Agenda pack
North Lanarkshire Council · 16 May 2023
Back to Adult Care and Social Work Committee — 16 May 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Our Ref: Your Ref: Contact: Tel: Fax: E-Mail: Date: Clare Louise McDonald 01698302190 mcdonaldcl@northlan.gov.uk 4 May 2023 Members of the Adult Care and Social Work Committee Chief Executive’s Office Archie Aitken Chief Officer (Legal and Democratic) Civic Centre, Windmillhill Street Motherwell ML1 1AB DX 571701, Motherwell 2 www.northlanarkshire.gov.uk Notice is given that a Meeting of the ADULT CARE AND SOCIAL WORK COMMITTEE is to be held within the Council Chamber, Civic Centre, Motherwell on Tuesday, 16 May 2023 at 2:00 pm which you are requested to attend. The agenda of business is attached. Chief Officer (Legal and Democratic) Members : Councillors: C Barclay, M Boyd, B Burgess, A Bustard, J Cairns, C Costello, W Goldie, M Hughes, L Jarvie, J Jones, P Kelly, J Keltie, B McCulloch, M McCulloch, R McKendrick, J McPhilemy, A McVey, L Stubbs, J Toner, C Williams, N Wilson, G Woods. Page 1 of 58
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AGENDA (1) Declarations of Interest in terms of the Ethical Standards in Public Life Etc. (Scotland) Act 2000 OPERATIONAL (2) Community Alarm Analogue to Digital Transition and Service Review Update (page 5 - 14) Submit report by the Chief Officer (Adult Social Work Services) setting out the current position in relation to the Community Alarm Service and the transition from an analogue to digital infrastructure (copy herewith) (3) Delivering for Communities - Engagement and Participation (page 15 - 24) Submit report by the Chief Officer (Planning, Performance and Quality Assurance) providing an update on progress and seeking approval to implement a revised approach to resourcing engagement and participation (copy herewith) (4) Adult Social Care Pay Uplift 2023-24 (page 25 - 30) Submit report by the Chief Officer (Planning, Performance and Quality Assurance) setting out the Scottish Government details for the distribution of the 2023/24 Adult Social Care pay uplift (copy herewith) PERFORMANCE (5) Adult Social Care Performance Report - Quarter 3 2022/23 (page 31 - 38) Submit report by the Chief Officer (Health and Social Care) providing an update on the performance of key areas of activity within Adult Health and Social Care for the period 1 October to 31 December 2022 (Quarter 3) (copy herewith) FINANCIAL (6) Revenue and Capital Budget Monitoring Report: Adult Social Care Period 11: 11/04/2022 to 03/02/2023 (page 39 - 52) Submit report by the Chief Officer (Planning, Performance and Quality Assurance) providing a summary of the revenue financial performance of the Health and Social Care Partnership - North Lanarkshire and the financial performance of the Social Work capital programme (copy herewith) CONTRACTS (7) Contracts Awarded Below Committee Approval Threshold (page 53 - 58) Submit report by the Chief Officer (Assets and Procurement) notifying of contracts awarded between 1 January and 31 March 2023, with a value below the financial threshold requiring committee approval (copy herewith) Page 3 of 58
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North Lanarkshire Council Report Adult Care and Social Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref DF/MF/KW Date 16/05/23 Community Alarm Analogue to Digital Transition and Service Review Update From Diane Fraser, Chief Officer (Adult Social Work Services) E-mail fraserd@northlan.gov.uk Telephone 01698 332001 Executive Summary This report informs Committee of the current position in relation to the Community Alarm Service, particularly describing the drivers for undertaking a review of the service and anticipated outcomes; and the Service’s transition from an Analogue to Digital infrastructure. Recommendations It is recommended that the Adult Care and Social Work Committee: (1) Acknowledge the contents of this Community Alarm Service Report. (2) Acknowledge the work being undertaken to ensure a seamless transition from analogue to digital and the work to date. (3) Acknowledge the progress to date and work ongoing regarding the Community Alarm Service review including the review of co-dependent services, particularly Home Support Out of Hours provision, Social Work Emergency Services and Registered Social Landlords. (4) Acknowledge the position with current and future charging for the service. (5) Acknowledge that recommendations will come back to the committee for endorsement from the review. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (13) Improve preventative approaches including self-management and giving people information and choice over supports and services AGENDA ITEM 2 Page 5 of 58
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1. Background 1.1 The Community Alarm Service supports people in North Lanarkshire live safely in their own home by providing a range of responses depending on the individual circumstances of calls made through the button and box in each person’s home. The responses include: • Providing reassurance • Contacting a friend or family member to visit • Arranging a home support worker to attend • Contacting GP or Emergency Services 1.2 The service operates 24 hours per day, 7 days a week, 365 days per year. When the individual activates the alarm, a signal is sent via the telephone line to the alarm receiving centre in North Lanarkshire which is staffed 24 hours a day, 365 days a year. A Response Advisor (call handler) speaks directly to the person to find out what kind of assistance is required. 1.3 The service provides 7,500 people in North Lanarkshire with the confidence that they can call for help at any time of the day or night, every day of the year and is an essential service when people experience particular difficulties such as a fall or sudden illness. 1.4 The majority of people live in their own home however the service also provides cover to all tenants living within NLC Sheltered Housing Complexes during out of hours and variously to registered social landlords. 1.5 The Community Alarm Service currently provides a telecare service to around 6,500 service users using dispersed analogue community alarms and to around 1,000 users within sheltered accommodation. 1.6 The service receives on average 1,000 alarm activations per day. Approximately 20% of these daily activations result in a Home Support Worker responding to support the person in their own home, to support with either personal care or in the event of a fall. Most alarm calls are for reassurance, essential to maintaining people in their own homes. 1.7 In addition to the basic button and box which people generally associate with Community Alarms, there are over 1,000 pieces of assistive technology programmed through to the alarm receiving centre. This ranges from door contacts to hard wired smoke detectors for individuals with cognitive impairment. 1.8 In 2020, as part of the centralisation of Care at Home, the service was relocated to the Dalziel Building to sit alongside the centralised Home Support Service, strengthening links and connections. Because of the responsive nature of the support offered through Community Alarms, as well as providing core service it also provides resource to support the Home Support Service, particularly out of hours, as well as significant support to the Social Work Emergency Service. The reach and stretch of the service requires a review of the operating model. 1.9 By 2025 all analogue telephone services in the UK will be switched off and replaced by digital systems using internet protocol (IP) technology. Telecommunication suppliers are well on the way to making this switch to IP networks. Scotland’s telecare service providers including health and social care partnerships, housing associations and many other organisations who use analogue connectivity to deliver their services, need to upgrade. Page 6 of 58
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1.10 North Lanarkshire Health and Social Care Partnership (NL H&SCP) and North Lanarkshire Council (NLC) have invested significantly in early intervention and supported self-management for over a decade, with support for change and investment across all sectors which focus on wellbeing. The Community Alarm Service is a key part of supporting self-management with technological advancements creating the opportunity to move from being a crisis response service to being more proactive and preventative. 1.11 The above circumstances summaries the importance of the Community Alarms Service, the changes to the digital infrastructure and need to review the operating model for the service. A review of the Community Alarms Service will develop options for the future service model that capitalise on new ways of working using digital technology, to establish community alarm and telecare services that are person- centred, and outcome focused, and support the achievement of the priorities and ambitions of the North Lanarkshire Health and Social Care Strategic Commissioning Plan 2023-26 2. Report Community Alarm Service Review 2.1 In line with the Digital Health and Care Strategy, a joint initiative between the Scottish Government and COSLA published in October 2021, we aim to improve the health and wellbeing in our communities. We must examine the current community alarm service and identify areas for development or changes required to the service to facilitate a more positive outcome for our citizens. Digital transformation must encompass the full range of health, social care and wellbeing services commissioned and provided by Health Boards, by Integration Authorities and by Local Authorities and their third and independent sector partners. Importantly, it extends as well to informal care, self-care, prevention, and public health. 2.2 This community alarm review will ensure that we are providing a person-centred and outcome focused approach to our community alarm and telecare service delivery that puts the citizen at the centre to ensure that new ways of working and technology will meet the long-term needs of the people of North Lanarkshire (Independent Review of Adult Social Care Scotland). 2.3 The review will consider the current service delivery model and involve communities, service users, families, carers, staff, and other key stakeholders to have their say in development options for the future service model that will deliver the best outcomes for users. 2.4 Focus groups will be a key aspect of this review to allow the views and wishes of our communities and services who have input to our Community Alarm Service to have their voices heard. These focus groups will ensure that we are building towards a person centre service that will meet the ongoing and future needs of the people who require to use the service and those who may require to use the service in the future. In addition, surveys will be sent to key stakeholders including for example GP services across North Lanarkshire for their feedback on the existing service and future needs. Page 7 of 58
