Agenda pack
North Lanarkshire Council · 3 May 2023
Back to Environment and Climate Change Committee — 3 May 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Our Ref: Your Ref: Contact: Tel: Fax: E-Mail: Date: Andrew Rose 07951409714 rosean@northlan.gov.uk 24 Apr 2023 Members of the Environment and Climate Change 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 ENVIRONMENT AND CLIMATE CHANGE COMMITTEE is to be held within the Council Chamber, Civic Centre, Motherwell on Wednesday, 3 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: T Carragher, D Crichton, P Di Mascio, K Duffy, F Fotheringham, W Goldie, D Johnston, J Leckie, H Loughran, A Masterton, M McBride, M McCulloch, P McDade, F McKay, J McPhilemy, L Mitchell, L Nolan, J Reddin, L Roarty, A Smith, A Stubbs, A Thomas, C Williams, N Wilson, G Woods. Page 1 of 69
Page 2
Page 2 of 69
Page 3
Agenda (1) Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 (2) Environment Pathway (page 5 - 20) Submit report by the Chief Officer (Community Operations) providing a copy of the proposed Environment Pathway document, which replaces the current Environment Strategy, and background information to its purpose (copy herewith) (3) Amey Public Services LLP: Operational Performance Monitoring Report for 01 October 2022 to 31 March 2023, Financial Performance at 31 December 2022 (page 21 - 32) Submit report by the Chief Officer (Community Operations) outlining Amey Public Services Limited Liability Partnership performance against its business objectives and Council priorities for the period October 2022 to March 2023 and its financial performance to March 2023 (copy herewith) (4) Strategic Performance Framework - latest performance results for Community Operations (page 33 - 48) Submit report by the Chief Officer (Community Operations) providing the Committee with an update of the latest results for the suite of performance indicators within Community Operations (copy herewith) (5) Oversight Report - Strathclyde Partnership for Transport and Strathclyde Concessionary Travel Scheme 2021/22 (page 49 - 56) Submit report by the Chief Officer (Place) (1) providing an overview of performance in 2021/22 by Strathclyde Partnership for Transport and the Strathclyde Concessionary Travel Scheme, and (2) detailing the oversight arrangement in place to confirm that both organisations operate satisfactory governance and scrutiny processes (copy herewith) (6) Call to Endorse a Proposed Ban on Single Use Disposable Vapes (page 57 - 62) Submit report by the Chief Officer (Community Operations) seeking approval to support a ban on the sale of disposable vapes in the interests of safeguarding the environment. (copy herewith) (7) Contracts Awarded Below Committee Approval Threshold (page 63 - 69) Submit report by the Chief Officer (Assets and Procurement) notifying the Committee of the contracts awarded between 1 January 2023 to 31 March 2023 with a value below the financial threshold requiring Committee approval (copy herewith) Page 3 of 69
Page 4
Page 4 of 69
Page 5
North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref: AM Date 03/05/23 Environment Pathway From Andrew McPherson, Chief Officer (Community Operations) E-mail mcphersona@northlan.gov.uk Telephone 07939 280467 Executive Summary The report provides a copy of the proposed Environment Pathway document, which replaces the current Environment Strategy, and background information to its purpose. Recommendations It is recommended that Committee: 1. Approves the contents of the Environment Pathway. 2. Approves the publication on the Council website. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (17) Ensure we keep our environment clean, safe, and attractive AGENDA ITEM 2 Page 5 of 69
Page 6
1. Background 1.1 Approved at Committee in 2019, The Plan for North Lanarkshire sets the long-term vision for the place that is North Lanarkshire. The Strategic Policy Framework supports the delivery of this vision by setting out the high-level strategies, policies, and plans which are subject to a formal review process to ensure they remain fit for purpose and continue to align to the vision. 1.2 Where it has been appropriate to do so, several strategies, policies, and plans in the Strategic Policy Framework have been combined or specifically aligned. This is a key aspect of the one council approach embodied by The Plan for North Lanarkshire as it aims to integrate related activities and review timescales and ensure that inter-related strategies, policies, and plans are aware of, and take account of, common factors in order to align resources and maximise impact. 1.3 In this respect the original Environment Strategy brought together the strategies, policies, and plans relating to North Lanarkshire’s environment. This was approved at the Environment and Transportation Committee in May 2019. 1.4 The Strategic Policy Framework has a supporting review programme to ensure the council’s high-level strategies, policies, and plans remain fit for purpose and continue to align to The Plan for North Lanarkshire as well as the relevant local and national strategy, policy, and legislative contexts. As such, the Environment Strategy was subject to a review in 2022/23 which was due to conclude and report to Committee in cycle 2 of 2023. 1.5 The reconfiguration of the Environment Strategy into an Environment Pathway further aligns all related environmental strategies, policies, and plans under the one strategic approach. This aims to ensure these are not implemented in isolation but take account of common environmental factors locally in order to maximise developments and opportunities and collectively protect, enhance, and promote North Lanarkshire’s environment. 2. Report 2.1 To undertake a review of the existing Environment Strategy, a short life working group of senior officers from the relevant service areas was established. From initial discussions, it was apparent that even in the short time period since the establishment of the Environment Strategy a number of new policies and strategies had been created and would need to be incorporated within the revised document. 2.2 Further to the above, it was agreed by the group that by referring to the reviewed document as the Environment Strategy, it gave the impression that this document was a strategy in itself. From discussion, it was clear that the purpose of this document was not to deliver specific guidance and/ or governance relevant to a particular topic area, but rather to provide an overarching view of what policy and strategy documents the council had in delivering its overall goal of improving the quality of the environment across the council area. 2.3 With the above points in mind, it was agreed that the naming of the document should be changed to reflect its true purpose – to provide a single reference document which would provide a pathway for both employees and members of the public to assess what actions the council were undertaking relevant to the environment and how these could interact to deliver on the common aim. It was agreed therefore, that rather than refer to the document as a ‘strategy’ it should reflect more on what its actual purpose was and Page 6 of 69
Page 7
so the name was changed to the Environment Pathway and a copy of the document can be accessed online at [ https://www.northlanarkshire.gov.uk/environmental- strategies ] and is attached as Appendix 1 for reference. 2.4 A review of all strategy and policy relevant to the environment was then undertaken to determine which should sit within the Pathway document with the outcome that 13 separate and distinct policy and strategy documents should be included. Full details of these are included at Section 1.4 of the document. 2.5 In keeping with the purpose of the document, it has been developed to be interactive as opposed to heavily worded. The intention, assuming approval by Committee, is for this to be publicised on the council’s website to provide a ‘landing document’ for members of the public to appreciate the scale of the work now being undertaken by the Council and its partners to improve the environment, and to provide simple ‘click and go’ access to more detailed information within the area that they have specific interest in. 2.6 Although not classified as a ‘strategy’ document, the Environment Pathway will still be included within the council’s overall Strategic Policy Framework and reviewed accordingly with updates brought back to Committee. 3. Measures of success 3.1 That a more coordinated approach towards environmental improvements is delivered and that the document provides a more accessible platform on which to highlight the works being undertaken. 4. Supporting documentation 4.1 Copy of Environment Pathway document – Appendix 1. Andrew McPherson Chief Officer (Community Operations) Page 7 of 69
Page 8
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? 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 8 of 69
Page 9
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? The intention of the document is to ensure a more coordinated approach towards improving the environment and to exploit any opportunities. 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 9 of 69
Page 10
ENVIRONMENT PATHWAY MAY 2023 Page 10 of 69
Page 11
Document Control Title Environment Pathway Owner Andrew McPherson Contact mcphersona@northlan.gov.uk Governance Group Author Andrew McPherson Contact mcphersona@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description / record of change 3 31/01/2023 Document approvals Number Governance Group Date approval granted Date approval to be requested (If document still draft) Consultation Record (for most recent update) Status of document consulted upon The sub policies which support the overall strategy are subject to their own consultation exercises, the details of which are contained within the individual policies. Stakeholders consulted / date Mark Findlay Community Operations, Joanne Glennie Community Operations, Hayley Andrew Community Operations, Laura McCrorie Community Operations, Gary Wood Community Operations, Gordon Laing Place, Lynda Stevenson Assets and Procurement Strategic Alignment Strategic Alignment The Environment Pathway supports a number of the council’s priorities and ambition statements. Improve economic opportunities and outcomes Ambition 2: Refocus our town centres and communities to be multi-functional connected places which maximise social, economic, and environmental opportunities Ambition 3: Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure Ambition 4:Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit Improve the health and wellbeing of our communities Ambition 15: Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Enhance participation, capacity and empowerment across our communities Ambition 16: Transform our natural environment to support wellbeing and inward investment and enhance it for current and future generations Ambition 17: Ensure we keep our environment clean, safe, and attractive Next review date Review date 3 Environment Pathway 2022 Contents page Foreword 04 1 Introduction and Context 05 1.1 North Lanarkshire 05 1.2 National Context 07 1.3 Local Context 09 1.4 Supporting Strategies 10 1.5 Oversight and Impact Assessments 14 Page 11 of 69
Page 12
