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North Lanarkshire Council Joint Working Group Report Social Development

March 1995 SOCIAL DEVELOPMENT NETWORKS (including voluntary sector partnerships)

A. SECTIOhT1: SERVICE PROFILE

SECTION 2: ISSUES FOR NORTH LANARKSHIRE SHADOW AUTHORITY

SECTION 3: EARLY DECISIONS REQUTRED BY SHADOWAUTHORITY

APPENDICES: A FULL SET OF APPENDICES IS SUPPLIED WITH THE OFFICERS WORKING GROUP REPORT

B. SOCIAL DEVELOPMENT: REPORT BY DISTRICT OFFICERS

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4 SECTION 1- SERVICE PROFILE

1. Introduction Since the mid-seventies Local Authorities within North Lanarkshire have committed their staff and resources to the struggle against poverty and deprivation. Through a series of policies, the Councils have attempted to: - Reduce deprivation and disadvantage and their effects; and - Work with local communities in a partnership within which power and decision mahgare shared.

2. Strathclyde Regional Council The Regional Council’s Social Strategy is a major part of a package of Council policies in addressing the key issues of poverty, unemployment, health. The ‘Social Strategy for the Nineties’ pack details the issues, Council’s policies and plans for action for each of the follou.ing strategc issues:- Community Empowerment Transport Regeneration of areas of urban deprivation Community Safety Rural Deprivation Community Care Povem Children Jobs Access and Training Young People Education Equality of Opportunity Elderly People Health

The Social Strategy recognises the need to address issues in both urban and rural areas. The Council are currently reviewing their priority areas in light of the Scottish Office Urban Programme Review.

2 5 A list of the most deprived and isolated rural areas in North Lanarkshire is contained in Appendix 1(see Working Group Report).

A key indicator of poverty is the level of school pupils receiving free school meals or uptake of school clothing grants. In North Lanarkshire the average is 43 % for Free School Meals and 32 % School Clothing Grants.

Details of the percentage of school pupils receiving the above in each school within North Lanarkshire are contained in Appendix 2

District Councils District Councils recognise the importance of social issues and through service departments address strategic concerns. Departments such as Housing and Planning are key players in progressing social initiatives and Urban Programme Units are central to addressing social deprivation.

Monklands District Council Monklands District Council provides an example of social policy through the development of an Anti - Deprivation Strategy.

The Council has developed policies designed to help alleviate problems through its strategies on health and fitness, anti- crime and community safety and arts and cultural activities. In developing these policies and in supporting the initiatives of other agencies the Council seeks to improve the quality of life for residents witfirn the district.

Through the Anti- Deprivation Strategy the Council seeks to offer a comprehensive and co-ordinated programme of anti deprivation measures which will reduce significantly unemployment rates, raise employment related skills levels and enhance the quality of life for residents, particularly those in vulnerable sections of society. The general objectives of the strategy include: To identify and address services and support mechanisms for unemployed and low income residents to address training, employment and self employment needs; To ensure that the Council’s Economic Development Strategy addresses the needs of unemployed and low income residents; -

3 6 To improve living conditions within the District and ensure that appropriate and affordable accommodation is available to meet recognised housing need. To enhance the quality of life for unemployed and low income residents by providing and supporting access to social and cultural services and activities. To build and develop within a strategy framework those anti poverty measures currently in place and to ensure that all departmental policies and services in -. the Council are developed to contribute towards anti deprivation measures wherever possible. In liaison with other agencies, to seek ways of supporting health initiatives and health related services as a means of addressing deprivation issues.

The District Council has also introduced actions to address housing and community care issues from a social policy perspective.

Policy Measures The Councils have successfully developed networks across departments and with the private and voluntary sectors through a range of policy measures. These include: A. Strathclyde Regional Council -The development of central units (based in Strathclyde House servicing the whole region or divisional) B. Strathclyde Regional Council - Establishment of Local Committees C. Development of local liaison and consultative mechanisms D. Urban Programme E. Formal funding partnerships on strategic issues F. Support to voluntary organisations G. Contribution of deparunents towards Social Development Networks

4 7 A. The Development of Central Units - SRC (based within Strathclyde House or servicing Lanark Division only) The Chief Executive’s Department Social Strategy Section provides services to all areas within the region. The staff are based within the following units: a) (i) Policy Research and Information Group (ii) The Partnership Office b) Employment & Redundancy Support Unit - for Lanark Division

a) (i) Policy Research and Information Group This unit is responsible for providing policy advice, research and information as well as the management and implementation of several Social Strategy programmes.

