Scottish Borders Council Executive Committee

ITEM NO. 4

SCOTTISH BORDERS COUNCIL EXECUTIVE COMMITTEE

MINUTE of MEETING of the EXECUTIVE COMMITTEE held in the Council Chamber, Council Headquarters, Newtown St. Boswells on 11 November 2014 at 10.00 a.m. ------

Present:- Councillors D. Parker (Chairman), S. Aitchison, S. Bell, C. Bhatia, J. Brown, M. Cook, V. Davidson, G. Edgar, J. Greenwell, J. Mitchell, D. Moffat, S. Mountford, F. Renton, T. Weatherston. Apologies:- Councillor D. Paterson, R. Smith. In Attendance:- Chief Executive, Depute Chief Executive – People, Depute Chief Executive – Place, Chief Financial Officer, Corporate Transformation and Services Director, Service Director Regulatory Services, Clerk to the Council, Democratic Services Officer (J. Turnbull). ------

ARMISTICE DAY The Chairman, Councillor Parker, advised the Committee that he would suspend the Meeting at 10.40 am and reconvene at 11.20, in order that Members could attend local services being held at 11.00 am. MINUTE 1. The Minute of the Meeting of 21 October 2014 had been circulated.

DECISION APPROVED and signed by the Chairman.

MEMBERS Councillors Aitchison and Davidson joined the meeting during consideration of the following item.

SCOTTISH BORDERS COUNCIL COMMUNITY GRANT SCHEME – GENERIC BUDGET 2. There had been circulated copies of a report by the Service Director Strategy and Policy recommending an application for approval from the Community Grant Scheme generic budget. The application for approval was from Instinctively Wild, based in Jedburgh, which undertook activities across the Scottish Borders. The support grant was to assist with the organisation’s core costs, such as telephone, printing, photocopying, transport, insurance, advertising and marketing costs. The organisation was experiencing a period of temporary financial difficulty following unexpected loss of income over the last three months; Appendix 1 to the report referred. The grant requested was for £4,930. The confirmed budget available was £17,051. It was recommended to approve the request to the full amount. The Funding and Projects Officer, Mrs Robertson, was in attendance and advised that the organisation was updating their business plan and receiving guidance from The Bridge on marketing and fundraising initiatives. It was hoped that this would enable the organisation to be sustainable but there was no guarantee. The Chief Financial Officer, Mr Robertson, reported that if the organisation could not source financial support then it might be forced to close. Members considered whether to support the funding request or attach further conditions to a grant.

VOTE Councillor Edgar seconded by Councillor Brown moved approval of the recommendation in the report, on condition that Instinctively Wild produced its revised business plan. Councillor Renton, seconded by Councillor Bhatia, moved that 50% of the proposed grant be given now, with the remaining 50% to be granted once the business plan had been received.

Motion - 11 votes Amendment – 3 votes

The Motion was accordingly carried.

DECISION DECIDED to grant £4,930 to Instinctively Wild, conditional on the organisation producing its revised business plan.

MONITORING OF THE GENERAL FUND REVENUE BUDGET 2014/15 3. There had been circulated copies of a report by the Chief Financial Officer providing budgetary control statements for the Council’s General Fund based on actual expenditure and income to 30 September 2014 and explanations of the major variances between projected outturn expenditure/income and the current approved budget. The revenue monitoring position set out in the report was based on the actual income and expenditure to 30 September 2014 and reflected a balanced position projected at 31/3/14 at the end of the reporting period. All pressures identified across departments had been addressed in order to project a break even position for 2014/15 as reflected in Appendix 1 to the report, which also included full details of pressures, risks and challenges. 72% (£5.855m) of 2014/15 Financial Plan savings had been achieved as planned with 12% (£0.994m) being achieved through alternative means. This left 16% (£1.267m) of the current savings which were profiled to be achieved within this financial year. Progress on achievement of Financial Plan savings was detailed in Appendix 5 to the report.

4. With reference to paragraph 2 of the Minute of 30 September 2014, the Chief Financial Officer, Mr Robertson, advised that Tower Mill Café’s replacement arrangements had been in place since May and were proving to be increasingly effective, building the customer base and achieving quality of service. Mr Robertson confirmed that the consequences of not having an appropriate notice period in the original contract had been noted and this would not occur again. Members requested that Scrutiny Committee, once established, undertook a review of the ongoing operation of the Tower Mill Café.

5. Mr Robertson highlighted that out of hours placements were currently projected to cost £1.275m in excess of budget. A forecast underspend of £0.187m within Generic Services and Locality teams would be used to offset pressures across Adult Services, arising from pressures in adults with learning and physical difficulties, undelivered historical savings targets and delayed introduction of client contributions towards the cost of their Self-Directed support. The Depute Chief Executive – People, Mrs McDiarmid clarified that the out of area placements were children excluded from schools because of emotional and behavioural issues and was not linked to foster care. Mrs McDiarmid advised that an outreach team, which would work with the children in their schools, was currently being considered and a report would come to the Children and Young People Sounding Board. The Meeting was suspended at 10.40 and reconvened at 11.20

6. Mr Robertson advised that it was proposed the resources carried forward within Revenue Support Grant associated with the implementation of welfare reform could be used to support one-off phasing and installation costs in the SWAN project. Mr Robertson explained that the Council had met all its obligations for the additional funding it had received from DWP and the Scottish Government, and using the funding towards SWAN would benefit people who were accessing services with a fast, broadband connection at all SBC contact centres. Members expressed concern that at the previous week’s Social Work and Housing Committee meeting, no mention had been made of the SWAN project. Mr Robertson proposed bringing a report to the next Executive Committee on the DWP funding, and in the interim, reduce the Reserves earmarked balances from £1.5m to £1.1m on a temporary basis and use the £400k for the SWAN project. Members also queried that the Council did not seem to be charging for self- directed support. Mr Robertson advised that he would circulate details of the charges via email to the Executive Committee. Members welcomed the additional funding for the youth employment scheme which had given 150 young people work placements. In terms of the backlog of cases on Framework-i, Members were assured that this would be included in the next monitoring report by which time it was expected the backlog would be resolved. There had been a £0.050m budget set aside in Reserves to support Roads works at the 2014/14 financial year end which had been transferred into the Place budget.

DECISION (a) AGREED: (i) to approve the budgetary control statements as contained in Appendix 1 to the report;

(ii) the virements as detailed in Appendix 2 to report;

(iii) to amend the budget virement requirement in Appendix 3 from £1.5m to £1.1m on a temporary basis; and

(iv) to receive a report on the proposed use of £400k from the balance of DWP and Scottish Government welfare reform funding to the SWAN project at the next Executive Committee meeting.

(b) NOTED the budget reconciliation and efficiency savings detailed in Appendices 4 & 5 to the report.

Projected Balances at 31 March 2015 7. There had been circulated copies of a report by the Chief Financial Officer which provided an analysis of the Council’s balances as at 31 March 2014 and advised of the Council’s projected balances at 31 March 2015. The Council’s General Fund useable reserve (non-earmarked) balance was £6.756m at 31 March 2014. The total of all useable balances excluding developer contributions at 31 March 2015 was projected at £6.756m. The current balance on the Capital Fund £5.274m would be affected by any further capital receipts, developer contributions, interest credited and any expenditure authorised to be financed from the Fund during the remainder of this financial year.

DECISION NOTED: (a) the projected revenue balances, as per Appendices 1 & 2 to the report; and

(b) the current balance in the Capital Fund as per Appendix 3 to the report.

MONITORING OF THE CAPITAL FINANCIAL PLAN 2014/15 8. There had been circulated copies of a report by the Chief Financial Officer providing an update on the progress of the 2014/15 Capital Financial Plan. The monitoring tables contained in Appendix 1 to the report detailed the actual expenditure to 30 September 2014. The key issues identified were summarised within the main report and identified a net timing movement of £2.587 million. At this point in the year an unallocated budget of £0.041 million remained in the Emergency/Unplanned schemes. The timing movement was mainly due to the reprofiling of the Innerleithen-Walkerburn Shared Access Route, Selkirk Flood Protection, Hawick and Jedburgh Flood Protection schemes, Cemetery Land Acquisition and Development, Galashiels Schools Provision, Langlee Primary School, Broomlands Primary School, Residential Care Home Upgrade and Economic Development and Regeneration projects. Appendix 2 to the report, contained proposals for various projects and programmes to be allocated from the block allocations within the 2014/15 Capital Plan. Mr Robertson referred to Appendix 2A which detailed adjustments within the Place – Roads, Bridges, Lighting and Transport block, and highlighted that the Innerleithen-Walkerburn shared access route project had been fully funded from Police and Fire & Rescue Reserves. In respect of the Selkirk Flood Protection the tender period had been extended resulting in a requirement to reprofile the budget. Jedburgh Flood Protection scheme, Broomlands and Langlee Primary Schools had all been accelerated. Kelso Community Recycling required additional funding to enable the project to go forward. Mr Robertson concluded that to date the unallocated budget was £41k. The Depute Chief Executive, Mr Barr, advised that a review of recycling centres was being undertaken which would be reported to Members, and the Chairman requested that the report on CCTV and recycling centre measures be circulated again for Members’ information.

DECISION AGREED:

(a) The projected out-turns in Appendix 1 as the revised budget for 2014/15;

(b) The budget adjustments on the following projects from 2014/15 to 2015/16:-

Current Timing Approved Movement Budget £000’s £000’s Tweedbank Traffic Calming 56 (26) Selkirk Flood Protection 8,510 (2,148) Hawick Flood Protection 444 (94) Jedburgh Flood Protection 88 52 Cemetery Land Acquisition 93 (80) Peebles HS Sports Facilities 170 (9) Galashiels School Review 110 (60) Early Years Centres 120 35 Residential Care Home Upgrades 433 (366) (c) the budget virement of £0.013m from Roads (including RAMP) to Engineering Minor Works;

(d) the budget adjustment for Innerleithen – Walkerburn Shared Access Route of £0.051m from 2014/15 to 2015/16 £0.030m and 2016/17 £0.021m. (e) the budget virement between Waste projects within Neighbourhood Services

Current Budget Approved Movement Budget £000’s £000’s Easter Langlee Cell Provision 193 (22) Easter Langlee Cell 3 1 3 Easter Langlee Cell 3 Leachate 30 15 Improve Skip Infrastructure CRCs 98 30 Waste Transfer Station H&S Works 20 (20) CCTV Community Recycling Centre 16 (5) (f) the budget adjustment in 2014/15 in relation to Plant & Vehicle Replacement of £0.118m;

(g) the budget adjustment for Unified Communications of £0.010m from 2016/17 to 2014/15;

(h) the allocation to and from the Emergency & Unplanned Schemes budget in relation to the following projects in 2014/15;

£’000s Clovenfords PS – saving identified 32 Engineering Minor Works (4) Management of Closed Landfill Sites – Dunion (16) Management of Closed Landfill Sites – Cleugh (32) Kelso Recycling Centre (54) Economic Development and Regeneration (85)

(i) the block allocations contained in Appendix 2A (j) to instruct project managers and budget holders to ensure that robust arrangements are in place to achieve the projected out-turns.

ANNUAL TAXI FARES REVIEW 2014/15 9. There had been circulated copies of a report by the Service Director Regulatory Services advising Members of the recent consultations undertaken in connection with the statutory review of the current scale of charges for taxi fares and recommending that the fares were increased by 7.04% which would be applied to the flag rate for 2014/15. The Council as licensing authority was required in terms of section 17 of the Civic Government (Scotland) Act 1982 (“the Act”) to review the scales for fares and other charges in connection with the hire of a taxi at intervals not exceeding 18 months. A report on the setting of taxi fares was submitted to the Council annually in the Scottish Borders. The last review and consultation took place in August 2013 and the revised taxi rates for 2013/14 came into effect on 3 December 2013. For 2014/15 the formula which the Council used to review taxi rates delivered a variation percentage of 7.04% on the usual indicators over the previous 12 months. If the proposal to fix the scale for taxi fares for 2014/15 was agreed by Members, then officers would write to all taxi operators and others consulted with to inform them of that decision. Those parties had a 14 day period in which to appeal against this fare scale to the Traffic Commissioner who might determine to hold a Hearing. If this process was undertaken, the implementation date for the reviewed fare was delayed. The Service Director Regulatory Services, Mr Frater, alluded to, a letter from an operator, Appendix 2 to the report. Members considered whether there should be any increase in fare rates and whether the operator’s suggestions in the letter should be considered and a further review undertaken.

VOTE Councillor Bhatia, seconded by Councillor Cook, moved approval of the recommendation in the report.

Councillor Parker, seconded by Councillor Weatherston, moved that there be no increase in the scale for taxi fares for 2014/15 and that the proposals contained in Appendix 2 to the report be considered further. On a show of hands Members voted as follows:-

Motion - 3 votes Amendment – 10 votes

The Amendment was accordingly carried.

DECISION DECIDED that there be no increase in the scale for taxi fares for 2014/15 and that the proposals contained in Appendix 2 to the report be considered further.

PRIVATE BUSINESS DECISION 10. AGREED under Section 50A(4) of the Local Government (Scotland) Act 1973 to exclude the public from the meeting during consideration of the business detailed in Appendix II to this Minute on the grounds that it involved the likely disclosure of exempt information as defined in the relevant paragraphs of Part 1 of Schedule 7A to the Act.

SUMMARY OF PRIVATE BUSINESS

Minute 1. The Executive Committee approved the private section of the Minute of 21 October 2014.

The meeting concluded at 12.00 noon. ITEM NO. 5

Quarterly Corporate Performance Report (Quarter 2, 2014/15)

Report by Chief Executive

Executive Committee

9 December 2014

1 PURPOSE AND SUMMARY 1.1 This report presents a quarterly performance update for members.

1.2 SBC approved a Corporate Plan in April 2013. Against a challenging external context, the Plan presented a vision for Scottish Borders Council, underpinned by a set of values and standards, and eight priorities.

1.3 In order to ensure that these eight priorities are addressed effectively, a Performance Management Framework (PMF) was also approved, covering the reporting arrangements for Community Planning, for Executive and for Service Committees.

1.4 Appendix 1 to this report presents a high level summary of performance information for each of the Council’s eight priorities and then a more detailed presentation and explanation of each Performance Indicator (PI). Where possible, information that is collected on a quarterly basis is presented but this is not possible for all areas of Council business, for example school attainment. Where quarterly information is not available, annual PIs have been used. The presentation used in Appendix 1 is consistent with what was presented to Council on 26th June 2014, and to the Executive Committee on 30th September 2014.

1.5 All information contained within this report is also made available on the SBC website using the public facing part of SBC’s Performance Management software, Covalent. This ensures that SBC is fulfilling its duty more effectively in relation to Public Performance reporting, as defined in the Local Government Act 1992 and articulated by the Accounts Commission each year in its Statutory Performance Indicator Direction.

The Covalent public module can be accessed at : https://www.covalentcpm.com/CovalentWebModule/CovalentWidget?c=119&id=2836

1.6 The Performance Indicators used by each service area are being developed more fully, with input from new Service Directors and their teams. It is therefore anticipated that PIs will be refined over the coming months.

1.7 Section 3 of this report includes action that is being taken to ensure that PIs marked with a “red” status are being addressed.

Scottish Borders Council Executive Committee, 9th December 2014 1 1.8 In response to members’ comments at the last Executive Committee, the following improvements have been made to the Appendix: x the language used around performance indicators has been simplified and moves away from the more technical to plain English. For example:“% of Stage 2 complaints responded to within 20 working days” has been changed to “How many complex complaints were responded to by us within 20 working days?”. x the information provided on Resilient Communities, with the “progressing” category has been subdivided to present Elected Members with a more accurate and detailed situation of what is happening on the ground.

2 RECOMMENDATIONS 2.1 I recommend that the Executive Committee:- (a) notes the performance presented within Appendix 1 and the action that is being taken within Services to improve or maintain performance.

Scottish Borders Council Executive Committee, 9th December 2014 2 3 CURRENT PERFORMANCE AGAINST OUR CORPORATE PRIORITIES 3.1 The performance information presented within Appendix 1 is a mixture of PIs with targets that have been rated either Red, Amber or Green, based on whether or not targets have been achieved, and PIs that are “for information only” and give Elected Members a sense of how well SBC is doing in terms of addressing the agreed corporate priorities.

3.2 Of the PIs presented across the 8 Corporate Priorities that have been rated either Red, Amber or Green, two have been rated red and the following actions are being taken to improve performance:

3.2.1 Corporate Priority 5: Maintain and improve our high quality environment PI: How many people were seriously injured on our roads? In the second quarter of 2014 there were a total of 25 serious injury casualties. Although the number of people seriously injured on Borders’ roads is continuing to fall, the rate of reduction is currently above that which is set nationally.

In partnership, we continue to make interventions where appropriate at sites identified through the moving cursor accident cluster programme. SBC will continue to work with partner organisations, in particular through the Scottish Borders Road Safety Working Group, to address broader elements through education, encouragement, communication and where appropriate enforcement.

Note: Road safety reported nationally by calendar year.

3.2.2 Corporate Priority 8: Ensure excellent, adaptable, collaborative and accessible public services PI: How many complex complaints were responded to by us within 20 working days?

In Quarter 2 there were 21 Stage 2 complaint responses, of which 4 exceeded the 20 working day response target (Please note this figure also includes complaints where permission to extend timescales had been given).

None of the 4 late cases sought to extend the response period (which is a requirement of the Complaint Handling Procedure, for any complaint exceeding the 20 working day timescale at Stage 2).

A revised monitoring procedure has been implemented within Customer Services with the aim of highlighting issues at an earlier point in the complaint process. However officers are encouraged to enter into discussions with members of the public to deal with issues, if possible, before official complaints are logged.

Local authority benchmarking of the Scottish Public Services Ombudsman (SPSO) performance indicators is being developed which will drive sharing of best practice and service improvements.

3.3 The technical report at Appendix 1 provides detail against every PI for both Elected Members and for members of the public. This information can also now be accessed at Scottish Borders Council Executive Committee, 9th December 2014 3 http://www.scotborders.gov.uk/info/691/council_performance/1353/our_p erformance_as_a_council and then by clicking on “Scottish Borders Performs”. Not only does this improve accessibility to performance information, it ensures that Scottish Borders Council responds effectively to recommendations made by Audit Scotland around public performance reporting.

4 ATTAINMENT DATA (CORPORATE PRIORITY 2)

th 4.1 SBC’s Education Committee received a report on 25 November on the 2014 Scottish Qualification Authority (SQA) attainment data, which presented data from a new national tool called ‘Insight’ which benchmarks attainment against comparator and national performance. The data from Insight for Literacy and Numeracy and Tariff Scores has been presented within Appendix 1 and as additional data becomes available from Insight in 2015, it will be incorporated into the quarterly performance reporting for Executive Committee.

5 CUSTOMER INTERACTIONS DATA (CORPORATE PRIORITY 8) 5. 1 Members should note that the “Customer Interactions” data presented in Appendix 1 differs slightly from last quarter and is representative of what is logged on our Customer Relationship Management (CRM) system i.e. face to face and telephone enquiries only, and work is being done to ensure that going forward, performance information is presented that more accurately reflects interactions across the whole of Customer Services.

6 IMPLICATIONS 6.1 Financial

There are no costs attached to any of the recommendations contained in this report.

6.2 Risk and Mitigations (a) Effective performance management arrangements will ensure that services are aware of any weaknesses and can take corrective action in a timely manner, therefore mitigating any risks more effectively.

6.3 Equalities (a) It is recognised within the “Report of the Equalities Review Group” (SBC, 29th May 2014) that more effective performance indicators in relation to equalities need to be developed. The Corporate Equalities and Diversity Officer and the Corporate Performance and Information Manager are taking this forward.

