Agenda Document Pack - Policy and Strategy Committee - 28/09/2023
North Lanarkshire Council · 28 September 2023
Back to Policy and Strategy Committee — 28 September 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Members of the Policy and Strategy Committee Chief Executive’s Office Archie Aitken Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Policy and Strategy Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Thursday, 28 September 2023 at 14:00 PM which you are requested to attend. The agenda of business is attached. Archie Aitken Chief Officer (Legal & Democratic) Members : Clerk Name: Lesley Dysart Clerk Telephone: Clerk Email: dysartl@northlan.gov.uk J Logue, L Roarty, C Barclay, A Beveridge, H Brannan-McVey, A Campbell, T Carragher, C Costello, P Di Mascio, K Duffy, T Fisher, D Johnston, K Larson, J Leckie, G Lennon, H Loughran, A Masterton, M McBride, L Nolan, G Robinson, A Smith, K Stevenson, A Stubbs, S Watson, G Woods. Page 1 of 380
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Minutes 2(a) Minutes of the Meeting of Audit and Scrutiny Panel of 18 May 2023 and Special Meeting of the Panel on 29 June 2023 Submit Minutes of the Meeting of the Audit and Scrutiny Panel of 18 May 2023 and Special Meeting of the Panel on 29 June 2023 (copies herewith) 7 - 16 2(b) Minutes of the Meetings of the Appointments Sub-Committees of 8 and 31 August 2023 Submit Minute of Appointments Sub-Committee of 8 May and Minute of 31 August 2023 (copies herewith) 17 - 20 Financial 3 Community Investment Fund Annual Update Submit report by the Chief Officer (Finance) providing an update to reflect Council Tax growth over the last year, anticipated future growth in the Council Tax base and the impact of recent rises in the Bank of England base interest rate which will have an impact on the level of CIF borrowing that can be achieved (copy herewith) 21 - 30 4 Discretionary Fees and Charges Policy Submit report by the Chief Officer (Finance) seeking approval of the uplift of Discretionary Fees and Charges by 5% (copy herewith) 31 - 44 Operational 5 The Plan for North Lanarkshire - Delivering the Programme of Work 2023-28 Submit report by the Chief Executive seeking approval of the update to the Programme of Work to 2028 in principle, recognising that this report sets out an indicative high level Single Integrated Delivery Plan that will in the future, be supported by more detailed and financed Delivery Plans (copy herewith) 45 - 60 6 Active and Creative Communities - Review Outcome and Future Sustainable Model Submit joint report by the Chief Officer (Education - South), and Chief Officer (Assets and Procurement) providing Members with the outcome of the Active and Creative Communities Review (copy herewith) 61 - 108 7 2023 Review of UK Parliamentary Constituency Boundaries in Scotland Submit report by Chief Officer (Legal and Democratic) advising of the final recommendations of the 2023 Review of the UK Parliamentary Constituencies conducted by the Boundary Commission for Scotland and the next steps required to implement to recommendations prior to the next UK General Election (copy herewith) 109 - 114 8 Review of Polling Districts and Polling Places Submit report by the Chief Officer (Legal and Democratic) advising of the Council's statutory obligation to conduct a review of Polling Districts and Polling Places within North Lanarkshire (copy herewith) 115 - 132 Page 3 of 380
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9 Towards a Fairer North Lanarkshire - Tackling Poverty Strategy 2023- 2026 Submit report by the Chief Social Work Officer (Education, Families, Justice and Integrated Practice) seeking approval of the (1) 'Towards a Fairer North Lanarkshire' Tackling Poverty Strategy and its associated Action Plan as set out in Appendix 1, and (2) the 2022 to 2023 Local Child Poverty Action Report as set out in Appendix 2 of the report (copy herewith) 133 - 274 10 Update United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Bill and embedding UNCRC in North Lanarkshire Submit joint report by the Chief Social Work Officer (Education, Families, Justice and integrated Practice), and Chief Officer (Legal and Democratic) regarding the role of Elected Members in supporting, scrutinising, and realising children's rights in North Lanarkshire (copy herewith) 275 - 286 11 Review of Anti-Fraud Policy/Proposed New Counter Fraud Policy Submit report by the Chief Officer (Audit and Risk) providing the outcome of a recent review of the Council's Anti-Fraud Policy (copy herewith) 287 - 304 12 Management Rules for Council Facilities 2023 Submit report