The functions and services provided include:

1. Social & demographic research, information and analysis This includes Census information and analysis, the Voluntary Population Survey, deprivation analysis, production of information and analysis on poverty, health and housing, social trends and indicators, application of GIS to social/ demographic information and analvsis. production of statistical area profiles.

2. Resource allocation analysis Technical advice to Council and COSLA on the Client .\lethod of resource distribution, analysis of resource allocation issues within Strathclyde including production of needs indicators.

3. Social Strategy policy development and implementation (Primarily on poverty, housing, health, urban deprivation, rural deprivation and redundancy)

5 8 Development and implementation of priority area approach, Rural Challenge budget, development and monitoring of action Widm Council and with other agencies, provision of specialist advice service on these policy issues.

4. Social Strategy promotion The Communications Unit is responsible for publications, CO ordination of publicity and communications programmes, production of resource packs/ material ( poverty, community empowerment) A full list of publications is contained in Appendix 3.

5. Public information services The Group also services the computerised information nemork ‘Strathclyde Community Information Points’ (SCIP). This service has 10 terminals in North Lanarkshire based within local community centres and libraries.

6. The Group administers the following initiatives: Nth Lan. Name of Scheme Region 94/95 areas 94/95 Rural Challenge budget ~500,000

Glenboig Community Action Group %16,040 LEAP Project E2,OOO Glenboig Community Safety 2250 Social Work Department - Shotts 23 80 Shotts Family Benefits Group 321,395 CHRIS 211,913

(ii)The Parmership Office The unit is responsible for stimulating and promoting the regeneration of Strathclyde’s communities through training, local economic development initiatives and taking a lead role in land and propem development for urban regeneration. The team work closely with Local Committees and local staff developing training packages for community groups and Council staff in response to training needs identified in partnership with local community groups. Current Activities across the North Lanarkshire area are as follows: -

6 9 1. Property Development in priority areas The Social Strategy Capital Programme which targets funding to areas of need for the development of locally based projects aimed at improving employment and training opportunities. The funding is used to match European money and other finances.

Projects in North Lanarkshire include: Project Project Costs SRC Conmbution Dalziel Workspace and E1.9 m E0.5m Training Centre, Motherwell Forgewood Holding E240,OOO E30,OOO WorkspaceDevelopment, Motherwell Plains Youth Enterprise N/A E8,000 Project, Monklands Plains Countryside Park N/A S7120 Training Initiative, Monklands

2. Developing and resourcing initiatives for disadvantaged young people The Strathclyde Youth Parmership provides funding support to a range of initiatives which seek to improve the employment and training opportunities of the Region’s most disadvantaged young people. Projects in North Lanarkshire area include: Cumbernauld Venture Young Scot School Leaved Care Initiative, Monklands Jumpstart, Airdrie Jumpstart, Bellshill (Workwise) Jumpstart Access Worker (Careers service) Fairbridge Trust, Shotts Monklands Youth Horizons, Coatbridge Young People developing through volunteering (CAVOC Motherwell) Expansion of Youth Training Opportunities within the Regonal Council

Details of these programmes are included in Appendix 4

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10 3. Social Strategy Training Primarily targeted at staff to raise awareness of social strategy issues and to develop collaborative training packages and the development of inter agency co-operation.

4. Training in community capacity building and empowerment Supporting community groups to identify and bring forward local needs and issues and to develop strategies which secure a greater say in decision making and community assets.

I. The Partnership Office administers a number of ‘Challenge Budgets’ under the Council’s STRATEGIC MANAGEMENT OF RESOURCES IrC’ITLXTIVE into which departments can ‘bid’ for funding of projects of strategic importance in line with Local Committee priorities. Strategic Management of Resources (SMR) is the process through which the Council ensures that all its resources are effectively deployed in support of social and economic strategies. Annually the process identifies resources which can be strategically reallocated to priority programmes and schemes to tackle deprivation and disadvantage in specific areas.

The following budgets show the reponal allocation and the level of expenditure in North Lanarkshire area in 1994/95

Revenue Nth. Lan. Name Function Region 94/95 areas 94/95 Strathclyde Youth DevelopingiTraining 1,560,000 140,248 Partnership for unemployed young people Adult Jobs Access Training and job 350,000 18,300 & Training access measures Payments to other Social Strategy 40,000 5,300 agencies (training) Training and bodies Payments to other Building related 55,730 N/A agencies and bodies projectdfeasibility (projects) stules community Training/ support 46,000 6,300 Empowerment to empower Training communities Areas of Need Communityresponses, 38,510 5,300 networhg

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11 SMR - Capital Name of Scheme Region 94/95 Nth Lan. areas 94/95 Voluntary Organisations 3250,000 N/A Community Empowerment 3268,000 N/A

The Strategic Management of Resources Initiative budget 1994/95 was 3210.Sm Revenue and S1.6m Capital. Many of the projects funded under the initiative are co-ordinated centrally and disaggregation is currently being undertaken on a regional basis.