4 5 Environment Pathway 2022 Environment Pathway 2022 Foreword The vision for North Lanarkshire to be a place of inclusive growth and prosperity for all was founded on the evidence presented in the report, A Shared Ambition for North Lanarkshire, in September 2018. This report also set out the operating framework required for the council to enhance the alignment of, and synergies between, strategic and operational functions to successfully deliver on the vision which was thereafter formalised through approval of The Plan for North Lanarkshire in February 2019. This set a very clear focus and compelling narrative in terms of what the council is working towards. The purpose of the Environment Pathway is very much aligned to this approach as this document brings together separate but related strategies, policies and plans to ensure a one council approach to the environment and that we continue a route of inclusive growth. Significant resources are deployed in the management, maintenance and construction of our environment and it is essential that these are deployed to deliver the best possible outcomes for North Lanarkshire’s communities. In these challenging times, it is essential that the council recognises the importance that the environment plays in the day-to-day life of people who live, work and visit North Lanarkshire. This will include everything from the air we breathe to how we travel throughout the area and how we maximise the use of our green and open spaces. The importance of this has recently been recognised in the Council’s declaration of a Climate Emergency and the setting of a challenging net-zero target for 2030 with the importance of high quality, local environments highlighted during the recent pandemic. We ASPIRE that North Lanarkshire is the place to Live, Learn, Work, Invest and Visit and a key aspect of this will be to ensure that we have an environment that allows us to deliver on this ambition. Helen Loughran, Convener of Environment and Climate Change Committee Introduction and Context 1.1 North Lanarkshire North Lanarkshire is Scotland’s fourth most populated local authority in Scotland with a population of 341,400 , living within 153,643 households . North Lanarkshire covers an approximate land area of 470 square kilometres with a population density of 726 persons per square kilometre and it is critical that we value the environment that the local population resides within. The Plan for North Lanarkshire is the council’s shared ambition for inclusive growth and prosperity for all. It sets the direction for us, our partners, North Lanarkshire businesses and residents and is our commitment to improving the lives and the environment of everyone who lives, works, or visits here. We have affirmed our commitment to the environment by declaring a Climate Emergency with a challenging net-zero target for 2030 as well as being a signatory of the Edinburgh Declaration on Biodiversity. We have done so in recognition that climate change is a threat to many of our native species and habitats. Locked-in changes to our seasonal weather and an increase in significant weather events are all indicators of climate change. This Environment Pathway summarises our strategic priorities and the documents that are contained within. Page 12 of 69
Page 13
6 7 Environment Pathway 2022 Environment Pathway 2022 1.2 National Context The approach we take to environment and climate change policies will play an essential role in our nation’s success over the coming decades. It will protect the beauty and uniqueness of Scotland’s landscapes and nature, which are precious in their own right, and it will create new opportunities to strengthen our economy, social wellbeing, health and equality. The ambition is to continue to establish Scotland’s place in the world as a country ready to lead global action to address current and future environmental challenges, and to collaborate with others as we do that. It is important to recognise that The Global Climate Emergency and the Nature Emergency are intrinsically linked. Climate change accelerates the destruction of the natural world and all it provides us with, while the loss and unsustainable use of nature are in turn, key drivers of climate change. However, just as the crises are linked, so are the solutions. Nature is a vital ally in the fight against climate change. Nature regulates the climate, and nature-based solutions, such as protecting and restoring wetlands and peatlands, or sustainably managing woodlands and greenspaces, will be essential for emission reduction and climate adaptation. Planting trees and deploying green infrastructure will help us to cool urban areas and mitigate the impact of natural disasters such as flooding. Human activity is pushing 1 million species of plants and animals towards extinction. This century must see an urgent scaling-up of action to tackle global environmental challenges – climate change, biodiversity loss, pollution, resource depletion and waste – to safeguard the wellbeing and prosperity of people around the globe, and the natural world we belong to. Current patterns of consumption and production exceed the levels pre-COVID-19. It simply is not sustainable. If everyone in the world lived as we currently do in the UK, it would require the resources of nearly 3 planets. We need to adapt to prosper – socially, economically, environmentally and become climate resilient – within planetary limits: to work towards a world where no country uses more resources than the Earth can support and to replenish the natural systems that sustain us. This transformation will require commitment, collaboration, innovation and political leadership. In individual areas of environmental policy, Scotland already has strong, ambitious strategies in place. y The Environment Strategy for Scotland makes a commitment that by looking after and restoring nature, and no longer being a contributor to climate change, Scotland will be transformed, benefitting people and the environment. The six outcomes are aligned to the UN Sustainable Development Goals as well the National Performance Framework reflecting the interdependency of environment with other aspects of policy (Children & young people; Communities; Culture; Economy; Education; Environment; Fair work & business; Health; Human rights; International; Poverty). y The Just Transition (a national mission for a fairer, greener Scotland) looks at how the changes in work life, business, travel, energy use, what we buy and what we eat will lead Scotland to net zero by 2045. Whilst this represents an opportunity for change, inequalities must be addressed whilst further improving our wellbeing and communities, ensuring that we all share in the benefits realised and the people of Scotland are key to this. The pace of the transition must ensure that no-one is left behind, noting it affects aspects of life, business and policy. y The Circular Economy Bill is expected to be introduced in the next Scottish Parliament. Based on the principles of the UN SDG no. 12 ‘Responsible Consumption and Production’, the Bill is expected to: – reduce waste and reduce litter by targeting unnecessary production of single-use items; – reduce the footprint of waste; – increase and improve recycling; and – have potential to create additional jobs. Page 13 of 69
Page 14
8 9 Environment Pathway 2022 Environment Pathway 2022 y In 2019 the Climate Change (Emissions Reduction Targets) (Scotland) Act 2019, amended the original Scottish 2050 target to an ambitious net zero target by 2045 with a new set of interim emission reduction targets for 2030 (75%) and 2040 (90%). y The Scottish Government have a pioneering Land Use Strategy (2016) with a strategic vision on how to realise the full potential of Scotland’s land in ways that result in multiple benefits for the economy, environment and communities. y Scotland has the most stringent air quality targets in the UK and the Government’s Cleaner Air for Scotland Strategy (2015) sets out how we will reduce air pollution to protect human health and fulfil EU legal commitments. y National Planning Framework 4 sets six spatial principles Just transition, Conserving and recycling assets, Local living, Compact urban growth, Rebalanced development and Rural revitalisation. These principles are expected to play a key role in delivering on the United Nations (UN) Sustainable Development Goals (SDGs) and national outcomes. Translated into a National Spatial Strategy, underpinned by 33 National Planning Policies, the spatial principles will support the planning and delivery of: sustainable places, where we reduce emissions, restore and better connect biodiversity; liveable places, where we can all live better, healthier lives; and productive places, where we have a greener, fairer and more inclusive wellbeing economy. y The National Planning Policies are to be applied to all applications for Planning Permission, but each Policy Principle also describes Policy Intent, Policy Outcomes and an expectation for future Local Development Plans. These policies and expectations will impact or be impacted by every element of the current Environment Pathway. To continue with its environmental commitments the Scottish Government recently published their ‘Developing an Environment Strategy for Scotland’ discussion paper. The purpose of this paper was to start discussion on how Scotland will develop a strategic approach on environmental policy to protect and enhance Scotland’s environment, safeguard natural capital and continue Scotland’s leading role in addressing environmental challenges. In particular, the Government outlined the following six draft outcomes which it would aspire to achieve: 1. We are a climate leader and play our full role in limiting global temperature rise to well below 2°C. 2. We are a zero waste, resource efficient nation. 3. Our biodiversity is protected and enhanced, supporting healthy ecosystems. 4. Our air, freshwater, seas and soils are of excellent quality. 5. Everyone can access, enjoy and connect with nature. 6. The global footprint of our consumption and production is sustainable. It is important therefore that the local ambitions of the council reflect these national ambitions where appropriate. 1.3 Local Context At a more local level, the Environment Pathway will deliver on a number of priorities and their underlying ambition statements as detailed in the Plan for North Lanarkshire: Improve economic opportunities and outcomes Ambition 2: Refocus our town centres and communities to be multi-functional connected places which maximise social, economic, and environmental opportunities Ambition 3: Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure Ambition 4: Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit Improve the health and wellbeing of our communities Ambition 15: Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Enhance participation, capacity, and empowerment across our communities Ambition 16: Transform our natural environment to support wellbeing and inward investment and enhance it for current and future generations Ambition 17: Ensure we keep our environment clean, safe, and attractive Page 14 of 69
Page 15