by the Chief Officer (Community Operations) seeking approval of the review, revision and adaption of the Management Rules covering Council facilities coming under the responsibility of Enterprise and Communities and Education and Families (copy herewith) 305 - 310 13 Burial Space Strategy and Cemeteries Creation/Extension Submit report by the Chief Officer (Community Operations) presenting updated information on burial space needs within North Lanarkshire, and actions proposed to provide sufficient new burial space on a community basis (copy herewith) 311 - 318 14 Cemeteries Management Update Submit report by the Chief Officer (Community Operations) (1) providing an update on changes to memorial management to improve health and safety across the authority, and (2) outlining proposed improvements to cemetery infrastructure, management and operations (copy herewith) 319 - 332 15 Strengthening Links Between Universities and North Lanarkshire Council Submit report by the Chief Officer, Health and Social Care providing an update on discussions to formalise explicit links between North Lanarkshire Council, the University of Strathclyde, and Glasgow Caledonian University (copy herewith) 333 - 348 16 Club 365 - Review of Holiday Programmes and Future Proposal Report (2023) Submit report by the Chief Officer (Education North) (1) regarding exploring options for the utilisation of the remaining Club 365 balance following agreement around the summer operating model linked to reductions in Scottish Government funding, and (2) providing options based upon remaining balances (copy herewith) 349 - 356 Contracts 17 Contracts for Approval 17(a) Transforming Places - Orbiston Community Hub Contract Award Submit report by the Chief Officer (Assets and Procurement) (1) providing the the status of the contract pricing and commercial activities for Orbiston Community Hub, and (2) seeking approval to progress to Contract Award for the project (copy herewith) 357 - 362 Page 4 of 380
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17(b) Contract - Advertising, Recruitment Advertising and Public Information Notices (2023-2027) Submit report by the Chief Officer (Strategic Communications and Engagement) seeking approval to award a contract to a supplier responsible for the management and delivery of Advertising, Recruitment Advertising and Public Information Notices (2023-2027) to Spirit Media Scotland Ltd (copy herewith) 363 - 372 18 Contracts Awarded below Committee Approval Threshold Submit report by the Chief Officer (Assets and Procurement) informing of the contracts awarded between 1 April and 30 June 2023 (copy herewith) 373 - 380 Page 5 of 380
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AUDIT AND SCRUTINY PANEL - 18 MAY 2023 1 18 May 2023 at 2 pm. A Meeting of the AUDIT AND SCRUTINY PANEL PRESENT Councillor Watson, Convener; Councillor Dunbar, Vice-Convener; Councillors D. Johnston, T. Johnston, McNally, Robinson, Stevenson and Sullivan. CHAIR Councillor Watson (Convener) presided. IN ATTENDANCE Chief Officer (Audit and Risk); Chief Officer (Finance); Chief Officer (People Resources); Chief Officer (Assets and Procurement); Chief Officer (Education – South); Chief Officer (Business and Digital); Chief Officer (Housing Management); Business Strategy Manager; Supported Enterprise Manager; Strategy and Performance Manager; Education and Families Manager; Category Manager; Corporate Risk Manager; Principal Auditor and Democratic Services Manager. ALSO IN ATTENDANCE P. Murray and J. Boyd, Audit Scotland. APOLOGY Councillor Fisher. DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000 1. There were none. STRATEGIC PERFORMANCE FRAMEWORK – PERFORMANCE REPORTING SCHEDULE QUARTERLY PERFORMANCE ASSURANCE REVIEW 2. There was submitted a report by the Chief Officer (Business and Digital) (1) reminding the Panel that it had received a report at its meeting in February 2023 which had provided detail on the Strategic Performance Framework – Performance Reporting Schedule 2023 to 2024; (2) providing a summary of the Cycle 1 Performance report submitted to the Council’s committees in line with that Schedule; (3) explaining that, by bringing together a summary of the Council’s Performance reports into one composite overview, the Panel is able to maintain strategic oversight and awareness of the Council’s performance reporting arrangements in line with its remit and, supports the Panel’s governance and accountability role in terms of ensuring that the Council can demonstrate best value through the existence of robust arrangements for performance reporting and scrutiny, and (4) attaching, as Appendices to the report, (i) Chief Officer’s individual six monthly performance reviews at Service committees in line with the Strategic Performance Framework, (ii) corporate reporting to the Panel and/or Policy and Strategy Committee in line with the Strategic Performance Framework, and (iii) Chief Officer Service specific performance reporting which takes place each year to meet business and/or strategy obligations. Item 2(a) Page 7 of 380