Details of Strategc Management of Resources Project are contained in Appendix 5

@)Employment & Redundancy Support Project

The Employment & Redundancy Support Project employs a multi- discipline team drawn from the fields of adult careers, money advice, welfare rights, the project focuses not only on client case work but increasing as a central resource for evolving responses arising from the convergence of labour market and social welfare issues.

The project works across all S District areas within Lanarkshire but 67% of clients reside in the Monklands and Motherwell Districts. Full details of the unit and statistical information relating to its client groups are contained in Appendix 6.

B. Establishment of Local Committees In November 1993 , the Regional Council established Local CO&tteeS in each District of the region. Each Local Committee consists of the elected members supported by a Local Officer of the Chief Executive’s Department. It agrees its local priorities and each department presents for approval development plans and budget proposals. Within this process departments must illustrate, where appropriate, the consultation undertaken with the local community in preparing the proposals. The Local Committee can, through the Local Committee section, initiate collaborative projects which address its priorities and which involve the private or voluntary sectors in partnership with departments.

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12 The Local Committee section for each area services the committee and is responsible for the administration of the Community Grants Scheme. It provides a link benveen members and the private and voluntary sector and facilitates collaborative work focused on the Local Committee’s priorities. This collaboration can be across departments, with the private sector and with voluntary organisations. The section undertakes the organisation of local community conferences, issue based seminars etc and is responsible for the promotion of the Social Strategy at a local level.

Details of membership and terms of reference of Local Committees are contained in Appendix 7.

C. Development of Local Liaison and Consultative Mechanisms

Regonal Council The Regional Council has established a range of mechanisms which assist in ensuring local issues and needs are expressed and considered in partnership with local people. In Area of Priority Treatment the Council established Area Liaison Committees made up of community representatives, the local elected member and supported by an official of either the community education service or social work department. The Council are currently considering these arrangements in light of the review of priority areas and views have been sought on the development of additional or alternative mechanisms.

Each Local Committee area approves ‘Funding for Corporate Groups’ and the budget for the North Lanarkshre area in 1994/95 was 338,961.

In addition to direct funding, considerable support is given to boroups ‘in kind’ through officer time (both daytime and evening), and access to regional council buildings, equipment and transport.

Details of local liaison groups and Funding for Corporate Groups are contained in Appendix 8.

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13 District Councils District Councils provide support to and liaise with Community Councils through a variety of advice and financial support 1994/95 as follows:

Motherwell 1Op per elector in comrnunity council area

Monklands $50 flat rate to each Community Council 1995/96 will be population based

Cumb/ Kilsyth $620 flat rate to all operating Community Councils who apply

Strathkelvin Initial grant of 23 50 plus E30 per ( part> 100 electorate

Some District Councils also cover the cost of annual audit fees, average S120 per Community Council

D. Urban Programme

Regional Council The Regional Council has a major investment into the Urban Programme under its Social Snategy and in 1994/95 were sponsoring 61 projects in the North Lanarkshire area. The total full year cost of programmes was $3,715,096 although it should be noted that the Region’s contribution was normally 2 5 % with a small number being part of division wide initiatives and others being jointly funded with District Councils. The Council’s submission for 1995/96 included 4 supplementary and 13 new applications.

District Councils Urban Projects included in the figures below may relate to social and/or economic issues.

Motherwell The District Council’s Urban Programme section currently supports 22 projects at a cost of 2l.jm (1994/95 - Revenue only)

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14 Monklands The Urban Programme Unit currently supports 41 projects at a cost of 61.35m ( 199495 - Revenue only). The Council has also submitted for 1995/96, 9 new submissions, 5 resubmissions, 4 extension bids and 4 supplementary bids.

Strathkelvin The District Council currently sponsor 5 projects within the North Lanarkshire area at a cost of 60.26m (1994195 - Revenue costs only) N.B. These figures do not take account of the considerable contribution to capital costs made by the Councils.

A comprehensive list of current Urban Programmes, termination dates, costs etc are contained within Appendix 9

E. Formal Funding Partnerships on Strategic Issues Councils have established a number of initiatives in partnership with other agencies such as Lanarkshre Health Board, Lanarkshire Development Agency, District Councils, Enterprise Companies, British Steel ( Industries) and community organisations. These may be short term and project based or longer term partnerships which may access matchmg European funding. Partnerships in Motherwell and Monklands also link into the Small Urban Renewal Initiatives with Scottish Homes and therefore bridge economic and social issues.