(b) The Council should note however that the 8 agreed Council Priorities have been mapped across and related to the 8 Council Equality Outcomes which were approved by Council in November 2012. This means that the work towards achieving the Council Priorities will also contribute towards achieving the Council Equality Outcomes. It is therefore recognised that through developing more robust indicators for the equalities work we will be able to more explicitly demonstrate improvement in all areas.

6.4 Acting Sustainably

Scottish Borders Council Executive Committee, 9th December 2014 4 (a) Economic, social and environmental impact of SBC actions can be monitored more effectively if there is effective performance reporting arrangements in place.

6.5 Carbon Management (a) There are no effects on carbon emissions as a result of this report.

6.6 Rural Proofing (a) n/a

6.7 Changes to Scheme of Administration or Scheme of Delegation (a) There are no changes to be made

7 CONSULTATION 7.1 The Chief Financial Officer, the Monitoring Officer, the Chief Legal Officer, the Service Director Strategy and Policy, the Chief Officer have been consulted and comments received have been incorporated into this report.

Approved by

Chief Executive Signature …………………………………..

Author(s) Name Designation and Contact Number David Cressey Service Director, Strategy and Policy, Tel: 01835 825082

Sarah Watters Corporate Performance and Information Manager, Tel: 01835 826542

Background Papers: SBC Corporate Plan 2012/13-2017/18 & Annex 2: Performance Management Framework Previous Minute Reference: Scottish Borders Council Executive, 30th September 2014.

Note – You can get this document on tape, in Braille, large print and various computer formats by contacting the address below. Sarah Watters can also give information on other language translations as well as providing additional copies.

Contact Sarah Watters, Scottish Borders Council Headquarters, Newtown St Boswells, Melrose, Tel 01835 826542, [email protected]

Scottish Borders Council Executive Committee, 9th December 2014 5 SCOTTISH BORDERS COUNCIL CORPORATE PRIORITIES QUARTERLY PUBLIC PERFORMANCE REPORT: Q2 2014/15 (Jul-Sep) HOW ARE WE DOING? 01 02 ENCOURAGE In 2013, we published our 08 Corporate Plan, with eight sustainable IMPROVE ATTAINMENT AND economic growth priorities to work towards over a ENSURE ACHIEVEMENT LEVELS for all our children and young five year period. This report gives excellent, adaptable, people, both within and out with you an overview of our progress. collaborative and accessible the formal curriculum public services

For each priority, a selection of performance information has been 03 presented to let you see how we are 07 PROVIDE HIGH QUALITY doing. DEVELOP OUR SUPPORT, CARE AND Where possible, quarterly (Q) data has ASSETS AND PROTECTION been used, but this is not possible for RESOURCES to children, young people, adults, families and every area of our work, for example, older people educational attainment.

Some of the data presented may be subject to minor amendments as end of 06 04 year figures are compiled for reporting to BUILD THE CAPACITY the Scottish Government. DEVELOP OUR 05 AND RESILIENCE WORKFORCE KEY: of our communities and MAINTAIN AND voluntary sector On target Q1 - Apr-Jun IMPROVE Just off target Q2 - Jul-Sep our high quality environment Off target Q3 - Oct-Dec Q4 - Jan-Mar For information

Position in Scotland

N For more on performance visit www.scotborders.gov.uk/performance or email [email protected] IO IS Correct at time of publication: Tuesday 2nd December 2014. Please note some performance indicators have a one quarter lag in data. V UR O 01 ENCOURAGE SUSTAINABLE ECONOMIC GROWTH HOW ARE WE DOING?

Employment Rate Businesses Supported Number of planning applications received 400 166 246 300 in Q2 2013/14 in Q2 2014/15 200 74.4% 70.6% 76.6% 72% 286 325 346 Scottish Borders Scotland Scottish Borders Scotland 265 313 100 Q1 2013/14 Q1 2014/15 Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15

Job Seekers Allowance New Business Start ups % of all planning applications Working age population (16-64) claiming Job Seekers Allowance (Business Gateway) determined within 2 months

4 (16-64) 80 3 47 50 70 2 in Q2 2013/14 in Q2 2014/15 60 target 55 61% 70% 72% 74% 69% 2.7% 2.4% 2.6% 2.2% 2% target 55 1 50 Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15 Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15

Job Seekers Allowance Working age youth population (18-24) claiming Job Seekers Allowance Funding for Businesses % of invoices paid with 30 days Q2 2014/15 8 (18-24) Scottish Borders 95 7 Business Loan Fund pilot = 90 0 loans awarded in Q2 as 85 6 programme was being relaunched. 7.4% 6.1% 6.8% 5.9% 5.4% Scottish Borders 80 5 91% 90% 84% 93% 93% Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15 Business Fund (grants) = 75 12 grants awarded totalling £36k Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15

KEY positive trend negative trend on target just off target off target data only

Corporate Priority 1: Encourage sustainable economic growth

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target What percentage of 76.6% Observations: Bryan people aged The Scottish Borders employment rate now sits at McGrath between 16-64 are 4.5% higher than the Scottish average. The in employment? increase over the previous quarter equates to an extra 1,000 people in employment.

Note: One quarter lag in data.

What percentage of 2.03% Observations: Bryan people aged The % of the working age population claiming Job McGrath between 16-64 are Seekers Allowance (JSA) continues to track down claiming Job and is also lower than the current Scottish average Seeker's Allowance of 2.8%. because they are out of work?

1 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target What percentage of 5.43% Observations: Bryan people aged The proportion of 18-24 year old JSA claimants in McGrath between 18-24 are the Borders remains above the national trends claiming Job (Scottish rate of 4.7%), although continues to Seeker's Allowance move in the right direction. because they are out of work?

How many new 50 Bryan businesses has McGrath Business Gateway help create?

How are we performing: The number of new business start-ups is still behind target this quarter owing to resources in the team being diverted to the delivery of the Scottish Borders Business Week (29 Sept. to 3 Oct.), despite this we successfully continued to support existing businesses.

How many 246 Bryan businesses has Actions we are taking to improve/maintain McGrath Business Gateway performance: supported? With the Scottish Borders Business Week now behind us, we can re-focus on the core delivery of the service and make the most of the interest stimulated from the week-long event.

2 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many loans to 0 Bryan local businesses did McGrath we award?

How are we performing: No loans were granted during the 2nd quarter of this year as the loan programme was being relaunched.

Actions we are taking to improve/maintain How much money £0.00 performance: Bryan did those loans add The loan programme, which will help to create and McGrath up to? safeguard jobs and have a positive impact on the Borders economy, is currently being promoted locally through Business Gateway and the first applications will be considered in Q3.

3 Council Executive – Quarterly Public Performance Report, December 2014

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many grants to 12 Bryan local businesses did McGrath we award?

How are we performing: The number of grants awarded remained similar to the previous quarter and slightly up on the same period in 2013/14.

The value of money awarded is down on the previous quarter because the average application was requesting less funding. How much money £36,383 Bryan did those .50 McGrath grants add up to? Actions we are taking to improve/maintain performance: The fund continues to be promoted locally. This will help to create and safeguard jobs and have a positive impact on the local economy.

4 Council Executive – Quarterly Public Performance Report, December 2014

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many planning 313 Brian applications do we Frater receive? How are we performing: The total number of applications received in the July-September quarter was 313. This was 9.5% lower than the previous quarter but significantly higher than the same quarter in 2013/14.

Performance for the quarter, when looking at how quickly planning applications are dealt with, fell to 69%, five percentage points lower than the previous quarter but significantly higher than the How quickly are 69% same quarter in 2013/14. Brian planning Frater applications dealt with? Actions we are taking to improve/maintain performance: Improved procedures for dealing with legal agreements, and greater use of “stop the clock” arrangements are designed to achieve further improvements in performance.

How many invoices, 93% How are we performing: Lynn received by us, Overall performance for the second quarter of Mirley were paid within 30 2014/15 remains at 93% and is ahead of days of receiving performance for quarter 2 of 2013/14 continuing the invoice? to reflect the benefits derived from improvements made in 2013/14 to remove manual processing of invoices.

Actions we are taking to improve/maintain performance: Improvement plan actions continue to be implemented to ensure that targets continue to be met.

5 02 IMPROVE ATTAINMENT AND ACHIEVEMENT LEVELS FOR ALL OUR CHILDREN AND YOUNG PEOPLE, BOTH WITHIN AND OUT WITH THE FORMAL CURRICULUM HOW ARE WE DOING?

Scottish Qualification Authority (SQA) Examination Results 2013/14 Attendance Primary 97.21% Insight is a new online tool for secondary schools and local authorities to benchmark and help improve the Secondary 94.55% performance of pupils in S4-6. It replaces a previous system called STACs (Standard Tables and Charts) and is designed to be more aligned with Curriculum for Excellence and include a range of wider achievement. Insight is Number of pupils excluded available to teaching staff in secondary schools including senior leaders, principal teachers and classroom teachers. Primary 4 The tool compares our performance to national performance (Scotland) as well as a “virtual comparator” (those who Secondary 51 are similar to us).

More information will become available early in 2015 but below is a sample of what is currently available through Q2 2014/15 INSIGHT, and was reported to SBC’s Education Committee in November 2014. % Pupils achieving Literary and Numeracy at various levels School Inspections % S4 Pupils % S5 Pupils % S6 Pupils Q2 - Langlee Primary School & Nursery 2013/14 at SCQF Level 4 or better at SCQF Level 4 or better at SCQF Level 5 or better Q2 - Chirnside Primary School & Nursery Q3 - St Joseph's RC Primary School SBC 82 SBC 82 SBC 49 Q3 - Eddleston Primary School 79 83 57 Q4 - Selkirk High School 77 78 51 Q1 - Reston Primary School & Nursery 2014/15 Q1 - Wilton Primary School & Nursery Scottish Borders Virtual Comparator National Scottish Credit and Qualifications Framework (SCQF) Q1 - St Boswells Primary School Q2 - West Linton Primary School & Nursery Tariff Scores*, for the lowest attaining 20% of pupils S4 Pupils S5 Pupils S6 Pupils SBC 106 SBC 160 SBC 142 121 180 176 105 144 137

Scottish Borders Virtual Comparator National

*Tariff Scores: Pupils are awarded points for different course levels and awards. The tariff score of a pupil is calculated by simply adding together all the tariff points accumulated from all the different course levels and awards he/she attains.

For more on performance visit www.scotborders.gov.uk/performance or email [email protected] Correct at time of publication: Tuesday 2nd December 2014. Please note some performance indicators have a one quarter lag in data. Council Executive – Quarterly Public Performance Report, December 2014 Corporate Priority 2: Improve attainment and achievement levels for all our children and young people, both within and out with the formal curriculum

Literacy and Numeracy

% S4 Pupils achieving Literacy and Numeracy awards at SCQF Level 4 or better % S4 Pupils achieving Literacy and Numeracy awards at SCQF Level 5 or better

The percentage of S4 pupils in Scottish Borders achieving Literacy and The percentage of S4 pupils in Scottish Borders achieving Literacy and Numeracy at level 4 (or better) in 2014 is 82%, which is higher than both Numeracy at level 5 (or better) in 2014 is 39%, which is slightly lower than the Virtual Comparator (79%) and the National performance (77%). It also the Virtual Comparator (40%), but above the National performance shows a consistently improving performance since 2012 (67%). (38%). It also shows a consistently improving performance since 2012 (26%). Although this provides useful benchmarking, S4 data will show considerable variation across Scotland due to the increased degree of school level choice in the number of presentations for National qualifications. This will change over time as schools follow strong advice from Education Scotland on reducing to 6 National Qualifications in S4 thus allowing greater depth of study as outlined in the curriculum rationale. This should support improvements in S5.

6 Council Executive – Quarterly Public Performance Report, December 2014

% S5 Pupils achieving Literacy and Numeracy awards at SCQF Level 4 or better % S5 Pupils achieving Literacy and Numeracy awards at SCQF Level 5 or better

The percentage of S5 pupils1 in Scottish Borders achieving Literacy and Numeracy The percentage of S5 pupils in Scottish Borders achieving Literacy and Numeracy at level 4 (or better) in 2014 is 82%, which is slightly lower than the Virtual at level 5 (or better) in 2014 is 48%, which is lower than the Virtual Comparator Comparator (83%), but above the National performance (78%). It also shows a (55%) and slightly below the National performance (50%). It does show a consistently improving performance since 2012 (72%). consistently improving performance since 2012 (43%).

% S6 Pupils achieving Literacy and Numeracy awards at SCQF Level 5 or better % S6 Pupils achieving Literacy and Numeracy awards at SCQF Level 6 or better

The percentage of S6 pupils in Scottish Borders achieving Literacy and Numeracy The percentage of S6 pupils in Scottish Borders achieving Literacy and Numeracy at level 5 (or better) in 2014 is 49%, which is lower than the Virtual Comparator at level 6 (or better) in 2014 is 21%, which is lower than the Virtual Comparator (57%) and slightly below the National performance (51%). It does show a (28%) and the National performance (25%). It shows consistently improving performance since 2012 consistent performance since 2012. (46%)

7 Council Executive – Quarterly Public Performance Report, December 2014

Average Tariff Scores Pupils are awarded points for different course levels and awards. The tariff score of a pupil is calculated by simply adding together all the tariff points accumulated from all the different course levels and awards he/she attains.

S4 Lowest attaining 20% Middle attaining 60% Highest Attaining 20%

The Scottish Borders average total tariff score of the The average total tariff score of the middle achieving The average total tariff score of the highest achieving lowest achieving 20% of pupils in S4 (106) shows a 60% of pupils in S4 (352) shows a slight downward 20% of pupils in S4 (576) shows a downward trend general downward trend since 2012 (124), in line with trend since 2012 (361), which is somewhat out of line since 2012 (622), against a generally static a national trend, and is currently below the Virtual with a rising trend for the Virtual Comparator and the performance for the Virtual Comparator and the Comparator (121) and in line with national national trend, and currently has Scottish Borders national trend, and currently has Scottish Borders performance (105). below the Virtual Comparator (377) and the National below the Virtual Comparator (610) and the National performance (359). performance (606).

S5 Lowest attaining 20% Middle attaining 60% Highest Attaining 20%

For pupils in S5, performance in all three groups (lowest 20%, middle 60% and highest 20%) shows a general upward trend since 2012, in line with the trends for the Virtual Comparator and the national trends. Scottish Borders performance in all three areas is currently below the Virtual Comparator but above national performance.

8 Council Executive – Quarterly Public Performance Report, December 2014 S6 Lowest attaining 20% Middle attaining 60% Highest Attaining 20%

For pupils in S6, performance in the lowest 20% and middle 60% shows an upward trend since 2012, in line with the trends for the Virtual Comparator and the national trends, and the Scottish Borders performance is currently below the Virtual Comparator but above national performance. However for the highest achieving 20%, performance has been relatively static since 2012 against rising trends for the Virtual Comparator and National performance. Scottish Borders (1769) is currently below both the Virtual Comparator (1814) and National performance (1781).

9 Council Executive – Quarterly Public Performance Report, December 2014

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many primary 4 Jackie school pupils were Swanston excluded? (CP02- P09aP) How are we performing: Over the longer term, there is an improving picture, although there has been a short term increase in exclusions at secondary schools since the last quarter.

How many 51 Actions we are taking to improve/maintain Jackie secondary school performance: Swanston pupils were Schools will continue to work with a range of excluded? (CP02- agencies to ensure that issues that may lead to P09bP) exclusions are dealt with as early as possible. Within each learning community, we are developing nurture groups to support pupils and prevent exclusions.

10 Council Executive – Quarterly Public Performance Report, December 2014

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target What % of primary 97.21 Jackie school pupils attend Swanston school? (CP02- P11aP)

How are we performing: For both Primary and Secondary schools, our performance is steadily improving.

Actions we are taking to improve/maintain performance: What % of 94.55 Schools will continue to work with parents to Jackie secondary school maintain this improvement. At secondary school, Swanston pupils attend ongoing improvements and changes to the school? (CP02- curriculum will ensure that the needs of all young P11bP) people are more effectively met, further encouraging attendance.

How many 2 Schools inspected in 2nd Qtr 2014/15: Kevin schools/nurseries in  West Linton Primary School & Nursery McCall the Scottish Borders For the individual school inspection reports please were inspected? visit the Education Scotland website.

11 Council Executive – Quarterly Public Performance Report, December 2014

SCHOOL INSPECTIONS The table below shows the results of schools inspected in the last twelve months: Improvement Improvements in Learners’ Meeting Learning School / Nursery Date of Report The Curriculum through Self Performance Experience Needs Evaluation Langlee Primary Satisfactory Good Very Good Good Good November 2013 Nursery Satisfactory Satisfactory Satisfactory Good Good Chirnside Primary Good Good Good Satisfactory Satisfactory November 2013 Nursery Good Good Good Satisfactory Satisfactory St Joseph’s RC October 2013 Unsatisfactory Weak Unsatisfactory Unsatisfactory Weak Primary Eddleston Primary January 2014 Satisfactory Satisfactory Satisfactory Satisfactory Weak Selkirk High March 2014 Good Good Good Satisfactory Satisfactory Reston Primary Good Good Good Good Good April 2014 Nursery Good Good Good Good Good Wilton Primary Good Good Good Good Satisfactory May 2014 Nursery Satisfactory Satisfactory Satisfactory Good Satisfactory St Boswells June2014 Good Good Good Satisfactory Satisfactory Primary West Linton Weak Satisfactory Weak Unsatisfactory Unsatisfactory Primary August 2014 Nursery Satisfactory Satisfactory Weak Unsatisfactory Unsatisfactory

12 03 PROVIDE HIGH QUALITY SUPPORT, CARE AND PROTECTION TO CHILDREN, YOUNG PEOPLE, ADULTS, FAMILIES, AND OLDER PEOPLE HOW ARE WE DOING?

Domestic Abuse % of new service users % of adults (65+) Number of reported incidents (cumulative) who receive a service within 6 weeks receiving long-term care & intensive homecare 100 2013/14 900 Q2 34.1 700 95 Q3 32.4 500 90 Q4 29.6 % 300 85 2014/15 96% 96% 97% 613 835 95% 96% Q1 100 418 230 436 80 31.5 Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15 Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15 Q2 29.6

Crimes and Offences % of referrals to the Welfare Benefits Service Number of Group 1 - 5 recorded (cumulative) Children's Reporter No. of people contacting 3500 via ICS compared to other agencies 2013/14 3000 Q1 2500 16 805 Q2 18 Q2 2013/14 2000 Q3 1500 20 % 1000 Q4 20 1,202 1,719 2,504 3,225 2014/15 500 753 1,577 Q2 2014/15 Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15 Q1 31

Value of cash seizures Ratio of Looked After and Welfare Benefits Service and restraints through proceeds of Crime Act Accommodated Children Monetary Gain (cumulative) Q2 2014/15 (aged 12+) 10m £155Kk 8m Q2 2013/14 6m £ 4m

£1.520Mk £ 74% 26% 2m Q2 2014/15 Family-based Residential 0m 3.059m 4.322m 6.127m 923k 2.680m (80% target) Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15

For more on performance visit www.scotborders.gov.uk/performance or email [email protected] Correct at time of publication: Tuesday 2nd December 2014. Please note some performance indicators have a one quarter lag in data. Council Executive – Quarterly Public Performance Report, December 2014 Corporate Priority 3: Provide high quality support, care and protection to children, young people, adults, families and older people

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target What % of people 29.6% How are we performing: Elaine aged 65+ receives Performance has fallen back slightly to the level Torrance their care at home? seen in quarter 4 of 2013/14.

Actions we are taking to improve/maintain performance: A higher proportion of people are being supported in care homes currently. The introduction of new approaches in the community such as housing with care should help to improve this area of performance.