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2.5 Focus Groups will include but will not be limited to: • Community Alarm Service • Home Support • Social Work Services (Social Work/Integrated Rehab Team/Integrated Day Service /Locality Support Service/Mental Health) • Health Care (Acute/District Nurses/GP’s/Falls Team/Pharmacy) • 3rd Sector (VANL/Getting Better Together Shotts) • Carers (Carers Together/MacMillan) • Housing Services including Registered Social Landlords 2.6 A range of data sources across a variety of systems in use in North Lanarkshire will provide essential information regarding the current community alarm usage and will allow us to detail how and who we support in our communities. This data will also help us determine how we currently use the resources within the Community Alarm Service. 2.7 Using one of our third sector partners we will interview around one hundred individuals living in North Lanarkshire who have had a Community Alarm Service recently, currently use the service or a carer of a family member of someone using the service. 2.8 We will analyse and interpret the range of feedback that has been gathered by the service from the public, from families and wider stakeholders contacting the service. 2.9 We also have Care Inspectorate Inspection Reports of the service and will use the information provided to enhance our learning of the service overall. The review will consider the recommendation to review the registration of the service. 2.10 The move from an Analogue ARC to a Digital ARC will require additional ongoing resources within the Community Alarm Service team to implement and manage the new operational environment. There will be various Device Management Platforms (DMP) that will need to be utilised to monitor, configure and setup new alarms onto the new Digital ARC, and this additional requirement needs to be included in the resource review of the service. 2.11 The service has not been included in any of the recent service reviews of the linked services it supports. It is therefore important that all areas of support the Community Alarm Service provides are included to ensure that proper management and governance structures are in place to support the transition to a new digital platform. Analogue to Digital 2.12 Telephone lines in the UK are being upgraded to digital technology. The process of migrating to digital telephone lines has already started. The rollout is scheduled to be completed by 2025, when analogue telephone services in the UK will be switched off and replaced by digital systems using internet protocol (IP) technology. 2.13 Telecommunication suppliers are well on their journey to making this switch to ‘IP networks’. Any systems relying on analogue lines, such as telecare, will be affected by this change. Individuals who have been provided with Analogue telecare equipment from North Lanarkshire Council must have their equipment updated to Digital ready devices to continue to receive a safe and reliable service. 2.14 North Lanarkshire is being supported in this transition by the Digital Office for Scottish Local Government. Across Scotland, most current solutions use analogue dial-up protocols to carry status and alarm signalling between the alarms devices in users’ homes and the Alarm Receiving Centres (ARC) - North Lanarkshire’s ARC is based in Page 8 of 58
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the Dalziel Building in Motherwell. Digital IP telephone lines are not designed to support these analogue protocols meaning that there is a risk that telecare alarm signalling will not operate reliably. This may result in a higher number of failed calls and redials being seen by the Community Alarm responders on the ARC system. 2.15 Current telecare equipment is connected to an individual’s home phone telephone line. The new digital solutions being installed connect to a home’s Broadband Router and from there connect to the IP telephone network. These require mains power to operate, but if there is a mains failure in the house the digital connection (and therefore the Community Alarm) would not work. Backup connection for community alarms is provided via the mobile telephone network using a SIM card in the digital alarm. The currently installed analogue alarms do not have a SIM and therefor have no resilience in the event of a power outage. 2.16 This transition to digital will require reviewing all the alarm devices that are in place within homes in the community and sheltered house residencies and replace these current analogue devices with digital ready alarm devices. There will also be a requirement for digitally enabled peripherals such as falls detectors, door contacts etc, to be thoroughly tested to ensure that they are compatible with any new digital alarm receiving centre and alarm device. The ability to connect existing interconnected fire/smoke detectors via the digital alarm is currently not available. Some manufacturers are working on solutions and have indicated there may soon be an ability to connect with some specific mainstream supplier products. 2.17 We have already changed over 1900 analogue alarms, with a further 600 scheduled to be exchanged by June 2023 to meet the planned change over dates advised by the Telephony providers. 2.18 There will be a requirement for the implementation of a digital ARC in North Lanarkshire to replace our current Analogue ARC to safely allow for calls to be transmitted through the digital network. The requirement of a new digital ARC to support this transition has allowed North Lanarkshire to work with the Digital Office for Local Government to create a tender for a national shared digital ARC. This will allow the Partnership to adopt a new Digital Solution that will meet future requirements and can be customised to our specific operational requirements. This work has included 13 other local authorities to ensure that a robust and secure solution can be found. The tender for this solution was published in March 2023, with a planned award date of June 2023. 2.19 North Lanarkshire currently runs PNC 8.1 an analogue ARC provided by Tunstall Healthcare (UK) Ltd. The current contract runs until the 31st of March 2023 and is being extended for 1 year. 2.20 North Lanarkshire Council have committed to be part of a Nationally Procured Digital Alarm Receiving Centre, led by the Digital Office. This procurement is now live, and the anticipated award date is the end of June 2023. North Lanarkshire will be one of the first adopters. 2.21 Funding was secured from Technology Enabled Care (TEC) Scotland to the sum of £15k to support us to carry out a telecare service review in anticipation of Analogue to Digital transition. Page 9 of 58
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Community Alarm Charging 2.22 From 14 September 2020 a charge of £3.40 per week (49p per day) was introduced, with the rate remaining the same since that time. Any calls made to the response centre are also billed as normal telephone calls by the person’s telephone company. 2.23 At the time of introducing the charge everyone with a Community Alarm was offered a full financial assessment. Anyone receiving a service since or considering a service is offered a financial assessment to check their income is fully maximised. In these uncertain times and recognising the cost-of-living pressures, the importance of this offer is recognised. Anyone whose circumstances change or who is concerned about the affordability is also encouraged to discuss this with the service with further assistance offered. 2.23 The weekly charge of £3.40 was introduced at the North Lanarkshire Council budget setting meeting on 24th February 2020 which was consistent with the average charge in Scotland as per 2019/20 Audit Scotland Local Government Overview report. North Lanarkshire was one of the last local authority areas in Scotland to introduce a charge. The total projected annual value of the approved charge was £1.410m. 2.24 It was recognised that the agreed charge would support the Council and the Integration Joint Board to continue to deliver this service to a high standard through having the appropriate staffing and financial resources to meet the needs of those who use the service. 2.25 It should also be noted that the transition from Analogue to Digital alarms will attract further operating costs as each alarm will have as a minimum one roaming SIM card, and perhaps two if there is no home broadband connection that can be used as a primary connection to the ARC. Current costs for these roaming SIM cards are £4.00 per month per unit, the cost of which could increase annually in line with inflation. The Digital Office have indicated that they will engage with Telecom suppliers to try and negotiate a Social Tariff, however this has not progressed as yet. Based on a current installed estate of 7,500 alarm units this will bring an operating cost of between £360,000 and £450,000 per annum (based on £4.00 per month current charge or an anticipated £5.00 per month) to support the new digital alarms. 2.23 Due to the Covid-19 outbreak introduction of the charge for community alarm was delayed until September 2020. This delay ensured that the communication to recipients and support with enquiries and financial assessment was effectively resourced. 2.24 It was agreed that a 4 weekly invoice would be issued to people receiving the community alarm service. As the charge has progressed the service has supported people and their families in setting up direct debit payments for the community alarm charge. As a result of the system supporting billing, unfortunately when paying the charge via a direct debit an invoice continues to be issued every 4 weeks as the system is unable to identify and remove those service users from the billing system. 2.25 The volume of invoices now being issued is excessive, with around 83,000 invoices being issued over the course of the last financial year. To improve the experience for people in receipt of a community alarm, or for family members paying it on their behalf, and to minimise the oncome lost through the administration of the billing process, improvements to the billing system, alternatives, and a wider range of options for payment are being explored. Page 10 of 58