E Support to Voluntary Organisations

Regional Council The Regional Council make a significant contribution to the work of the voluntary sector through officer support and a variety of grant schemes.

These schemes play an important part in implementing the Council’s community empowerment policies and are administered by various departments with recommendations requiring to be approved by the appropriate Local Committee. Grant schemes and allocations for North Lanarkshire areas for 1994/95 are detailed below. In most Schemes the level of demand greatly exceeds the resources available.

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15 Name of Scheme Administered by Allot. 94/95

Community Grants Chief Exec. Base - $104,562 Ur.Pr.- 74,104 2178,666

Playschemes Chief Exec. 30,682 - incl. Special Needs, Rural Transport

The Education Department administers Category A grants to large voluntary organisations on a regional basis and Category B grants for capital projects which commits the Region to 25% of costs. Category C (over El500) Education $157,014 Category D (Training) Education El1,OOO Pre 5 Vol. Sector Education E7 5,894 International Youth Exchanges (M’lands, M’well) Education 227,535 Use of residential centres Education E2 0,12 3 Child Care for adult educ. Education E104,496 Section 10 Social Work E12 3,149

In addition to the above the Regonal Council supports a number of strategic initiatives. For example in addressing the issue of poverty, establishing and supporting Food Co-ops and Credit Unions has been a priority. In North Lanarkshire the following Food Co-ops and Credit Unions currently exist.

Food CO-OPS Motherwell: Monklands Craigneuk Plains Forgewood/ North Motherwell Bargeddie Kirkwood

Credit Unions Name No. of members

Motherwell: North Forge 125 Thorniewood 400

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16 Mosshill 1350 Newmains 150 Newarthill 1800

Credit Unions cont. Name No. of members

Monklands: &rklands 150 North Airdrie 470

Strathkelvin: Moodiesburn 190

Cumbernauld & Kilsyth: Croy and Kilsyth 134 Abronhill 137 Cumbernauld South 320

Total Membershp in North Lanarkshire approx. 5226.

The Regional Council also supports the voluntary sector through use of premises, equipment etc and rates relief. Examples of such organisations are contained wihn Appendix 10

District Councils Motherwell Minor grants to organisations and individuals via members ward fund E2 10,000 Grants to Sports Council 6,000 COSLA Grants to National orgs. 3 Free lets to youth premises 3 Adhoc grants, e.g. Concert Band .

Monklands Pensioners fund E12,OOO

The District Council operated a Community Chest fund prior to 1994/95 when Scottish Office funding was withdrawn (S3 8,000).

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17 Cumbernauld & Kilsyth Annual gants to vol. orgs. $62,684.84 National 12,151.78 Subsidised Hall Lets 8,058.82 Playgroups etc 1, 102.50 Community Centre Organisations 4,414.16 Local Charities 1,294.80 Youth Organisations 668.40 .- Residents Associations 725.00 Other 715.05 Town Twinning 1,848.00 Recreative 2,115.00 Sponsorships 3,010.00 Senior Citizens 212.00 Womens’ Aid 16,500 YMCWCA 10,000 Total $125,700.3 5

Strathkelvin Sports Council %,800 Arts Council 5,300 Contribution to voluntary groups 2 7,000 Community Economic Development Fund 5,000 Lift off Fund (to assist local people into employment) 12,000

Details of organisations supported through the above schemes are detailed in Appendix 11

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18 G. Departmental Contributions to Social Development Networks

Regional Council The Social and Economic Strateges underpin the Council’s policies and therefore are reflected in the work of every department of the Council. It is difficult to illustrate the considerable contribution made by departments in addressing deprivation and disadvantage other than to give some examples of collaborative work undertaken in response to Local Committee priorities.

a) In addressing the priority of Employment & Training , particularly relating to young people one initiative co-ordinated by the local committee section involved schools, community education, Pre 5 , careers, psychological services, social work (child care), consumer & trading standards, estates depamnent, economic strategy staff and a mainlined urban programme on Local Employment and Action. The outcome of this co-operation resulted in ongoing discussions with Lanarkshire Development Agency, Lanarkshire Health Board, the Local Enterprise Company and the District Council with a potential joint bid for European funding.

b) Department of Architectural & Related Services support to voluntanr groups in their preparation of Urban Programme submissions.

c) The involvement of Police, Fire, Consumer & Trading Standards, Roads. Schools, Community Education and Social Work in projects relating to the issue of community safety.

District Councils The strategies adopted by District Councils emphasise that policies should be Feflected in the work of departments and through, for example: Urban Programme units co-ordination of services is addressed.