10 11 Environment Pathway 2022 Environment Pathway 2022 1.4 Supporting Strategies The council has a number of strategies, action plans and policies which all contribute to the development and protection of the environment within North Lanarkshire. However, the concern is that many of these strategies, policies and plans were working in isolation. The purpose of the Environment Pathway is to bring all of these policies under the one umbrella to ensure that all such documents take account of, and are aware of, common factors across the other strategies throughout the council and that this is reflected within the individual documents. This will ensure that the council maximises the impact in achieving its own priorities and contributes to the overall national environmental objectives detailed above. To ensure this one council approach is delivered, the following strategies and plans will be included under the Environment Strategy: Title Summary Active Travel and Access Strategy In North Lanarkshire, and Scotland as a whole, there is continuing drive to create a sustainable transport system. This system should recognise the challenges before us, particularly in terms of reducing inequalities and taking climate action. To this end, the Council is fully engaged in responding to the global climate emergency by supporting increasing mode shift toward low and zero carbon transportation. The publication of the Council’s Active Travel Strategy in August 2021 was timely, not least because these challenges have been furthered by the need to continue to adapt to life after COVID-19. This may bring permanent changes to the way people will live, work and travel around our area. Therefore, the Council needs to provide a targeted approach to enhancing the provision of active and sustainable travel opportunities. This will then support a mode shift in favour of walking, wheeling and cycling. This will also help to deliver improved health and wellbeing and environmental, social inclusion and public access benefits. Further details of this strategy can be found at the following weblink - Active Travel Strategy | North Lanarkshire Council Air Quality Action Plan Air pollution is associated with a number of adverse health impacts. It is recognised as a contributing factor in the onset of heart disease and cancer. Additionally, air pollution particularly affects the most vulnerable in society: children and older people, and those with heart and lung conditions. There is also often a strong correlation with equalities issues, as areas with poor air quality are also often the less affluent areas. The annual health cost to society of the impacts of particulate matter alone in the UK is estimated to be around £16 billion. The council is committed to reducing the exposure of people in North Lanarkshire to poor air quality to improve health. The Air Quality Action Plan has been produced as part of our statutory duties required by the Local Air Quality Management framework. It outlines the action we will take to improve air quality in North Lanarkshire. A copy of the current Air Quality Action Plan is available here: Air Quality Action Plan Biodiversity Action Plan The North Lanarkshire Biodiversity Action Plan (NLBAP) sets out a partnership approach to guide the conservation and enhancement of biodiversity in North Lanarkshire to 2027. It details the actions needed to safeguard vulnerable species in North Lanarkshire, and to protect and enhance key habitats at an ecosystem scale. A copy of the plan is available at: Our local biodiversity | North Lanarkshire Council Title Summary Climate Plan ACT 2030 Climate Change is an important issue for us all. Changes in our weather and an increase in severe weather events is a symptom of climate change. Greenhouse gases caused by humans have been found to be responsible for these changes. In the future they are likely to become more severe. Climate change will not just affect humans. There is a risk that we may lose native species of animals and plants. The Climate Plan ACT 2030 conveys the council’s commitment to climate change and its own carbon management actions and targets with supporting carbon budgets. The Plan is supported by the other strategies, plans, programmes and reports as detailed below: • Programme of Work • Local Development Plan • Biodiversity Action Plan • Open Space Strategy • Single Use Plastic Policy • Procurement Strategy • Active Travel Strategy • Food Growing Strategy • Local Housing Strategy • Capital Programmes • Revenue Budget A copy of the Climate Plan is available at: Climate Plan ACT2030 | North Lanarkshire Council Climate Ready Clyde Adaptations Strategy As a member of Climate Ready Clyde (CRC) Board and subgroup, the council has contributed over the past three years to the development of a Regional Adaptation Strategy and Action Plan. With a good understanding of the climate challenges and opportunities facing the region, the strategy focuses on becoming climate ready through sixteen Flagship Actions. These actions include the Clyde Climate Forest and a retrofit housing energy efficiency project. Along with other members of CRC the council will contribute to the strategy’s delivery through continued participation and resourcing. Adaptation Strategy and Action Plan (climatereadyclyde.org.uk) Contaminated Land Strategy Under Part IIA of the Environmental Protection Act 1990, the council has been given duties and responsibilities regarding contaminated land in its area. In summary, the council’s duties under the legislation are to: • inspect the district for land that may be contaminated • inspect individual sites which may be contaminated and • ensure the appropriate action is taken to remediate the land. The Contaminated Land Strategy details how we will fulfil our duties under the above legislation and in turn protect human health and assist in the regeneration and development of such sites. A copy of the current Contaminated Land Strategy is available here: Contaminated Land Strategy Page 15 of 69
Page 16
12 13 Environment Pathway 2022 Environment Pathway 2022 Title Summary Core Paths Plan A statutory requirement under the Land Reform (Scotland) Act 2003, this plan provides a basic framework of paths, giving the public reasonable access throughout North Lanarkshire. Linking with the Active Travel Strategy to support a wider network of paths and all other areas of land and inland water where access rights are exercisable. The revised and updated Core Paths Plan will be published in 2023. A copy of the Plan is available at: Core paths in North Lanarkshire | North Lanarkshire Council Food Growing Strategy A statutory requirement of the Community Empowerment (Scotland) Act 2015. The document seeks to identify land that could be used for allotments and community food growing, and identifies how NLC intends to increase the provision of these spaces. The strategy also highlights the benefits of ‘Growing Your Own’. The plan is scheduled for review in 2025. A copy of the strategy is available at: Community food growing and allotments | North Lanarkshire Council Local Development Plan The North Lanarkshire Local Development Plan was adopted in July 2022 after a lengthy process of consultation and Examination by Scottish Government Reporters. As a statutory document, it plays a key role in contributing towards the Council’s aims of delivering an environment where development is sustainable and inclusive, through protecting our natural and built assets, whilst providing opportunities to deliver new housing, enhance our centres, embrace digital technology, create a climate where businesses can locate, invest and grow and where opportunities for leisure and tourism are maximised. A copy of the Plan can be viewed at - The North Lanarkshire Local Development Plan | North Lanarkshire Council Local Transport Strategy Our road network exists, not as an end in itself, but to provide access to jobs, education, health services, leisure, shops and a range of other activities. An efficient transport system helps to connect communities and contribute to a better quality environment and is critical for stimulating economic activity and ensuring business competitiveness throughout North Lanarkshire; we cannot deliver local jobs and prosperity without effective transport networks. North Lanarkshire is located in the heart of Scotland’s central belt and is crisscrossed by many strategic transport corridors, both road and rail. These facilitate strong economic and social links with Glasgow and other communities throughout the Clyde Valley as well as commuting links to the west and with Edinburgh and the east. The Local Transport Strategy document therefore reflects the need to continue working with national and regional transport agencies and companies in order to ensure that the needs of, and links to, our local communities and businesses are fully considered in the development and implementation of strategic transport systems through the Council area. The Council’s last published Local Transport Strategy can be found here - Local Transport Strategy 2010.pdf (northlanarkshire.gov.uk) . Open Space Strategy The Planning (Scotland) Act 2019 introduced new statutory duties upon the council to prepare and publish an Open Space Strategy (OSS) and to assess the sufficiency of play opportunities for children in our area. The OSS is under development and will set out a strategic framework of North Lanarkshire’s policies and proposals for the development, maintenance and use of green infrastructure, including open spaces, sports pitches and green networks. Title Summary Single Use Plastics Plan The plan was presented as the first phase of actions to reduce SUP and it focused on the catering service of the council. Plans to reduce plastic in other areas of the council require to be put in place in subsequent phases. The second phase will contain the implementation of Scotland’s Deposit Return Scheme (DRS) which starts on the 16 August 2023. Scottish Government are introducing the scheme to encourage the return of empty single-use containers for collection for recycling. It will help tackle climate change, increase quantity and quality of materials collected for recycling and decrease litter. The Deposit and Return Scheme for Scotland Regulations 2020 set out the legal requirements of the scheme. They apply to drink producers, drink importers and anyone marketing or offering for sale drinks in Scotland. The Deposit Return will cover all drinks sold in PET plastic, metal and glass which are between 50ml and 3 litres in size (inclusive). Single Use Plastics Plan Tree Asset Management Plan and Operational Woodland Plan. North Lanarkshire Council adopted a Tree Asset Management (TRAM) Plan in 2021 to manage the risks associated with its tree stock in a proactive way. The plan sets out a strategic approach to inspecting trees in a systematic way based on risk zones. An Operational Woodland Plan is due for publication in 2023 and this document will look at the future delivery of tree planting, remediation works (associated with the TRAM strategy and Ash Dieback Disease) and the longer term planning of woodland investment for carbon reduction. Tree Asset Management Plan Page 16 of 69
Page 17