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2.26 It is important that we move to as position of issuing less invoices and issuing them to reflect the payments arrangements that suit people. Consideration is being given to introducing the options of paying annually or quarterly for community alarms which may be attractive to some recipients and would reduce the cost associated with issuing invoices. 2.26 Income generated within the current financial year 2022/23 at Period 12 is £822k, with a forecasted outturn of £981k for the full year. Income generation while substantial falls short of the initial estimated income generation of £1.410m which was an over estimation evident as a result of cleansing of the information supporting the assumptions in the calculation. 2.27 Non-payment of around £280k of charges has accrued. Given the age profile and vulnerability of the people supported via the community alarm, the service would like to be able to contact all service users more quickly to support with alternative payment methods and to offer financial reassessment. 2.28 The income generated from the charge for community alarms is important to the continued development of the service and increased operating costs associated with digital advancement. It is however important to note that the Council had not pursued the recovery of debt and as noted in previous Committee Reports, given the vulnerability of people using the service individual community alarms will not be cut off due to non-payment. 2.27 The review of the current service will include a review of the staffing resources needed to support the charging process. 3. Measures of success 3.1 The review will consider the current service delivery model and involve communities, service users, families, carers, staff, and other key stakeholders to have their say in development options for the future service model that will deliver the best outcomes for people. The review will also ensure that the service is digitally ready to continue to provide a safe and reliable service. 4. Supporting documentation None Diane Fraser Chief Officer (Adult Social Work Services) Page 11 of 58
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? An EQIA and Fairer Scotland Impact Assessment will be undertaken as part of the review process. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The future financial impact will be explored fully as part of the review process. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? HR Business partners have been fully engaged in the design and development of the review process and will be key partners in undertaking analysis of the information gathered. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ Legal impacts will be fully explored as part of the review process. If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Page 12 of 58
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Yes ☒ No ☐ A data protection impact assessment will be undertaken as part of the review process If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The risk register will be updated in line with the findings and outcome of the review of the service. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 13 of 58
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North Lanarkshire Council Report Adult Care and Social Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref MD/MW Date 16/05/23 Delivering for Communities – Engagement & Participation From Morag Dendy, Chief Officer (Planning, Performance and Quality Assurance) E-mail dendym@northlan.gov.uk Telephone 01698 332001 Executive Summary The report provides Committee with an update on progress to date and seeks approval to implement a revised approach to resourcing engagement and participation. The commitment to ensure ongoing meaningful involvement with the communities we serve, remains. Previous reporting outlined our planned approach to strengthen engagement and participation, following a review of the existing arrangements. Following this review, we are seeking to increase the allocation of funding to local provider organisations who can facilitate support to promote increased active participation across our communities. Our intention is to create an Active Participation and Coordination remit, hosted by one lead organisation, which will: • Become the central point for the partnership to route engagement and participation activity • Strengthen the feedback loop back to the partnership • Provide representation across key forums • Co-chair relevant forums/working groups • Administer small pockets of funding on our behalf, to enhance E&P activity across underrepresented groups We propose to reinvest the current resourcing that supports engagement and participation and augment this from the Self-Directed Support (SDS) Transformational Programme budget, to support the activity described above. SDS is Scotland’s national Social Care policy, promoting a whole system approach that enables people to have more choice and control in their lives. It extends beyond the allocation of individual budgets and maintains a focus on achieving positive individual outcomes. Ensuring robust mechanisms for those with lived experience to engage and participate is paramount to our SDS approach. To ensure momentum continues and that we continue to build upon our engagement and participation work to date, our intention is to have new arrangement in place from July 2023, subject to Committee approval. AGENDA ITEM 3 Page 15 of 58
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1. Background 1.1 Scotland’s national and local public bodies are committed to improving the ways individual people, and communities are engaged in decision-making that affects them. This is particularly relevant to the development of the health and social care services upon which we all rely. 1.2 North Lanarkshire has a strong history of engagement and participation and long- standing relationships with community organisations that have facilitated care group involvement, representation, information sharing and amplified the voice of supported people and their carers. Our Health and Social Care Partnership (HSCP) want to ensure ongoing meaningful involvement with the communities we serve. 1.3 The approach to strengthen engagement and participation considered an independent review that concluded in June 2022. Whilst the structures to bring people together on issues important to them were recognised as an achievement, improvements were suggested including: • More investment to broaden reach. • A broader range of approaches and opportunities for people to get involved. • Recognising that exclusion and removing barriers to participation is required • Supporting engagement to improve relationships with people and organisations. 1.4 We recognise that effective engagement and the participation is essential to ensure that support and care services are efficient and result in positive outcomes. Extensive networks are needed to ensure the effective and timely delivery of planned activities. This investment will deliver a more co-ordinated, pro-active approach with planned programmes and actions, as well as creating capacity to be reactive to emerging opportunities and changes. Planning and co-ordination will increase linkages and reduce duplication, promote inclusion, support meaningful engagement, ensure a positive impact, and reduce any risk of ‘consultation fatigue’. Recommendations It is recommended that the Adult Care and Social Work Committee: 1. Review the report and approve the revised model. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Page 16 of 58