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19 SECTION 2 - ISSUES FOR NORTH LANARKSHIRE SHADOW AUTHORITY

A COSLA Circular - Local Authority funding of Voluntary Organisations This circular laid down certain key issues which new Authorities should take on board. - Local Strategy Plan - Scottish Office 3 1/3/96 - Formulation of funding policy for voluntary organisations - Single enquiry point - regardless of Department - Production of leaflet - Consultation arrangements with community groups - Disaggregation of Grants from 2-tier structure - Direction from Scottish Office - March 1995

B Scottish Office - Programme for Partnership This document provided feedback on a previous consultation exercise and, while its fhdings will be the subject of further correspondence, a number of key issues should be highlighted in relation to Urban Programme:- - The need for comprehensive, integrated, strategic approach - linkages physical, economic, social aspects of disadvantage. - An emphasis on District-wide partnerships - produce regeneration strategies - two thirds allocation. - Shift in emphasis - from individual projects - to co-ordinated strategies - Urban Programme would now be available to build upon existing efforts as opposed to being entirely innovative.

17 20 C Priority Areas The use of empirical data and analysis to identify and target the most deprived areas for priority attention is well founded. The Shadow Authority will require to consider the following issues:- - targeting of resources - decentralisation policy - community consultation arrangements - commitment to existing parmership arrangements - Urban Programme - terminating projects 1996/97 - Direct Agency funded projects - The need to consider the impact of reduction or loss of projects which attract /lever in European funding.

SECTION 3 - EARLY DECISIONS REQUIRED BY SHADOW AUTHORITY 1. Commitment to corporate social and economic policies 2. Response to SO Circular on voluntary sector funding 3. Response to Programme for Parmership paper 4. Priority areas approach / client based 5. Community consultation arrangements 6. Urban Programme - terminating projects 7. Review of partnership arrangements 8. Level of Clothing Grant Allowance 9. Local Authority representation on outside bodies. 10. Mechanisms for decentralisation of decision making and resource deployment 11. Standardisation of administrative procedures/ reporting mechanisms. 12. Standardisation of Conditions of Grants.

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21 REPORT BY DISTRICT OFFICERS

1.O Introduction 1.1 This report has been prepared by a Working Group of Social Development Officers from each of the North Lanarkshire District Councils. It supplements the paper produced and presented to the Joint Working Group.

The report emphasises the; - importance of social issues - need to sustain the current efforts of each Authority - requirement to enable a smooth transition for the new Authority

1.2 The report recommends that Social Development be a key corporate priority for the new Authority and highlights the need for its integration with other relevant areas of Council policy and departmental activities.

1.3 The stance adopted by the North Lanarkshire Council on the future of social development is of importance to the area as a whole. Social development has a wide ranging impact within the communities of North Lanarkshire, its effects are felt to varying degrees throughout all communities not only those suffering particular problems. Its range of service provision impinges on all aspects of council policy including housing, planning, social work, leisure services, education and these services are in most instances a crucial factor in the support of disadvantaged members of our communities.

1.4 This paper:- - reviews existing social development activity within the North Lanarkshire area - highlights the key issues which require early consideration - makes a number of recommendations for the Working Group to convey to the new Authority - stresses that social development should be a corporate priority - suggests a range of activity to be undertaken to enable a smooth transition

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22 2 .O Local Authorities and Social Development 2.1 Since the mid-seventies Local Authorities within North Lanarkshire have been active in the field of social development attempting to ensure fair and equitable access to support and opportunities for all residents of the communities they serve, irrespective of social or physical circumstances and in partnership, wherever possible, with these communities.

2.2 A key determinant in the provision of a social development service is a clear understanding of the characteristics of the area in which the Council operates and from that the development of a strategy which reflects the particular problems experienced by this area. The North Lanarkshire area displays many of the characteristics which reflect its legacy of heavy industry and economic restructuring. Unemployment is a particular problem throughout North Lanarkshire with certain geographic areas experiencing concentrations well above average. Poverty and deprivation are also major issues, with particular sections of the community dependent, at least in part, on some from of income support e.g. housing benefit, free school meals. Each of these problems has been tackled by a variety of means by the agencies involved, the scale of the response having been tailored to the scale of the problems to be tackled and their area of operation.

2.3 This support can be categorised into four main areas:- - delivery of statutory functions through various service departments e.g. social work, education - support to other recognised bodies delivering wihthe relevant service areas e.g. Citizens Advice Bureau, - development of Local Authority service deliveries to address a particular issue or client base e.g. community empowerment - development of support mechanisms which are geographically based e.g. Parmership areas, Urban Programme funding etc.