14 15 Environment Pathway 2022 Environment Pathway 2022 1.5 Oversight and Impact Assessments 1.5.1 Governance The Environment Pathway will be monitored and approved the through the council’s Environment and Climate Change and each sub-policy shall be approved and monitored at the relevant council committee. 1.5.2 Performance Indicators Within each sub-policy there will be a range of indicators that will allow performance against the outcomes of the strategy to be carefully monitored. As in 1.5.1 details of this performance shall be reported at appropriate intervals to the relevant council committee as part of the Council’s Performance Framework. 1.5.3 Equalities and Fairer Scotland The principle of equality of opportunity cuts across all themes of the Environment Strategy and indeed the work of the council. Our corporate commitment to equality is outlined within the council’s Single Equality Scheme, which sets out our approach to meeting the duties laid out by the Equality Act 2010. An equalities impact assessment (EQIA) has been completed to assess the impact of the strategy on these groups. The assessment concluded that the impact assessment carried out did not produce any significant issues to warrant further actions. The outcomes of this strategy will also not have any effect on the Fairer Scotland framework. Further to the above however, individual EQIAs will also be undertaken for each sub-policy within the overall Environment Strategy. 1.5.4 Risk Management Each sub-policy will be subject to standard risk assessment. 1.5.5 HR and Legislative Each sub-policy will comply with any relevant legislative requirement. 1.5.6 Environmental Each sub-policy will have its own specific focus to directly impact on the environment. Page 17 of 69
Page 18
16 17 Environment Pathway 2022 Environment Pathway 2022 SUPPORTING STRATEGIES ACTIVE TRAVEL AND ACCESS STRATEGY AIR QUALITY ACTION PLAN BIODIVERSITY ACTION PLAN CLIMATE PLAN ACT 2030 CLIMATE READY CLYDE ADAPTATIONS STRATEGY CONTAMINATED LAND STRATEGY CORE PATHS PLAN FOOD GROWING STRATEGY LOCAL DEVELOPMENT PLAN LOCAL TRANSPORT STRATEGY OPEN SPACE STRATEGY SINGLE USE PLASTICS PLAN TREE ASSET MANAGEMENT PLAN AND OPERATIONAL WOODLAND PLAN Page 18 of 69
Page 19
This document can be made available in a range of languages and formats, including large print, braille, audio, electronic and accessible formats. To make a request, please contact Corporate Communications at: corporatecommunications@northlan.gov.uk ’S urrainn dhuinn an sgrìobhaidh seo a chur ann an diofar chànanan agus chruthan, a’ gabhail a-steach clò mòr, braille, cruth claisneachd agus cruthan dealanach agus ruigsinneach. Gus iarrtas a dhèanamh, cuir fios gu Conaltradh Corporra aig: corporatecommunications@northlan.gov.uk Niniejszy dokument można otrzymać w wielu różnych językach i formatach, w tym również dużym drukiem, alfabetem Braille’a, w wersji dźwiękowej, elektronicznej i w innych dostępnych formatach. Prośby należy składać na ręce zespołu ds. komunikacji drogą elektroniczną na adres: corporatecommunications@northlan.gov.uk 此文件可以多种不同语言和格式提供，包括大字体、点字、音频、电子和易读格式。 如想提出请求，请联系企业传讯部：corporatecommunications@northlan.gov.uk CC_2022_00418 Produced by NORTH LANARKSHIRE COUNCIL Enterprise and Communities Community Operations Civic Centre, Motherwell, ML1 1AB e. mcphersona@northlan.gov.uk NORTHLANARKSHIRE.GOV.UK Page 19 of 69
Page 20
Page 20 of 69
Page 21
North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref AMcP/JA Date 03/05/23 Amey Public Services LLP: Operational Performance Monitoring Report for 01 October 2022 to 31 March 2023, Financial performance at 31 December 2022 From Andrew McPherson, Chief Officer (Community Operations) E-mail mcphersona@northlan.gov.uk Telephone 07939 280467 Executive Summary This report outlines Amey Public Services (APS) Limited Liability Partnership (LLP) performance against its’ business objectives and council priorities for the period October 2022 to March 2023 and its’ financial performance to March 2023 Recommendations It is recommended that the Environment and Climate Change Committee: (1) Acknowledge APS LLP’s operational performance up to 31 March 2023, along with service delivery highlights over the past 6 months. (2) Acknowledge APS LLP’s financial performance at 31 December 2022. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (17) Ensure we keep our environment clean, safe, and attractive AGENDA ITEM 3 Page 21 of 69
Page 22
1. Background 1.1 The council created the roads, street lighting and winter maintenance services LLP in 2010, following a tender exercise for a strategic partner to deliver such services over a ten-year period. The successful bidders were Amey Local Government Limited and the contract commenced on 14 December 2010. Amey LG Ltd (now Amey Public Services LLP) owns a 67% shareholding in the strategic partnership with the council owning the remaining 33%. 1.2 A Management Committee consisting of representatives from both APS and North Lanarkshire Council is responsible for the LLP’s governance, which includes operational delivery and management, staffing, financial control and reporting, health and safety, performance monitoring and risk management. The Management Committee meets quarterly, with council representation consisting of one senior officer and one Elected Member, and APS LLP membership comprising up to four representatives. 1.3 As per the Works Agreement, service reviews required to be carried out jointly at year 4 and 8 of the strategic partnership. The former Planning and Transportation Committee considered the findings of the Year 4 review and approved the requirement for the council to continue working with APS LLP to identify opportunities for the business to establish a stable financial position. 1.4 The Year 8 review commenced in July 2018 with the outcome initially reported to the former Infrastructure Committee in November 2018, but then carried forward to former Policy and Resources Committee in December 2018. The review recommended that the then Head of Environmental Assets conduct a market testing exercise to identify whether amending some of the existing contract rates and prices for a term beyond June 2021 will be more beneficial to the council than ceasing the contract at its natural termination date. 1.5 The results of the market testing demonstrated that amending APS LLP rates provided value for money and recommended that the contract be extended for a period up to June 2024. The extension to the contract was reported to and approved by the former Environment and Transportation Committee in August 2019. 2. Report 2.1 This report confirms where Amey Public Services LLP are fulfilling its contractual obligations and meeting the council’s service delivery expectations, as well as providing information from Financial Solutions on financial performance and overall financial standing within the company. This information will help give early warning of any financial risks which may give rise to operational or reputational risks for the council. Performance Indicators 2.2 Operational and financial performance is reported to this Committee after it has been considered by the Amey Management Committee. This provides Management Committee representatives with the opportunity to address any issues which require attention and thereafter, allows this Committee to receive the updated position, including any remedial actions where these may be required. 2.3 The outcomes from the 2021-22 and the forecast for 2022-23 performance indicators are detailed within appendix 1. Page 22 of 69
Page 23
Best Value Efficiency Saving (BVES) 2.4 The first 10 years of the contract makes provision for the contractor to provide the council with a BVES. This payment was set out at the time of tender and was a percentage of cost delivered through the contract. The BVES was then added to the revenue budget for the Roads’ service as an income and reinvested in road maintenance activities. 2.5 The contract is now in the extension period, and this means the contractor is no longer contractually required to provide the BVES. In financial terms, based on the average BVES for the first 10 years of the contract, this will result in a £313,000 budget reduction and therefore a reduction in road maintenance activities. Overview of Governance Arrangements 2.6 APS LLP satisfies the council’s required oversight arrangements, and routinely submits the monitoring information expected by council officers in line with the timeframes specified within the LLP Agreement. Comments, Compliments and Complaints 2.7 During this reporting period APS received 3 compliments regarding surfacing work, social value activities and from Police Scotland in relation to the Fireworks event at Strathclyde Country Park. 2.8 During this period APS received 1 complaint relating to winter treatments. Service Delivery Highlights 2.9 The following service delivery highlights were achieved during this period:- • APS maintained its excellent H&S record over the period with 0 RIDDORS, 0 Lost time injuries and 0 Non-Lost Time Injuries in 2023 Year to date. • Completion of the 2022/23 carriageway resurfacing programme. • Continued with the construction of the Newhouse to Salsburgh Active Travel route. • Continued with the gully cleaning programme, cleaning 57,174 gullies over the financial year, with plans being developed to address problematic gullies or those that could not be cleaned due to obstructions. • Continued with the LED replacement programme on main roads and residential roads, with 35,415 residential and footpath light replacements, 8,458 designs completed for main roads and 4,485 main road lanterns installed since the start of the programme. • Undertook the winter service delivery programme • Completed the junction upgrade at Woodside Street, Coatbridge. • Completion of the A71 Horsley Brae junction improvement. Page 23 of 69
Page 24
2.10 APS staff have also undertaken several activities in support of the local and wider community: • Attended careers fairs at New College Lanarkshire, Our Lady’s Secondary School and Greenfaulds Secondary School. • Presented £250 cash collected from Amey colleagues to Baby Loss Retreat’s charity shop in Airdrie. • Continued the long association with St Andrew’s Hospice, with a number of events and activities this year. These included providing support setting out cones for the September 6K fun run so the event could be run safely; in early November providing a gritter and driver for the Santa Dash at Strathclyde Country Park with Santa hitching a ride to the event; and APS employees installing the Christmas lights on the hospice’s Christmas tree, donated two £500 Selfridges Luxury Christmas Hampers for them to raffle and raise funds for the hospice. • From November 2022 to January 2023, Amey hosted 6 mentoring sessions at Greenfaulds Secondary School with S5 pupils to support employability skills through CV writing, interview skills and personal branding. • On Saturday 26 November 2022 at Bellshill Cross, APS provided pedestrian barriers and minor traffic management to control vehicular traffic during the unveiling of the Billy McNeil statue. Business Development 2.11 A key aim of the contract is to encourage business development. During this period APS were successful in the following: • Ongoing contracts with East Renfrewshire Council and Inverclyde Council continued to perform well, however, the latter contract with Inverclyde Council ended in November 2022 when Amey was unsuccessful with its tender for the successor contract. • Continued to work both with other Amey Scottish Highways contracts and other Amey Business Units, in particular Secure Infrastructure, on further opportunities for third party works (civils works, schools’ maintenance and street lighting maintenance). Financial Impact Public Accountability Obligations – Financial year 2022/23 2.12 To satisfy the Council’s duty to ensure the organisation delivering roads, street lighting and winter services on its behalf is financially sound, the Council’s Section 95 Officer maintains appropriate and proportionate processes and procedures for scrutinising APS LLP’s financial performance. 2.13 The Council’s Legal Agreements with APS LLP specify the financial information which must be submitted to the Council, including an annual business plan, monthly management accounts, audited financial statements etc., to enable Financial Solutions to assess and report any financial risk likely to arise as a result of the Council using APS LLP to deliver these services. Page 24 of 69