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AUDIT AND SCRUTINY PANEL - 18 MAY 2023 2 Decided: that the composite overview of performance reporting, as provided within the Appendices to the report, be noted. IN-DEPTH SCRUTINY OF THE PROVISION OF A PAYMENT SOLUTION FOR TOWER AND LAUNDRIES (NLC–CPT–21-083) 3. There was submitted a report by the Chief Officer (Housing Management) (1) providing a report in response to the Panel’s request for additional information on the provision of a payment solution for the tower laundries; (2) explaining that the purpose for a laundry payment solution was to provide a more efficient payment method for tenants who use the 67 laundries across the 24 towers; (3) advising that the Electrolux system is the only one compatible with the payment system provided by Electrolux due to the complexity of the software provided within the platform and that, after a review of solutions available from Electrolux, the current contract was procured and awarded; (4) detailing that site surveys in all locations had been carried out in April/May 2022 which had highlighted that there was a requirement for electrical work to be carried out in some locations for which the appropriate work orders were issued and, in addition to this, there was also a need for broadband connection to nine of the towers; (5) outlining engagement which had been undertaken with tower residents; (6) outlining delays which had taken place with the installation of updated broadband; (7) providing a narrative on the payment solution which had been installed; (8) explaining that an operational decision had been made during the Covid Pandemic and lockdown which had resulted in the laundry machines being switched to free vend; (9) detailing the loss of income as a result of the decision to operate machines on free vend and providing statistical information on income recovery against anticipated budget for tower laundries, and (10) intimating that it is anticipated that the solution which has been installed will provide a more efficient and convenient payment method using modern technology for tenants living within the multi-storey towers to charge their laundry fobs. Decided: that the contents of the report be noted. IN-DEPTH REVIEW OF SUPPORTED BUSINESSES 4. There was submitted a joint report by Chief Officer (Assets and Procurement), Chief Officer (Place) and Chief Officer (Education – South) (1) notifying the Panel of the in-depth scrutiny review process that had been carried out to address matters and questions raised regarding the Council’s governance, support, business functions and operational processes used to facilitate involvement of supported businesses in its procurement and enterprise development activity; (2) reminding the Panel that it had made a request at its February 2023 meeting for an in-depth scrutiny review of supported businesses; (3) providing a definition of the term Supported Business; (4) explaining that, in relation to the in-depth scrutiny review request, Chief Officers were asked to provide a response to nine individual questions, as detailed in the report, and (5) attaching, as an Appendix to the report, responses received to the questions asked of Chief Officers. During consideration, the Chief Officer (Education – South) confirmed that she would provide further information to the Panel on the services offered by one of the companies listed in the Appendix. Decided: that the information presented in the report in relation to the in-depth scrutiny be noted. AUDIT AND RISK-RELATED ITEMS: ACTION LOG 5. There was submitted a report by the Chief Officer (Audit and Risk) enabling the Panel to track implementation of requests and recommendations made by it in respect of Audit and Risk related items within the previous 18 months, with the action log, attached as an Appendix to the report, Page 8 of 380