2.4 In order to co-ordinate this activity and to provide a focus, all of the Authorities involved have developed a strategic policy framework under a variety of headings - Strathclyde Regional Council - Social Strategy, Monklands District Council - Anti- Deprivation Strategy ,Motherwell District Council - Urban Programme Strategy, Economic Development Strategy.

20 23 Each of these documents is reflective of the needs of their areas and the service deliveries enabled or delivered by the Authorities involved. The Regional Council work takes obvious cognisance of the larger corporate objectives of the Regional Council whilst the District Council work tends to be more focused and reflect the characteristics of the smaller areas within which they operate.

2 5 The delivery of social development services involves many Council departments including Chief Executives, Planning, Housing, Social Work, Education between which there needs to be a very close working relationship especially in view of the recent changes in Central Government policy involving areas such as Community Care. Re-organisation gives the opportunity for much closer co- ordination of statutory service delivery to provide the first level of support. Other frameworks can be delivered in a variety of ways.

2.6 With the broad new range of responsibilities that it will mherit, the North Lanarkshire Council will have the opportunity to integrate service provision and external networks in support of its social development objectives

The scale of the task facing the new Authority cannot be underestimated. It includes support for communities still coming to terms with major economic change and restructuring, support for residents experiencing long term problems associated with poverty and deprivation and the development of a service which ensures equal access to opportunities for all residents.

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24 3 .O Description of Social Development in North Lanarkshre As per SRC paper.

4.0 Requirements to Establish the NLC’S Social Development Service In order to establish NLC’s social development service several factors have to be taken into account: - the aggregation of District Council services in support of social development - the disaggregation of Regional Council services in support of social development - determination of social development frameworks to be established following the wind-up of Cumbernauld Development Corporation, if required - developing strategic partnerships with the LECs, Scottish Homes and other agencies to establish concerted approaches to social development. This will help to satisfy the terms of The Scottish Office policy document ‘Programme for Partnership’ and optimise the contribution of all agencies - integration of a comprehensive range of social development activities to be delivered by the Council in partnership with others, as appropriate, including Scottish Homes, LECs and voluntary sector - identifpng the range of social development services to be delivered by the new Authority which are most cost-effective and relevant to the needs of its clients - ensuring the minimum disruption to services during the transition period - preparing a range of policies and 1996/99 spending programmes to ensure continuity of resources and maintain the social development efforts of the new Authority and its partners

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25 5.0 Issues for the Definition of North Lanarkshire Council's Social Development Service Social Development issues require to be afforded priority at a corporate level. The North Lanarkshire Council will play a lead role in addressing the issues of unemployment, poverty, deprivation and exclusion.

The transition to a single tier Authority means Strathclyde Regional Council disaggregating Regional activity and the aggregation of District Activity. It means:- - recognising the scale and influence the new Authority will have - building on existing strengths - developing frameworks which both tackle the problems directly and integrate Social Development policies to the work of the new Authority as a whole

Social development is a sensitive area in that the client group served, in most instances, receives services which are not and would not be delivered by any organisation other than a Local Authority acting on its own or sponsoring others to act on its behalf. It is essential therefore that there is the minimum disruption to services during the transition period.

Key Issues - need for a comprehensive integrated corporate Social Development framework for the North Lanarkshire Council - need to form the strategy and determine the criteria against which existing and future activity can be assessed and evaluated - consideration of the links between social development and departmental activity, voluntary activity and other economic development activity - need to consider specific issues concerning Government Leplation and advice which will be the subject of consultation and introduction during the Shadow Year e.g. COSLA Circular on Voluntary Organisations, Programme for Parmership - suggestion of priorities for consideration by North Lanarkshire Council - need for integration of existing project delivery, where appropriate - need for integration of managerial arrangements

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26 6.0 Options for the Formation of Social Development Services There are a range of options which can be pursued in order to deliver social development activity- in North Lanarkshire. The final decision will rest with the new North Lanarkshire Council. This decision will be based upon: - whether it views social development as a core policy activity - the degree of change envisaged to current services without causing major disruption to senTices, users and projects - the emphasis it wishes to place upon its adopted strategy, and -.. - the scale and manner in which it wishes direct support services to be delivered - the decision rnakmg, delivery and reporting structures to be defined involving members, other parmers and users of the service

The options defined for the formation of Social Development service reflect the range of and the need to determine the strategic priorities for resource allocation at an early stage are significant factors to be borne in mind. The options for Social Development are as follows:-

1. A Social Development Department Formation of a single Social Development Department incorporating all elements of the function - policy and implementation

2. A Social Policy Unit - Departmental Structure A core policy unit within a Chief Executive’s Department (or other Central Department) responsible for policy development with implementation undertaken across a range of service departments