Page 25
2.14 The Council expends both revenue and capital resources annually with APS LLP to deliver services which assist the Council in achieving its priority outcomes. For the financial year 2022-23, sums of £10.964m and £11.322m were budgeted in respect of revenue and capital respectively for roads and lighting maintenance. APS operates a financial year ending 31 December 2022 and revises its forecast twice throughout the year. Based on APS revised forecast (RF2), works from the Council represent around 93% of annual anticipated net turnover. Financial Performance as at 31st December 2022 2.15 The financial statements presented in Appendix 2 are based on the Reforecast Budget 2 position which takes account of known movements from the approved 2022 Reforecast Budget 1 position shown in Appendix 4. 2.16 Based on their financial statements to 31st December 2022, members will wish to note the LLP is reporting a provisional annual accounting profit of £0.475m, which is a £0.144m adverse variance to the RF2 forecast profit of £0.619m, primarily due to increased volume of winter maintenance resulting in higher than anticipated employee, materials and plant and vehicle costs. Appendix 2 provides further details regarding the LLP’s financial position as well as commentary to explain the key variances reported. 2.17 Although the contract provides scope for the Council to receive dividends from this partnership agreement, the cumulative negative trading position evidenced in the balance sheet means the LLP has not yet had an opportunity to declare any dividends. 2.18 In return for satisfactory service delivery and effective financial performance through the LLP, Amey Local Government Limited is entitled to receive a management fee which comprises both fixed and variable elements and is partially linked to the level of works delivered through the contract. However, the payment of the management fee is dependent upon generation of cumulative profits and given the LLP currently has cumulative net liabilities, the management committee has agreed that no management fee is payable for 2022. Overall Financial Standing – Balance Sheet as at 31st December 2022 2.19 Appendix 3 provides key balances to give members an update on the overall financial standing of the company, as at 31st December 2022, along with the previous year’s comparator figures. Key balances and indicators worthy of specific note include: a) As a result of previous year losses, the company has cumulative net liabilities of £5.625m, an improvement of £0.484m on the previous year position which primarily reflects the 2022 accounting profit. b) A comparison of the LLP’s current assets to its current liabilities equates to a net current asset of £1.599m and a current ratio of 2.14. A ratio of less than 1 is generally an indication of an organisation having insufficient resources to meet its obligations, and therefore in this instance, indicates that the LLP has a strong current asset position. However as detailed in section 2.17, the company has a significant long term liability balance resulting in the net liability position overall. Page 25 of 69
Page 26
c) The LLP has a long-term liabilities balance of £7.225m, which predominantly reflects loan support of £6.175m provided by the parent company Amey LG to enable the LLP to continue delivering services. Currently, there are no expectations that any additional loan support will be required by the parent company. In recognising the LLP is largely dependent upon the support received from the parent company, officers from Financial Solutions regularly obtain assurances from the LLP and Amey LG regarding their continued loan support. d) Following the takeover of Amey Group Ltd by One Equity Partners (OEP) in December 2022, Amey Group Treasury were instructed to clear down all subsidiary bank accounts each month end. Balances are then reinstated in week 1 of the following financial period. Amey have confirmed that balances will be managed to ensure there is no impact on their commitments to supply chain. Approved Budget 2022 2.20 In line with Amey group timelines, the 2023 budget has been prepared by the LLP, and indicates an anticipated accounting surplus position of £0.522m on turnover of £17.822m. Based on APS budget, works from the Council represent around 96% of annual anticipated net turnover. Appendix 3 provides further details on the approved budget and commentary to explain the key movements. 2.21 Members should note that the 2023/24 budget was prepared in September 2022, at which time they were anticipating income from three other local authorities. However, they were unsuccessful in securing the contract with one of these authorities resulting in a revised budgeted surplus of £0.216m. 3. Measures of success 3.1 These reports are intended to give Members an insight into how the LLP is performing and where it is supporting delivery or adding value to the council’s priorities. 4. Supporting documentation 4.1 The following appendices support this report:- Appendix 1 Performance Indicators & Outcomes Appendix 2 Financial Performance as at 31 December 2022 Appendix 3 Overall Financial Standing as at 31 December 2022 Appendix 4 Approved Budget – 2023 Andrew McPherson Chief Officer (Community Operations) Page 26 of 69
Page 27
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? 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 ☐ 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 27 of 69
Page 28
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? Page 28 of 69
Page 29
Appendix 1 Performance Service Area Target Outcome/Purpose 2021/22 Actual 2022/23 Target 2022/23 Actual Comments Improve economic opportunities and outcomes OBJECTIVE: Improve infrastructure to help current and incoming businesses to grow and create employment, help current and incoming businesses to grow and create employment Street Lighting Activities To enable vulnerable people to feel safe in their local area 97.91% 95% 96.50 This performance target includes measures related to: Works Outstanding, Works Quality, Dispute Resolution, Dark Street Lamps & Works Registration Compliance (SRWR). Roads Works Activities Contribute to the long-term economic sustainability of North Lanarkshire 90.02% 95% 88.17 This performance target includes measures related to: Works Outstanding, Works Quality, Dispute Resolution & Road Works Registration Compliance (SRWR). General Performance Contribute to the long-term economic sustainability of North Lanarkshire 90.78% 95% 94.26 This performance target includes: Reinstatement Compliance, Remedial Works Compliance, Prompt Payment to Suppliers, Public Complaints & Health and Safety Compliance. OBJECTIVE: : Improving North Lanarkshire’s resource base BVES efficiencies To positively support the partnership, deliver efficiencies to the Schedule of Rates payable via the works agreement £277,697.59 (2019 BVES) N/A No longer applies to contract There is no target for BVES as this is calculated as a percentage of annual spend. The BVES is paid to NLC annually (based on calendar year spend). Street Lighting Activities – Performance has remained like previous year and exceeds the minimum target of 95%. Road Works Activities and General Performance – Performance has dropped recently and is below the target of 95% however this does not pose any real concerns and we continue to work with APS to meet the set targets. General Performance – Performance has improved and is slightly below the target of 95% however this does not pose any real concerns and we continue to work with APS to meet the set targets. BVES efficiencies – This is no longer applicable to the contract performance. Page 29 of 69
Page 30
Appendix 2 Financial Performance as at 31 December 2022 2022 2021 Commentary Annual Forecast (RF2) Provisional Outturn Variance Provisional Outturn £m £m £m £m Income from NLC 18.568 19.105 0.537 15.888 Revenue & capital funding Strategy WIP (net of provision) 0.454 1.024 0.570 3.186 Write down strategy to 2024 Other 3rd party income 0.897 0.926 0.030 1.143 Other clients inc. other local authorities Total Income 19.919 21.056 1.137 20.217 Increased income due to capital works delivered and winter maintenance. Expenditure; Employee costs (6.057) (6.889) (0.832) (6.559) Increased employee costs due to increased volume of winter maintenance, increased headcount and overtime. Sub-contractor costs (3.308) (3.157) 0.150 (3.205) Anticipated increase in sub-contractor costs reflected in RF2 budget not fully materialised due to increase in internal head count. Materials (5.455) (5.552) (0.097) (5.780) Increased costs due to increased volume of winter maintenance and the requirement to use sub-contractors Plant & Vehicle costs (3.700) (4.220) (0.520) (3.560) Increased costs due to increased volume of winter maintenance and the requirement to use sub-contractors Property, Communications & Other (0.781) (0.763) 0.018 (0.552) Reduced costs due to reduction in expenditure rates offset by increases in insurance charges. Total resources expended (19.300) (20.581) (1.281) (19.657) Trading profit/(loss) 0.619 0.475 (0.144) 0.560 Amey Public Services LLP Income & expenditure Page 30 of 69
Page 31
Appendix 3 Amey Public Services LLP Overall Financial Standing - Balance Sheet as at 31 December 2022 Balances/ Indicator 2022 YTD Actual Commentary 2021 2022 Movement £m £m £m Stock 0.399 Primarily LED lanterns and salt 0.686 (0.288) Trade Debtors 0.085 Predominately inter-company balances 0.926 (0.841) Accrued Debtors inc. prepayments 2.650 Predominantly work in progress, prepayments and deferred income relating to indexation and pension reclaim. 1.164 1.486 Trade Creditors (0.456) Material balance which Amey aim to pay within agreed terms of 60 days (0.474) 0.018 Other Creditors inc. VAT & other taxes (0.947) Accruals, deferred income and VAT (2.791) 1.845 Cash/ Bank (0.132) Predominantly due to cash in transit payments and revised banking arrangements introduced in November 2022. 0.625 (0.758) Net Current Assets/ (Liabilities) 1.599 0.137 1.463 Long term Loans (7.225) Predominantly parent company loan of £6.175m and payroll costs to group of £1.049m. (6.246) (0.979) Net Asset / (Liabilities) (5.625) (6.109) 0.484 Current Ratio 2.14 1.04 1.10 Page 31 of 69
Page 32
Appendix 4 Approved Budget - 2023 2022 2023 Commentary 2022 Annual Forecast (RF2) Budget Movement 2022 v 2023 Provisional Outturn £m £m £m £m Income from NLC 18.568 15.170 (3.399) Revenue & capital funding 19.105 Strategy WIP (net of provision) 0.454 1.973 1.519 Write down strategy to 2024 1.024 Other 3rd party income 0.897 0.679 (0.218) Other clients inc. other local authorities 0.926 Total Income 19.919 17.822 (2.097) 21.056 Expenditure; Employee costs (6.057) (5.166) 0.890 Reduction in costs due to continued recruitment challenges and reduced headcount. (6.889) Sub-contractor costs (3.308) (1.232) 2.076 Reduction in costs due to assumed reduction in capital schemes and subsequent reduction in required support from supply chain partners. (3.157) Materials (5.455) (4.937) 0.517 Reduction in costs due to current capital schemes which had high material costs now coming to an end. (5.552) Plant & Vehicle costs (3.700) (5.152) (1.452) Increase in costs due to ageing fleet resulting in increased repairs and maintenance. (4.220) Property, Communications & Other (0.781) (0.812) (0.031) Increased costs due to requirement to take out new insurance policies following move to new owners in December 2022. (0.763) Total resources expended (19.300) (17.300) 2.001 (20.581) Trading profit/(loss) 0.619 0.522 (0.097) 0.475 Management Fee 0.000 0.000 0.000 0.000 Net profit/(loss) 0.619 0.522 (0.097) 0.475 Amey Public Services LLP Income & expenditure Page 32 of 69