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2. Report 2.1 Our proposed approach to invest in Engagement and Participation is based on similar models already in place around Community Solutions and Support to (Unpaid) Carers, whereby the Health and Social Care Partnership directly commissions one lead delivery organisation, which then has devolved responsibility and a degree of autonomy for developing and supporting activity to support engagement and participation. 2.2 We have hosted several forums and engaged with organisations who currently facilitate our engagement and participation activity. Relationships with these existing organisations is a significant factor in our achievements to date. 2.3 Investment has been in place to develop networks, connect people with shared experiences, share information, raising issues that are important to supported people and communities in NL and delivering programmes of work to improve wellbeing. There has been direct representation in governance structures and strategic forums, involvement in improvement areas, consultation, and co-production. However, we have identified a gap in engaging with some groups, particularly with harder to reach groups and those who experience exclusion. Our revised model will be achieved through reaching out, finding out, making connections, and presenting opportunities. 2.4 Within HSCP there are actions that provide further opportunities for engagement and participation in our day-to-day practice. Locally we want to ensure that we have the best possible approaches to engagement with and participation of supported people and unpaid carers. By supported people we include: • People are supported in some way by Health and Social Care • People who have previously been supported or may be in the future. • People who are supported in their communities through natural supports. • Members of the public 2.5 This approach fits with key drivers of health and social care, prevention and ensuring people can live independently and are supported withing their own networks and communities. We also seek to ensure “lived experience” can influence and shape strategic direction, policy, and support services. 2.6 Stakeholders have been engaged in developing the approach and model and there was extensive participation in the review of engagement and participation that concluded in June 2022. In addition, stakeholders were invited to consultative sessions to explore options and develop ideas. 2.7 Engagement and Participation events have recognised the efficacy of this approach and the positive outcomes being achieved across Community Solutions and unpaid carer support. We are confident that a similar approach around engagement and participation with supported people will achieve similarly positive outcomes. 2.8 There is recognition of the distinct nature of engagement with supported people and their participation across Health and Social Care. Our approach supports one contract with one organisation as a single connection point through which engagement and participation is routed, planned and co-ordinated. This host organisation would have a lead role in ensuring oversight of engagement and participation. Page 17 of 58
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2.9 To strengthen this approach, we will implement: a) A governance structure to support transparency, fairness, and accountability. b) A robust monitoring, evaluation, and reporting framework with both qualitative and quantitative measures of success c) A broad approach that works to reach supported people including minority and underrepresented groups. 2.10 We envisage that the lead organisation will develop a network to broaden reach. An element of funding will be made available to strengthen engagement and participation activity as some may require financial support, whilst others may already be funded through other routes and already have elements of engagement and participation processes in place. All networked organisations will have a key role to play in a 2-way continuum of information and feedback, whether from national policy level to individual level, or individual level to national policy level. 2.11 Our ambition remains to create a more robust process that promotes active participation and meaningful engagement to help shape, inform and develop the whole system into the future. To realise this ambition, the procurement approach and service specification for a lead/host organisation will include key eligibility criteria that will: • Increase the level of funding allocated to support E&P activity to approx.. £300,000 per annum to reflect the ambitions of the Strategic Commissioning Plan (SCP). This will be achieved by reinvesting funding currently paid by NLC directly to services and augmenting with funding through the SDS transformation agenda. • Offer a 3-year funding cycle to ensure organisational stability. • Support a lead organisation and ensure a mechanism is in place for funding to be distributed across a wider range of local groups that bridges gaps for those currently under-represented (for example, ME, LGBTIQ, Youth Groups). • Support a coordination role hosted by the lead organisation. • Ensure robust parameters are in place to operate a custodian fund model. • Ensure a clear job role descriptor for the lead organisation/coordinator. • Identify clear roles/responsibilities/ expectations for each key partner organisation including any lead. • Maintain E&P as a separately identified structure that compliments Carers and Community activity. • Establish clear governance and reporting around managing the custodian funding allocation. • Have a new structure in place for July 2023. Assurances regarding the allocation of recurring funding, over a 3-year period have been agreed with NLC finance. 2.12 Procurement – To ensure the process is fair, robust and transparent, we have held local forum events to explore next steps. The agreed preference would be to procure through a single contract award to one organisation. We acknowledge the lead organisation may be a national provider, a local provider or represent a collaborative such as a group of organisations with a nominated lead. Through a competitive tender process, submissions would be required to: • Detail the ability to resource the requirement to facilitate, manage and administer custodian funds. Page 18 of 58
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• Reflect a stepped approach, clearly identifying milestones to deliver the full contract and work towards achieving the outcomes detailed in the specification. • Indicate the intention to lead as a single agency or as a collaborative to meet the requirements and standards set out in the specification. 2.13 Governance - The commissioned service would be subject to the Councils contract management arrangements, with further reports on progress and activity to Committee. Evidence of robust governance would be required as part of the procurement and award process including: • Assurance appropriate governance arrangements are in place • Partnership Agreement are place for any collaborative bid • Assurance fund recipients can fulfil the terms of the contract • Establishing due process to ensure allocation of funding is fair, transparent and accountable • Participation as key partner in HSCNL Engagement & Participation group, • Robust representation of supported people and a key link with other partners/stakeholders • Establishing a robust operational model, including clarity of delegated authority and reporting planning and performance activity 2.14 As we seek to strengthen our approach to supporting engagement and participation across our communities, this revised model will ensure all care groups and communities are engaged, included, and represented. By increasing investment, we create better opportunities for under-represented and seldom heard people to participate and have their voices heard. By creating more capacity to engage with supported people and care groups, we can facilitate improved opportunities to co- produce and co-design services and have a better route to consult and seek feedback. 2.15 The review of our locality planning group arrangements and partnership boards continues to be progressed in parallel with the development of our Programmes of Work aligned to the new Strategic Commissioning Plan and considers our sector arrangements and the findings of the engagement and participation review. The emerging overall structure from this work will provide sector, locality, and thematic forums, which can be influenced and shaped by the engagement and participation activity set out above. 3. Measures of success 3.1 All care groups and communities are engaged, included and represented to the extent they wish to be. 3.2 Creation of better opportunities for under-represented and seldom heard people to participate and have their voices heard. 3.3 Improved opportunities to co-produce and co-design services, our Strategic Commissioning Plan and associated Programmes of Work and a better route to consult and seek feedback. Page 19 of 58
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3.4 Provision of sector, locality and thematic forums that can be influenced and shaped by the engagement and participation activity set out above. 4. Supporting documentation 4.1 This proposal directly links to NL Health and Social Care, Strategic Commissioning Plan 2023-26. Strategic Commissioning Plan att100339.pdf (northlanarkshire.gov.uk) 4.2 Planning with People - Community engagement and participation guidance. Published by COSLA and The Scottish Government 2021) https://www.gov.scot/publications/planning-people/ Morag Dendy Chief Officer (Performance, Planning & Quality Assurance) 5. Impacts Page 20 of 58
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5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? From the proposed investment there will be a direct impact arising from the Public Sector Equality Duty and/or Fairer Scotland Duty. The assumption is that this impact will be positive- reducing inequality of outcome, caused by socio-economic disadvantage, through broadening reach and ensuring that people otherwise at risk of marginalisation, can play a part in shaping policy. To test this assumption an Equality and Fairer Scotland Impact Assessment is in progress. NB. This is progressing through final stages and following approval will be published If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Increased investment reflects the enhanced reach of Engagement and Planning processes - to widen the inclusion of supported people who may otherwise have been at risk of exclusion from such processes. Increased investment will be met from within existing resources. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ Page 21 of 58
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If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e., does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☒ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. The proposed realignment of investment has developed to include the principle of inclusion by broadening the current reach. In broadening this reach, the inclusion of communities, including the Armed Forces Community, can be undertaken where necessary. Armed Forces are referred to the Equality Impact Assessment and Fairer Scotland Duty. See 5.1 Page 22 of 58