What % of people 96% How are we performing: Elaine contacting Social This indicator is consistently meeting its target; Torrance Work receive a this performance is also in line with the national service within 6 picture, which reported a figure of 98% in weeks of their December 2013. assessment?

Actions we are taking to improve/maintain performance: A substantial amount of work continues to go into providing packages of care as a matter of priority to those people most in need of support.

13 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target What % of children 74% How are we performing: Ann (aged 12+) are This indicator has risen slightly over the last Blackie accommodated with quarter. Younger age groups are more likely to be family rather than successfully placed in a family situation, while residential some older children and young people’s needs are placements? better served in a residential placement.

Actions we are taking to improve/maintain performance: All placements are monitored by senior managers each month.

What % of referrals 31% How are we performing: Ann to the Scottish This is used as a proxy indicator for joint working Blackie Children's Reporter with partner agencies. Social Workers will Administration are generally take on the role of Lead Professional and made through hence lead any referral to the Scottish Children’s Integrated Reporter Administration. The rise in the last Children's Services? quarter suggests that processes for joint working are operating effectively.

Note: One quarter lag in data.

Actions we are taking to improve/maintain performance: Training in Getting It Right For Every Child (GIRFEC) and roles of Named Person and Lead Professional is ongoing as part of the GIRFEC implementation plan.

14 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many people 1,202 How are we performing: Cathie have received While the number of people being referred to the Fancy advice or advocacy service continues to be consistent and slightly through Welfare above target there has been a notable increase in Benefits Service? money gained for customers over the second (cumulative) quarter.

No single factor will have produced this increase. Some longstanding cases have finally been closed due to outcomes being achieved, some Personal Independent Payment claims have been coming through and staff have had the capacity to action the closure of cases. How much money £2,680, Cathie was gained for 465.00 In addition to the cases dealt with by SBC Welfare Fancy customers of the Benefits Officers, Citizens Advice Bureau have Welfare Benefits approx. 250 live cases each quarter and help Service? clients realise significant benefit monetary gains, (cumulative) in Q2 2014/15 this totalled £320k.

Actions we are taking to improve/maintain performance: Historically there is a downward trend in the numbers referred in the third quarter, and the fact that the office is closed over the festive period impacts on this too. However, there is usually a significant spike in January which compensates for this.

15 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many incidents 436 How are we performing: John of domestic abuse It is believed we are continuing to address the Scott are reported to significant under reporting in Police incident rates. Police Scotland? In accordance with accepted national research, we (cumulative) expect there to be in the region of 1,200 victims per year in the Scottish Borders.

Actions we are taking to improve/maintain performance: Ongoing delivery of support for victims of domestic abuse continues to be coordinated and delivered through the Pathway Project.

The Pathway Project’s funding ends in September 2015. A further funding opportunity, through the Scottish Government Violence Against Women Fund, is currently being scoped to continue the project to March 2016. The funding application will be submitted to the Scottish Government by 19 December 2014.

The STEPs project, supporting complex needs clients, is currently being operationalised following a further successful BIG Lottery Fund application. Staff recruitment is currently underway. How many crimes 1,577 How are we performing: John and offences are 8.3% reduction recorded in comparison to the Scott recorded by Police same period in the previous year. A very Scotland? encouraging result. (cumulative)

Actions we are taking to improve/maintain performance: Police Scotland will continue to deliver an intelligence led approach to service delivery, coupled with the continued drive to deliver local community policing plans.

16 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How much money is £1,519, Observations: John seized by Police 753.00 Proceeds of crime money is distributed to local Scott Scotland? areas via the Cashback for Communities Scheme, (cumulative) focused on youth diversionary activity.

The delivery agent for Cashback for Communities, Inspiring Scotland, has been contacted to ask about flexibility with the programme moving forward to allow us to use money to meet local need.

17 04 BUILD THE CAPACITY AND RESILIENCE OF OUR COMMUNITIES AND VOLUNTARY SECTOR HOW ARE WE DOING?

Resilient Communities Community Grant Scheme Q2 2014/15 Q2 2014/15 8 awards

SBC Awards enabled awarded projects totalling £17,918 £110,854

Landfill Communities Fund Q2 2014/15 2 awards

SBC Awards enabled awarded projects totalling £37,795 £223,680

Community Council Resilient Communities Plans National Lottery Funding 25 Active Q2 2014/15 15 Progressing 49 awards 16 On hold £407,582 3 Awaiting a presentation 4 Do not wish to join up 3 awards 46 awards Over £10k Up to £10k 4 No contact Total £125,956 Total £281,626

Corporate Priority 4: Build the capacity and resilience of our communities and voluntary sector

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many grants 8 Shona did we award from Smith the Community Grant Scheme? Observations: Number of grants in Q1 of 2014/15 were similar to Q4 of 2013/14. Normal trend in Quarter 2 would be more of a dip due to the holiday period and the season drop off of community activity. However, Awards for All was closed from May to August and this has helped to maintain Community Grant Scheme (CGS) levels.

The CGS aims to maximise external funding and What was the value £17,918 often helps larger scale projects to be delivered. Shona of the Community However, the CGS is also able to fund very small Smith Grant Scheme projects. For these reasons, total project costs can grants awarded? vary. (CP04-P02aP) What was the total £110,85 Q1 peak is the result of a series of BIG Lottery Shona value of the 4 Fund Community Spaces projects which the CGS Smith projects the contributed to. Community Grant Scheme money contributed to? (CP04-P02P)

18 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many grants 2 Shona did we award from Smith the Landfill Communities Fund? Observations: Awards under the Landfill Communities Fund (LCF) are dependent on tonnage and taxation paid. Funds are notified quarterly. Applications are often held to await funds and this can cause peaks and troughs in the grant approval process.

The Q4 peak results from an award to Burnfoot Community Futures - project cost of £2.15m What was the value £37,795 Shona of the Landfill LCF is often the final funder within a funding Smith Communities Fund package. Applications are therefore held to await grants awarded? the results of other funding. A number of (CP04-P05P) applications were being held in Q4 13/14 for this reason resulting Q1 14/15 peak due to a £125k What was the total £223,68 carry forward and the clearance of the Q4 Shona value of the 0 applications held. Smith projects the Landfill Communities Fund money contributed to? (CP04-P05aP)

19 Council Executive – Quarterly Public Performance Report, December 2014

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How much National £281,62 Shona Lottery Funding 6 Smith (grants up to £10,000) was received in the Scottish Borders?

Observations – up to £10k: Q1 and Q2 have shown a high rate of awards. This is due to a number of small grant schemes linked to the Commonwealth Games reaching closure and an upsurge in activity due to impending deadlines. How much National £125,95 Also with Awards for All (AFA) closing, these two Shona Lottery Funding 6 quarters show the clearance of the backlog of AFA Smith (grants over applications. £10,000) was received in the There is likely to be a reduction in activity in Q3 Scottish Borders? due to 2 x Commonwealth Games small scheme closures and the ‘pausing’ of AFA from May to August.

Observations – over £10k Q4 peak due to Burnfoot Community Futures awards (£1.1m) and 6 x awards under BIG Lottery Fund’s Community Spaces. What was the total £407,58 Shona value of National 2.00 Q1 and Q2 dip due to closure of Community Smith Lottery Funding Spaces and BIG Lottery Fund UK wide consultation received in the on new programmes from 2015. Scottish Borders?

20 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many 25 Jim community council How are we performing: Fraser areas have an active "Resilient As discussed in September at Executive, the Communities" plan? “progressing” category has been subdivided to (CP04-P06aP) present Elected Members with a more accurate (cumulative) and detailed situation of what is happening on the ground. How many 15 Jim community council Fraser All Community Councils have been contacted areas have a within the last month to establish their situation progressing and our records updated. The 15 shown as "Resilient progressing are indeed underway, whilst the Communities" plan? situation with the others has been accurately (CP04-P06bP) established. (cumulative) How many 16 Jim community council Fraser areas have a Actions we are taking to improve/maintain "Resilient performance: Communities" plan  Three of the progressing communities will be on hold? (CP04- active in the next quarter P06cP) (cumulative)  Contact is being made with the 12 progressing communities to see what support is needed to How many 3 Jim see them become active community council Fraser  The 16 on hold communities have been areas area emailed and community and ward councillors awaiting a cc’d to identify which are in a position to presentation on a progress – this will be followed up “Resilient  Presentation to three community councils Jed Communities” plan? Valley, Maxton and Mertoun, and Greenlaw (CP04-P06dP) and Hume (cumulative)  Support visits to Active Resilient Community How many 4 Groups Jim community council  Beginning to develop Resilient Communities Fraser areas have we had Strategy no contact with  Promoting SB Alert and encouraging Resilient regarding a Communities Volunteers to sign up to the "Resilient messaging system Communities" plan?

21 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target (CP04-P06eP) (cumulative) How many 4 Jim community council Fraser areas do not wish to join up and have a "Resilient Communities" plan? (CP04-P06fP) (cumulative)

22 05 MAINTAIN AND IMPROVE OUR HIGH QUALITY ENVIRONMENT HOW ARE WE DOING?

Improving Road Safety Household Average Community Recycling Number of people killed on Recycling Rate Centre Recycling Rate Scottish Borders roads 50.5% Q2 2013/14 44.4% 1 Q1 2013/14 Q1 2013/14 Q3 2 Q4 1 54% 44.7% Q1 2014/15 Q1 0 2014/15 Q2 2013/14 Q2 3 Number of people seriously injured 39.3% on Scottish Borders roads Q3 2013/14 2013/14 Q2 18 Q3 34.7% 26 Q4 2013/14 Q4 15 Q1 5 2014/15 34.5% Q2 25 Q1 2014/15

Street lighting Household landfill tonnage % of faults repaired within 7 days & associated Landfill tax costs

98.5% Q4 2013/14 8,152 tonnes 99.6% Q1 2014/15 £652k 97.2% Q2 2014/15 Q1 2014/15

For more on performance visit www.scotborders.gov.uk/performance or email [email protected] Correct at time of publication: Tuesday 2nd December 2014. Please note some performance indicators have a one quarter lag in data. Council Executive – Quarterly Public Performance Report, December 2014 Corporate Priority 5: Maintain and improve our high quality environment

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term By Trend Trend How many people 3 How are we performing: Colin were killed on our There were three fatal accident casualties in the Ovens roads? second quarter of 2014. This is also the running total for the year as there were no fatal casualties in quarter 1. The long term trend continues to be positive in terms of reducing the number of fatalities on our roads.

Note: Road safety reported nationally by calendar year.

Actions we are taking to improve/maintain performance: Continue to make interventions where appropriate at sites identified through the moving cursor accident cluster programme. Continue to work with partner organisations, in particular through the Scottish Borders Road Safety Working Group, to address broader elements through education, encouragement, communication and where appropriate enforcement. How many people 25 How are we performing: Colin were seriously In the second quarter of 2014 there were a total Ovens injured on our of 25 serious injury casualties. Although the roads? number of people seriously injured on Border’s roads is continuing to fall the rate of reduction is currently above that which is set nationally.

Note: Road safety reported nationally by calendar year.

Actions we are taking to improve/maintain performance: As above.

23 Council Executive – Quarterly Public Performance Report, December 2014

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How quickly do 97.2% How are we performing? Colin reported faulty There are less faults reported this quarter than Ovens street lights get last year, and of those 97.2% were repaired within repaired? the seven day period again slightly down (0.5%) on this time last year – this is due additional projects being undertaken.

Actions we are taking to improve/maintain performance: In order that we can maintain performance and respond as effectively as possible, members of the public are encouraged to report faults at https://www.scotborders.gov.uk/reportit How much of our 34.52% How are we performing: Ross household waste do As anticipated recycling performance has reduced Sharp- we recycle? when comparing Q1 2013/14 (Apr - Jun) to Q1 Dent 2014/15 (Apr-Jun). This reduction is as a result of the removal of the garden waste service.

Note: One quarter lag in data.

24 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How much of our 8,152 How are we performing: Ross household waste The amount of household waste sent to landfill has Sharp- goes to landfill? increased compared to the same quarter the Dent previous year. This is due to the removal of the garden waste service.

Note: One quarter lag in data.

Actions we are taking to improve/maintain performance:  A new statutory food waste collection service is to be introduced during Summer 2015.  A new Community Recycling Centre is to be opened in Kelso in Spring 2015.  Various Community Recycling Centres are to be upgraded.  Once operational the Integrated Waste Treatment Facility, which forms part of the Councils long term waste treatment contract, will capture recyclates previously destined for landfill. How much does it £652,16 How are we performing: Ross cost to put our 0 The cost of sending household waste to landfill has Sharp- household waste increased compared to the same quarter last year. Dent into landfill? This is due to the annual increases in landfill tax (i.e. increased from £72/tonne to £80/tonne) and the additional waste to landfill from the removal of the green waste collections.

Note: One quarter lag in data.

25 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target Treatment Facility, which forms part of the Council’s long term waste treatment contract, will capture recyclates previously destined for landfill. How much of our 54.02% How are we performing: Ross waste do we recycle The recycling performance at Community Sharp- at Community Recycling Centres has increased compared to the Dent Recycling Centres? same quarter last year. This is due to green waste inputs to the sites more than doubling when compared to the same quarter last year.

Note: One quarter lag in data.

Actions we are taking to improve/maintain performance:  Various Community Recycling Centres are scheduled to be upgraded.  A new Community Recycling Centre is to be opened in Kelso in Spring 2015.  Re-use project introduced at Selkirk Community Recycling Centre.

26 06 DEVELOP OUR WORKFORCE HOW ARE WE DOING?

Work opportunities Modern Apprentices scheme Q2 2014/15 8 3 Labourers - Mechanics - 1 Neighbourhood Fleet Management Employability Fund Posts Services 2 1 2 Student Placement Administration - Street Lighting Fleet Management Technician - 6 Neighbourhood Supported Employees within SBC Services 17 1 Current Apprentices Electrician - employed within SBC Neighbourhood Services 2 2 Advertised Construction, Contracting Apprenticeships Operations Civil Engineers - Planning Student Clerical Assistant, Housing Strategy & Services Supported Employees

Number of SBC active Average % of working 4 Cleaners e-learners (cumulative) days lost 1 Care Assistant Q2 2014/15 2,745 1 Road Crossing 4.3% Q2 2013/14 Assistant Learn SBDeveloping Our Workforce 3.9% Q2 2014/15 Modern Apprentice Civil Engineering Technician, Regulatory Services

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target What % of working 3.9% How are we performing? Clair days are lost due to Compared to Q2 last year, our performance has Hepburn absence? improved and work continues to ensure the attendance management policy and procedures are applied consistently.

Actions we are taking to improve/maintain performance: A number of additional managing attendance training courses have been made available for individuals who have line management responsibilities.

How many of our 2,745 How are we performing: Clair employees are There has been a 19% increase in the number of Hepburn actively using SB employees actively using SB Learn due to ongoing Learn (our e- promotion and the introduction of new mandatory learning tool)? modules e.g. child protection (cumulative)

Actions we are taking to improve/maintain performance: Ongoing promotion will continue, as well using SB Learn for mandatory training. (However, a paper based format of mandatory courses has also been passed to managers to trial with groups of non- office based staff).

27 Council Executive – Quarterly Public Performance Report, December 2014

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many posts do 1 Cathie we have for young How are we performing: Fancy people that are paid The current position across SBC is as follows: for through the Apprentices Skills Development  8 x Labourers - Neighbourhood Services Scotland  1 x Street lighting technician - Neighbourhood "Employability Services Fund"? (CP06-P31P)  1 x Electrician - Neighbourhood Services How many student 2  2 x Construction, Contracting Operations civil Cathie placements do we engineers - Planning Fancy have? (CP06-P32P)  3 x Mechanics - Fleet Management  2 x Administration – Fleet Management How many 6 Cathie supported Note: Apprentices - Male (15) / Female (2) Fancy employees do we have? (Those who Supported Employees have specific  4 x Cleaners support needs e.g.  1 x Care Assistant disability and are  1 x Road Crossing Assistant supported by our Employment Support Service Actions we are taking to improve/maintain (ESS)). (CP06- performance: P33P) A guide to Modern Apprenticeships within Scottish How many 17 Borders Council and Issue 2 of the Work Cathie apprentices do we Opportunities Scheme Information Sheet has now Fancy employ? (CP06- been published across the organisation. P37P)

28 Council Executive – Quarterly Public Performance Report, December 2014 How many 2 How are we performing: Cathie apprenticeships are Modern Apprenticeship (MA) opportunities have Fancy we advertising? been identified for the coming months and new (CP06-P34P) financial year. Recruiting managers have been contacted and advice has been provided or offered. Initial discussions have taken place with training providers for delivery of MA frameworks.

Actions we are taking to improve/maintain performance:  Question and Answer session on the Work Opportunities Scheme held for managers.  Evaluation form being issued to all MAs and those participating in the Work Opportunities Scheme.  All MA opportunities within the Council are now being advertised using social media including Twitter and Facebook.

29 07 DEVELOP OUR ASSETS AND RESOURCES HOW ARE WE DOING?

Energy Consumption (kWh) Capital Receipts Generated (cumulative) Electricity 800 Q2 2013/14 1,740,476 Q2 2014/15 1,661,312 600 Gas 400 Q2 2013/14 669,212 200 £591k £792k Q2 2014/15 852,809 0 £116k £172k £225k Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15 Energy Consumption (£) Electricity SBC Property Disposals Q2 2013/14 £185,974 Q2 2014/15 £224,918 Total number of properties to 2014/15 be disposed of Gas Q2 2013/14 £35,004 6 Q2 2014/15 £47,080 Estimated Full Market Value of Degree Day all property to be disposed of Q1 + Q2 2014/15 has been almost 16% milder than the same period in 2013/14. £683,050

% Council Tax % Occupancy Rates in year collection (cumulative) of Industrial & Commercial units 2013/14 Q2 58.5 90 Q3 84.1 80 Q4 96.7% 70 Q1 2014/15 87% 88% 90% 90% 90% 32.7 60 Q2 58.3 Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How much has the £225,05 How are we performing: Andrew Council received for 4.00 The sale of properties under offer is progressing Drummon selling its fixed and the Council will be bringing more properties to d-Hunt assets (e.g. the market shortly. buildings), shares or debt? Observations: (cumulative) The market in the Borders is subdued; however there are signs that the upturn experienced in other areas is starting to be felt here. Properties are being actively marketed by our selling agents and where offers are accepted Estates and Legal Services are actively progressing sales to a conclusion. What % of 90% How are we performing: Bryan industrial & The number of property enquiries has increased by McGrath commercial 16% in the first half of 2014/15 compared to the properties, owned same time last year. by the Council, are occupied? Actions we are taking to improve/maintain performance: An inward investment property promotion appeared in ‘Business Scotland’, the Scottish Chambers of Commerce magazine in October.

A tenant has been secured, and is now leasing, two of the five offices at the Horsemarket Business Centre, Kelso. The formal opening was on Thursday 30 October 2014.

Promotional activity is being planned for the space to let at the Galashiels Transport Interchange.

30 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How much 1,661,3 How are we performing: Andrew electricity in 12 Electricity consumption has reduced by Drummon kilowatt hours does approximately 7% for the first half of 2014/15 d-Hunt the Council use? although associated electricity costs have risen.

Gas consumption has reduced by approximately 5% for the same period although associated costs have risen.

Interrogating “Degree Day” data, Q1+2, 2014/15 has been almost 16% milder than the same period in 2013/14 and therefore the consumption reductions can largely be explained as a result of How much gas in 852,809 the mild weather experienced in Q1+Q2 of this Andrew kilowatt hours does year. Q2 however was approximately 10% cooler Drummon the Council use? in 2014/15 than 2013/14 explaining the relative d-Hunt drop in consumption reduction since Q1.

