue funding two flood embankments. Outstanding works protection schemes carried out in May-June 2018 and project now complete.

Coulter - Flood protection works, including flood walls and other features, have been considered at this location to provide protection to vulnerable properties and infrastructure. Detailed hydraulic modelling and a cost/benefit analysis of various flood protection options have also been carried out, as well as liaison with local landowners. However, the progression of a traditional flood protection scheme at this location does not appear to be feasible. At this time, we are reviewing the potential for implementing a scheme of Property Level Flood Protection measures to individual properties at this location, as well as considering alternative priorities across the Service.

Jerviswood Drive, Cleghorn - Flood protection works, including construction of flood embankment and re-establishing historical drainage features, are being considered to protect properties and infrastructure at risk of flooding. Drainage investigations carried out in June 2018 encountered an unknown historical drainage system. Further investigatory works are now being progressed to survey and trace the extent of this historical drain. Upon completion of these additional investigations, the options available to reduce flood risk will be assessed and preferred option identified and progressed (subject to available funding and landowner agreements where required).

Page 11 of 14 IMPROVe - SLC Performance Management System 157 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Encourage greater use Prioritised improvements to bus and rail Land was purchased at Carstairs Junction Park Green ------of public transport by infrastructure (e.g. Park and ride) and Ride to allow a future expansion. working with partners to progressed / delivered by March 2019 in line Discussions with ScotRail Abellio and Strathclyde improve public transport with agreed Park and Ride Strategy and Partnership for Transport have been undertaken infrastructure available external funding and a preferred option agreed. A detailed design will be concluded in autumn 2018, with a planning application submitted thereafter.

Part 1 of the Cambuslang Park and Ride Study was concluded last year which identified the scale of parking required and a list of possible solutions. It is intended to take forward Part 2 of this Study in autumn 2018 which will establish a final project and its associated costs, with a view to submission of a future funding bid.

In autumn 2018, proposals for a possible deck at Hamilton West station will be taken forward. This will involve the production of an outline design.

Six advertising bus shelters will be replaced along the Main Street, Rutherglen corridor. These works are ongoing and scheduled to be complete in October 2018.

The Draft Park and Ride Strategy consultation exercise was completed in June 2018. 321 responses were received and these have been assessed and considered. A final draft strategy will be presented to the Community and Enterprise Resources Committee in October 2018 for approval.

Page 12 of 14 IMPROVe - SLC Performance Management System 158 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Encourage active travel Walking and cycling projects / schemes Funding has been granted from Sustrans to Green ------by extending our network progressed / delivered in line with agreed undertake an Active Travel Study in East Kilbride. of cycle routes 2018-19 capital programme This study will include consultation on the proposed identified cycle network of the town as well as identifying measures and initiatives to promote sustainable travel. A consultant will be appointed in the autumn.

Meanwhile, expansion of the cycle network in East Kilbride continues. The design of the section between Whitemoss Roundabout and the town centre will be completed in October 2018, with a view to construction works commencing on completion of the Active Travel Study in early 2019.

Cycle monitoring equipment as well as cycle shelters at various locations will be installed. Locations will be identified in the coming months with the installation of equipment and shelters following later in the year. Ensure that opportunities Proportion of Council external funding that Figures will be available at the end of the Report ------12.0% 13.5% 28.9% for environmental relates to the targets of the Sustainable financial year for 2018-19. Later benefits are realised Development Strategy, including energy, through our procurement carbon reduction, waste minimisation, preactices and externally biodiversity, environment and recycling funded programmes maintained at 10% by March 2019 such as renewable Community Benefit funds generated by Continuing to assist applicants to develop eligible Green ------energy fund and windfarms promoted and disbursed projects and applications with strong community developers' contributions outcomes.

Preparing Rural investment framework to align criteria around Renewable Energy Funds to strategic priorities in the rural area. A report on this will be presented to the Community and Enterprise Resources Committee in October 2018.

Page 13 of 14 IMPROVe - SLC Performance Management System 159 Report printed on Thursday 21 February 2019 03:00:05pm Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Encourage sustainable East Kilbride Task Force supported in the The Task Force have commissioned an Green ------production and delivery of their Action Plan priorities economic consultant to undertake a review of its consumption in the role and progress to date, in order to reassess its business community and priorities and define its future role. Task Force support the growth of a continues to be supported by South Lanarkshire low carbon industry in Council officer resource. South Lanarkshire

Local communities are supported in taking action to be more environmentally responsible ------This Year ------Last 3 Years ------Action Measures(non statistical measures shaded grey) Comments/ Progress Status Target To Date 2015/16 2016/17 2017/18 Provide environmental 2,000 volunteer days achieved as part of Reported at end of year. Report 2,000 ------2,020 4,369 3,090 volunteering Environmental Volunteer programme by Later opportunities and March 2019 support community groups to manage local environmental projects Embed sustainability and Further embed climate change awareness Sustainability action programme in place. Green ------climate change in the and sustainability in Curriculum for school curriculum and Excellence continue to engage young people in Continue to support involvement in Eco Schools programme in place. Unassigned ------environmental education programmes and initiatives that help reduce through Eco Schools climate change including Eco-schools and similar programmes programme; Earth Hour and Globally Aware Schools Devise and implement Tourism Strategy delivered via Lanarkshire Lanarkshire Area Tourism Partnership and Green ------policies to promote Area Tourism Partnership Association meetings have taken place as sustainable tourism that scheduled and attendance and discussions have creates jobs and been positive. SLC, along with the seven other promotes local culture local authorities in the City Region, have and products participated in the development of the City Region Tourism Strategy and Action Plan, and this has now been launched.

Page 14 of 14 IMPROVe - SLC Performance Management System 160 Report printed on Thursday 21 February 2019 03:00:05pm