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North Lanarkshire Council Report Adult Care and Social Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref MD/MW Date 16/05/23 Adult Social Care Pay Uplift 2023-24 From Morag Dendy, Chief Officer, Planning, Performance & Quality Assurance E-mail DendyM@northlan.gov.uk Telephone 01698 332001 Executive Summary Following agreement at COSLA Leaders on 27th January 2023, the Scottish Government have provided details of the distribution for the 2023-24 Adult Social Care pay uplift. There has been political agreement that the uplift to £10.90 per hour will be delivered in the same manner as the uplift to £10.50 per hour for these workers, which was delivered from April 2022. This will mean a 3.8% uplift will be applied to a set percentage (national weighting) of contract values, in line with the average full workforce costs for residential and non-residential services. There is expectation that the nature of this approach may result in some providers having funds remaining once the uplift has been fully delivered. However, in North Lanarkshire there is significant variance across providers, where many already have very low backroom costs and efficiencies have been achieved over several years. By applying the weighting, this might not allow them to meet the £10.90 SLW threshold. Similarly, this also might cause challenges with maintaining the differential between direct delivery staff and front- line supervisors and above. Recommendations It is recommended that the Adult Care and Social Work Committee: 1. Approve the Scottish Living Wage Uplift. 2. Acknowledge the outcome focused approach in NL, through our Self-Directed Support (SDS) model. 3. Feedback to Scottish Government the potential risk and challenges facing providers. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (23) Build a workforce for the future capable of delivering on our priorities and shared ambition AGENDA ITEM 4 Page 25 of 58
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1. Background 1.1 The Scottish Government have confirmed details of pay uplift for adult social care workers, within commissioned services for 2023/24. The funding has been allocated to deliver a minimum rate of £10.90 per hour for all adult social care staff delivering direct care in commissioned services. 1.2 North Lanarkshire’s allocation from the £100 million funding for the Adult Social Care pay uplift is £6,040,000, which is 6.04% of the funding to be passed to Integration Authorities for delegated services to cover the period from 1 April 2023 to 31 March 2024. 1.3 Funding is being distributed to Local Authorities in the weekly General Revenue Grant payments and is based on GAE for ‘Carers Services and Respite Care’. This is consistent with the distribution of recurring funding for previous pay uplifts. Funding allocated to Integration Authorities is additional and not substitutional to each Local Authority’s 2022-23 recurring budgets for social care services. 2. Report 2.1 The pay uplift will apply to staff providing direct care within Adult Social Care in commissioned services in the third and independent sectors. This will include Supervisors, Practitioners, Support Workers, Personal Assistants and staff providing overnight support. This funding will apply to workers in care homes, care at home, day care, housing support, adult placement services, respite services and those delivering direct support through all SDS Options. 2.2 This funding will enable pay for these workers, in these services, to be uplifted from at least £10.50 per hour to at least £10.90 per hour. 2.3 This funding will take effect from 1 April 2023. Implementation 2.4 The uplift to £10.90 per hour will be distributed in the same manner as the previous uplift to £10.50 per hour for the workers in scope. 2.5 This will mean a 3.8% uplift will be applied to a set percentage (national weighting) of contract values, in line with the average full workforce costs for residential and non- residential services. A separate agreed weighted percentage has been set for Personal Assistants who are paid directly through SDS Option 1 budgets. National Weightings 2.6 The national weightings for the £10.90 uplift will be the same as those used for the uplift to £10.50. These percentages are below: • Residential care – uplift applied to 71.8% of full contract value • Non-residential – uplift applied to 86.9% of full contract value • Personal Assistants – uplift applied to 90% of SDS Option 1 budgets This equates to contract uplifts of 2.73%, 3.30% and 3.42% respectively. Page 26 of 58
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2.7 By applying the national weighting for Self-Directed Support - Individual Budgets, there is a risk that the allocation per provider may not fully cover the Scottish Living Wage increase for direct support staff. The weighting is based on direct provision and there is significant variance across providers e.g., there are some North Lanarkshire providers who have very low backroom costs and efficiencies have been achieved over several years. By applying the weighting might not allow them to meet the £10.90 SLW threshold. Similarly, this also does not allow them to keep the differential between direct delivery staff and front-line supervisors and above. Assurance process 2.8 For this uplift, and in line with previous practice relating to Self-Directed Support - Individual Budgets, providers will participate in an outcomes-based review and the financial schedule and individual terms of support document will be amended to reflect the uplift has been applied and only used for uplifting pay. As per usual process, funding will then be released to providers as projected in the revised outcomes focused care and support plan(s) and backdated to 1 April 23 where appropriate. 2.9 We anticipate making payments when providers submit their increased costed plan by the agreed amount at the weighted percentage, as per Scottish Government instructions. This will be at the point of a person’s annual review, which can take place at any point throughout the year. Where appropriate the uplift will be backdated to 1 April 2023This review will also considers any other changes with a person’s care plan, which ensures a person-centred approach that is not purely driven by finance. Reviews are scheduled annually from the date of commencement. North Lanarkshire do not operate a time & task model, to ensure that providers can operate robust financial planning as they are paid in 13 equal instalments. This approach also ensures continuity of care. 2.10 For all other provides who don’t operate individual budgets, we anticipate uplifts will be paid by 31 July 2023 and backdated to 1 April 2023. 3. Measures of success 3.1 Scottish Living Wage uplifts are applied for all staff providing direct care within Adult Social Care. 4. Supporting documentation n/a Morag Dendy Chief Officer (Performance, Planning & Quality Assurance) Page 27 of 58
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Uplift relates to the Scottish Living Wage. By applying the uplift, the council are meeting obligations to pay the new revised rate. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes, agreement with finance colleagues re the application of the uplift. Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? North Lanarkshire’s allocation from the £100 million funding for the Adult Social Care pay uplift is £6,040,000, which is 6.04% of the funding. By applying the national weighting for Self-Directed Support - Individual Budgets, there is a risk that the allocation per provider may not fully cover the Scottish Living Wage increase for direct support staff as many providers operate low backroom costs and efficiencies have been realised over several years. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 28 of 58
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 29 of 58
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North Lanarkshire Council Report Adult Care and Social Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref RMcG/GC Date 16/05/23 Adult Social Care Performance Report – Quarter 3 2022/23 From Ross McGuiffie, Chief Officer, Health & Social Care E-mail Ross.McGuffie@lanarkshire.scot.nhs.uk Telephone 01698 858 143 1. Background 1.1 The Chief Officer has joint quarterly performance review meetings with the Chief Executive of NHS Lanarkshire and the Chief Executive of North Lanarkshire Council. These meetings are supported by a Chief Executive Performance Framework comprising a range of performance measures from across both health and social work systems, including relevant targets and trajectories. 1.2 Based on a traffic-light system there are areas for improvement identified within the performance framework each quarter for those that are flagged as Red or Amber. The performance review meetings are used as a means for jointly agreeing corrective actions. 1.3 Information from these performance reviews has been supplemented with additional performance information below to offer the committee a wider overview of performance across some key areas of adult social care delivery. Executive Summary The purpose of the report is to provide an update to the Committee on the performance of key areas of activity within Adult Health & Social Care for the period 1 October to 31 December 2022 (Quarter 3). Recommendations It is recommended that the Adult Care and Social Work Committee: (1) Endorse the improvement actions included within Appendix 2 of the report; and (2) Note the performance of key areas of activity within Appendix 1 of the report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (12) Ensure our residents are able to achieve, maintain, and recover their independence through appropriate supports at home and in their communities AGENDA ITEM 5 Page 31 of 58