Despite electricity consumption reducing by over 7%, electricity costs have increased showing the difference in unit cost between the periods. Gas costs also rose despite a reduction in consumption which reinforces the need for continual improvements in efficiency and energy reduction to mitigate future energy price rises.

Note: these consumption figures are quarterly actuals for only the 26 SBC “Half Hourly” monitored properties, which represents over 50% of the estate as the rest of the estate is only measured once a year. However these figures can be used to determine trends.

Actions we are taking to improve/maintain performance: Efforts to reduce consumption and increase building efficiency/occupants awareness continue maximising the use of the Central Energy Efficiency Fund (CEEF), where applicable, supplemented with Capital funding where possible.

31 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target Upgrades of inefficient lighting, heating plant and building fabric will continue where budgets and resources allow. How much does the £224,918 See above. Andrew Council spend on .00 Drummond electricity? -Hunt

How much does the £47,080. Andrew Council spend on 00 Drummond gas? -Hunt

32 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How much Council 58.32% How are we performing: Jenni Tax is collected in a From the recently released Local Government Craig particular year? Benchmarking Framework data we are one of the best performing Councils in Scotland (6th out of 32) in collecting Council Tax.

Actions we are taking to improve/maintain performance: To maintain performance, the council will continue with telephone campaigns directly to those payers in arrears to both make payment and where possible to sign up for Direct Debit. The Council also works closely with the Sheriff Officers on different initiatives on specific cases throughout the year. Further initiatives and campaigns are also being planned throughout the rest of the financial year including Direct Debit Take-up and reworking the reminder strategy.

33 08 ENSURE EXCELLENT, ADAPTABLE, COLLABORATIVE AND ACCESSIBLE PUBLIC SERVICES HOW ARE WE DOING?

Interactions Q2 2014/15 Complaints Q2 2014/15 Stage 1 Complaints logged through our Customer % of stage 1 complaints responded to within 5 working days Relationship Management system 5% 100 Policy Number of Social 75 Work complaints 50 20,004 14 received face to face interactions 42% Not Upheld 25 48.5% 87.7% 86.5% 87.1% 0 33,599 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15 voice interactions 152 Number of closed complaints received (excl. Social Work) Stage 2 Complaints 53% % of stage 2 complaints acknowledged within 3 working days Upheld 2013/14 Q2 96.8 Q3 91.7 % justified Vs unjustified Q4 88 % of all closed complaints Q1 91.4 2014/15 Q2 91.7

Complaint Categories (excl. Social Work) FOI Stage 2 Complaints % of stage 2 complaints responded to within 20 working days 60 Q2 2014/15 Q2 2014/15 100 Freedom Of Information 40 Requests received 80 20 273 % completed on time 60 4 13 19 63 15 38 0 93.5% 84.9% 62.6% 73.2% 76.4% Bias or Delay in Employee Failure to Policy Other 40 Discrimination Responding Attitude Deliver Service 86% Q2 2013/14 Q3 2013/14 Q4 2013/14 Q1 2014/15 Q2 2014/15

For more on performance visit www.scotborders.gov.uk/performance or email [email protected] Correct at time of publication: Tuesday 2nd December 2014. Please note some performance indicators have a one quarter lag in data. Council Executive – Quarterly Public Performance Report, December 2014 Corporate Priority 8: Ensure excellent, adaptable, collaborative and accessible public services

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many 54,804 Les Grant transactions were logged as handled by Customer Services staff?

Observations: The level of calls to the Customer Services call centre remains high. This is due to both the referendum and customers calling to arrange uplift of garden bins that are no longer required.

How many people 20,004 Les Grant were logged as Actions we are taking to improve/maintain coming into our performance: Contact Centres to Work continues to encourage channel shift deal with our through improving and expanding information Customer Services availability, access channels and self-serve options staff face to face? and automated feedback/updates to customers. (CP08-P63P) How many people 33,599 Les Grant were logged as contacting our Contact Centres by phone? (CP08- P65P)

34 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many requests 273 Observations: Nuala for information, There was some increase in Freedom of McKinlay under the Freedom Information (FOI) requests over the previous of Information Act, quarter and over the same quarter in 2013/14, did we receive? however no clear trend is evident.

What percentage of 86% How are we performing: Nuala requests for After a period of significant decline there was a McKinlay information dramatic improvement in performance in the last received, under the quarter with a return to levels approaching those Freedom of achieved consistently in 2013/14. Information Act, did we complete on time? Actions we are taking to improve/maintain performance: Following the loss of key staff, new appointments are now being made to the Information Management Team and new procedures have been introduced for dealing with FOI’s and similar data requests. How many 14 Observations: Sylvia complaints were Whilst the numbers of statutory complaints are Mendham received by our relatively low, the investigation process for these Social Work complaints is often complex yet provides valuable service? opportunities for service improvements. It is difficult to identify particular trends although spikes relating to policy changes will continue to be monitored.

35 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many 152 Observations: Les Grant complaints did we The overall level of complaints has stayed investigate to relatively stable and is within expectations given completion? the volume and variety of services provided to residents of the Scottish Border on a daily basis.

How many of the 53% How are we performing: Les Grant complaints There has been a significant increase in the investigated to amount of complaints “upheld”. completion were upheld? (CP08- P11P) Actions we are taking to improve/maintain performance: How many of the 42% Les Grant A full review of Quarter 2 complaints is underway. complaints Data from the analysis will be used to drive investigated to forward service improvement across the Council. completion were not upheld? (CP08- P12P)

36 Council Executive – Quarterly Public Performance Report, December 2014

Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many 4 Les Grant complaints were categorised as bias or discrimination? (CP08-P17P) How many 13 Les Grant complaints were categorised as a delay in responding (by the Council)? (CP08-P18P) How are we performing: How many 19 There are no significant trends in terms of the Les Grant complaints were categorisation of complaints, however the number categorised as categorised as “employee attitude” has returned employee to previous levels. attitude? (CP08- P19P) Complaints categorised as those “failure to deliver How many 63 services” remains the primary reasons for Les Grant complaints were complaints to the Council. categorised as our failure to deliver a service? (CP08- Actions we are taking to improve/maintain P20P) performance: Within each complaint category, we are able to How many 38 identify specific service areas in order that Les Grant complaints were corrective action can be taken. categorised as "other"? I.e. something that cannot be categorised. (CP08- P21P) How many 15 Les Grant complaints were categorised as "policy"? I.e. the way the Council has taken a decision to

37 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target deal with something. (CP08- P22P) How many frontline 87.05% How are we performing: Les Grant complaints were In Quarter 2 there were 132 Stage 1 complaints responded to by us closed, of which 15 exceeded five working day within five working response target (please note this figure includes days? complaints where permission to extend timescales had been given).

Only 1 of the 15 late cases sought to extend the response period (which is a requirement of the Complaint Handling Procedure for any complaint exceeding the 5 working day timescale at Stage 1).

Actions we are taking to improve/maintain performance: A revised monitoring procedure has been implemented within Customer Services with the aim of highlighting issues at an earlier point in the complaint process.

Local authority benchmarking of the Scottish Public Services Ombudsman (SPSO) performance indicators is being developed which will drive sharing of best practice and service improvements.

38 Council Executive – Quarterly Public Performance Report, December 2014 Short Name Trend Chart Current Commentary Short Long Status Managed Value Term Term against By Trend Trend Target How many complex 91.67% How are we performing: Les Grant complaints were In Quarter 2 there were 21 Stage 2 complaints acknowledged by us closed. within three working days? Of the 21 Stage 2 complaints, 4 were acknowledged within 3 working days (it is a requirement of the Complaint Handling Procedure to acknowledge Stage 2 complaints within 3 working days).

Actions we are taking to improve/maintain performance: See above. How many complex 76.41% How are we performing: Les Grant complaints were In Quarter 2 there were 21 Stage 2 complaint responded to by us responses, of which 4 exceeded the 20 working within 20 working day response target (Please note this figure also days? includes complaints where permission to extend timescales had been given).

None of the 4 late cases sought to extend the response period (which is a requirement of the Complaint Handling Procedure, for any complaint exceeding the 20 working day timescale at Stage 2).

Actions we are taking to improve/maintain performance: See above.

39 ITEM NO. 6

MONITORING OF THE CAPITAL FINANCIAL PLAN 2014/15

Report by Chief Financial Officer

EXECUTIVE COMMITTEE

9 December 2014

1 PURPOSE AND SUMMARY 1.1 This report is to update the Executive Committee on the progress of the 2014/15 Capital Financial Plan, and to propose recommendations, as appropriate. 1.2 The monitoring tables in Appendix 1 report on actual expenditure to 31 October 2014. Key issues identified in these tables are summarised within the main report and identify a net timing movement of £5.842 million. At this point in the year an unallocated budget of £0.028 million remains in the Emergency/Unplanned schemes.

1.3 The timing movement is due to the reprofiling of the following projects - Galashiels Transport Interchange, Waste Collection Lorries purchases, Duns Primary School, Complex Needs–Central Education Base, Strategic Business Land, Demolition and Site Preparation and Wilton Lodge Park, offset in part by the forward timing movement of budget for Play Facilities, Contaminated Land, Eyemouth Seafood Technology Park and Demolition and Site Preparation. 1.4 Appendix 2 contains proposals for various projects and programmes to be allocated from the block allocations within the 2014/15 Capital Plan.

2 RECOMMENDATIONS 2.1 It is recommended that the Executive Committee: (a) Agrees the projected out-turns in Appendix 1 as the revised budget for 2014/15; (b) Approves the budget adjustments on the following projects from 2014/15 to 2015/16 Current Timing Approved Movement Budget £000’s £000’s Transport Interchange 4,493 (400) Play Facilities 90 4 Waste Collection Lorries 750 (750) Contaminated Land 52 6 Duns Primary School & Locality 3,802 (3,029) Support Centre

Executive Committee, 9 December 2014 1 School Kitchen Improvement 98 55 Programme Early Learning and Childcare 719 (439) Residential Care Home Upgrades 67 (22) Complex Needs – Central 368 (280) Education Base SEBN Facilities 150 (98) Sports Trust – Plant & Services 361 (168) Jim Clark Motor Museum 95 (80) Relocation Jedburgh 3G Pitch 0 13 LUPS Strategic Business Land 563 (99) Demolition & Site Preparation 519 (170) Wilton Lodge Park 1,202 (150) Eyemouth Seafood Technology 458 15 Park Borders Railway Stations 250 (250) (c) Approves the budget virement of £0.007m from Haylodge Park and £0.005m from Additional Drainage in Parks and Open Spaces to Drainage in Parks and Open Spaces; (d) Approves the budget adjustment in 2014/15 in relation to Plant & Vehicle Replacement of £1.916m; (e) Approves the budget virement of £0.009m from School Refurbishment & Capacity Projects to School Health & Safety Projects; (f) Approves the budget adjustment in 2014/15 in relation to Hawick 500yr Commemorative Statue of £0.034m; (g) Approves the allocation from the Emergency & Unplanned Schemes budget in relation to the following project in 2014/15; £’000s Tower Mill Air Conditioning Equipment 13 (h) Agrees the block allocations contained in Appendix 2A – M; (i) Instructs project managers and budget holders to ensure that robust arrangements are in place to achieve the projected out-turns.

Executive Committee, 9 December 2014 2 3BACKGROUND

3.1 The Council approved the Plan for the period 2014/15 to 2023/24 on 6 February 2014. That has now been updated to reflect budget adjustments associated timing movements from 2013/14 and other approvals as follows: £000s Capital Plan 2014/15 as Approved Executive 11 November 2014 48,274 Net Timing Movements – Executive Committee 11 November 2014 (2,587) Net Budget Movements – Executive Committee 11 November 2014 161 Revised Capital Plan 2014/15 45,852

3.2 This report is the third monitoring report in the planned reporting schedule for 2014/15.

4 MONITORING THE PLAN 4.1 Appendix 1 to this report contains the budget monitoring page(s) which reflect the corporate structure. The actual expenditure to 31 October 2014 is shown together with the relevant managers’ projected outturn for the full financial year. 4.2 The presentation of the tables in Appendix 1 monitoring tables focuses on the 3 year Operational Plan of the approved 10 year Capital Financial Plan. The first section of the tables in Appendix 1 focuses in detail on the 2014/15 position, and then there are 3 columns each for 2015/16 and 2016/17. For 2014/15 the variance between the latest approved budget and projected out-turn is analysed between timing movements between financial years and absolute changes in costs (budget movements). For 2015/16 and 2016/17 the table presents the impact of the total variance projected between the latest approved budget and projected out-turn. Below the tables, a narrative is provided where appropriate. 4.3 The actual expenditure to 31 October 2014 has been adjusted for any credit balances for accrued expenses from 2013/14 which have not yet been invoiced. 4.4 Appendix 2 contains proposals for various projects and programmes to be allocated from the block allocations within the 2014/15 Capital Plan.

5 SPECIFIC ISSUES 5.1 The following sections identify the other key areas of note within the Appendix 1 tables. 5.2 Place – Roads, Bridges, Lighting and Transport: (a) Galashiels Developments – Transport Interchange The budget is being re-profiled to reflect the anticipated cashflow for the construction phase of the project.

Executive Committee, 9 December 2014 3 5.4 Place – Neighbourhood (a) Haylodge Park, Peebles The contribution from Additional Drainage in Parks and Open Spaces was not fully required and the residual is being returned to the block for reallocation to projects. (b) Drainage in Parks and Open Spaces Appendix 2A details proposed adjustments within the block. (c) Additional Drainage in Parks and Open Spaces Appendix 2B details proposed adjustments within the block. 5.5 Place – Property & Asset Programme (a) Structural/H&S Works Appendix 2C details the proposed further allocation of this block. (b) Asbestos Management Appendix 2D details the proposed further allocation of this block. (c) Building Systems Efficiency Upgrades Appendix 2E details the proposed further allocation of this block. (d) Building Thermal Efficiency Upgrades Appendix 2F details the proposed further allocation of this block. 5.6 Place – Fleet (a) Plant Other – Waste Collection Lorries Delivery of the vehicles is now not anticipated to be until early 2015/16, requiring a backward timing movement of the budget. (b) Plant & Vehicle Replacement A review to establish how many of the initially identified purchases can be delivered in 2014/15 has led to a reduction in the projected outturn for the year. This is fully funded from the Plant and Vehicle Fund. 5.7 Place – Other (a) Contaminated Land Appendix 2G details the proposed allocation of this block. 5.8 People – School Estate (a) Duns Primary School & Locality Support Centre Delays in the detailed design/market testing stage of the project have resulted in a requirement to re-profile budget to 2015/16. (b) School Health & Safety Projects Appendix 2H details the proposed further allocation of this block including a virement from the Schools Refurbishment and Capacity Projects block. (c) School Refurbishment & Capacity Projects Appendix 2I details the proposed further allocation of this block.

Executive Committee, 9 December 2014 4 (d) School Kitchen Improvements Programme Appendix 2J details the proposed allocation of this which includes acceleration of the entire 2016/17 budget in order to progress capital works required for the implementation of Universal Free School Meals P1-3. The Council has received confirmation of the allocation of £0.050m additional funding for this initiative and this will be reflected in a future monitoring report once the allocation to projects has been established. (e) Early Learning and Childcare Appendix 2K details the proposed allocation of this block and a budget re-profile as some works cannot be carried out until Summer 2015. 5.9 People – Social Work (a) Complex Needs – Central Education Base A review and revision of the project scope has delayed progress during the financial year requiring a re-profile of budget to 2015/16. (b) SEBN Facilities A review will be undertaken of the required outcomes and the project is delayed meantime requiring a re-profile of budget to 2015/16. 5.10 Chief Executive – Community Services (a) Sports Trust – Plant & Services Appendix 2L details the proposed further allocation of this block and a resulting re-profile of budget to 2015/16. (b) Jim Clark Motor Museum Relocation Ongoing discussions still to conclude regarding preferred location has resulted in the re-profile of budget to the next financial year. (c) Jedburgh 3G A forward timing movement of budget from 2015/16 is requested to fund initial design. (d) Tower Mill Air Conditioning Due to issues over the summer with overheating of the theatre/cinema facility the air conditioning was required to be updated to allow continued operation of the service. It is proposed the cost of £0.013m is funded from Emergency and Unplanned Schemes budget. 5.11 Chief Executive – Regeneration (a) LUPS Strategic Business Land Due to the requirement to retender the remaining work at Coldstream it will not be completed in 2014/15, resulting in a timing movement to 2015/16. (b) Demolition and Site Preparation Appendix 2M details the proposed reallocation of this block, including re-profiling to the next financial year.

Executive Committee, 9 December 2014 5 (c) Wilton Lodge Park Tendering of initial packages has resulted in lower than anticipated costs. It is proposed these are retained by the project until all work packages have been fully tendered. A re-profile to 2015/16 is requested. 5.12 Chief Executive – Other (a) Borders Railway Stations The budget allocation will be utilised for economic development opportunities resulting from the Borders Railway in 2015/16, resulting in a budget re-profile requirement. 5.13 Emergency & Unplanned Schemes (a) The table below provides an update on the project position of the Emergency & Unplanned Schemes £000s

Approved Revised Budget as at 6 February 2014 300 Saving identified in Management of Closed Landfill Sites – 84 Dunion – Capital Management Group – 17 December 2013 Allocation of funds to District Heating Project – Executive (110) Committee - 13 May 2014. Carry forward of 2013/14 unallocated balance – Executive 65 Committee – 10 June 2014 Allocation of funds to Mountview Residential Care Home – (31) Capital Management Group - 23 June 2014 Saving identified for West Linton PS 50 Saving identified for Peebles HS Sports Facilities 50 Allocation to LUPS Strategic Business Land – Executive 30 (216) September 2014 Saving identified in Engineering Minor Works (Lyne Station) 5 Allocation to Management of Closed Landfill Sites - Dunion (16) Allocation to Management of Closed Landfill Sites - Cleugh (33) Allocation to Kelso Community Recycling Centre (54) Saving identified for Clovenfords PS 32 Allocation to Economic Development and Regeneration (18) Allocation to Tower Mill Air Conditioning Equipment (13) Projected Balance 28

5.14 Capital Funding (a) As a result of the £5.842m in year net timing movement identified in the programme (see Appendix 1), the estimated borrowing element of the capital financing for 2014/15 has been reduced.

Executive Committee, 9 December 2014 6 6IMPLICATIONS 6.1 Financial

(a) There are no financial implications beyond those contained in the report and appendices.

(b) Any capital borrowing requirements associated with these changes will be managed in line with the approved Treasury Strategy from approved budgets. The principal part of the capital financial plan is funded by long term loans and the resultant loan charges are reported within the revenue monitoring reports. 6.2 Risk and Mitigations (a) At the end of October 2014, actual expenditure totalled £11.997 million which represents 31.5% of the projected outturn, excluding the impact of large accruals. There is the risk of timing movements some of which has already been highlighted in narrative in Appendix 1. It is vital that capital budgets continue to be monitored carefully through the Project Managers and that their outturn projections are as accurate as possible. (b) Key risks associated with individual projects have been identified within the narrative or exception reports and the individual project managers are undertaking the appropriate work to manage these. 6.3 Equalities No Equalities Impact Assessment has been carried out in relation to the Capital Monitoring report, it is however expected that for individual projects this work will have been undertaken by the relevant project manager/budget holder. 6.4 Acting Sustainably There are no direct economic, social or environmental issues with this report although there may be within individual projects and these will be identified and addressed as appropriate as part of their specific governance arrangements. 6.5 Carbon Management There are no direct carbon emissions impacts as a result of this monitoring report however there may be within individual projects and these will be identified and addressed as appropriate as part of their specific governance arrangements.