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AUDIT AND SCRUTINY PANEL - 18 MAY 2023 3 recording those requests and recommendations made by the Panel where these had been addressed and/or were expected to be addressed. Decided: that the contents of the report be noted. AUDIT SCOTLAND – ANNUAL AUDIT PLAN 2022-23 6. There was submitted a report by the Chief Officer (Audit and Risk) (1) providing the Panel with sight of the Annual Audit Plan 2022-23 received from Audit Scotland, the Council’s appointed external auditor, and (2) attaching, as an Appendix to the report, the Audit Scotland Annual Audit Plan 2022-23. Thereon, J. Boyd, Audit Scotland, presented to the Panel the Audit Scotland Annual Audit Plan 2022-23 and responded to questions from the Panel. During discussion of this matter, the Chief Officer (Finance), following a request from the Panel, confirmed that she would provide to the Panel a report on the value and type of assets held (including details of any cash deposits) in respect of the JC McNaught Poor Children’s Holiday Fund and the North Lanarkshire Council Educational Endowment Fund. Decided: that the Annual Audit Plan by Audit Scotland for 2022-23 be noted. INTERNAL AUDIT PROGRESS REPORT 7. There was submitted a report by the Chief Officer (Audit and Risk) (1) providing an overview of Internal Audit activity; (2) reporting the results of Internal Audit outputs finalised since the last update to the Panel in February 2023; (3) highlighting the most significant issues arising from the completed audit work; (4) updating the Panel on other aspects of the work of Internal Audit, and (5) attaching, as an Appendix to the report, a brief summary of the scope and key findings of each substantive planned audit, together with a summary pack containing copies of these reports. During consideration, the Panel sought a further report in relation to progress made progressing planned actions in respect of the Internal Audit report “Payments to Staff: Overtime and Travel and Subsistence”. Decided: (1) that the findings, conclusions and recommendations of completed Internal Audit reports, together with the associated management responses, be noted; (2) that Internal Audit provide a report to future meetings of the Panel, reporting progress made by management implementing agreed management actions in relation to all audit recommendations categorised as “High” or “Medium”; (3) that a further report be brought to the Panel in respect of progress made progressing planned actions in respect of the Internal Audit report “Payments to Staff: Overtime and Travel and Subsistence”, and (4) that the report be otherwise noted. Page 9 of 380
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AUDIT AND SCRUTINY PANEL - 18 MAY 2023 4 INTERNAL AUDIT: FOLLOW UP OF ACTIONS PREVIOUSLY AGREED BY MANAGEMENT IN RESPONSE TO AUDIT RECOMMENDATIONS 8. There was submitted a report by the Chief Officer (Audit and Risk) (1) detailing the extent to which management had implemented actions previously committed to in response to recommendations in Internal Audit reports, where those actions were to be completed by the end of March 2023; (2) advising that Internal Audit had concluded that, of the 21 outstanding Internal Audit recommendations, ten had been completed, eight partially implemented and three were no longer considered relevant; (3) explaining that of the 12 actions agreed in respect of external audit outputs, seven had been completed, four were not yet due and one was no longer considered relevant, and (4) attaching, as an Appendix to the report, commentary for management and details of proposed management actions, together with reviewed target dates for the completion of those outstanding audit recommendations where Internal Audit had assessed the residual risk as “High” or “Medium”. During consideration, the Panel sought further reports in relation to (i) Risk Management; (ii) Managing Strategic Change, and (iii) the Economic Regeneration Development Plan. Decided: (1) that the contents of the report be noted; (2) that the recommendations made by Internal Audit in the Appendix attached to the report be noted, and (3) that further reports be brought to the Panel in respect of (i) Risk Management; (ii) Managing Strategic Change, and (iii) the Economic Regeneration Development Plan. INTERNAL AUDIT ANNUAL PLAN 2023-24 9. There was submitted a report by the Chief Officer (Audit and Risk) (1) presenting the proposed Internal Audit Plan 2023-24 to the Panel for its consideration and approval; (2) explaining that, whilst the Plan has been presented to Chief Officers for consideration, responsibility for the approval of the Plan lies solely with the Panel; (3) setting out the background and context within which the Internal Audit planning process is undertaken and that it follows a well-established planning methodology, and (4) attaching, as