3. A Social Policy Unit - Divisional Structure -4core policy unit within a Chief Executive’s Department (or other Central department) responsible for policy development with implementation undertaken across a range of service departments and on a geographical (e.g. District) basis

4. Social Policy - Disa-ibuted to Service Departments Social Policy defined corporately for delivery by relevant Service Departments -

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27 7.0 Conclusion In order to effect as smooth a transition as possible the Shadow Authority requires to move quickly to clarify the outstanding issues

a) the new North Lanarkshire Council should maintain and develop a strong role in social development as a core policy- for the authority

b) the following issues remain to be addressed - complete a full review of service provision - initiate amalgamation of capital and revenue budgets for 1996/97 - develop principles for a corporate Social Development Policy Statement - determine key issues with regard to continued support for voluntary sector during transition - detennine issues with regard to the implementation of Programme for Parmership

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28 North Lanarkshire Council Joint Working Group Report Public Relations

March 1995

Strathclyde Rqoncil

Didridcoundl DISTRICT COUNCIL CCUncil 4 29 PUBLIC RELATIONS

Public Relations/Communications in the new North Lanarkshre Council Description Public Relations (PR) is a recognised and valued function in most Scottish local authorities. Staff providing a PR function for these Councils do not all share the same job description but they are all employed to provide a PR service, the aim of which is the same, to promote and publicise the Councils’ services.

The five Councils which will come together to form the new North Lanarkshire Council (NLC) are fortunate in that they have a wealth of PR experience and Communications skills in the professional PR staff employed between them. A full breakdown of the staff currently employed in a PR role between the five authorities follows in the ‘Data’ section of this report. (see APPENDIX 2)

Many of these staff, especially from the disaggregated Strathclyde Regional and Strathkelvin District Councils, may well be lost to other new Councils. However, it is important that many of the existing professional PR staff are engaged by NLC in its shadow year to publicise the changeover to the new Council, not just because of their collective local knowledge or their proven PR skills, but more importantly because they are already in post with their existing Councils and can be called on quickly and cost- effectively to mount any publicity campaign on behalf of NLC.

1 30 lssues

How North Lanarkshre Council should approach Public Relations 1. It is vitally important that NLC appoints a PR professional at the earliest opportunity who will report direct to the new Chief Executive and to any Policy Committee established by the Council. 2. This person should develop a PWCommunications strategy for approval by the Policy Committee. 3. To achieve this strategy, the PR Officer (PRO) should either: (i) establish an in-house PWComunications department using staff from the existing five Councils’ PR departments, or: (ii) second PR staff from the five existing Councils on a temporary basis

Establishing a PWCommunications Strategy A clear PWCommunications strategy must be established quickly by ATLC which identifies the need for the following:

1. -4new Corporate Identity -4 strong corporate identity is crucial to NLC being accepted and identified by the new Council’s many publics. The Council’s new. image must be established within its ‘shadow’ year to allow its future customers to get to how it before it takes over in April 1996.

2. Aledia Relations It is important that the PRO identifies local media needs as soon as possible. Currently for example, local papers either send a reporter to cover Committee meetings or they liaise with the existing in-house PR staff. The North Lanarkshire area will include at least 6 local weekly newspapers as well as regional daily newspapers like the Evening Times and the Herald (not to mention local TV and radio stations) which, given the area covered by the new Council, will all be talang greater interest in the new Council. They will all want to be kept informed of Council decisions but may not be able to send reporters to regular meetings, hence more requirements will be made of the in-house PR department.

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31 3. Internal Communications To ensure continuity of services during the shadow year it is important for the shadow authorities to communicate effectively with staff as quickly and as regularly as possible. This will help ensure that: (a) staff morale is maximised during, what will be for many Council employees, a period of considerable uncertainty and unsettlement and (b) clear communication channels exist between the staff

and Elected Members of the existing Councils and t those on the NLC.

4. Market Research Government legislation requires the new Councils to produce schemes of decentralisation by 1997. At the same time it is important for the new Councils to encourage increased participation by local people in its decision-making process while being aware of their perception of the Council’s policies and performance. The early appointment of a PRO will ensure that best practice is followed when learning about and responding to local needs through market research and customer satisfaction surveys.

5. Remit of the PROER Dept. Part of the strategy must be to identify exactly what duties the deparment is expected to carry out. Most existing Regional and District Council PR departments perform similar functions, but in some Councils the PR staff carry out duties which are carried out by other deparanents in neighbouring authorities. For instance, in Monklands and Motherwell the PRO is responsible for Town Twinning while in Motherwell the PRO looks after Members Services.