6.6 Rural Proofing This report does not relate to new or amended policy or strategy and as a result rural proofing is not an applicable consideration.

6.7 Changes to Scheme of Administration or Scheme of Delegation No changes to the Scheme of Administration or Delegation are required as a result of this report.

Executive Committee, 9 December 2014 7 7CONSULTATION 7.1 The Monitoring Officer, the Chief Legal Officer, the Service Director Strategy and Policy, the Chief Officer Audit and Risk, the Chief Officer HR and the Clerk to the Council are being consulted in the preparation of this report and any comments received on the report will be advised at the meeting and incorporated into the report.

7.2 The Service Director Capital Projects and the Service Director Commercial Services are being consulted in the preparation of this report and the content of the appendices and any comments incorporated.

Approved by David Robertson Chief Financial Officer Signature …………………………………..

Author(s) Name Designation and Contact Number Kirsty Robb Capital and Investment Manager, 01835 825349 Doreen Pringle Senior Finance Officer - Capital, 01835 824000 Ext 5961

Background Papers: Previous Minute Reference:

Note – You can get this document on tape, in Braille, large print and various computer formats by contacting the address below. Capital & Investment Team can also give information on other language translations as well as providing additional copies. Contact us at Capital & Investment Team, Council HQ, [email protected], 01835 825249

Executive Committee, 9 December 2014 8 APPENDIX 2A

2014/15 BLOCK ALLOCATIONS

Theme – PLACE – NEIGHBOURHOOD

Block Allocation – Drainage in Parks & Open Spaces

£000’s Unallocated 2014/15 budget (10.0) Virement from Additional Drainage in Parks & Open Spaces (8.0) Gibson Park, Melrose 9.0 Newcastleton Park 1.0 Innerleithen PS Drainage 7.0 To be allocated 1.0 0.0

Executive Committee, 9 December 2014 1 APPENDIX 2B

2014/15 BLOCK ALLOCATIONS

Theme – PLACE – NEIGHBOURHOOD Block Allocation – Additional Drainage in Parks & Open Spaces

£000’s Un-allocated 2014/15 Budget (1.0) Virement to Drainage in Parks & Open Spaces 8.0 Saving from reduced contribution to Haylodge Park project (7.0) Stow Public Park - reduction in costs (10.0) Newtown St Boswells - cost saving (1.0) Elliots Park, Jedburgh 5.0 Haylodge Park, Peebles 5.0 To be allocated 1.0 0.0

Executive Committee, 9 December 2014 2 APPENDIX 2C 2014/15 BLOCK ALLOCATIONS

Theme – PLACE – PROPERTY & ASSET PROGRAMME Block Allocation – Structural/H&S Works

£000’s Un-allocated 2014/15 Budget (1.5) Old Gala House Room Upgrade 2.0 Jedburgh Town Hall - postponed until 2015/16 (40.0) Galashiels Academy Games Hall Floor 3.5 Chirnside PS- Structural Walling Works - scope reduction (29.0) Waverley Residential Home Lift Upgrade 26.0 Drumlanrig Tower -cost savings (16.0) Tweedbank BC New Lighting 10.0 Burnfoot PS Electrical H&S 9.0 Jedburgh Grammar School Electrical H&S 13.5 Newcastleton PS Electrical H&S 8.5 To be allocated 14.0 0.0

Executive Committee, 9 December 2014 3 APPENDIX 2D

2014/15 BLOCK ALLOCATIONS

Theme – PLACE – PROPERTY & ASSET PROGRAMME Block Allocation – Asbestos Management

£000’s Un-allocated 2014/15 Budget (26.0) Balmoral PS Nursery Asbestos 10.0 Coldstream PS Asbestos Work 4.0 To be allocated 12.0 0.0

Executive Committee, 9 December 2014 4 APPENDIX 2E

2014/15 BLOCK ALLOCATIONS

Theme – PLACE – PROPERTY & ASSET PROGRAMME Block Allocation – Building Systems Efficiency Upgrade

£000’s Un-allocated 2014/15 Budget 0.0 Trinity PS Boiler Upgrade- cost savings (12.0) Hawick HS Boiler Upgrade 5.5 Kelso Day Centre Hot Water System Upgrade 6.5 To be allocated 0.0 0.0

Executive Committee, 9 December 2014 5 APPENDIX 2F

2014/15 BLOCK ALLOCATIONS

Theme – PLACE – PROPERTY & ASSET PROGRAMME Block Allocation – Building Thermal Efficiency Upgrades

£000’s Un-allocated 2014/15 Budget 0.0 HQ Lighting Upgrade 0.5 Burnfoot Community School Skylights (1.0) Roof (Jedburgh Grammar RSLA) 4.0 Wilton PS Roof Phase 3 (1.0) Morebattle PS Window Phase 2 3.0 St Boswells PS Upgrade Roof (1.5) St Ronans PS Window Upgrade Phase 3 - cost saving (16.0) Walkerburn PS Window Upgrade Phase 2 (1.5) Cockburnspath PS Window Upgrade Phase 1 - project deferred (22.0) Greenlaw PS Window Upgrade Phase 1 - project deferred (11.5) Kirkhope PS Upgrade Windows Phase 2 – cancelled (16.5) Eyemouth PS Thermal Windows 0.5 To be allocated 63.0 0.0

Executive Committee, 9 December 2014 6 APPENDIX 2G

2014/15 BLOCK ALLOCATIONS

Theme – PLACE – OTHER Block Allocation – Contaminated Land

£000’s Un-allocated 2014/15 Budget (18.0) Ayton 24.0 Acceleration from 2015/16 (6.0) To be allocated 0.0 0.0

Executive Committee, 9 December 2014 7 APPENDIX 2H

2014/15 BLOCK ALLOCATIONS

Theme – PEOPLE – SCHOOLS ESTATES Block Allocation – School Health & Safety Projects

Compulsory Health & Safety

£000’s Un-allocated 2014/15 Budget 0.0 Virement from School Refurbishment & Capacity (9.0) Swinton PS - additional work 9.0 To be allocated 0.0 0.0

Executive Committee, 9 December 2014 8 APPENDIX 2I

2014/15 BLOCK ALLOCATIONS

Theme – PEOPLE – SCHOOL ESATES Block Allocation – School Refurbishment & Capacity Projects

£000’s Un-allocated 2014/15 Budget 0.0 Broomlands PS Extension – not going ahead (9.0) Virement to School Health & Safety Projects 9.0 To be allocated 0.0 0.0

Executive Committee, 9 December 2014 9 APPENDIX 2J

2014/15 BLOCK ALLOCATIONS

Theme – PEOPLE – SCHOOLS ESTATE Block Allocation – School Kitchen Improvement Programme

£000’s Un-allocated 2014/15 Budget 00 Acceleration of 2016/17 Budget (55.0) Universal Free School Meals (UFSM) P1-3 55.0 To be allocated 2014/15 Budget 0.0 0.0

Executive Committee, 9 December 2014 10 APPENDIX 2K

2014/15 BLOCK ALLOCATIONS

Theme – PEOPLE – SCHOOLS ESTATE Block Allocation – Early Learning & Childcare

£000’s Un-allocated 2014/15 Budget (474.0) Coldstream PS 200.0 Stow PS 234.0 Edenside PS 35.0 Balmoral PS – additional cost 5.0 Coldstream PS – timing movement to 2015/16 (190.0) Stow PS – timing movement to 2015/16 (224.0) Tweedbank PS – timing movement to 2015/16 (25.0) Allocated budget carried forward to 2015/16 439.0 To be allocated 2014/15 Budget 0.0 0.0

Executive Committee, 9 December 2014 11 APPENDIX 2L

2014/15 BLOCK ALLOCATIONS

Theme – CHIEF EXECUTIVE – COMMUNITY SERVICES Block Allocation – Sports Trust – Plant & Services

£000’s Un-allocated 2014/15 Budget (224.0) Eyemouth LC Refurbishment 218.0 Eyemouth LC –timing movement to 2015/16 (168.0) Allocated budget carried forward to 2015/16 168.0 To be allocated 6.0 0.0

Executive Committee, 9 December 2014 12 APPENDIX 2M

2014/15 BLOCK ALLOCATIONS

Theme – CHIEF EXECUTIVE – REGENERATION Block Allocation – Demolition and Site Preparation

£000’s Un-allocated 2014/15 Budget (19.0) Eyemouth High School (109.0) Chirnside Community Centre 20.0 Duns Public Toilets 28.0 Allocated budget carried forward to 2015/16 (Eyemouth High School) 80.0 To be allocated 0.0 0.0

Executive Committee, 9 December 2014 13 ITEM NO. 7

REVIEW OF WINTER SERVICE PLAN FOR YEAR 2014/15

Report by Service Director Commercial Services & Service Director Neighbourhood Services

EXECUTIVE COMMITTEE

9 December 2014

1 PURPOSE AND SUMMARY 1.1 To review the performance of the Winter Service during 2013/14, and to inform Members of changes and developments to some elements of the Winter Service for 2014/15.

1.2 This report presents an update on some of the changes proposed to be introduced during the Winter of 2014/15.

2 RECOMMENDATIONS

I recommend that the Executive Committee: 2.1 (a) Notes the process undertaken by the Department to manage the road network during snow and ice conditions.

(b) Notes the number of approved and current Community Resilience Plans in operation and the number of communities taking up the offered supply of salt, suitable container and salt spreading equipment.

(c) Instructs the Service Director Commercial Services to: 1. Prepare draft Secondary Salting Routes in towns where currently a Primary Route take place, and meet with Ward Members and Community Council Representatives to finalise the route to be adopted 2. Continue to assess requests for additional salt bins and prioritise the purchase of any bins that are approved from future Capital Programmes in time for the following winter

Executive Committee – 9 December 2014 1 3 BACKGROUND 3.1 The Council undertakes a Winter Service on nearly 3,000km of local road network. The Service is provided by the Neighbourhood Services. Under the Roads (Scotland) Act 1984, Section 34, all roads authorities are required to ‘take such steps as they consider reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads’. The safe passage of people on the road network during winter is very important for the social and the economic needs of the area.

3.2 To assist in meeting the legal requirements the Department produces an annual Winter Service Plan which describes what steps will be taken to maintain the local road network free from ice and snow as far as it is considered reasonable within the available budget. The Plan is mainly based on a route treatment hierarchy where priority routes have been determined depending on various factors such as traffic volumes, bus routes and access to schools, shops and medical centres. Officers have updated the council’s Winter Plan for 2014/15 and this is presented later in this report.

3.3 How the Council keeps the road network operating safely and effectively is taken forward in 2 ways: 1. Prevention – by pre-salting roads to reduce the effect of frost and frozen conditions, taken forward on a routine, planned basis. The road network is currently split into Primary and Secondary Routes. Planned “pre-salting” is only undertaken on the Primary Routes. The remaining road network will then come under the “post– treatment” or secondary route network where, after treating the primary routes, there is time and resources to cover them, and it is believed that the freezing conditions will continue. Although all routes receive some treatment, priority is given to the Primary Network. This preventative approach is covered in the Winter Service Plan. 2. Intervention – through large scale snow clearance following extreme winter conditions, taken forward on more of an ad hoc basis, involving emergency actions and community resilience. This is coordinated by the Council’s Emergency Planning processes.

4 REVIEW OF THE SERVICE DURING WINTER OF 2013/14 4.1 The winter of 2013/14 was not particularly bad in terms of extreme winter weather and very low freezing temperatures. This view is supported when compared with the extreme winter of the previous year and in relation to the number of planned actions carried out and the total salt used. The following key parameters illustrate this.

Executive Committee – 9 December 2014 2 Parameter 11/12 12/13 13/14 Comment

Planned Actions 150 271 202 Call outs to undertake preventative actions – annual average 180

Salt

Usage (,000T) 23 43 23 Used on local & Trunk roads

4.2 The Met Office “OpenRoad Seasonal Climate Statistics for Edinburgh, Lothians and Borders” describe a winter of extreme winter storms and record breaking rainfall and which highlight the following weather statistics for 2013/14: x The wettest winter in Scotland since 1910 x Eastern Scotland received half a years rainfall between 11th December and 15th February x December 2013 was the wettest calendar month since 1910

4.3 The table in paragraph 4.1 shows that planned actions for 2013/14, at 202, was 12% above an average winter scenario. However, an average total salt usage of 23k tonnes indicates that the winter weather did not extend past the normal below freezing night temperatures and there is little record of secondary treatment or dealing with snow conditions. Further breakdown of these actions show that between the months of November and March a total of 178 planned actions were carried out giving an average per month of 35 planned actions.

5 PROPOSED AMENDMENTS TO THE WINTER SERVICE PLAN FOR 2013/14 5.1 Officers have considered a number of aspects of the current Winter Service Plan arrangements, and put forward the following aspects as having the potential to improving the winter service: 1. Winter Service Plan 2014/15 2. Secondary Salting Network 3. Salt Storage Bins and Community Resilience

5.2 1 – Winter Service Plan 2014/15 (a) In planning for winter it is recommended in the Well-maintained Highways – Code of Practice, that Councils should review on an annual basis their Winter Service Plan. Whilst minor changes have been made to the Plan in recent years, officers have taken the opportunity to re-write the Plan to produce a more ‘dynamic and interactive’ version, which responds to changing circumstances’ and is produced as an ‘easy to read’ guide of our winter service, see APPENDIX A

(b) Officers have reviewed the content of the 13/14 Winter Service Plan together with other Local Authorities’ Plans with a view to developing a Plan which clearly sets out our policies, priorities and resource parameters.

Executive Committee – 9 December 2014 3 The 14/15 Winter Service Plan will cover key objectives: • Policy • Organisation – Staff Resources • Resources – Plant Materials & Finances • Decision Making • Performance & Benchmarking • Information & Publicity The plan will be supported by the Neighbourhood Services - Winter Service Operational Plan and supporting information on the Councils web site, including: • Facts about Winter in the Scottish Borders

• Preparing for winter

• Road and pavement plans during winter

• School closures

• Schools in the winter

• Winter and gritting FAQs

• Winter rubbish and recycling collections

• Winter travel advice

• Working together in a resilient community The Communications and Marketing team is currently working to steamline the Council website’s winter page to make them “easier to use for the public.”

OUTCOME – Agrees to the Winter Service Plan 2014/15 which clearly sets out our policies, priorities and resource parameters in an ‘easy to read’ format.

5.3 2 – Secondary Salting Network (a) At the Executive Committee meeting on 22 October 2013, Members instructed the Director of Environment and Infrastructure to: x produce a defined secondary salting network to be brought forward before members for approval for the winter of 2014/15.

(b) Currently 37% of the council’s road network is treated under primary salting, with the remaining 63% being covered under secondary treatment. Secondary treatment essentially means that the remaining 63% of network will be salted when, after treating the primary routes, there is time and resources to cover them, and it is believed that the freezing conditions will continue.

(c) The Council’s Winter Service Plan details that for those roads not assessed for primary treatment, the Road Hierarchy, as shown in

Executive Committee – 9 December 2014 4 APPENDIX B is currently used to dictate the order of treatment of the remainder of the network. When conditions dictate, and resources are available, secondary treatment of the remaining 63% of the network is being carried out. However, this method of prioritisation is open to interpretation and can result in a varied level of service and inconsistencies in service delivery.

(d) As with a defined primary route network, the establishment of a definitive secondary route network would ensure that the council could provide, through its communications, i.e. Website; Social media; CRM; more detailed, specific, and consistent information to the public on the next level of treatment that is being provided after primary salting.

(e) On the establishment and approval of a definitive secondary network, any remaining roads not treated as primary or secondary, will only be treated when extended weather conditions persist, all primary and secondary routes have been treated and resources become available.

(f) Officers have applied the following criteria to define a secondary salting network: x previously removed 6% primary salting network x any A and B class roads not covered under Primary Treatment x remaining school transport routes x remaining identified timber transport routes This exercise has defined the sections of road network which would be covered under secondary treatment and these are listed in APPENDIX C and coloured black on the plan in APPENDIX D.

(g) The identified sections of road network listed in APPENDIX C extend to a total of 416 kilometres which is 14% of the council’s total adopted road network. In considering the design of secondary routes to cover the identified sections of road network, officers have endeavoured to gain maximum efficiency of gritting equipment and achieve a two hour route completion time. In considering this process it is estimated that 12 secondary routes will be required within rural areas to cover all identified road network sections.

(h) As part of the process to define a secondary network, the council’s insurers, Zurich Municipal, were consulted on the outcome of the process being applied. Their response confirmed that it is for the Council to have a Winter Service Plan that outlines the priorities in terms of the classification of any routes and to carry out salting in accordance with that plan. They further confirmed that if a reasonable winter maintenance system be in place which is based on the resources available and this is followed, there will be a reasonable defence to any claim made.

Executive Committee – 9 December 2014 5 OUTCOME – Agrees to amend the Winter Service Plan 2014/15 to define a secondary salting route network for rural areas to be introduced during the winter of 2014/15.

(i) The criteria in 5.3(f) confirms the process applied to determine the sections of the network to receive secondary treatment in rural areas, however, the same criteria cannot be applied to urban situations. Currently six of our larger communities have designated primary salting routes, namely Galashiels; Hawick; Peebles; Selkirk; Kelso; Jedburgh. In determining a secondary network for these towns, officers feel that local member and community input would be beneficial in the process to define each route. It is therefore proposed for officers to draft a proposed secondary route for each town and then meet with ward members and representatives of the Community Councils to finalise the actual secondary route to be adopted.

OUTCOME – Officers to prepare draft Secondary Routes in towns where currently a Primary Route takes place and meet with Ward Members and Community Council representatives to finalise the actual route to be adopted

5.4 3 – Salt Storage Bins and Community Resilience (a) Members approved the following changes to the Winter Service Plan in 2013/14 at the Executive meeting on 22 October 2013: x increase the total number of salt bins to 985, to allow the outstanding approved bins from 2012/13 to be distributed, and for the continued evaluation of requests for additional bins, from the Neighbourhood Services funded service x support any Community Council with an approved and current Resilience Plan, by offering a supply of salt, suitable container and salt spreading equipment, from the Neighbourhood Services funded service and the Community Resilience budget in Emergency Planning

(b) During the recent winter of 2013/14 requests for additional salt bins have continued to be evaluated using the approved risk matrix process. A total of 42 requests for additional salt bins were received which resulted in 63 locations being assessed. Of these assessments 40 were approved for a salt bin to be placed on the Council’s network. Of the 40 bins approved 36 have been distributed prior to the onset of winter 2014/15. Unfortunately no further salt bins are available to distribute therefore the 4 remaining approved locations will be held over until such time as more bins are purchased. This means that in total there will be 975 salt bins distributed across Scottish Borders Council at the start of winter 2014/15. A summary of the full salt bin evaluation process is shown within APPENDIX E.

(c) Officers have welcomed the approval of the salt bin risk matrix process to allow the determination of when a salt bin request meets the required evaluation level and should be allocated. This means

Executive Committee – 9 December 2014 6 that the service is now being provided by a much more robust and transparent process where previously it was left purely to an officer’s professional judgement whether a salt bin should be allocated or not.

(d) At the beginning of winter 2011/12 a total of 821 salt bins were distributed across the council’s road network. This has increased by 158 bins during the last three winters as a result of officers approving requests for additional salt bins. This increase has been managed at an initial cost of £40k to purchase additional bins and an increase in annual cost of around £16k to service these additional bins, based on an initial pre-winter fill and a further 3 fills per year at a total cost of £100 per bin.