Appendices to the report, (i) the proposed Internal Audit Plan 2023-24; (ii) Internal Audit coverage of current key corporate risks over the previous five years; (iii) Internal Audit coverage of key financial systems over the previous five years; (iv) Internal Audit activity (previous and planned) considered against the Programme of Work to 2028, and (v) Internal Audit Performance Framework. Decided: (1) that the approach adopted to produce the 2023-24 Internal Audit Annual Plan be noted; (2) that the detailed list of proposed Internal Audit assignments for the 2023-24 Plan, as detailed in Appendix 1 to the report, be acknowledged, and (3) that the 2023-24 Internal Audit Annual Plan, as attached at Appendix 1 to the report, be approved. RISK MANAGEMENT UPDATE 10. There was submitted a report by the Chief Officer (Audit and Risk) providing an update to the Panel on key Risk Management developments since the most recent report in February 2023; (2) highlighting a selection of the more significant issues which are of current focus from a risk perspective; Page 10 of 380
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AUDIT AND SCRUTINY PANEL - 18 MAY 2023 5 (3) confirming that risk issues continue to be addressed in relation to a number of significant projects and programmes, and (4) attaching, as Appendices to the report, (i) the 2022-23 Corporate Risk Register and (ii) Risk Scoring Matrix and Descriptors. Decided: (1) that the current residual scores for those risks agreed for inclusion in the Corporate Risk Register for 2022-23, as detailed in Appendix 1 to the report, be noted; (2) that the references to other topical risk issues, as highlighted in the report, be noted, and (3) that the work ongoing to further strengthen and embed risk management arrangements be noted. RAISING ATTAINMENT AND CLOSING THE ATTAINMENT GAP – RISK 11. There was submitted a report by the Chief Officer (Education – South) (1) explaining that, to support the Council in mitigating the risks and uncertainty, it operates risk management arrangements which identify, evaluate, manage and control a range of key corporate risks; (2) indicating that all risks identified and agreed as meriting inclusion in the Corporate Risk Register are subject to regular monitoring and review by relevant senior management and periodic review and consideration of individual risks by both the Corporate Management Team and the Panel in line with the Council’s Risk Management Strategy and their respective roles; (3) highlighting a corporate risk which had been identified that current strategies and approaches do not improve attainment and achievement levels and/or do not reduce the poverty related attainment gap; (4) providing an overview of the current risk environment, as set out and assessed within the deep-dive document attached at Appendix 1 to the report; (5) reminding the Panel that although raising attainment and closing the poverty related attainment gap has been a priority for several years, recent findings outlined by Audit Scotland concluded that progress on closing the poverty-related attainment gap between the most and least deprived school pupils had been limited and falls short of the Scottish Government’s aims, and (6) proposing that further work is required to fully analyse risk impacts and to reflect and develop mitigating actions and controls which may be exercised by the Council to support it to raise attainment and to close the gap. Decided: (1) that the deep-dive document, attached at Appendix 1 to the report, and the indicative risk scoring which reflects both high levels of uncertainty associated with the complex nature of this risk and potentially wide-ranging impacts for the Council associated with this risk be noted, and (2) that it be noted that this risk documentation will be regularly reviewed in keeping with both the high indicative scoring and the fluid risk environment. USE OF TEACHING SUPPLY STAFF 12. There was submitted a report by the Chief Officer (People Resources) (1) informing the Panel that an audit exercise had been carried out regarding short and long term supply teaching staff with the aim to provide assurance on the adequacy and effectiveness of the Council’s key controls and management arrangements with ensuring that teaching supply staff are recruited and employed in a manner consistent with the Council’s legal obligations, the approved Devolved School Management Scheme and the Council’s Financial Regulations and Corporate Budget Monitoring and Control arrangements; (2) outlining that the work had been designed to offer an opinion on two specific questions (i) are supply staff being recruited, employed and paid in accordance with key legal obligations and corporate expectations, and (ii) is there appropriate and effective monitoring and Page 11 of 380