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2. Report 2.1 The purpose of the report is to provide an update to the Committee on wider performance of key areas of adult social care delivery, in addition to the performance areas for improvement which have been identified as part of the Chief Executive Quarterly Performance Review for the period 1 October to 31 December 2022 (Quarter 3). 2.2 The performance data for Quarter 3 and associated trend information is included as Appendix 1. 2.3 Areas for improvement and planned actions are agreed and developed on an exception basis (i.e., for those indicators which are amber or red, based on tolerance thresholds). These are detailed as Appendix 2 of this report. 3. Measures of success 3.1 Measures of success are contained within Appendix 1 of this report. 4. Supporting documentation 4.1 Appendix 1: Adult Social Care Dashboard 4.2 Appendix 2: Areas for Improvement (Quarter 3, October - December 2022) Ross McGuffie Chief Officer Health & Social Care North Lanarkshire Page 32 of 58
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 33 of 58
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The associated risks for Home Support are identified and managed in accordance with the agreed corporate project risk management and methodology and monitored through the Home Support programme board and wider corporate groups where appropriate. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 34 of 58
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Appendix 1 – Adult Social Care Dashboard PLEASE NOTE FOR ALL INDICATORS UPWARDS ARROWS DENOTE POSITIVE PERFORMANCE Outcome (National Health & Wellbeing) Ref. KPI Target / Indicator 2022/23 2021/22 Q4 2022/23 Q1 2022/23 Q2 2022/23 Q3 Performance Compared to Previous Quarter Performance Compared to Same Quarter Previous Year Current Performance 2. People, including those with disabilities or long term conditions, or who are frail, are able to live, as far as reasonable practicable, independently and at home or in a homely setting in their community 2.1 Assistive Technology - Number Of People With Technology (0-17 yrs) 36 34 34 33 GREEN Assistive Technology - Number Of People With Technology (18-64yrs) 1452 631 635 629 629 Assistive Technology - Number Of People With Technology (65+) 866 852 853 839 2.2 Reablement - Number Of People Completing Reablement Process (cumulative) 2000 (500 per quarter) 1170 354 678 1049 RED 2.3 Reablement - % Of New or Increased Home Support Packages Which Are Reablement 70% 63.1% 67.1% 60.6% 55.0% RED 2.4 Reablement - % Of People With No or Reduced Level of Home Support Service At End Of Process 70% 52.2% 56.2% 50.2% 50.3% RED 2.6 Balance Of Care - % Of People (Age 65+) 45% 45.3% 45.5% 45.4% 43.7% AMBER 2.7 IEAS - % Deliveries Achieved Within 7 Working Days Quarterly 80% 61.7% 66.6% 75.1% 63.4% RED 4. Health and social care services are centred on helping to maintain or 4.2 Care Home Placements At End Of Quarter - Per 1000 Popn 65+ 24 21.3 22.0 22.2 21.5 GREEN 4.3 Care Home Placements At End Of Quarter - Per 1000 Popn 75+ 50 44.0 45.5 46.3 44.8 GREEN 4.4 Care Home - Average Length of Stay 865 819 828 939 743 GREEN Page 35 of 58
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improve the quality of life of people who use those services 4.5 Number Of People With Self Directed Support 1000 1256 1280 1322 2042 GREEN 4.6 Number Of People With A Direct Payment 240 321 298 328 336 GREEN 7. People who use health and social care services are safe from harm 7.1 % Of Adult Protection Referrals Passed To Care Team For Investigation 20% 18.9% 15.0% 17.5% 16.2% 7.2 % Of Adult Protection Investigations Going To Initial Case Conference 20% 23.9% 19.6% 16.3% 14.1% 7.3 Adult Protection - % Of Referrals With Decision Within 5 Days 60% 79.3% 72.8% 76.3% 78.4% GREEN 7.4 % of Adult Protection Referrals Which Did Not Go On To Investigation Or Other Service 50% 66.3% 72.1% 67.4% 69.0% Page 36 of 58
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Appendix 2 – Areas for Improvement (Quarter 3, October – December 2022) 1. Reablement & Home Support Home Support i) Waiting List position All teams are currently working towards waiting lists being reduced with care permanently placed where it can, significant work has been completed in partnership with quality assurance regarding community capacity building with colleagues form the independent sector. Once we see the bulk of this work transfer over this should create much needed capacity within locality teams which will allow reablement teams to function and progress as normal. It is anticipated that most of this work will be completely transferred across by the end of April. ii) Service Users awaiting a Home Support Service: All teams have been undertaking significant work to reduce the number of service users waiting on support commencing. Cumbernauld has the added difficulty of Glasgow Hospital Discharges and referral rates have increased significantly over the last few months. Teams continue to prioritise referrals; however, the focus has continued to be on supporting hospital discharge due to the ongoing pressures that hospital sites have in terms of capacity. iii) Absence Issues All Home Support Teams meet regularly with their respective ER advisor and a monthly meeting now takes place between Service Managers, Senior Manager Older Adults and the HR business Partners where monthly absence performance is reviewed within the respective locality teams. There are several Home Support staff who are off long term due to a variety of serious health issues, however it is the short-term absence that is having the greatest impact across all teams. The monthly meetings that are taking place ensures SDC’s are progressing absence management and support in line with the services managing attendance policy. iv) Recruitment Home Support Worker recruitment has continued with 21 awaiting start dates and a further 23 appointed this week following interview. The main concern for the service is the delay in advertisements going out for Support Officers and Service Delivery Coordinators which has been raised with HR. A focussed recruitment advert for Home Support Workers for Cumbernauld and Wishaw has been ran with the closing date of the 24.03.23. Given the pressures in both teams it is essential that capacity is created to meet the demands of community and hospital referrals while increasing reablement capacity to meet service demands. Reablement 354 people commenced with the reablement service during quarter 3, which is lower than the same quarter of last year (385), and lower than previous quarters of 2022/23. 374 people completed the reablement during quarter 2, which is higher than the same quarter of last year (223) and higher than previous quarters of 2022/23. This reflects the efforts to work with individuals who have not been able to progress through the reablement service for Page 37 of 58
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a variety of reasons, and identify more appropriate, long-term supports. This has also impacted the proportion of people who require no or reduced level of support at the end of the reablement process. 2. Integrated Equipment & Adaptation Service The service continues to prioritise work for supporting hospital discharges and admission prevention, which can often affect its ability to deliver other equipment requests within agreed timescales. The service has had significant challenges in relation to the recruitment of staff to vacancies across the entire service. Page 38 of 58
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North Lanarkshire Council Report Adult Care and Social Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref RM/MD/NL/LH Date 16/05/23 Revenue & Capital Budget Monitoring Report: Adult Social Care Period 11: 01/04/2022 to 03/02/2023 From Morag Dendy, Chief Officer (Planning, Performance and Quality Assurance) E-mail LynchN@northlan.gov.uk Telephone Nicola Lynch, Business Finance Manager, 07581007187 1. Background 1.1 The Council approved its General Revenue Fund Budget on 17 February 2022, and the Integration Joint Board (IJB) approved its Financial Plan on 23 March 2022. The approved Gross Expenditure Budget for the H&SCP – NL (Adult Social Care and Housing) is £244.178m. Executive Summary This report provides a summary of the revenue financial performance of the Health & Social Care Partnership (H&SCP) – North Lanarkshire (Adult Social Care & Housing) and the financial performance of the Social Work capital programme. The report incorporates the period 1 April 2022 to 3 February 2023 (Period 11) and includes projected outturn forecasts for the financial year ended 31 March 2023, with major outturn variances highlighted and explained per the approved Financial Regulations. H&SCP – North Lanarkshire (Adult Social Care & Housing) has a gross revenue expenditure budget of £244.178m and is currently projecting an underspend of £8.847m. The Social Work capital programme has a total budget of £2.254m and is currently projecting an underspend of £0.053m. Recommendations It is recommended that the Adult Care and Social Work Committee: (1) Acknowledge the revenue financial outturn position, (2) Acknowledge the capital financial outturn position. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning AGENDA ITEM 6 Page 39 of 58