(e) In previous years the council purchased additional salt bins prior to the winter period to allow requests for additional salt bins to be distributed after an approved evaluation. The number of additional purchased salt bins required to meet any winter period has been purely speculative rather than based on the actual numbers of bins having been approved. The purchase of any additional salt bins should be funded from future Capital Programmes. It is therefore proposed to continue to receive and assess any requests for additional salt bins throughout the winter period and then prioritise the purchase of any bins that have been approved from future Capital Programmes in time for the following winter.

OUTCOME – Continue to assess requests for additional salt bins and prioritise the purchase of any bins that have been approved from future Capital Programmes in time for the following winter

(f) Officers within Emergency Planning continue to promote Community Resilience, the principles of which are, communities and individuals harnessing and developing local response and expertise to help themselves during an emergency, in a way that complements the response of the Council and other emergency responders.

(g) There are currently 25 Community Plans in operation with a further 16 in the process of implementation, see APPENDIX F. All 67 Community Councils have been contacted regarding the initiative and 58 Community Councils have received the input on Resilient Communities and there are plans in place to follow up on the Community Councils that have not indicated yet their intention to implement a plan. The Community Resilient Plan Co-ordinators have received general training, the resilient plan volunteers have received first aid training from the British Red Cross, and in all 25 Community Council areas with implemented plans they have received an equipment provision as part of the initiative. Further awareness evenings and training for co-ordinators and volunteers have taken place during October as part of the Scottish Governments Winter Awareness Week.

(h) During the promotion of Community Resilience some enquiries have been made in relation to options of either increased local authority provision or Community provision of salt bins. In recognition of the

Executive Committee – 9 December 2014 7 potential assistance that could be provided by local communities if they had a supply of salt, approval was given to support any Community Council with an approved and current Resilience Plan, by offering a supply of salt, with a suitable storage container, and appropriate equipment for salt application.

(i) During the winter of 2013/14, 18 Community Councils with a Community Resilience Plan in place, took up the offer of an annual supply of one tonne of salt for community use as determined by them. These communities also received one suitable container to store the salt and appropriate salt spreading equipment. Officers will continue to promote this offer to Community Councils with a Community Resilience Plan throughout the winter 2014/15.

(j) Where a Community Council with a Community Resilience Plan has a desire to have an increased provision of salt or containers to that approved, the approved Salt Bin Protocol will apply.

The current Salt Bin Protocol is reproduced in APPENDIX G.

OUTCOME – note the number of approved and current Community Resilience Plans in operation and the number of communities taking up the offered supply of salt, suitable container and salt spreading equipment

6 IMPLICATIONS 6.1 Financial (a) In 2014/15 the winter service will be delivered as a funded service. The operational staff required to deliver the winter service activities have their base wages fully funded as part of the Neighbourhood Services (NS) budget and a budget provision for winter related overtime has also been provided as part of the general NS budget. The basic cost of all plant and vehicles required to deliver the winter service are also fully funded from within the NS budget.

(b) The main financial risk posed by winter in 2014/15 centres on the amount of overtime that will be required to deliver the service, which in turn is driven by the magnitude, timing and duration of winter weather events. Routine gritting is generally required outwith core working hours in the early morning and evening and under existing employees Terms & Conditions will continue to give rise to overtime costs.

(c) Should the Scottish Borders experience a severe or protracted winter, it will be the level of overtime coupled to a lesser extent by salt consumption and additional vehicle fuel consumption and repairs that are likely to apply additional budget pressures.

Executive Committee – 9 December 2014 8 (d) In previous years a weekly winter financial cost update was prepared from around Christmas onwards. To meet the changed nature of winter service funding, it is still intended to prepare a weekly update of the level of winter activity and its associated cost risk by monitoring the weekly man hours and salt usage against an average winter profile. The weekly cost update will be made available to Senior Management Team, Place, with the distribution being escalated should there be an increase in the severity of the winter.

6.2 Risk and Mitigations (a) There are no risks identified in relation to the performance of the Winter Service during 2013/14.

(b) The updated and proposed Council’s Winter Service Plan for 2014/15 is designed to assist the Council in meeting the legal requirements within the Roads (Scotland) Act 1984, Section 34. The Winter Service Plan describes what steps will be taken to maintain the local road network free from ice and snow as far as it is considered reasonable within the available budget.

(c) The changes to the Winter Service Plan for 2014/15, defines a secondary salting route network which will ensure a consistent level of secondary winter treatment to be delivered across Scottish Borders Council. Should the changes not be adopted, varied levels of secondary treatment will continue to be delivered, leading to inconsistencies in treatment levels.

6.3 Equalities An Equalities Impact Assessment has been carried out on this proposal and it is anticipated that there are no adverse equality implications.

6.4 Acting Sustainably There are no significant economic, social or environmental issues associated with this report.

6.5 Carbon Management There are no significant impacts on the Council’s carbon emissions that are additional to current operation.

6.6 Rural Proofing There are no equality impacts resulting from this report. A Rural Proofing template has been completed which found no real issues. A copy of this is attached to the report.

6.7 Changes to Scheme of Administration or Scheme of Delegation There are no changes which are required to either the Scheme of Administration or the Scheme of Delegation as a result of the proposals in this report.

Executive Committee – 9 December 2014 9 7 CONSULTATION 7.1 The Chief Financial Officer, the Monitoring Officer, the Chief Legal Officer, the Service Director Strategy and Policy, the Chief Officer Audit and Risk, the Chief Officer HR, and the Clerk to the Council have been consultation and any comments received will be incorporated in the final report.

Approved by

Andrew Drummond-Hunt Service Director Commercial Services Signature…………………………

Jenni Craig Service Director Neighbourhood Services Signature…………………………

Author(s) Name Designation and Contact Number Colin Ovens Infrastructure Manager Kenny Hastings Neighbourhood Services Operations Manager David Richardson Asset Manager

Background Papers: Review of Winter Service Plan for Year 2013/14 Previous Minute Reference: None

Note – You can get this document on tape, in Braille, large print and various computer formats by contacting the address below. Jacqueline Whitelaw can also give information on other language translations as well as providing additional copies.

Contact us at Jacqueline Whitelaw, PLACE, Business Support, Scottish Borders Council, Council Headquarters, Newtown St Boswells, Melrose, TD6 0SA, Tel 0300 100 1800, email [email protected].

Executive Committee – 9 December 2014 10 APPENDIX A Scottish Borders Council Winter Service Plan 2014/15

Philip Barr – Depute Chief Executive, Place

November 2014

Executive Committee – 9 December 2014 11 Contents

1 INTRODUCTION 4

2 POLICY 9

3 ORGANISATION - STAFF RESOURSES 17

4 RESOURSES - PLANT, MATERIALS & FINANCES 21

5 DECISION MAKING 23

6 PERFORMANCE & BENCHMARKING 27

7 CONTACT INFORMATION 29

Executive Committee – 9 December 2014 12 Executive Committee – 9 December 2014 13 1. INTRODUCTION

Ice and snow affects the safety of the During the summer of 2013 the Council travelling public as well as the availability undertook to review the impact of the and reliability of the road network winter weather and the Council’s response throughout the winter period. to it. Neighbourhood Services contributed to this review and we have considered the As such the successful delivery of the findings along with our own assessment of winter service is absolutely key to the best practice that exists both within supporting the economic and social well- Scottish Borders and elsewhere. being of the Scottish Borders. Scottish Borders Council works with many This Winter Service Plan explains the partners over the winter period, and in arrangements for dealing with ice and snow particular: on the region’s roads and outlines the efforts that will be made to inform the Æ Transport Scotland public of these interventions. Æ AMEY as trunk roads operator Generally, our winter service is defined to begin on 1 November and end on 31 March, Æ Police Scotland however as conditions dictate this period can change. Æ Public transport operators

The severe and prolonged weather Æ Local media outlets experienced over recent winters has had a significant impact on our communities and Æ ELBF and other local authorities tested the resilience of all our services and whilst Scottish Borders Council’s road ELBF is a joint working partnership service coped well, which has been consisting of Edinburgh, Lothians, Borders recognised by our customers, we recognise and Fife Councils that meet regularly to that there is always potential for improvement. maintain a dialogue on best practice, opportunities for collaboration and knowledge sharing. It should be noted that naturally occurring rock-salt is the treatment of choice in the The overarching aim of this Winter Service Scottish Borders, although the term Plan is to allow the safe passage of ‘gritting’ continues to be used. pedestrians and vehicles on priority routes, to control delays due to winter weather and The Council’s website carries a variety carry out operations safely. of information pertaining to the winter service and should be referred to for information on gritting routes, self- help, etc. www.scotborders.gov.uk

Executive Committee – 9 December 2014 14 1.1 Legal requirement and standards

Under Section 34 of the Roads The Code of Practice for Well (Scotland) Act 1984, the Council has a Maintained Highways (2011 revision) duty to “take such steps as they consider recommended that local authorities reasonable to prevent snow and ice should demonstrate that they are taking endangering the safe passage of reasonable steps to keep the public safe pedestrians and vehicles over public during winter periods. Appendix ‘H’ of roads.” this code amended in 2013 suggests a framework for local authorities to follow.

BSI EN ISO 9004:2009 methodology is followed in this Winter Safety Plan.

1.2 Weather, climate and forecasting To provide a reliable, secure and robust The forecasts are based on global and winter service the Council have a number national information supplemented by six of forecasting tools at their disposal to plan roadside weather stations strategically the best possible treatment regime placed at sites throughout the Scottish throughout the winter period. Borders.

We subscribe to the Met Office “Open We will continue using this domain based Road” service during the months of forecasting as the basis for our decision October to April and receive the following making throughout the season. via the Vaisala Bureau Service: Æ 24 hour forecasts Flood sensors are located throughout the Æ 5 day forecasts region and are monitored remotely by Æ Ice prediction graphs Bordercare to check water levels at weirs Æ Road surface condition information and grills. Æ 24 hour consultancy service from the Met Office Æ Ice prediction web page

Executive Committee – 9 December 2014 15 1.3 Communications Neighbourhood Services will be responsible Communications will detail: for providing winter service information to Scottish Borders Council’s Corporate Æ Road closures Communications Team. Æ Driving advice Æ Gritting routes Information will be supplied on an ‘as Æ Snow clearance required’ basis by Neighbourhood Services to provide frequent communications with The Council’s website has a Winter Service Scottish Borders Council during periods of section that will provide a wealth of severe winter weather. relevant information for the public to view and will be updated with the aim of creating In order to ensure that consistent as close as a ‘real time’ situation as information is given out, contact with the practicable to assist the public in making media on winter service operations will informed decisions on travel. generally be through the Council’s www.scotborders.gov.uk Corporate Communications Team, supported by Neighbourhood Services Team. Twitter, Facebook, SBAlert and local media outlets will be used to help spread relevant winter information and advice to the public.

1.4 Resilient communities

Whilst the legal obligations of the Council Scottish Border Council is leading a new as a roads authority focus on the safe Resilient Communities Initiative to enable passage of traffic we recognise that communities to better prepare, organise prolonged and severe winter conditions can and respond to emergency situations such lead to significant issues in other service as severe weather, fire, power failure or areas such as health and wellbeing. other major incidents, working along with partner agencies, communities as well as third sector organisations.

Executive Committee – 9 December 2014 16 1.5 Financial resources In the current financial climate all public To carry out the core requirements of sector services are facing cuts in the winter service we will: available funding and our approach to the delivery of winter service is not immune to Æ focus on a clear set of priorities this challenge. However, we are continuing Æ continue to introduce efficiencies to plan so that we can cope with a severe winter by ensuring that we do address the Æ make prudent and timely core requirements of our winter service. investments that will best ensure the resilience of the service It should be noted that it is not possible to provide the winter service Æ deliver a safe and reliable road on all parts of the network nor to network for our customers ensure running surfaces are kept free of ice or snow at all times, even on treated parts of the network.

1.6 Informing future plans It is noted that changes in the extent and We do recognise the importance of this scope of winter treatments can have service to our communities and our need to significant implications for the service, and further our understanding of what is may require significant investment to wanted from our winter service. With this facilitate the desired change, for example in mind we have sought the views of our customers through the Household Survey the addition of a road to the priority and the National Highways & Transport gritting routes may lead to the need for an (NHT) Network public subcontractor survey additional gritter, driver and salt. which will inform the development of the future service. In addition to this, as for all road services we welcome comments, requests for service or inquiry through our customer services feedback.

Executive Committee – 9 December 2014 17 Executive Committee – 9 December 2014 18 2. POLICY

COUNCIL POLICY FOR WINTER SERVICE

“Scottish Borders Council aims to assist road users in adverse winter conditions by providing a service which it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles, using available financial and operational resources”

2.1 Policy introduction The Winter Service Plan contributes to the It is recognised that there are three delivery of the four core aims of the Road principle activities when considering the Maintenance Plan, being winter service:

Æ Safety Æ Pre-treatment-precautionary salting Æ Serviceability Æ Post-treatment – salting lingering ice Æ Sustainability Æ Clearance of snow Æ Customer Services

These aims support delivery of the The Council’s website should be consulted Council's Local Transport Plan, the key for the most up to date route information priorities of the Council and our many with regard to roads and footways. partner organisations.

2.2 Delivery The winter service has developed over time To ensure timely delivery we aim that: combining established practices for the clearance of snow and ice with: Æ all planned early morning treatments are completed before 8.30am Æ developments in salt products Æ forecasting technology Æ our gritters respond within 1 hour of the Æ route optimisation and GPS instruction to treat;

We aim to deliver a service that is efficient, Æ all treatment runs are completed in 2½ timely and supports our environmental hours. objectives. These aims are subject to the severity of We are committed to minimising pollution prevailing weather conditions and safety from the leaching of dissolved salt and to make most effective use of salt by using it considerations. only when conditions require.

Executive Committee – 9 December 2014 19 2.3 Primary routes (roads) We are responsible for the maintenance of The rural routes have been established 1841 miles (2963 km) of roads throughout using the following criteria the region. Æ routes of importance to the Approximately 681 miles (1096 km, 37%) emergency services have been identified as primary routes whenever carriageway surfaces become, or Æ topography may become, dangerous through ice and snow. Æ strategic A class roads

These routes are those where traffic Æ main commuter and school routes volumes and speed are likely to be higher Æ regular rural public transport routes and as such the risk to the safety of road with weekday frequencies of 2 hours users is similarly high if they were to or better remain untreated. Æ other heavily trafficked routes The urban routes have been established using the following criteria

Æ routes around town centres Æ routes leading to town centres Æ routes leading to town buildings, public buildings, schools, hospitals and community centres

2.4 Secondary routes (roads) During severe winter periods treatment Treatment of these routes will only be may extend to other routes. Traffic carried out upon completion of the primary volumes and speeds on these routes are routes and subject to available resources. typically lower than on the primary Recognising that such constraints on the routes, as such the risk to the safety of level of service may exist in the future also, road users is less. we have prioritised the rural routes using the following criteria However in times of prolonged severe weather failure to treat these routes will Æ sections removed from the primary compromise accessibility and heighten the route list during 2012 winter risk of isolation, particularly in rural communities. Æ remaining school bus routes with vehicles over 16 seats During the 2009/10 winter, issues with the availability of salt supplies on a Æ timber transport routes national basis prevented the regular Æ remaining ‘A’ and ‘B’ roads treatment of secondary routes.

Executive Committee – 9 December 2014 20 The urban routes will been established using the following criteria

Officers feel that local member and community input would be beneficial in the process to define each route. It is therefore proposed for officers to draft a proposed secondary route for each town and then meet with ward members and representatives of the Community Councils to finalise the actual secondary route to be adopted, consideration will be given to: Æ main distributor routes Æ links to industrial zones Æ large housing estates

2.5 All other routes (roads and car parks) The remaining roads, ie those which are neither primary nor secondary routes but are on the list of public roads will be classified as ‘all other routes’. ‘All other routes’ will only be treated in times of severe weather and only when primary and secondary routes have been treated and are cleared of snow and ice.

Executive Committee – 9 December 2014 21 2.6 Forecast information When forecast that road surface When road surface temperatures indicate a temperatures indicate a Readiness Readiness Colour: Amber, these Colour: Red, these conditions are defined conditions are defined as “Marginal” as “winter” conditions and actions are conditions and actions are planned planned accordingly. accordingly.

The primary routes (roads) will be treated The primary routes (roads) may be at the discretion of the Winter Service, patrolled at the discretion of the Winter Duty Managers. The timing of any Service, Duty Managers. The extent of this treatment will be dependant on the patrol may be varied according to indication of the minimum forecast conditions. If the patrol crews find temperature. Only in exceptional significant areas of icy conditions they will circumstances, i.e. where roads have inform the duty foreman and the Winter remained dry for long periods and there is Operations Team to initiate further action. a high degree of confidence in the level of Weather and information from sensors residual salt, will consideration be given to located in the road surface are monitored to the non treatment of first priority routes. enable plans to be adjusted accordingly. The extent of patrols may be varied according to conditions. Weather and information from sensors located in the road surface are monitored to enable plans to be adjusted accordingly.

2.7 Post treatment Post treatment salting to carriageways will Selective post treatment salting of footways be carried out when the conditions are: will be carried out when conditions are: Æ extreme and severe and predicted to last for a prolonged period. Æ extreme and severe and predicted to last for a prolonged period. Æ icy with formations on surfaces expected to remain after 09:00 Æ icy with formations on surfaces hours expected to remain after 09:00 hours Æ where snow has been cleared and and the surface temperature is where conditions are extreme and expected to stay below 0 degrees C. severe and predicted to last for a at this time. prolonged period. Selective snow clearing would be planned to be carried out should the forecast indicate that extreme and severe weather with settled snow deeper than 40mm and predicted to last for a longer period.

Executive Committee – 9 December 2014 22 2.8 Primary routes (footways) In previous Winter Service Plans we have Footways will not automatically be treated considered the treatment of footways each time we treat our primary routes, but alongside the treatment of the public in line with the criteria set out below. We roads. The experience gained through the have identified the following classifications 2012/13 winter review indicated a clear of footways and cycleways for treatment: need to consider the needs of pedestrians and cyclists separately to the needs of Æ town centre & shopping areas motorists and other road users. The risk to public safety posed by untreated footways Æ footways leading to town centres heightens as freezing conditions become very severe or prolonged. Æ footways serving – public buildings, schools, hospitals, medical centres As such the decision to treat footways will be made alongside the decision to treat other areas.

2.9 All other routes (footways) If severe conditions persist, then treatment need as identified through our partner of other locations may be carried out as agencies. We will work with the Community needed, subject to the availability of Councils and others to identify all resources. We shall consider the ad-hoc reasonably practicable opportunities for self treatment of any location in support of a help. particular emergency or medical access

2.10 School transport routes Unfortunately, it is impracticable to extend Through our proposals for self help in the our winter service treatments to include all community and with better communications school transport routes. In severe and with the education service we may be able prolonged winter conditions our treatment to facilitate the treatment of identified coverage will extend to include the access problem sites in times when accessibility and isolation become a significant risk. to all schools in the region. All treatment will be subject to the We will continue to work with bus availability of resources and the prevailing operators where appropriate to ensure conditions. buses reach essential routes, the majority of these routes will be catered for as our resources can reasonably allow.

Executive Committee – 9 December 2014 23 2.11 Provision of grit bins Grit bins can be provided and maintained Grit bins will not usually be provided: with stocks of salt where they improve road safety and benefit the community. Æ on roads that form part of a primary route. Grit bins will generally be provided when determined through a risk based Æ where they attract anti-social assessment. behaviour or cause nuisance to nearby residents. Maintaining salt/grit stock in the grit bins will be dependent on the available Æ where their provision would create a resources and the prevailing conditions. In further proliferation of street severe and prolonged winter weather we furniture to the detriment of may not be able to carry out any re- disabled or visually impaired people stocking, as our resources will have to be and/or the community. directed towards treating our roads and footways in line with the priorities set out Æ on unadopted roads whether in this plan. subject to future adoption or not.