Any decision regarding the size of the depamnent must be cost- effective and in the best interests of NLC. A list of possible duties for the PR function in NLC, based on the expertise of the PR staff in the existing five Councils, is attached as Appendix 1 to this report.

3 32 Options Part of the Government’s reasons for wanting to introduce unitary authorities is the alleged ‘public confusion’ of the current two-tier system of Local Government. To avoid this happening again, it is essential that the public knows right from the start (in April 1995) what services will be provided by the new North Lanarkshire Council.

In England recently, the Ombudsman reported that half of the maladministration findings in 1993/94 were attributed to “poor communication” between Councils and their public. The consistently low turnouts at Council Elections could also be seen as a direct consequence of Councils’ failure to ‘sell themselves’ as a valuable commodity to their consumers. For these reasons alone it is incumbent on the new Council to provide a professional PWCommunication service right from the start to ensure that their prospective customers are better informed, not just about services, but also about the new Council’s policies and strategies.

This re-organisation provides an excellent opportuntiy for all Local Authorities to take a long, hard look at the way in which their services are perceived by their publics and to be more effective communicators to their consumers of the value of these services. A clear PWCommunications strategy developed by PR professionals in conjunction with the new Elected Members and Officials must therefore be at the heart of NLC’s corporate strategy. This will facilitate a better understanding within the North Lanarkshire area of the role of the new Council, the difficulties it faces and the quality of the services it provides. It is every bit as important as service delivery and must not be left to the last. Euan Wdkinson, Public Relations & Information Officer Cumbernauld and Kilsyth District Council Tom Fox, Principal Civic Events & Public Relations Officer Monklands Dismct Council Helen Russell, Public Relations & Member Services Officer Motherwell District Council Drew King, Depute Head of Public Relations Strathclyde Regional Council Helen Forrest, Press & Publicity Officer Strathkelvin District Council

February 1995 4 33 APPENDIX 1

Possible Duties for A North Lanarkshire Council Public Relations Department This list is not exhaustive, neither is it prescriptive. It merely shows some of the PR functions supplied by existing in-house Council PR departments in Scotland. Developing and maintaining clear PWCommunication strateges

Assisting in the development of the Council’s corporate identity t and ensuring its application at all times Assisting in the promotion of the North Lanarkshire area as a place to live, work, visit and set up business in tandem with the Local Enterprise Company and Area Tourist Board Providing a pro-active and responsive PR service and/or advice to other NLC depaments Providing a pro-active and responsive press and media service both nationally and locally Providing a medidcommunications training service to all officials and elected members Facilitating a public information service on all aspects of the Council’s functions/services through Council publications Providing a graphic design service to assisdadvise all Council departments and elected members on all aspects of the design and production of all Council publications, displays, exhibitions, promotions etc. Assessing, researching and marketing all aspects of the Council’s services Providing and/or organising a photographic and video service to the Council Providing or assisting with all aspects of Members Services including assisting ProvosdConvener, Committee ChairsXonveners and Elected Members with all their publicity requirements, e.g. speechwriting and information provision Co-ordinating the Council’s twinning links Centrally managing the Council’s advertising so as to ensure maximum discounts from the media Providing a consumer/market research service to the Council and advising on public consultations

34 - Overseeing the Council’s public reception areas/points of public contact - Providing regular information to all Council employees - Civic Event Management - Managing the provision of information to the public and other bodies - Providing an information service to press and public during times of emergency/crisis - Providing research to gauge customer satisfaction of Council services and developing and monitoring a customer care strategy and/or complaints system - Providing a media monitoring system including a press cumngs service

6 35 APPENDIX 2

Data The following is a breakdown of the PR staff currently employed by the five existing Councils which will make up NLC:

Cumbernauld and Kilsyth District Council (1) 1 Public Relations & Information Officer

Monklands District Council (9) 1 Principal Civic Events & Public Relations Officer 1 Public Relations Officer 2 Clerical Assistants 1 Council Officer 2 Assistant Council Officers 2 Commissionaires

Motherwell District Council (4) 1 Public Relations & Members Services Officer 1 Assistant Members Services Officer 2 Clerical Assistants

Strathclyde Regional Council (3 1) 4 (Head of Public Relations, Depute Head, Secretary and Administrative Officer) 9 Press and Media staff (including five press officers) 7 Design and Photography (including four graphic designers and two photographers) 4 staff (handle all SRC’s advertising and contract work for colleges) 7 Publicity and Information staff (including information officers, copywriters and Marketing Manager

Strathkelvin District Council (3) 1 Press & Publicity Officer 1 Assistant Press & Publicity Officer 1 Graphic Designer

Total number of PR Staff currently employed = (48) 7

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