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1.2 2022/23 is the second year of the Council’s five-year capital investment programme. The programme approved funding of £2.200m for Social Work for the current year. Net reprofiling of £0.304m, from 2021/22, as well as an adjustment following an update to the Strategic Capital Investment Programme (P&S December 2022 Committee) has resulted in a revised budget of £2.254m, as demonstrated by Appendix 6. 2. Report Revenue: Analysis of Significant Variances 2.1 Within Employee costs, the Service currently anticipates an underspend of £4.518m. This primarily relates to slippage in relation to the recruitment of posts linked to the “Winter Planning and Enhanced Supports” business case and also delays in recruiting posts against funding received for additional social workers. This is partially offset by costs associated with the 2022/23 pay agreement. 2.2 Property costs are currently anticipating an overspend of £0.223m, mainly due to utilities and one-off property repair costs. 2.3 Supplies and Services are expected to be overspent by £0.571m. This is mainly in relation to higher than anticipated spend in equipment and adaptations, uniforms and protective clothing for home support workers. 2.4 Within Transport costs, the Service is currently anticipating an overspend of £0.089m, mainly due to an overspend in staff mileage and fuel from internal hires partially offset by lower than anticipated vehicle contract hire costs. 2.5 Within Admin costs, the Service is currently anticipating an underspend of £1.871m, mainly as a result of less than anticipated spend within Carers budgets. 2.6 Payments to Other Bodies are detailed in Appendix 2. This expenditure accounts for £144.876m of the annual budget and is forecast to have an in-year underspend of £2.839m. This is primarily in relation to staff shortages within the Care at Home sector who provide services to individuals via the SDS commissioning framework. It is anticipated that this is an in-year underspend, and these budgets will be required in full in 2023/24. 2.7 The Service anticipates an over recovery of income of £0.479m. This is a result of unbudgeted contributions from NHS Lanarkshire towards SDS care packages, partially offset by lower than anticipated income from charges for Community Alarms and Integrated Day Services. Revenue: Earmarked Reserves 2.8 The Integration Joint Board have set aside reserves totalling £31.919m for specific Adult Social Care commitments. It is anticipated that £6.556m of the earmarked reserves will be used during 2022/23, with £25.362m being carried forward to 2023/24, as highlighted in Appendix 3. All expenditure to be met from reserves are excluded from the outturn position. Page 40 of 58
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Revenue: 2022/23 Savings 2.9 The Integration Joint Board approved gross savings within the Adult Social Care service of £2.025m. The Service uses a variety of information, records, and processes to monitor achievement of its approved budget savings and as at Period 10 the Service anticipates £0.653m (32%) will be delivered by the financial year-end. 2.10 Appendix 4 provides further analysis of the savings. The budget gap of £1.372m will be funded by IJB reserves. Revenue: Covid – 19 2.11 During 2022/23 the Scottish Government was in regular discussions with H&SCP’s with respect to in-year IJB Covid costs. The latest forecast included in this report is for in- year gross Covid costs of approximately £2.106m which is fully offset by income received. Appendix 5 provides further analysis of the Covid Costs and funding. Capital: Analysis of Significant Variances 2.12 The Integrated Equipment and Adaptation (IEAS) capital programme budget for 2022/23, is currently forecasting an underspend of £0.053m. This is due to demand levels not returning to pre-pandemic levels. Following on from the pandemic, there are, however, heightened uncertainties in respect of demand and complexity of need. 2.13 Appendices 7 and 8 outline the Service’s total capital budget, outturn position and current contractual commitments. 3. Measures of success 3.1 The Service operates within approved budget resources. 4. Supporting documentation Appendix 1 Revenue – Subjective Analysis Appendix 2 Revenue – Payments to Other Bodies Analysis Appendix 3 Revenue - Earmarked Reserves Analysis Appendix 4 Revenue - 2022/23 Savings Monitoring Report Appendix 5 Revenue - COVID 19 Costs Appendix 6 Capital – Budget Movements 2022/23 Appendix 7 Capital – Summary Expenditure by Thematic Appendix 8 Capital – Summary Expenditure by Division Morag Dendy Chief Officer (Planning, Performance and Quality Assurance Page 41 of 58
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Adult Social Care management team will continue to review and implement management action and initiatives, with the aim of remaining within approved budget resources. This action will include vacancy management, curtailment of non- essential expenditure, and maximising income. This report has been prepared by service based Financial Solutions personnel in consultation with budget managers, in accordance with the Financial Regulations. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 42 of 58
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services manage these as part of their overall corporate and service planning processes. The demands and restrictions resulting from Covid and the current economic climate has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. The Service continues to face increasing demand pressures for provision within the home support, self-directed support and independent care home arenas. To mitigate these pressures the Service reviews and considers data and trends in relation to current and anticipated demand on an ongoing basis to underpin projections of need and cost, and to agree appropriate operational and management action. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 43 of 58
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Appendix 1 CATEGORY BUDGET ACTUAL YEAR TO DATE ANNUAL PROJECTED ANALYSIS TO DATE TO DATE VARIANCE BUDGET OUTTURN VARIANCE % EMPLOYEE COSTS 73,594,277 69,771,028 3,823,248 FAV 87,969,739 83,451,353 4,518,386 FAV 5.1% Slippage in relation to the recruitment of posts generally and also those linked to the Business Case, partially offset by costs associated with the 2022/23 pay agreement PROPERTY COSTS 2,240,934 2,429,758 (188,824) ADV 2,515,508 2,738,664 (223,156) ADV -8.9% Expenditure in relation to utilities and one-off property repairs SUPPLIES & SERVICES 5,477,622 5,961,001 (483,379) ADV 4,771,427 5,342,693 (571,266) ADV -12.0% Higher than anticipated spend in relation to the Equipment & Adaptations service, uniforms and protective clothing for home support workers TRANSPORT & PLANT 941,415 1,017,097 (75,682) ADV 1,690,897 1,780,339 (89,442) ADV -5.3% Lower than anticipated vehicle contract hire costs, partially offset by projected overspend in staff mileage and fuel from internal hires ADMINISTRATION COSTS 1,838,238 244,432 1,593,806 FAV 2,325,542 441,953 1,883,589 FAV 81.0% Lower than anticipated spend in relation to Carers budgets PAYMENTS TO OTHER BODIES 105,420,985 103,018,173 2,402,812 FAV 144,876,741 142,037,055 2,839,686 FAV 2.0% Please refer to Appendix 2 for analysis OTHER EXPENDITURE 20,610 11,784 8,826 FAV 28,858 18,427 10,431 FAV 36.1% Minor underspend in "other expenditure" APPORTIONED EXPENSES 0 0 0 0 0 0 0.0% CFCR 0 0 0 0 0 0 0.0% CAPITAL EXPENDITURE 0 0 0 0 0 0 0.0% TOTAL EXPENDITURE 189,534,081 182,453,273 7,080,807 FAV 244,178,712 235,810,484 8,368,228 FAV 3.4% NLC CONTRIBUTION 157,189,122 157,189,122 0 185,758,836 185,758,836 0 0.0% NLC CONTRIBUTION - HOUSING 1,666,936 1,666,936 0 1,870,010 1,870,010 0 0.0% NLC CONTRIBUTION - TRANSPORT 169,458 169,458 0 550,737 550,737 0 0.0% INCOME FROM HEALTH 43,408,747 43,687,207 278,460 FAV 54,169,303 54,498,392 329,089 FAV 0.6% Over recovery in relation to contributions to SDS care packages from NHS Lanarkshire FEES AND CHARGES 1,181,452 950,064 (231,388) ADV 1,438,167 1,164,708 (273,459) ADV -19.0% Lower than anticipated income in relation to charges for Integrated Day Services and Community Alarms OTHER LOCAL AUTHORITIES 25,386 29,387 4,001 FAV 30,000 34,728 4,728 FAV 15.8% USE OF IJB RESERVES 0 0 0 0 0 0 0.0% OTHER INCOME 256,186 610,733 354,547 FAV 361,659 780,669 419,010 FAV 115.9% Overrecovery in relation to returned private sector housing grants, unbudgeted funding for fire safety equipment (EAS) and a recharges to NLC IT/Captial regarding analogue to digital. TOTAL INCOME 203,897,287 204,302,907 405,620 FAV 244,178,712 244,658,080 479,368 FAV 0.2% NET EXPENDITURE (14,363,206) (21,849,634) 7,486,427 FAV 0 (8,847,596) 8,847,596 FAV FAV = Favourable variation, underspend etc ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN ADULT SOCIAL CARE & HOUSING - INTEGRATED Revenue Budget Monitoring Report: Subjective Analysis 01 April 2022 - 03 February 2022 Period 11 Page 44 of 58
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Appendix 2 DESCRIPTION BUDGET ACTUAL ANNUAL PROJECTED TO DATE TO DATE BUDGET OUTTURN % (1) (2) (3) (5) (6) (8) (9) 1 SDS Framework 1 & 2 67,294,882 64,710,871 2,584,011 FAV 94,319,742 91,205,353 3,114,389 FAV 3.3% Demand led activity. 2 Independent Care Homes 31,862,828 32,529,658 (666,830) ADV 40,983,557 41,771,629 (788,072) ADV -1.9% Demand led activity. 3 Payments to NHS Lanarkshire 186,103 180,820 5,283 FAV 1,462,489 1,456,246 6,243 FAV 0.4% Position reflects anticipated in year payments 4 Non Traditional Respite 256,550 55,519 201,031 FAV 335,283 97,701 237,582 FAV 70.9% Position reflects anticipated Locality demand 5 Other Local Authorities - General 98,895 23,791 75,104 FAV 125,335 36,576 88,759 FAV 70.8% Position reflects anticipated in-year demand 6 Voluntary Organisations 3,920,701 3,870,775 49,927 FAV 4,645,058 4,586,054 59,005 FAV 1.3% Position reflects anticipated in-year demand 7 Payments to Other Bodies - General 358,093 236,109 121,984 FAV 857,820 713,658 144,162 FAV 16.8% Position reflects anticipated in-year demand 8 Housing Support (RSL's) 468,638 530,000 (61,362) ADV 654,376 726,894 (72,518) ADV -11.1% Position reflects projected contract levels 9 Locality Flexibility 165,058 146,849 18,209 FAV 218,068 196,549 21,519 FAV 9.9% Position reflects anticipated Locality demand 10 Private Sector Housing Grants 765,659 619,478 146,181 FAV 1,152,378 979,619 172,759 FAV 15.0% Position reflects level of demand for private sector adaptations 11 Medical Fees 43,577 15,265 28,312 FAV 122,635 89,175 33,460 FAV 27.3% Position reflects Service's approach to absence management 12 Agency Fees 0 99,038 (99,038) ADV 0 177,601 (177,601) ADV 0.0% Position reflects anticipated in year payments 13 Other 0 0 0 0 0 0 0.0% TOTAL EXPENDITURE 105,420,985 103,018,173 2,402,812 FAV 144,876,741 142,037,055 2,839,686 FAV 2.0% FAV = Favourable variation, underspend etc ADV = Adverse variation, overspend, income under-recovery etc ADULT SOCIAL CARE & HOUSING - INTEGRATED Revenue Budget Monitoring Report: PTOB Analysis 01 April 2022 - 03 February 2022 Period 11 (4) (7) ANALYSIS OF VARIATIONS YEAR TO DATE PROJECTED OUTTURN VARIANCES VARIANCE Page 45 of 58