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AUDIT AND SCRUTINY PANEL - 18 MAY 2023 6 oversight of how schools utilise supply staff to ensure that any risk from the use of such staff is effectively managed; (3) reporting that, although the work indicated that there was satisfaction that supply staff were being recruited and paid in accordance with the legislation, SNCT guidelines and corporate expectations, concerns were raised due to the timing of aspects of the SEEMIS system which impacted on many of the key processes for managing and monitoring the use of supply teachers; (4) highlighting the specific concerns required to be addressed by People Resources in conjunction with the Education and Families Service and that, to address these concerns, an agreed Action Plan had now been put in place with appropriate timelines for completion from February to December 2023; (5) detailing that the Action Plan captures complex iTrent system development work to be undertaken together with consultation with teaching trade unions required to address the concerns highlighted in regard to the issuing of contracts of employment beyond two days in line with SNCT guidelines; (6) outlining actions which had already been taken to address any weaknesses, or actions which it was proposed be undertaken, and (7) confirming that the People Resources Team continues to work closely with both Financial Solutions and Education and Families on an ongoing basis to minimise all risks, including those highlighted in the audit report, due to the limited available IT systems solutions. Decided: (1) that the progress already undertaken by People Resources to date be acknowledged; (2) that the timescales for the identified actions to be undertaken be endorsed, and (3) that the challenges regarding iTrent system development be noted. MANDATORY LEARNING 13. There was submitted a report by the Chief Officer (People Resources) (1) explaining that, to support the Council in ensuring that staff are aware of, and fully understand, key statutory and legislative requirements associated with the Council, staff must complete six mandatory e-Learning modules on a two-yearly basis; (2) indicating that work was currently underway to create an appropriate learning resource for frontline staff to provide them with the required knowledge in the areas of Data Protection, Information Security and Records and Information Management which is at a level relevant to their role; (3) highlighting that, to monitor completion levels across all Services, information is provided to the Data Governance Board on a quarterly basis on Data Protection, Information Security, Managing Risk and Records and Information Management training; (4) advising that the Corporate Management Team had recently sought further information on completion levels across all mandatory models to tackle those areas where completion levels are low and that this information has been presented to each Senior Management Team with individual reports sent to all Chief Officers highlighting all staff who have yet to complete their mandatory learning; (5) explaining that there is a commitment to get levels of completion across all mandatory e-Learning modules to 100% and outlining how the Council identifies, ensures and gains assurance that staff are aware of their responsibilities to ensure that they have undertaken the mandatory learning modules, and (6) attaching, as Appendices to the report, examples of the learner dashboard that can be used by employees on LearnNL, and an example of a managers dashboard that can be used on LearnNL. Decided: (1) that the approach to more closer monitoring of completion rates across the Council be endorsed; (2) that the work which is being undertaken by People Resources, in conjunction with Business and Digital, to increase completion levels across all services be acknowledged, and (3) that the approach for frontline staff, which will introduce learning activities covering mandatory learning areas relevant to their role, be endorsed. Page 12 of 380