Page 33
North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref AM Date 03/05/23 Strategic Performance Framework - latest performance results for Community Operations From Andrew McPherson, Chief Officer (Community Operations) E-mail McPhersonA@northlan.gov.uk Telephone 07939 280467 Executive Summary Following the structural realignments in the One Place One Plan - Governance update report approved at Policy and Strategy Committee in December 2022, a single Community Operations service was created to strengthen the council’s delivery of community operations and put people and communities at the heart of the change that The Plan for North Lanarkshire aims to achieve. This realignment brought a wide range of community facing services in relation to the council’s environmental assets (i.e. Street Cleaning, Grounds Maintenance, Cemetery Services, Roads Maintenance Operations, and Country Parks for the Future) together with regulatory services (i.e. Environmental Health and Trading Standards), and services in respect of Waste Solutions, Fleet Resources, and the Built Environment. A substantial range of performance indicators are in place within Community Operations to assess efficiency and effectiveness in terms of service delivery and case management on a day to day basis. A suite of statutory indicators also enables costs and satisfaction to be assessed and compared nationally. The service monitors performance in various ways, including subject matter specific review meetings as well as regular management meeting discussions. These meetings make use of the evidence provided by the performance results to inform discussions around the best use of resources, to decide priorities in this respect, and to highlight areas requiring improvement. For strategic overview and scrutiny purposes, this report provides Members of the Environment and Climate Change Committee with an update of the latest results for the suite of performance indicators within Community Operations. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Review the high-level performance overview presented in Appendix 1, and the supporting data contained within the linked Excel spreadsheet, and identify where further information is required to understand or investigate performance further. AGENDA ITEM 4 Page 33 of 69
Page 34
The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Page 34 of 69
Page 35
1. Background 1.1 There are six inter-related strategic frameworks which are key to assessing the success of The Plan for North Lanarkshire and monitoring delivery towards achieving the overall vision by ensuring each stage is appropriately planned, guided, implemented, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 The Strategic Performance Framework comprises performance measurement at three levels (as per the diagram on the right). This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day to day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission statutory direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in reporting areas of improvement that have been achieved and not achieved. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information that facilitates Elected Members and senior management to undertake regular performance reviews that inform scrutiny, challenge, and decision making processes. This Schedule, endorsed by the Audit and Scrutiny Panel in February 2023, includes Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Environment and Climate Change Committee with the latest performance results for Community Operations for Members’ further review and scrutiny. 2. Strategic Performance Framework Environment and Climate Change Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Environment and Climate Change Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 14. Ensure the highest standards of public protection. 16. Transform our natural environment to support wellbeing and inward investment and enhance it for current and future generations. Page 35 of 69
Page 36
17. Ensure we keep our environment clean, safe, and attractive. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for each performance indicator within the remit of the Chief Officer (Community Operations). 2.3 The information in Appendix 1 comprises the following: • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the last four financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the four financial years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights the effect of the pandemic on service delivery, e.g. any increase or decrease in the volume of transactions or enquiries processed. 2.4 A large volume of data supports the high-level performance overview in Appendix 1. This is outlined in the latest performance results for Community Operations Excel spreadsheet which is available through the following link for Members to carry out a deep dive and review and scrutinise each performance indicator further. The Menu on the second tab of the spreadsheet contains built in hyperlinks that automatically take the user to a tab for each performance indicator and therefore provides a useful navigation aid to review the contents of the file. • Latest performance results for Community Operations.xlsx Current context 2.5 The service’s operating environment has changed significantly in recent years and, as such, the performance information presented in Appendix 1 should be considered within the context of the following: • The extent to which the service has supported the council in terms of responding to and recovering from the pandemic over the last three years, while maintaining service delivery of critical areas of public health and safety in line with legislation, and then resuming business as usual activities at pace which involved dealing with significant volumes in terms of a backlog. • In resuming business as usual activities, many areas of the service have experienced a subsequent increase in the volume of business which has added to the caseloads which require to be dealt with (e.g. in environmental health). A higher figure is better A lower figure is better Key to RAG status Performance is on target and/or within acceptable thresholds Performance does not meet target and is outwith acceptable thresholds Performance surpasses the target and exceeds expectations Page 36 of 69
Page 37
• New legislation implemented in the aftermath of the pandemic has impacted on inspection regimes and required changes to processes and ways of working (e.g. in food safety). • A significant rationalisation exercise is underway across the waste service to allow consolidation of the service within key depot facilities. This in turn will result in overall efficiencies for the service with the resulting effect of freeing up space for other service areas to consolidate their own facilities and ultimately provide a capital receipt for the council through the sale of any depot deemed surplus to requirements. • There is currently an ongoing review of the overall structure of the new Community Operations service to ensure that any opportunities and service efficiencies with the recent amalgamation of the two service areas are highlighted and maximised. Recent performance highlights 2.6 The council’s performance in respect of A class roads (i.e. major and strategic roads) and B class roads (i.e. roads serving a local purpose and connecting to strategic roads) which are considered to require maintenance treatment continues to remain lower than the averages for Scotland and the family group of similar councils: • 17% of A class roads in North Lanarkshire are considered to require maintenance treatment compared to the Scottish average (27.6%) and the family group of similar councils (24.2%); this is the third lowest in Scotland. • 23% of B class roads in North Lanarkshire are considered to require maintenance treatment compared to the Scottish average (33.6%) and the family group of similar councils (24.3%); this is the eighth lowest in Scotland. Latest results show 43.2% of household waste was recycled in North Lanarkshire. This is a marked improvement compared to recent years and the council is now above the national average (42.7%). Recycling rates also show improvement over the period of The Plan for North Lanarkshire (from a baseline rate of 41.1%). Areas of performance requiring improvement 2.7 The volume of requests for pest control visits continues to remain high although the provision of the free rodent control service up to the end of the 2022/23 financial year will have had a significant impact on this. From 1 April 2023, the council made the decision to reinstate pest control charges for rats and mice. A report to the Environment and Climate Change Committee in February 2023 (https://mars.northlanarkshire.gov.uk/egenda/images/att99874.pdf) provided an update on the steps that continue to be taken in respect of the action plan which was devised in order to direct resources to the areas of most significant rodent concern, co- ordinating the council’s response to the best effect, and deliver improvements. 2021/22 results for performance in building warrants is lower than the target and previous years, although performance has picked up in 2022/23 to date. The volume of business - which had increased significantly in 2019/20 and remained high over the period of the pandemic - has returned to pre-pandemic levels. However the pandemic resulted in an increase in design work and building warrant submissions, and a shift in focus during the early phases of the pandemic from site work to building warrant submissions. Staff shortages, support issues, and system outages have since impacted on the latest performance results achieved. The service’s cost indicators for roads and environmental health (prepared by the Improvement Service through the Local Government Benchmarking Framework Page 37 of 69
Page 38