We will, as part of our asset inventory, The salt/grit provided in these bins is for maintain details of all our grit bin spreading on public roads only, and locations. unauthorised use of this salt to treat other premises will be considered as an act of theft.

We aim to have all our grit bins full in advance of winter and seek to maintain these stocks throughout the winter season. Where usage is high and it is confirmed that the salt/grit is being used on the road, we may supplement the existing grit bin provision following assessment.

Executive Committee – 9 December 2014 24 2.12 Diversion routes Diversion routes shall be treated to at least be paid to the extent of the priority routes the standard required for the diverted and for the potential need for a proposed route. When selecting diversion routes diversion route to be inspected to ascertain during the winter season consideration shall its suitability for gritting prior to being used.

2.13 The trunk roads in the Scottish Borders Transport Scotland is the authority Through existing sub contract responsible for the management of the arrangements Neighbourhood Services Trunk Roads in the Scottish Borders. The currently provide support to AMEY in A1, A68, A6091, A7 south of Galashiels and winter service provision on trunk roads A702 fall within their South East Unit area within the Scottish Borders area. and the services for this area are delivered through their agents AMEY.

2.14 Contingency planning – Route rationalisation Recent winters have seen the nation This option shall only be actioned if all experience difficulties with the supply of other contingency options such as the use road salt. Where there is a requirement to of alternative salt supplies and reduced or constrain gritting operations to less than variable spread rates have been primary routes then the decision to exhausted. rationalise the extent of treatment in this way may be taken by the Corporate If taken, the communication of this Transformation and Services Director in decision to all road users will be critical to consultation with the Chief Executive and the management of the consequential risk. Police Scotland.

Executive Committee – 9 December 2014 25 2.15 Community self help Whilst the legal obligations of the Council Scottish Borders Council has developed as a road authority focus on the safe the existing Resilient Communities passage of traffic we recognise that scheme to enable a winter service prolonged and severe winter conditions do capability in those communities that: lead to isolation being experienced in both rural and urban situations. The issue of Æ are at risk of isolation Æ where that risk cannot be realistically isolation can be most acute in our rural managed through the provision of communities were the distance to a grit bins and treated road may prevent access and Æ the community have the capacity to egress for significant periods. respond to that risk through self help in the community.

2.16 Winter file The Winter File will be maintained centrally Æ Daily Decision Records by Neighbourhood Services at the Reiver Æ Operational Log Complex, Council Headquarters, Newtown Æ Plant and equipment records St. Boswells. It will consist of the Æ Hard copy of this plan, including all appendices following: Æ Other relevant documentation

Executive Committee – 9 December 2014 26 Executive Committee – 9 December 2014 27 3. ORGANISATION - STAFF RESOURCES

3.1 Overall responsibility As the Roads Authority, Scottish Borders Neighbourhood Services also play a key role Council has the overall responsibility to for the Council in any emergency response provide an effective Winter Service in to the severe weather to prepare, respond accordance with its duties. The and recover from the impact of any severe responsibility for the efficient and effective weather event, including the effects of delivery of winter service operations sits freezing temperatures, ice and snow. The within Neighbourhood Services. Council’s overall response in such circumstances is coordinated through its Emergency Planning team.

3.2 Prevention The Council keeps the road network The remaining road network will then come operating safely though preventative under the “post–treatment” or secondary treatment – by pre-salting roads to reduce route network where, after treating the the effect of frost and frozen conditions, primary routes, there is time and resources taken forward on a routine, planned basis. to cover them, and it is believed that the The road network is currently split into freezing conditions will continue. Although Primary and Secondary Routes. Planned all routes receive some treatment, priority is “pre-salting” is only undertaken on the given to the Primary Network. Primary Routes.

3.3 Intervention The Council’s Corporate Transformation & Services Director has responsibility for Emergency Planning, and will oversee the winter at a strategic level. During large scale snow clearance following extreme winter conditions, the winter service will be taken forward on a more ad hoc basis, involving emergency actions and community resilience.

Executive Committee – 9 December 2014 28 Corporate Transformation & Services Director Rob Dickson

Service Director Commercial Service Director Services Neighbourhood Services Andrew Drummond-Hunt Jenni Craig

Infrastructure Manager Neighbourhood Manager Colin Ovens Kenny Hastings

Winter Service Duty Control Officers

Winter Service Duty Foremen

3.4 Liaison arrangements with other authorities The following Road Authorities adjoin Transport Scotland, through their agents Scottish Borders: AMEY are responsible for treatment of Trunk Roads within the region. Æ Northumberland At times of severe winter weather, the Æ Cumbria availability of other resources may need to be considered. Æ Dumfries & Galloway Any other cross boundary allocation of Æ South Lanarkshire resources, other than those in existing agreements, should be authorised by the Æ West Lothian Council’s Depute Chief Executive, Place.

Æ Midlothian

Æ East Lothian

Where there is a cross border working arrangement with each county, we shall seek to confirm the commitment to treat each others’ routes in formal agreements.

Executive Committee – 9 December 2014 29 Executive Committee – 9 December 2014 30 4. RESOURCES - PLANT, MATERIALS & FINANCES

4.1 Vehicles and equipment - Gritting vehicles The Council’s salting fleet consists of both To ensure correct salt spreading takes dedicated gritter vehicles as well as other place winter kit and machinery is trucks that have quick change bodies to calibrated and certified to 6mm salting convert them to gritters. standards.

All Council trucks are fitted with GPS Snow blowers, propelled spreaders and technology with accompanying software to footpath tractors are also available during allow real-time tracking and updates on inclement weather. salt spreading.

4.2 Depots and salt barns There are a number of depots and salt Through these arrangements there may be barns strategically located across the additional salt stored throughout the region. We are also taking forward our region, which will improve our overall arrangements for self help in the resilience levels during times of severe or community by building upon our prolonged winter weather Community Resilience planning scheme.

4.3 Salt Salt usage is recorded at each depot by A national ‘Salt Cell’ was activated for the Neighbourhood Services staff and the levels winter of 2009/10, run by Transport of salt available are monitored. By carefully Scotland. Scottish Borders Council managing salt levels accurate reports can participated fully in these arrangements and be transmitted to Transport Scotland. through doing so has assisted in the appropriate distribution of salt stocks on a regional and national basis.

4.4 Additional resources During periods of prolonged snowfall a Scottish Borders has proven to be resilient network of registered local contractors and as a community when dealing with winter the Borders Machinery Ring are used to issues and we hope to harness this supplement our own resources. These community support and where possible clearance contractors are coordinated by enable communities to help themselves Neighbourhood Services. through times when isolation becomes a real issue alongside our core road safety duties. Self help is an important factor in overcoming severe winter conditions.

Executive Committee – 9 December 2014 31 Executive Committee – 9 December 2014 32 5. DECISION MAKING

5.1 Operational decision making Operational decisions will normally be made change and the reasons for it at the by the designated Duty Control Officers, earliest possible opportunity. except in exceptional circumstances when weather conditions have changed The decision for ordering treatment may be unexpectedly. If instructions are changed, based on a combination of weather due to such circumstances, the Duty forecasts, consultation and previous Control Officers should be informed of the treatments.

5.2 Decision process The decision will usually be based on The Duty Control Officer will be responsible interpretation of the weather forecast by for: the Duty Control Officer. This will normally be undertaken between 11:00 and 12:00, Æ Organising action based on the if the available forecast information allows, forecast received, liaising with and will result in one of the following: others as necessary.

1. Standby. Æ Informing the duty supervisors of 2. Treatment at specified times. the decision. 3. No Action. Æ Updating the winter file.

5.3 Action required Operational staff will be informed that Post treatment salting to carriageways will action is required by text, email or phone be carried out when the conditions are: call. The following day, or as soon as possible, paperwork will be filed with the Æ extreme and severe and predicted to actual time that each gritter left the depot last for a prolonged period. and the time each route was completed, and returned to Neighbourhood Services Æ icy with formations on surfaces administration. expected to remain after 09:00 hours A register will be maintained of all road condition reports received. It is essential Selective post treatment salting of footways that this Winter Operations Team is will be carried out when conditions are: supplied with up-to-date information from area offices so that the Corporate Æ extreme and severe and predicted to Transformation and Services Director and last for a prolonged period. the police can be kept properly informed. Æ extreme and severe weather with settled snow deeper than 40mm and predicted to last for a longer period.

Executive Committee – 9 December 2014 33 5.4 Major snow storms During severe and prolonged snowstorms, Snow Gates are located on the A68 at when resources can no longer keep main Soutra and the A7 Falahill to facilitate safe traffic routes open, clearance will be road closures and a system of variable attempted on the basis of the Police Snow message signs have been developed for Emergency Scheme including snow gate the diversion of traffic. operation. The police control overall strategic traffic In this event, the Corporate Transformation routeing making use of both trunk and & Services Director, in consultation with the council roads. Snow clearance operations Police will decide that conditions are can be seriously hampered by the presence abnormal and will ensure that the of abandoned vehicles and to prevent this appropriate use of resources are deployed situation as far as possible snowplough throughout this period. Consideration will drivers are reminded of the need to pass be given to locating a Police Officer within information quickly to their area offices the Winter Operations Team and they will and Winter Operations Team. liaise over operational matters together with a direct link to the local radio station.

Outwith office hours the Duty Control Officers will ensure that operations are properly controlled. Foremen will normally be on duty during the day and early evening. As far as possible, they will not be disturbed at night. Night staff will contact the Duty Control Officers or standby foremen for instruction when required.

5.5 Salt spread rates Salt spread rates have been revised ELBF Councils agreed a common matrix for following new guidance provided by the UK salt spread rates that relate to: Road Liaison Group and in consultation with Edinburgh, Lothians, Borders and Fife Æ surface conditions Councils (ELBF). Æ road temperatures This revision followed research undertaken by TRL on behalf of the Transport Scotland Æ salt condition and the National Winter Research Group into the possibility of reducing spread This agreed matrix has been developed rates; taking into account the new from the Well Maintained Highways Code of guidance whilst utilizing best practice Practice of September 2013 Appendix H and gained from local knowledge and takes account of recommendations by the experience of past winters. Rates of spread SCOTS Winter Group following a review of will be 8 g/m2 unless conditions dictate the Code of Practice and consultation with otherwise. the National Winter Service research Group (NWSRG).

Executive Committee – 9 December 2014 34 TREATMENT MATRIX A - DRY SALTING MEDIUM / LOW TRAFFIC ONLY

C K Poor Cover Good Cover (salt stored (salt stored Comments Frost or forecast frost uncovered) under cover) Road Surface Temperature Medium Traffic Medium Traffic and Road Surface Wetness Normal Loss Normal Loss RST at or above -2 deg and 10 10 dry or damp road conditions RST at or above -2 deg and 15 10 wet road conditions RST below -2 deg and above - ІSpread rate dependent on 5 deg and dry or damp road (15 or 20)І (10 or 15)І residual salt on road surface conditions RST below -2 deg and above - 1 x 20 & monitor & 20 5 deg and wet road conditions treat as required) RST at or below -5 deg and (1 x 20 & monitor & ІSpread rate dependent on above -10 deg and dry or 20 treat as required)І residual salt on road surface damp road conditions RST at or below -5 deg and (1 x 20 & (1 x 20 & monitor & above -10 deg and wet road monitor & treat treat as required) conditions as required) Precautionary treatment before snow / freezing rain Dependent on capability to complete route within Light snow forecast 20 to 40 reasonable time and monitor for further action. Dependent on capability to complete route within Moderate / Heavy Snow forecast 20 to 40 reasonable time and monitor for further action Spreading salt before freezing rain can have a limited benefit and follow up treatments will be Freezing Rain forecast 2 x 20 delivered on any ice that has formed Treatment when ice formed Ice formed up to 1mm RST higher than -5 deg C Medium / Light traffic 20 Winter Officer to monitor for further treatment Ice formed up to 1mm RST lower than -5 deg C Medium / Light Winter Officer to consider and seek approval for traffic 20 1:1 mixture and further assess spread rate Treatment during snowfall Continuous snow falling 20 Winter Officer to monitor for further treatment Snow forecast for during the night Patrol Winter Officer to monitor for further treatment Treatment for slush when freezing conditions are forecast Plough to remove as much slush as possible before treating 2 x 20 Winter Officer to monitor for further treatment Treatment for thicker layers of compacted snow and ice Dependent on capability to complete route within Medium layer 1 to 5 mm initial reasonable time and monitor for further action. 20 to 40 treatment Winter Officer to consider and seek approval for 1:1 mixture Dependent on capability to complete route within reasonable time and monitor for further action. Winter Officer to consider and seek approval for High Layer Thickness greater than 20 to 40 1:1 mixture 5mm Initial treatment For successive treatments spread abrasives only After traffic has started breaking up the layer spread at 20g/m2 of salt / abrasive mixture

Executive Committee – 9 December 2014 35 Executive Committee – 9 December 2014 36 6. PERFORMANCE & BENCHMARKING

6.1 Performance & benchmarking We benchmark the performance of the Performance is measure using the service and seek to identify areas for following KPI’s agreed with APSE/SCOTS: further improvement in our efficiency and effectiveness through our active Æ actual number of planned actions participation in the APSE and SCOTS Æ total cost of winter maintenance Benchmarking and Performance group. Monitoring and reporting of local indicators Æ cost per km treated (planned through the ELBF group is also undertaken routes) together with a review of customer response to the Household Survey and the National Highways & Transport (NHT) Network public subcontractor survey. This will inform the development of the future service. In addition to this, as for all road services we welcome comments, requests for service or inquiry through our CRM line.

Executive Committee – 9 December 2014 37 Executive Committee – 9 December 2014 38 7. CONTACT INFORMATION

The main point of information and contact During office hours (08:45 to 17:00) is via Scottish Borders Council’s website queries should be directed via the www.scotborders.gov.uk Council website or through the helpline: During periods of severe weather the Council will also use Facebook and Twitter Æ 0300 100 1800. to provide frequent updates to the public. In the case of an emergency out of We work closely with local radio stations normal office hours we have an to inform listeners of road conditions agreement with Bordercare who can throughout the region. be contacted on:

Æ 01896 752 111

AMEY, the trunk road manager can be contacted on:

Æ 0800 042 0188

You can get this document on tape, in large print, and various other formats by contacting us at the address below. In addition, contact the address below for information on language translations, additional copies, or to arrange for an officer to meet with you to explain any areas of the publication that you would like clarified. Contact – Jacqueline Whitelaw, PLACE, Business Support, Scottish Borders Council, Council Headquarters, Newtown St. Boswells TD6 0SA Tel. No. 0300 100 1800

Executive Committee – 9 December 2014 39 APPENDIX B ROAD HIERARCHY

Route Description Length (km)

TRUNK ROADS (in Borders) A1 National Border to boundary with East Lothian 30 A7 (south) National Border to Kingsknowes Roundabout 45 A68 National Border to boundary with Midlothian 66 A702 boundary with South Lanarkshire to boundary with 11 Midlothian A6091 Kingsknowes roundabout to junction with A68 9 TIER I A7 (north) Galashiels -Edinburgh 30 A72 Glasgow -Peebles -Galashiels 55 A697 Fireburnmill -Greenlaw -Carfraemill 38 A698 Hawick -Jedburgh -Coldstream 47 A699 Selkirk -St Boswells -Kelso 28 A701 Edinburgh -Moffat 46 A703 Peebles to boundary with Midlothian 16 A1107 (south) A1 -Eyemouth 3 A6088 Carter Bar -Bonchester –Hawick 23 A6089 Kelso -Gordon -Whiteburn (A697) 21 A6090 Bonjedward Triangle 0.3 A6105 Earlston -Duns -Berwick 48 A6112 (north) Duns -Grantshouse 14 B6357 Jedburgh -Newcastleton -Canonbie 47 TIER II A707 Selkirk to Caddonfoot 12 A708 Selkirk to Moffat 36 A721 Kirkurd -Carnwarth 2 A1107 (north) Eyemouth -Coldingham -Tower 18 A6112 (south) Coldstream -Duns 20 B709 Langholm -Innerleithen -Heriot 61 B710 Caddonfoot to Bowland 6 B711 (east) Roberton to the A7 (Hawick) 6 B712 Peebles -Rachan 12 B6352 Kelso to Town Yetholm 14 B6355 Tranent -Gifford -Chirnside -Eyemouth 35 B6359 Hawick -Lilliesleaf -Melrose 24 B6362 Stow to Lauder plus Lauder spur (A68 to A697) 10 B6365 B6365 at Millburn Bridge to A6112 3 B6374 Melrose Road 6 B6399 Newcastleton to Hawick 32 B6401 A698 at Kalemouth -Morebattle -Town Yetholm 14 B6438 Preston to St Abbs 17 B6460 Greenlaw to Paxton 23 B6461 Kelso -Swinton -Berwick 32 B7007 Garvald to boundary with Midlothian 4 B7009 Tushielaw to Selkirk 23 B7059 (north) A701 at Halmyre to West Linton 4 TIER III B711 (west) Tushielaw to Roberton 17 B6350 Kelso -Cornhill 8 B6356 Clintmains – Bemersyde - Earlston 9

Executive Committee – 9 December 2014 40 Route Description Length (km) B6358 Spittal-on-Rule to Jedburgh (Dunion Road) 7 B6360 A7 near Lindean to A6091 at Tweedbank 3 roundabout (Abbotsford Road) B6360 Lowood Bridge to Leaderfoot (Gattonside Road) 5 B6361 Melrose to Newstead 2 B6364 Kelso -Stichill -Greenlaw 12 B6368 Heriot -Soutra 9 B6397 Earlston -Kelso 15 B6398 Newtown -Bowden 4 B6400 (west) Ashkirk to Ancrum, A68 18 B6404 St Boswells to Charterhouse Crossroads, B6397 9 B6405 Denholm -Hassendean 4 B6436 Kelso to Morebattle 10 B6437 (north) Whitsomehill Crossroads -Chirnside -Houndwood 16 (A1) B6453 Clarielaw -Midlem -Toftbarns 4 B6456 A697 near Whiteburn to A6105 at Choicelee 16 (Westruther Road) B6470 Swinton Hill to Norham 5 B7016 Broughton to Biggar (boundary) 5 B7039 A708 at Philiphaugh to B7009 (Bowhill Road) 2.5 B7059 (south) A72 at Drochil to Romannobridge 5 B7060 A707 at Yair to A7 (The Rink) 3 B7062 Peebles -Traquair 12 C77 Lauder to Galashiels 14 C84 (north) Junction with A68 to Oxton 0.5 C94 Coldstream -Swintonmill -Bogend 11 TIER IV B6396 Kelso -Wooler 8 B6400 (east) A68 to Crailing 6 B6437 (south) Lennel -Whitsomehill Crossroads 8 All Other ‘C Class’ Roads D80/1 A72 @ Walkerburn to Elibank Road 1 D83/1 Haughhead to Scrogbank 6 D83/2 A707 junction @ Ashiestiel to Scrogbank 7 TIER V All Remaining Public Roads

Executive Committee – 9 December 2014 41 APPENDIX C LIST OF IDENTIFIED SECONDARY ROUTE NETWORK

ID Distance No. Route (km) Route Description

1 C4 4.313 km From junction with A701 south of Romanno Bridge by Bogsbank to junction with B7059 at West Linton 2 D17/1 6 km From A701 at Whim Farm by Wester Deans, Earlyburn and Shiplaw to join A703.