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AUDIT AND SCRUTINY PANEL - 18 MAY 2023 7 PRE-EMPLOYMENT CHECKS 14. There was submitted a report by the Chief Officer (People Resources) (1) reminding the Panel that it had requested an update on how the Council plans to strengthen pre-employment checks, or otherwise address the issues highlighted in a recent audit report regarding the Council’s re-employing someone who had previously left, or been dismissed during an investigation; (2) advising that the Service had now considered a range of options for addressing the issues highlighted, whilst taking account of relevant legislation which applies, including employment, equalities and other data protection legislation, particularly as it applies to the rights of individuals, and (3) presenting the Panel with a list of planned actions which People Resources was now proposing to implement which had resulted in changes to the recruitment process as detailed in the report. Decided: that the actions which are now underway to identify where an employee has previously been employed by the Council, and to undertake the relevant checks which can lawfully be used to assess their suitability, or otherwise, to be re-employed in a similar or other capacity, be noted. Page 13 of 380
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SPECIAL AUDIT AND SCRUTINY PANEL - 29 JUNE 2023 1 Motherwell, 29 June 2023 at 2 pm. A Special Meeting of the AUDIT AND SCRUTINY PANEL PRESENT Councillor Watson, Convener; Councillors Fisher, Hughes, Hume, D. Johnston, Leckie, McNally, Robinson, and Stevenson. CHAIR Councillor Watson (Convener) presided. IN ATTENDANCE Chief Officer (Finance); Chief Officer (Business and Digital); Strategy and Performance Manager; Principal Auditor; Finance Manager; Business Strategy Manager, Accountant, and Administrative Officer. ALSO IN ATTENDANCE P. Murray, Audit Scotland. APOLOGIES Councillor Dunbar, Vice Convener and Chief Officer (Audit and Risk). DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000 1. There were no declarations of interest. INTERNAL AUDIT ANNUAL REPORT 2022-2023 2. There was submitted a report by the Chief Officer (Audit and Risk) (1) informing the Panel that the Public Sector Internal Audit Standards and the Council's Internal Audit Charter required the Chief Officer (Audit and Risk) to provide the Panel, and the Chief Executive, and the Corporate Management Team, with an annual summary of the work undertaken by Internal Audit, and with an annual independent opinion on the Council's Corporate Governance, Risk Management, and Internal Control arrangements; (2) explaining that the report fulfilled that requirement by providing an overview of the activities of the Internal Audit Section for the year 2022-2023 and by presenting, attached as Appendix 1 to the report, the Annual Internal Audit Opinion, and (3) advising that the Annual Opinion was unqualified and that the report offered a generally positive view of the Council's Governance and Internal Control arrangements. The Panel agreed that the 2022-2023 Internal Audit Annual Report, and associated Annual Opinion of the Chief Officer (Audit and Risk), be noted. STRATEGIC GOVERNANCE FRAMEWORK - ANNUAL REVIEW AND REFRESH 3. There was submitted a report by the Chief Officer (Business and Digital) (1) reporting that the Delivering Good Governance in Local Government: Framework required that each year, local authorities test their arrangements against the Good Governance Principles set out within it by carrying Page 14 of 380
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SPECIAL AUDIT AND SCRUTINY PANEL - 29 JUNE 2023 2 out a review of existing arrangements, ensuring that their local Code was up to date, and reporting on compliance; (2) advising that, in this respect, the Strategic Governance Framework had been reviewed and updated; (3) presenting the updated Strategic Governance Framework to the Panel for approval in line with its role "to provide independent assurance to the Council and those charged with governance on the adequacy of the Council's Risk Management Framework and internal control environment", and (4) intimating that the annual review process, and refreshed Strategic Governance Framework, were also key pieces of evidence used to inform the development of the Annual Governance Statement for 2022-2023. The Panel agreed:- (1) that the annual review which had been undertaken to refresh the Strategic Governance Framework, and to ensure that each of the elements and mechanisms listed therein were up to date; (2) that the review programme be updated at an appropriate interval, and reported to the relevant Committee; (3) that the Panel continued to carry out its role in respect of the Strategic Governance Framework in terms of providing independent assurance to the Council and those charged with governance on the adequacy of the Council's Risk Management Framework and internal control environment, and (4) that