(LGBF)) reported an increase in spend during 2020/21 and 2021/22 that was counter to the long-term pre-pandemic trend. The increased expenditure in 2021/22, in particular, reflects a resumption in activity that had been deferred during the pandemic and also included additional funding provided to address the recovery period from the pandemic. Overall the performance results available through the Local Government Benchmarking Framework (LGBF) suite of indicators represents a mixed picture across all councils in Scotland. In some instances councils have sustained and strengthened improvement trends in a number of policy critical areas. In other areas (particularly those community related services) there has been a decline which has often been caused, or exacerbated, by the pandemic; this includes areas which were previously improving pre-pandemic (such as street cleanliness levels). Next steps 2.8 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Community Operations areas of work during 2023/24. Report Description Committee Committee cycle Business Regulation (food law and occupational health and safety law) service plan All local authority regulators of food law and occupational health & safety law must plan their enforcement and advisory activities and, in accordance with independent auditor preference, present that plan (with an update on performance achieved to date) before a relevant committee for its approval. Environment and Climate Change Committee Cycle 3 in 2023 Annual Building Standards performance There is a statutory requirement to produce and publish on the council website an Annual Building Standards Verification Performance Report. The report includes a broad range of performance and service improvement information, and it looks back at the previous 12 months, as well as looking forward to the next period. n/a, published on the council’s website in the autumn each year Cycle 2 in 2023 Scottish Road Works Commissioner annual road works performance review The Scottish Road Works Commissioner oversees improvements to the planning, co- ordination, and quality of road works by both local authorities and statutory undertakers in Scotland. The council has a statutory duty under section 118(1) of the New Roads and Street Works Act 1991, to co-ordinate the execution of works of all kinds in roads for which they are responsible: (a) In the interests of safety. (b) To minimise inconvenience to persons using the road. (c) To protect the structure of the road and integrity of apparatus in it. This report will present details of the Scottish Road Works Commissioner’s annual performance review in terms of how well the council is meeting its statutory obligations. n/a, submitted to the Commissioner each year Cycle 3 in 2023 Amey Public Services LLP The council created the roads, street lighting, and winter maintenance services LLP in 2010, following a tender exercise for a strategic partner to deliver such services over a ten year period. The successful bidders were Amey Environment and Climate Change Committee Cycles 2 and 4 in 2023 Page 38 of 69
Page 39
Local Government Limited, and the contract commenced on 14 December 2010. 3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation 4.1 Appendix 1 - High-level performance overview Andrew McPherson Chief Officer (Community Operations) Page 39 of 69
Page 40
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? 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 40 of 69
Page 41
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? Managing and monitoring service performance supports the ongoing monitoring of the service’s risk register. 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 41 of 69
Page 42
Appendix 1 Community Operations High-level performance overview - as at March 2023 Page 42 of 69
Page 43
Page 43 of 69
Page 44
Page 44 of 69
Page 45
Page 45 of 69
Page 46
Page 46 of 69
Page 47
Page 47 of 69
Page 48
Page 48 of 69
Page 49
North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☐ Yes ☒ No Ref: PH/SMcD Date 03/05/23 Oversight Report – Strathclyde Partnership for Transport and Strathclyde Concessionary Travel Scheme 2021/22 From Pamela Humphries, Chief Officer (Place) E-mail Mcdougalls@northlan.gov.uk Telephone Susan McDougall, 07977 060701 Executive Summary This report provides members with an overview of performance in 2021/22 by Strathclyde Partnership for Transport (SPT) and the Strathclyde Concessionary Travel Scheme (SCTS). SPT is the Regional Transport Partnership for the west of Scotland and has a statutory duty to develop a transport strategy for its region. The SCTS oversees the operation of the concessionary fares scheme for public transport within the SPT area and is responsible for the determining the criteria and which routes are eligible for concessionary fares. The Council appoints elected members to serve on the boards of these bodies and must therefore maintain oversight of performance to ensure compliance with ‘Following the Public Pound’ obligations. The former Arm’s Length External Organisations (ALEOs) and External Bodies Monitoring Committee, at its initial meeting in May 2016, considered the reporting frequency and determined that annual reporting was appropriate and proportionate given the wider governance arrangements that exist and the likely level of risk to the Council. The appendices to this report summarise the 2021/22 performance for SPT and the Strathclyde Concessionary Travel Scheme. They also set out the oversight arrangement in place to confirm that both organisations operate satisfactory governance and scrutiny processes. Recommendations The Environment and Climate Change Committee is requested to: 1. Note the governance and scrutiny arrangements currently in place within SPT and the Strathclyde Concessionary Travel Scheme. 2. Note both organisations 2021/22 performance. 3. Identify areas of activity requiring further consideration by the Council. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities AGENDA ITEM 5 Page 49 of 69
Page 50
1. Background 1.1 The ALEOs and External Bodies Monitoring Committee previously approved the Performance Monitoring Framework in respect of the Council’s arm’s length bodies in May 2016 and agreed that monitoring and reporting should be proportionate to the scale of activity and likely level of risk to the Council. Members noted that bodies such as SPT, although jointly funded by the Council and other local authorities, are statutory bodies already subject to significant levels of public scrutiny and accountability. Accordingly, the Committee determined that an annual composite oversight report covering all statutory bodies would sufficiently address the Council’s ‘Following the Public Pound’ obligations. 2. Report 2.1 This report provides oversight of the following statutory bodies: • SPT (Appendix 1). • Strathclyde Concessionary Travel Scheme (Appendix 2). 2.2 The Council appoints representatives to each of the above organisations’ Boards and membership on 31 March 2022, is included in the relevant Appendices. As statutory bodies in their own right, the individual bodies are required to prepare and publish annual Statements of Accounts and to report publicly on their performance. To this end, significant public scrutiny already existing in respect of each of these organisations. 2.3. The Strathclyde Concessionary Travel Scheme is overseen by its Joint Committee and subject to external audit in line with Audit Scotland’s ‘Code of Audit Practice’. 2.4 Appendices 1 and 2 provide the following information in respect of each organisation: • Remit • Statutory powers • Board membership • Principal activities • Key performance indicators • Contribution to Council Business Plan; and, • Financial overview 3. Measures of success 3.1 This report provides members with information in relation to the statutory bodies’ operational and financial performance in furtherance of the Committee’s remit to, ‘monitor the performance of all services, including those delivered through partners and external bodies, within the remit of this Committee and to be responsible for the supervision and oversight of those services’. 3.2 Appendices 1 and 2 demonstrate where the individual statutory bodies’ activities impact on the Council’s Business Plan to 2022. The level of involvement and direct responsibility for specific Business Plan actions varies in accordance with each organisation’s remit. Page 50 of 69
Page 51
4. Supporting documentation Appendix 1 Strathclyde Partnership for Transport Overview 2021/22 Appendix 2 Strathclyde Concessionary Travel Scheme Overview 2021/22 Further background information on SPT’s activity within North Lanarkshire can be found using the following link: northlanarkshire_councilreport.pdf (spt.co.uk) Pamela Humphries Chief Officer of Place Page 51 of 69
Page 52
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? Statutory responsibilities under the Fairer Scotland Duty apply to the relevant bodies in their own right and as such each entity is responsible for ensuring that strategic decision making and service delivery proposals take due cognisance of the duty to reduce the inequalities of outcomes caused by socio-economic disadvantage. 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 Page 52 of 69
Page 53
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 53 of 69
Page 54
Appendix 1: Strathclyde Partnership for Transport (SPT) Overview 2021/22 Remit SPT is the largest of Scotland’s regional transport partnerships, planning and delivering transport solutions for all modes of transport across the west of Scotland in conjunction with member councils, industry partners and other key regional stakeholders. Statutory Powers Through the Transport (Scotland) Act 2005 SPT has a statutory duty to develop a transport strategy for its region, taking into account demographics, meeting the needs of all inhabited places, enhancing social and economic well- being, promoting public safety and sustainable development. Board Membership SPT’s Partnership Board is made up of 20 elected members representing 12 constituent councils. Current NLC Members: Cllr Adam Smith Cllr Gordon Currie Cllr Michael McPake Principal Activities SPT subsidises socially necessary bus services, operates bus stations and maintains bus shelters as well as operating the Glasgow subway. In addition, it administers the ZoneCard (a flexible season ticket) and other tickets and is a partner in JourneyShare (a car sharing scheme). Responsibility for the provision of school transport rests with local authorities. NLC contracts SPT to undertake this on their behalf. Key Performance Indicators 2020/21 2021/22 NLC pupils transported per day 8608 8673 No of supported services operating in North Lanarkshire 45 45 Contribution to NLC Business Plan • Support all children and young people to realise their full potential • Improve economic opportunities and outcomes • Improve the health and wellbeing of our communities Page 54 of 69
Page 55
Financial Overview 2020/21 Actual £000s NL Council Contribution (£5.41M in 2020/21) (£5.453M in 2021/22) 2021/2022 Actual £000s 26,780 Subway operations 28,815 18,754 Bus operations 19,184 1,328 Operations - other 1,379 4,063 Business support 4,334 14,403 Corporate 15,826 65,328 Total Cost of Services 69,538 (16,933) Subway operations income (19,530) (1,723) Bus operation income (2,652) (503) Business support (356) (2,298) Corporate (1,358) (21,457) Total Gross Income (23,896) (51,628) Taxation and Non-specific grant income (51,769) 43,871 Total Net Cost on services 45,642 78 Other operating expenditure (40) (849) Financing and Investment Income and Expenditure (1,001) (8,684) Surplus on the provision of services (7,168) 0 Revaluation on non current assets 0 (6,408) Actuarial (Gains)/Losses pension liabilities (34,019) 0 Other comprehensive income and expenditure 0 (15,092) Total Comprehensive Income and Expenditure (41,187) SPT Website: www.spt.co.uk Page 55 of 69
Page 56