3 D31/1 1.2 km From junction with A72 west of Castlecraig entrance by Kirkurd Church to junction with A72 at Kirkdean. 4 C1 9.49 km From junction with A703 at Eddleston by Level Crossing and Wormiston to junction with A72 by two branch roads at Meldonfoot

5 B7007 4.08 km From junction with B709 at Garvald Cottage to boundary with Midlothian Council north of Garvald. 6 B709 4.5 km From junction with Borthwick Hall to junction with B7007 at Garvald Lodge. 7 B709 15.45 km From junction with B7007 at Garvald Lodge to junction with A72 at Innerleithen 8 B709 9.52 km From the north leg of twin junction at the D1/2 to boundary with D&G Council 9 B6368 6.5 km From junction with A7 near Crookston House by Crookston Mains to boundary with Midlothian Council

10 C11 2.3 km From junction with Station Road, Stow to Watherston Farm Cottage

11 D5/5 1.125 km From outside Oxton Village by Herriotshall to entrance to Overhowden

Executive Committee – 9 December 2014 1 12 C84 0.99 km From junction with A68 South of Carfraemill by Netherhowden to junction with C83 at Oxton

13 D83/1 5.98 km From B709 by Haughhead and West Bold to Forestry Road at Scrogbank.

14 D83/2 6.5 km From twin junctions A707 near Ashiestiel Bridge via Peel Hospital and Elibank to Forestry road junction at Scrogbank. (Continues to Area 1 - D83/1) 15 D80/1 0.43 km From the termination of Caberston Road to its junction with the C83/1

16 B710 1.3 km From its junction with A72 at Clovenfords to its junction with A707 at Caddonfoot

17 B7060 3.7 km From its junction with A7 at Tweed Bridge to its junction with A707 at Yair Bridge

18 B6360 3.68 km From junction with A7 south of Tweed Bridge by Abbotsford to junction with A6091 at roundabout east of Galafoot Bridge

19 C76 10.6 km From junction with A68 at Stoneyford Bridge and Clackmae to junction with A68 at Sorrowlessfield

20 D4/4 0.71 km From C76 at Wineburgh to A68 near Galadean

21 B6356 3.9 km From its junction with A6105 to its junction with B6360 near Redpath

22 C78 6.54 km From its junction with B6356 south of Redpath to its junction with B6397 at Smailholm

23 D34/5 2.5 km From B6356 atr bemersyde to junction with C87 at Third

Executive Committee – 9 December 2014 2 24 D56/4 1.15 km From B6398 south of Whiterig to Greenwalls

25 D17/4 0.9 km From B6359 at Dingleton Road to Charge Law Plantation Access

26 D23/4 0.5 km From its junction with D190/4 at Eildon to its Junction with A68 at Monksford

27 B6356 0.85 km From D31/5 at Dryburgh Village to B6356 east of Dryburgh

28 D51/5 1.60 km From its junction with D55/5 north of Westruther to its junction with the B6456

29 C86 2.87 km From its junction with the B6456 at Westruther to its junction with the A697

30 C86 2.38 km From its junction with the A697 to its junction with A6089 at Houndslow

31 C86 2.23 km From its junction with the A6089 at Houndslow to Crosbie

32 C80 5.3 km From its junction with the B6404 by Millfield to its junction with the D105/4

33 D105/4 0.6 km From its junction with C80 north to its junction with the D106/4

34 D106/4 1.56 km From its junction with the D105/4 to its junction with B6397

35 C79 2.4 km From B6397 at Mainberry to A6089 at Courthill

Executive Committee – 9 December 2014 3 36 C79 2.7 km From A6089 at Courthill to its junction with B6364 at Stichill

37 D59/5 1.8 km From its junction at A6089 at Skinlaws Toll to its junction with B6364 at Newton Don East Lodge

38 D2/6 2.3 km From its junction with C98 Duns Road to Rawburn farm Cottages at the end of the public road

39 D1/6 2.58 km From its junction with C98 to Moor Plantation Access

40 D172/6 6.65 km From its junction with the B6355 to the Reigional Boundary

41 C106 7.2 km From its junction with the C107 Whiteburn to its junction with the C130 south of Cockburnspath

42 D125/6 4.2 km From its junction with the A1107 to its junction with the B6438 at Templehall Cottages

43 C131 2.4 km From its junction with the A1107 at Gunsgreenhill Roundabout to the entrance to the new Harbour

44 B6355 6.9 km From its junction with the A6112 at Preston to its junction with the A6105 at Ninewalls

45 D95/6 3.7 km From its junction with the B6355 north of Edingtonhill to its junction with the A6105 at Edington

46 D46/6 3.95 km From its junction with the A6105 east of Duns to its junction with the B6460 at Sinclairs Hill

47 C102 3.7 km From its junction with the C101 at Gavington to the D93/5 west of Fogo

Executive Committee – 9 December 2014 4 48 C102 1.4 km C102 from the D93/5 west of Fogo to the C95 at Charter Hall

49 D93/5 2.8 km From the C102 west of Fogo to B6460 at Bogend

50 C96 2.7 km From the C94 at Hirsel Law to A6112 at Todhillrig

51 B6470 2.25 km From its junction with the B6437 west pf Ladykirk to the National Boundary

52 B6437 6.1 km From its junction with the B6470 west of Ladykirk to its junction with the A6112 north of Lennel

53 C55 2 km From its junction with B6350 east of Redden to its junction with the C69 at Hadden

54 C 69 1.85 km From the C55 at Hadden to its junction with the C56 west of Holefield

55 B6396 8.3 km From its junction with B6352 at Proctors Smithy to B6396 at National Boundary

56 C58 3 km From its junction with the B6396 north of Lurdenlaw to the C58 at Lempitlaw

57 C58 3 km From its junction with the C58 at Lempitlaw to its junction with the B6396 at Holefield

58 C70 1.6 km From its junction with the B6359 Pressenhill to the C59 at Hoselaw mains

59 C59 4.4 km From its junction with the C70 at Hoselaw Mains to its junction with the B6352 south west of Graden

Executive Committee – 9 December 2014 5 60 B7016 5.4 km From its junction with A701 at broughton to Regional boundary at Spittal Burn

61 C10 7.8 km From its junction with the D66/1 Kirkton Manor to the access to Ford Langhaugh

62 C8 5.2 km From its junction with the A708 at Cappercleuch to Cramalt

63 C22 5.3 km From its junction with the A708 at Yarrow Bridge to its junction with the B7009 at Kirkhope

64 B7039 2.7 km From its junction with the A708 Generals Bridge to its junction with the B7009 Carterhaugh Bridge

65 A708 0.3 km The north western section of the triange from the A707 Linglie Road to its junction with A708

66 B711 17 km From its junction with the B709 at Tushilaw Inn to Roberton

67 D4/3 1.2 km From its junction with the B711 at Greenbank to its junction with the D1/3 at Burnfoot

68 C13 3.3 km From its junction with the A7 north of Green Hill to its junction with the B6400 at Clerklands

69 B6400 7.2 km From A7 north of Ashkirk to B6359 at Lilliesleaf

70 C18 5.5 km From its junction with the A7 at Synton Mossend to its junction with the B6400 at Riddel south lodge

71 B6405 3.3 km From its junction with the B6359 at Hassendean to its junction with the A698 at Denholm

Executive Committee – 9 December 2014 6 72 D16/3 1.6 km From A698 at Honey Burn to its junction with D15/3 north of Cavers Mains

73 D15/3 0.25 km From its junction with the D16/3 to its junction with the D17/3 west of East Middle

74 D17/3 3.1 km From its junction with the D15/3 north east of Cavers Mains to A6088 at Cauld Mill

75 D32/3 5.8 km From its junction with the A7 at Branxholm Bridge to Chapel Hill

76 D31/3 0.65 km From its junction with the A7 at Newmill to the ford

77 D30/3 1.5 km From its junction with the A7 at Teinside Bridge to Commonside

78 D24/3 2 km From its junction with the A7 south of North House to Old North House

79 D29/3 2.1 km From its junction with the A7 at Bowan Hill for 2.1 km to its junction with the farm track heading north towards dryden fell

80 D28/3 6.3 km From its junction with the A7 at Teviothead to Merrylaw

81 Unclassified 1.6 km Farm track from D28/3 at Commonbrae to Commonbrae Hill

82 D25/3 5.4 km From its junction with the A7 at Branxholm Bridge past Hay Sike to just north of Auld Ca-Knowe

83 C29 5.7 km From its junction with the A6088 at Hawthornside to its junction with the B6399 at Berryfell

Executive Committee – 9 December 2014 7 84 C34 5.7 km From its junction with B6357 Saughtree to the national boundary at Deadwater Station

85 D35/3 1.8 km From its junction with the B6357 south of Larriston to its junction with the D36/3 at Steel Road Bridge

86 C25 2.4 km From its junction with the B6357 at Hermatage Street to the Car Park north of Dykecrofts Cottage

87 Charlsfield 0.45 km From its junction with the C34 to the end of the Industrial Estate Ind Est Rd

88 C54 4.5 km From its junction with the B6400 west of Ancrum to its junction with the D63/4 at Rawflat

89 C42 2.7 km From its junction with Myrescroft to just east of Chesters Grange

90 C67 2.6 km From its junction with the A68 south east of Harrietsfield to its junction with the C68 south west of Fairnington

91 C 68 3.8 km From its junction with the C67 south west of Fairnington to its junction with the D30/4 at Rutherford Burnside

92 B6400 5.5 km From its junction with the A68 east of Ancrum to its junction with the A698 west of Crailing

93 D97/3 1.6 km From its junction with the A68 at Bonjedward to the cross roads north of Sharplaw

94 C38 4.1 km From its junction with the A698 norht of Lanton to its junction with the B6358

95 C41 6.8 km From its junction with Oxnam Road to its junction with the D92/3 at Newbigging

Executive Committee – 9 December 2014 8 96 C40 3.5 km From its junction with the C41 at Wildcat Gate to its junction with the C39 at Crailinghall

97 C39 2.45 km From its junction with the C40 at Crailinghall to its junction with the C41 at Millheugh

98 D90/3 1.55 km From its junction with the C41 at Millheugh to its junction with the D91/3 east of Harden Mains

99 D91/3 1.9 km From its junction with the D90/3 east of Harden Mains to its junction with the C41 at Oxnam

100 C32 5.3 km From its junction with the C41 south of Oxnam to its junction with the A68 at Camptown

101 C30 7.7 km From its junction with the C32 east of Newhouses to its junction with the A68 at Inch Bonny

102 C 31 6.9 km From its junction with the A68 at Earlshaugh to its junction with the A6088 at Chesters

103 D85/4 2.8km From its junction with the B6350 Sprousten Road to its junction with the B6396 at Easter Softlaw

104 D93/4 2.4 km From its junction with the A698 at Heiton to its junction with the C50

105 C50 6.2 km From its junction with the B6436 Wester Softlawe to its junction with the A698 at Eckfordmoss

106 D115/4 1.4 km From its junction with High Street, Kirk Yetholm to ford south of halfwayhouse

107 C61 10.7 km From its junction with the B6401 to Cocklawfoot

Executive Committee – 9 December 2014 9 APPENDIX D PLAN OF IDENTIFIED SECONDARY ROUTE NETWORK

HARD COPY TO BE POSTED OUT

Executive Committee – 9 December 2014 10 APPENDIX E SUMMARY OF SALT BIN EVALUATION PROCESS AT END OF 2013/14

REQUESTED BINS BINS REMAINING ALLOCATED THROUGH REQUESTED BINS REQUESTED ADDITIONAL REQUESTED BINS AFTER INITIAL 2009/10; 2010/11 AND ALLOCATED THROUGH TOTAL NUMBER BIN LOCATIONS ALLOCATED THROUGH EVALUATION 2011/12 EVALUATION 2012/13 EVALUATION OF BINS AT ASSESSED THROUGH 2013/14 EVALUATION NEW TOTAL LOCATION PROCESS PROCESS PROCESS 2012/13 2013/14 PROCESS NUMBER OF BINS

TWEEDDALE 70 46 12 128 9 6 134

TEVIOT & LIDDESDALE 84 32 18 134 10 4 138

EILDON 228 67 17 312 20 11 323

CHEVIOT 116 24 14 154 14 9 163

BERWICKSHIRE 173 27 11 211 10 6 217

TOTALS 671 196 72 939 63 40 975

11 APPENDIX F RESILIENT COMMUNITIES

12 APPENDIX G Scottish Borders Council Commercial Services Salt Bin Protocol 2014-15

1. SBC provide salt bins at locations on its adopted road, footway and car park network, which meet the required evaluation level using the approved risk based matrix. These bins will be maintained and serviced by SBC throughout the winter period.

2. If a community wishes to have their own bin to enable them to apply treatment to part of an adopted road, footway or car park network, where the location does not meet SBC’s approved risk evaluation level, the community can purchase their own bin via the Council. An example price would be £150 plus VAT for the purchase of the bin and delivery to its intended location.

A community owned bin would be serviced by SBC at a cost to the community of £100 per bin per annum based on an initial pre-winter fill and a further 3 fills throughout the winter period.

Written permission and approval will be required from the Council for the placement of any salt bin on an adopted road, footway or car park area, which will be agreed through discussion between Council officers and representatives of the community. Each bin will be recorded on a Council database and mapping system for all salt bins across the Scottish Borders.

3. If a community or private party wishes to purchase a bin to apply treatment to an unadopted or private area, they can purchase a bin and salt via the Council. The price will include the actual cost of the bin, plus a ten percent charge plus VAT. The community or private party does not need permission or approval for the placement of the bin as long as it is located on an unadopted or private area.

An example price would be £165 plus VAT and rock salt at a current price for private individuals of £55.00 per tonne plus VAT. SBC will not be responsible for the maintenance or filling of these bins with salt.

The costs quoted for a bin and salt, are for collecting from one of the Council's depots. Our local depots are in Eshiels, Galashiels, Hawick, Newtown St Boswells, Kelso or Duns. If the delivery of a salt bin or salt is required this will be charged at cost plus VAT.

4. Salt is sold in multiples of one tonne and is in its loose form. Delivered salt will be off-loaded at an agreed central location for the community or private individuals to use as required.

13 ITEM NO. 4(b)

Funding For the SWAN project

Briefing Note by Chief Financial Officer

Executive 9 December 2014

Introduction

This paper provides further information in support of a recommendation to use surplus welfare reform funding, funded from revenue support grant, carried forward from 2013/14 to support the one off costs of implementing the Scottish Wide Area Network (SWAN) project in the current financial year.

The project will replace out dated technology and assist with the delivery of wider welfare reform objectives through the provision of fast on line access in a wider number of Council public buildings for people who otherwise would have difficulty accessing these services.

Previous discussion at Executive 11/11/14

In order to deliver this important component of the council’s strategy Members were therefore asked for approval to the use uncommitted funding from the overall resources available to support welfare reform as part of the 2014/15 Month 6 revenue budget monitoring report considered by Executive Committee on the 11 November. At that meeting Members were advised of a proposal to use resources carried forward within Revenue Support Grant, originally received in 2013/14 associated with the implementation of welfare reform. The balance of funding was carried forward from 2013/14 and it was now proposed to use these resources to support one-off phasing and installation costs in the SWAN project.

Members were advised that that the Council had met all its obligations with respect to welfare reform to date, and using the funding towards the delivery of the SWAN project would benefit people who required to access welfare claims on line by providing access to these services via a fast, broadband connection at all SBC contact centres, libraries and other public buildings.

Members expressed concern that at the previous week’s Social Work and Housing Committee meeting, no mention had been made of the SWAN project. Members deferred a final decision on the use of DHP funding for the SWAN project and requested an update be brought the next Executive Committee on the use of DWP funding before a final decision could be taken. This briefing paper discharges that remit and a final decision on the use of carried forward funding is now requested. Funding of Discretionary Housing payments

Discretionary Housing Payments (DHPs) were introduced in July 2001 and replaced the Exceptional Hardship and Exceptional Circumstances Payments. They are not payments of Housing Benefit but separate payments made at the Council's discretion, within Government guidelines, in cases where it is considered that extra help with housing costs is needed.

DHP payments are mainly funded from a budget provided by the Department for Work and Pensions (DWP). This budget is also topped up by funding totaling £58,000 per annum using resources the Council’s own base budget.

Following recent reforms to the welfare system, such as the removal of the spare room subsidy, the demand for DHPs has increased significantly. In recognition of this the DWP increased the level of funding provided in 2013/14, which for 12 local authorities including Scottish Borders Council also takes into account the challenges met by rural authorities. This funding must be specifically used for DHP payments and if not fully utilized will be claimed back by the DWP. The council received £457,000 from the Department of Work and Pensions in 2013/14 to fund DHP’s and spent this allocation in full. In addition, the Scottish Government has also made funding available to rural local authorities to assist them with the impact of welfare reform in December 2013.

This funding was received as part of the Council’s general revenue support grant and not as a specific ring fenced grant. Scottish Borders Council received £669,000 late in 2013/14, the majority of which remained unspent at the end of the year and was carried forward for use in 2014/15 for a variety of Welfare related projects and support. The Council has received a further £426,000 from Scottish Government for 2014/15 as shown in table 2 below.

Table 1 Analysis of Resources in 2013/14 Received to fund Welfare Reform 2013/14 £’000 £’000

DWP Funding 457 Scottish Gov’t - RSG 669 Scottish Borders base 58 Budget Total Resources 1,184

Expenditure (550) Resources carried f’wd 634 Table 2 Analysis of Resources in 2014/15 to Fund Welfare Reform 2014/15 £’000 £’000

Resources Brought 634 Forward DWP Funding 465 Scottish Gov’t RSG 426 Scottish Borders base 58 Budget Total 1583

Expenditure (734) Uncommitted Balance at 849 December 2014

A detailed analysis of DHP applications and payments was provided to Social Work and Housing committee in November 2014 and it is not intended to repeat this information here.

Awareness of Discretionary Housing payment has been actively promoted by the Council and its Housing Association community planning partners. A very high level of claims received to date (94% totalling 1361 claims) have been successful and it is considered that the vast majority of tenants who are likely to be eligible will already have applied. It is anticipated that a further £86,000 will be spent on DHP claims between December and the 31 March 2014. In addition to DHP payments a number of other items of expenditure can legitimately be funded from the uncommitted balance as shown in table 3 below.

Table 3 Proposed Use of Uncommitted Balance in 2014/15 £’000 £’000 Resources Uncommitted 849 Projected remaining DHP (86) payments to 31/3/15 Welfare Reform staffing (90) Looked after children (23) Staffing (meeting the Borders guarantee ) Digital Access (124) SWAN project (400) Clothing and Footwear (10) Total Proposed (733) Expenditure Balance uncommitted 126 This additional expenditure relates to either additional staffing costs or the costs incurred in developing the digital infrastructure and services to support citizens in the Borders accessing welfare related services. Access to assistance for those of working age, via Universal Credit, will be ‘digital by design’ and the Welfare Reform Programme in the Borders is focussed on how digital access and digital skills can be improved.

After taking into account all DHPs and additional expenditure associated with welfare reform, funding of £849,000 remains as shown in table 3.

It is therefore proposed that this is used to further support projects which allow citizens to not only access new digital welfare services but enable and improve their opportunities to move into work.

The Scottish Wide Area Network (SWAN) is one such project. Through meeting one-off phasing and installation costs incurred the SWAN project will increase online access for the public with free Wi-Fi being available in all Council public buildings including area offices and Libraries. This access will further support Welfare Reform projects such as Looking Local and support welfare benefit claimants transition to Universal Credit as it is rolled out from spring next year.

Recommendation

It is therefore recommended that members approve the use of surplus revenue support grant to support the implementation of the SWAN project as proposed in the 11 November Executive Revenue Monitoring report.

David Robertson

Chief Financial Officer

3/12/14