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Appendix 3 Description of Earmarked Reserve 2022/23 Reserve Total 2022/23 2023/24 Balance no longer required Total Comments Carers Support 851,747 100,000 751,747 851,747 Winter Planning & Enhanced Support - Business Case 5,918,000 2,473,249 3,444,751 5,918,000 Unmet savings 3,058,534 1,914,928 1,143,606 3,058,534 Covid Support 3,000,000 1,050,502 1,949,498 3,000,000 Digital Improvements 5,826,144 255,600 5,570,544 5,826,144 Social Care Demand Risk 11,938,216 50,000 11,888,216 11,938,216 Programmes for Change 1,326,729 712,671 614,058 1,326,729 Totals 31,919,370 6,556,950 25,362,420 0 31,919,370 ADULT SOCIAL CARE & HOUSING - INTEGRATED Revenue Budget Monitoring Report: Earmarked Reserves Analysis 2022/2023 Period 11 Page 46 of 58
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Appendix 4 £000 £000 £000 £000 £000 LA Service changes - Muirpark 1,372 0 1,372 Agreement to delay and fund from IJB reserves 1,372 0 Inflation increase from NHSL on Resource transfer and Social Care Funding 653 653 0 0 0 Totals 2,025 653 1,372 1,372 0 ADULT SOCIAL CARE & HOUSING - INTEGRATED Value CommentaryBudget GapTarget Value Value Deliverable APPROVED SAVINGS Saving Gap Revenue Budget Monitoring Report: 2022/23 Savings Monitoring Report Description of Approved Saving 01 April 2022 - 03 February 2022 Period 11 REPLACEMENT SAVING/FUNDING Description Page 47 of 58
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Appendix 5 Assumed Budget Projected Outturn Projected Outturn Variance COMMENT £'000 £'000 £'000 Increased Costs Partner Payments 0 2,106 (2,106) In line with Scottish Government guidance and principles regarding Occupancy and Sustainablity payments to partners 0 0 0 Service Costs Total 0 2,106 (2,106) Income Scottish Government Covid Funding for IJB's 0 (2,106) 2,106 deferred income via NHSL partner TOTAL NET COSTS 0 0 0 DESCRIPTION OF COVID-19 COSTS ADULT SOCIAL CARE & HOUSING - INTEGRATED Revenue Budget Monitoring Report: COVID-19 Costs 01 April 2022 - 03 February 2022 Period 11 Page 48 of 58
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Appendix 6 APPROVED BUDGET 2,200,000 Movements to budget Period Division Thematic category Theme Reprofiling from 2021/22 400,000 Included in opening budget Social Work Key Ambition Integrated equipment & adaptations Acceleration in 2021/22 (96,000) Included in opening budget Social Work Key Ambition Integrated equipment & adaptations Updated Strategic Capital Investment Prg (P&S December 2022 Committee) (250,000) actioned at Period 11 Social Work Key Ambition Integrated equipment & adaptations REVISED BUDGET TOTAL 2,254,000 Social Work Capital Programme Capital Budget Monitoring Report: Budget Movements 2022/23 01 April 2022 - 03 February 2022 Period 11 Page 49 of 58
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Appendix 7 Social Work Capital Programme Capital Budget Monitoring Report: Summary Expenditure by Thematic Category 01 April 2022 - 03 February 2022 Period 11 YTD OUTTURN Thematic Category Budget £ Actual £ Actual % Committed £ Committed % Uncommitted £ Final Outturn £ Outturn variance £ Key Ambition 2,254,000 1,493,953 66.28% 1,775,189 78.76% 426,017 2,201,206 52,794 Total 2,254,000 1,493,953 66.28% 1,775,189 78.76% 426,017 2,201,206 52,794 Page 50 of 58
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Appendix 8 Social Work Capital Programme Capital Budget Monitoring Report: Summary Expenditure by Division 01 April 2022 - 03 February 2022 Period 11 YTD OUTTURN Theme Budget £ Actual £ Committed £ Uncommitted £ Final Outturn £ Outturn variance £ SOCIAL WORK Integrated equipment & adaptations 2,254,000 1,493,953 1,775,189 426,017 2,201,206 52,794 TOTAL SOCIAL WORK 2,254,000 1,493,953 1,775,189 426,017 2,201,206 52,794 Page 51 of 58
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North Lanarkshire Council Report Adult Care and Social Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref AT/JMcK Date 16/05/23 Contracts awarded below Committee approval threshold From Chief Officer (Assets and Procurement) Email mckinstryj@northlan.gov.uk Telephone James McKinstry 07939 281102 1. Background 1.1 The Councils General Contract Standing Orders (the ‘GCSOs’) outline financial approval thresholds for contracts for goods, works and services. Contract awards above £500,000 for Supplies and Services and above £2,000,000 for Works require approval by the Committee. These contract awards are considered by the Committee on a case-by-case basis. 1.2 Where the value of a contract award is between £50,000 and £500,000 for Supplies and Services and between £500,000 and £2,000,000 for Works, GCSOs require that the Chief Officer (Assets and Procurement) award these contracts on behalf of the appropriate Chief Officer. 1.3 The Chief Officer (Assets and Procurement) is required to notify Committee on a regular basis of any such contracts awarded on behalf of Procuring Service Areas. Executive Summary This report notifies the Committee of the contracts awarded between 1 January 2023 to 31 March 2023. It sets out those contracts awarded with a value below the financial threshold requiring Committee approval. Recommendations The Adult Care and Social Work Committee are: • advised of the Contracts awarded below Committee approval threshold between 1 January 2023 to 31 March 2023 as per the process within the Council’s General Contract Standing Orders. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (18) Ensure our digital transformation is responsive to all people's needs and enable access to the services they need AGENDA ITEM 7 Page 53 of 58
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2. Report 2.1 The GCSOs require that contracts in excess of £500,000 for supplies and services and £2,000,000 for works are approved, on a case-by-case basis, by the Committee before award. 2.2 The GCSOs require that contracts with a value above £50,000 but less than £500,000 for Supplies and Services and above £500,000 but less than £2,000,000 for Works are awarded by the Chief Officer (Assets and Procurement) on behalf of the appropriate Chief Officer. 2.3 The contracts awarded by the Chief Officer (Assets and Procurement) that are under the £500,000 Committee financial approval threshold for Supplies and Services and £2,000,000 for Works in the period from 1 January 2023 to 31 March 2023 are detailed in Appendix 1. 3. Measures of success 3.1 Contracts support the delivery of Council and service priorities. 3.2 Appointment of contractors who have suitable experience and capability to deliver the required supplies, services or works. 3.3 Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 3.4 The Council’s Contract Register is kept updated by services and management information is comprehensive and accurate. 3.5 Best Value is both demonstrable and achieved. 4. Supporting documentation 4.1 Appendix 1 - Summary of contracts awarded. James McKinstry Chief Officer (Assets and Procurement) Page 54 of 58
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where Financial impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. The Council’s Procurement Strategy proposes methods of maximising the delivery of procurement benefits that could bring improved financial return to the Council and the areas wider economy. Certain benefits have a monetary value attached and these will be monitored on a project-by-project basis. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where HR impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where Legal impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Page 55 of 58
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Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All contracts listed have been assessed by the Enterprise Architecture Governance Group (EAGG). Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☒ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Sustainable procurement is one of the key objectives of the Council’s Procurement Strategy and will have a positive impact, including, embedding sustainable procurement as business as usual and incorporating community benefits into the Councils contracts. Supporting local businesses and SMEs through closer working with colleagues in the Council’s Enterprise department and by making our processes more streamlined and accessible. Where Environmental/Carbon impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 56 of 58
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Where Risk impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Contract award procedures may be susceptible to legal challenge if they are not discharged in accordance with GCSO and procurement legislation. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 57 of 58
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APPENDIX 1 – SUMMARY OF BELOW THRESHOLD CONTRACT AWARDS Contract Description Contract Award Date Contract Start Date Contract End Date Contract Extension Contract Value (inc extension) (£s) Successful Tenderer Supplies Services Works No of Tenders Received Route* Provision of Support for People Affected by Huntington’s Disease 13/01/2023 01/04/2022 31/03/2025 N/A £398,898.00 Scottish Huntington's Association Services 1 *DAH&SC Provision of Digital Mental Health & Wellbeing Support Solution 25/01/2023 23/01/2023 22/01/2025 22/01/2027 £400,000.00 Kooth Digital Health Limited Services 3 CO *Direct Award against Social and Specific Services procurement regulations to best value provider. This is a permitted award without a call for competition as set out in the regulations and supporting guidance from Scottish Government. Key – Procurement Route CO - Contract Open Procedure CR - Contract Restricted Procedure FO - Framework Open Procedure FR - Framework Restricted Procedure FMCC - Mini Comp Council Framework FMC3 - Mini Comp 3rd Party Framework DAFC - Direct Award Council Framework DAF3 - Direct Award 3rd Party Framework DAH&SC - Direct Award Health & Social Care Related Services N - Negotiated Contract EXT - Extension to Contract/Framework Page 58 of 58