Appendix 2: Strathclyde Concessionary Travel Scheme (SCTS) Overview 2021/22 Remit The Strathclyde Concessionary Travel Scheme Committee was set up in 1999 to determine concessionary fares and criteria applicable for concessionary travel on subway, rail services and on ferry services within the Strathclyde scheme area. It determines which of those services and routes qualify for a concessionary fare. The SCTS is open to people aged 60 over, plus many disabled people if they live permanently in the area covered by the scheme. The scheme is administered by SPT. Statutory Powers Founded on the provisions of the Transport Act 1985, which allows transport authorities to make concessionary transport schemes in certain circumstances, the Committee is required to make arrangements for the proper administration of the Scheme and its financial affairs, manage its affairs to secure economic, efficient and effective use of resources and to safeguard its assets and approve the Statement of Accounts. Members of the Strathclyde Concessionary Travel Joint Committee The joint Committee consists of 13 Elected Members representing the 12 constituent unitary authorities in the west of Scotland, together with the Chair of SPT. Current NLC Member: Cllr William Goldie Principal Activities Administering concessionary travel for the over 60s and disabled persons (and in certain cases, concessionary travel for companions). Key Performance Indicators 2020/21 2021/22 Disabled National Entitlement Card on Issue to NLC residents 10,194 8,688 Disabled National Entitlement Card Renewals (NLC residents) 2,404 2,793 Disabled National Entitlement Card First Time applications (NLC residents) 212 469 Contribution to NLC Business Plan • Improve the health and wellbeing of our communities • Improve economic opportunities and outcomes Financial Overview 2020/21 Actual £000s NL Council Contribution 2020/21(£568k) 2021/22 (£573K) 2021/22 Actual £000s 964 Payment to operators 2,645 349 Corporate costs 302 1,313 Cost of Services 2,947 Financed by: (7) Financial and investment income and expenditure (7) (4,039) Taxation and non specific grant income (4,076) 2,733 Deficit on provision of services (1,136) 0 Other comprehensive income and expenditure 0 2,733 Total comprehensive income and expenditure (1,136) Strathclyde Concessionary Travel Scheme Website: www.spt.co.uk/travelcards/concessions Page 56 of 69
Page 57
North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref: AM/PB Date 03/05/23 Call to Endorse a Proposed Ban on Single Use Disposable Vapes From Andrew McPherson, Chief Officer (Community Operations) E-mail mcphersona@northlan.gov.uk Telephone 07939 280467 Executive Summary The Scottish Government has commissioned a review of the environmental impacts and management of single use vapes. This report seeks to gain Committee approval for North Lanarkshire Council, as an organisation committed to public protection, to support a proposed ban on the sale of these disposable vapes in the interests of safeguarding the environment. Recommendations It is recommended that Committee: • Supports and endorses the proposed ban on the sale of single use vapes. • Requests that the Chief Officer (Community Operations) writes to the Scottish Government calling for the immediate introduction of a complete prohibition on the supply of single use disposable vapes. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (17) Ensure we keep our environment clean, safe, and attractive AGENDA ITEM 6 Page 57 of 69
Page 58
1. Background 1.1 There are growing concerns around the environmental consequences of single use vapes being discarded irresponsibly, leading to a rise in the impact of littering. The products are plastic waste and contain lithium batteries which pose risks in terms of corrosive and flammable substances. 1.2 In response to this the Scottish Government has commissioned an urgent review around the environmental impact and management of single use vapes. As part of this review, they are to consider the evidence and expert advice and come forward with policy options, which could include a potential ban on single use vapes. 2. Report 2.1 Disposable vapes are single-use, non-rechargeable and non-refillable items designed and placed on the market to be used and discarded. Compared to re-useable vapes, which are rechargeable and refillable, disposable vapes come ready to go and only last for around 600 puffs, at which point they become obsolete and require complete replacement. 2.2 Recycling disposable vapes is not simple as their toxicity makes disassembling the product complex and costly to waste managers. Each vape consists of glass, plastic and metal, and a heating coil and lithium-ion battery which require the product to be handled in compliance with the Waste Electrical and Electronic Equipment (WEEE) Regulations. All retailers selling e-cigarettes must provide a free in-store take-back service or set up an alternative free take-back service for environmentally sound disposal. Under these regulations similar responsibilities exist for producers and distributors. However, many disposable vapes are binned in general waste or littered, increasing the environmental impacts and resulting in the loss of precious finite materials such as lithium. There is also a significant fire risk associated with incorrect disposal such as during waste transportation in bin lorries, when damaged for example by grass cutters, or in waste disposal facilities themselves. The Scottish Fire Service suggest the recent fire which devastated the recycling plant at Altens, Aberdeen might have begun in this way. 2.3 It is estimated that the number of disposable vapes purchased in the UK is 168 million per year, and the expanding size of this market is clearly being driven by the promotion of these cheap, bright coloured and sweet flavoured products to younger people. Recent research indicates that around two vapes are disposed of every second (around 1.3 million per week). This contains the equivalent of 1,200 electric car batteries, or 10 tonnes of lithium – which is being sent to landfill or waste incinerators each year. 2.4 Some vapes contain enough toxic chemicals to be classified as hazardous waste and when these are littered or improperly disposed of can leach heavy metals (including mercury, lead and bromines), battery acid, and nicotine into the environment impacting upon Scotland’s wildlife and indeed wider human health. 2.5 The littering of these items is not only an environmental hazard but contributes to the ongoing decline in local environmental quality across communities and neighbourhoods throughout Scotland as detailed in Keep Scotland Beautiful’s recent report that highlighted significant public concern with litter and littering behaviour. 2.6 To ensure that disposable vapes do not cause any such harm to the environment, the following guidance should be followed: Page 58 of 69
Page 59
• E-cigarettes or vapes should not be thrown away in general waste in order to avoid the risk of fire. • E-cigarettes or vapes should be disposed of at small waste electrical and electronic equipment receptacles available at the Council’s household waste recycling centres, or at retailers’ take-back points. • If the batteries inside vapes are easily removable, these should be removed and disposed of in battery recycling receptacles. 2.7 Further to the obvious environmental risks that disposable vapes represent, there is also a growing health concern. The uptake of vaping amongst young people is particularly concerning, with multiple health professionals warning that instead of being used as a cessation tool to encourage existing smokers to give up the habit, disposable vapes have the potential to create a whole new generation hooked on nicotine. ASH research shows that last year e-cigarette use doubled among 11-17-year-olds, likely caused by the exponential growth of disposable e-cigarettes. Use prevalence of disposable e-cigarettes increased 7-fold between 2020 and 2021, rising from 7% to 52%, whilst the use of reusable and refillable e-cigarettes decreased. 2.8 Trading Standards have concerns about the deliberate marketing and promotion of single use vapes to a new, young generation of non-smokers, with bright colours, novelty flavours and positioning of products next to sweets and confectionery. Current displays of vapes are reminiscent of tobacco before the tobacco display ban and may, if left uncontrolled, lead to a whole new generation addicted to nicotine. 2.9 The sale of vapes is covered by age restricted legislation and the Council’s Trading Standards service recently carried out test purchasing operations and were disappointed in the number of shops found to have sold tobacco or vapes to young people under the age of 18 years. Thirty-six shops were visited, seven were found to have sold cigarettes and another five shops sold vapes giving a failure rate of 33%. Fixed penalty notices have been issued for these offences. In previous test purchase exercises, failure rates have ranged from 10% to 20%. 2.10 In summary therefore, although it is recognised that vaping products have a role to play in overall smoking cessation, the use of disposable versions of this product have, on balance, an overall negative impact. For this reason, it is recommended that the Council supports the position of ASH Scotland, Keep Scotland Beautiful and other local authorities in supporting a ban on the sale of disposable vapes in Scotland. If this position is agreed by Committee then it would be proposed that the Chief Officer (Community Operations) would write to the Scottish Government outlining this position and the rationale behind it. 3. Measures of success 3.1 Removal of disposable vapes from sale in Scotland will reduce the environmental and public health concerns associated with such products. Andrew McPherson Chief Officer (Community Operations) Page 59 of 69
Page 60
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? 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 60 of 69
Page 61
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? Lobbying to expedite a ban on the supply of single use vapes in Scotland will have positive benefits in terms of the reduction of littering, waste and the unnecessary use of precious commodities such as lithium. 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 61 of 69
Page 62
Page 62 of 69
Page 63
North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☐ Yes ☒ No Ref CG/JMcK Date 23/05/23 Contracts awarded below Committee approval threshold From Chief Officer (Assets and Procurement) Email mckinstryj@northlan.gov.uk Telephone James McKinstry 07939 281102 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 Environment and Climate Change 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 63 of 69
Page 64
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. 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. Page 64 of 69
Page 65
James McKinstry Chief Officer (Assets and Procurement) Page 65 of 69
Page 66
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. Contracts awarded by the Council are compliant with GCSOs and procurement legislation. Page 66 of 69
Page 67
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? Where Risk impacts have been identified, they have been established and Page 67 of 69
Page 68
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 68 of 69
Page 69
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* CONFIRM System Transition Services 04/01/2023 19/12/2022 18/06/2023 N/A £70,380.00 SoftCat Services 1 *DAF3 Civica Licencing, Support & Maintenance 2023-24 20/02/2023 01/04/2023 31/03/2024 N/A £62,098.18 Civica UK Ltd Services 1 **N Supply & Installation of Eight Continuous Automatic Nitrogen Oxides Analysers 08/03/2023 08/03/2023 08/07/2023 N/A £71,244.00 ACOEM UK ltd Supplies 4 CO *Direct Award to best value Provider from Scottish Government 3rd Party Framework **N - Contract awarded via the use of the Negotiated Tendering Procedure to incumbent provider to ensure continuity of service provision in the short term to allow a review of requirement to be specified in preparation for a future competitive procurement exercise 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 69 of 69