the refreshed Strategic Governance Framework be approved. ANNUAL GOVERNANCE STATEMENT 2022/23 4. There was submitted a report by the Chief Officer (Business and Digital) (1) informing the Panel that the Council was required to produce an Annual Governance Statement in line with the Local Authority Accounts (Scotland) Regulations 2014, and that this Statement was required to be included within the Council's Annual Accounts and was subject to review by the external auditors as part of their year-end Annual Audit Report process; (2) attaching, as Appendix 1 to the report, the Annual Governance Statement for 2022/23, which outlined the Council's governance arrangements for the previous financial year and demonstrated how the Council complied with the Delivering Good Governance in Local Government Framework (2016), and (3) advising that included in the Annual Governance Statement was the annual Internal Audit opinion from the Chief Officer (Audit and Risk) on the Council's internal control systems which concluded that "reasonable assurance can be placed on the adequacy and effectiveness of the Council's Framework of Governance, Risk Management, and Internal Control for the year ended 31 March 2023". The Panel agreed:- (1) that the Annual Governance Statement for 2022/23 be noted, and (2) that the inclusion in the Annual Governance Statement for 2022/23 of the Assurance Statement regarding the management of the risk of fraud and corruption be confirmed. DRAFT UNAUDITED ANNUAL ACCOUNTS FOR THE YEAR TO END 31 MARCH 2023 5. There was submitted a report by the Chief Officer (Finance) (1) informing the Panel that the unaudited accounts for the year ended 31 March 2023 had been completed and would be submitted to Audit Scotland by 30 June 2023 in accordance with the statutory deadline, and (2) attaching, as the Appendix to the report, the unaudited Annual Accounts for the year to end 31 March 2023. The Panel agreed that the contents of the report, and the unaudited Annual Accounts which would be submitted to External Audit by 30 June 2023, be acknowledged. Page 15 of 380
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APPOINTMENTS SUB - 8 AUGUST 2023 1 8 August 2023 at 2.30 pm. A Meeting of the APPOINTMENTS SUB-COMMITTEE PRESENT Councillor Logue, Convener; Councillor Roarty, Vice-Convener; Councillors Carragher, Fisher, Lennon, Smith, Thomas and Williams. CHAIR Councillor Logue (Convener) presided. IN ATTENDANCE The Chief Executive; Chief Officer (People Resources), and Democratic Services Manager. DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000 1. The Sub-Committee noted that there were no declarations of interest. It was agreed in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, that the public be excluded from the meeting for the following item on the grounds that the business involved the likely disclosure of exempt information as defined in paragraph 1 of Part 1 of Schedule 7A of the Act. POST OF DEPUTE CHIEF EXECUTIVE - RECRUITMENT PACK 2. There was submitted the recruitment pack which had been provided to applicants and been made available via the MyJobScotland recruitment portal. Thereon, the Chief Executive provided an overview of the skills, experience and knowledge expected to be demonstrated by each candidate. APPLICATION FORMS 3. There was submitted application forms received in relation to the post of Depute Chief Executive. Decided: that candidates 6, 8, 9, 10, 11, 15, 17 and 18 proceed to interview. ARRANGEMENT FOR INTERVIEWS 4. The Sub-Committee considered the appropriate arrangements and format for the interview of candidates to take place on 31 August 2023 and 1 September 2023, noting that due to the number of candidates to progress to the interview stage, one day would not be sufficient. Item 2(b) Page 17 of 380
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APPOINTMENTS SUB - 8 AUGUST 2023 2 Decided: (1) that interviews take place on 31 August 2023 and 1 September 2023, and (2) that the format of interviews be a presentation followed by questions and, prior to interview, candidates would be given 30 minutes in which to prepare their presentation. Page 18 of 380
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APPOINTMENTS SUB - 31 AUGUST 2023 1 31 August 2023 at 9 am. A Meeting of the APPOINTMENTS SUB-COMMITTEE PRESENT Councillor Logue, Convener; Councillor Roarty, Vice-Convener; Councillors Carragher, Fisher, Smith, Thomas, Watson and Williams. ALSO PRESENT In accordance with Standing Order 64(A) Councillor Hume attended as a substitute for Councillor Lennon. CHAIR Councillor Logue (Convener) presided. IN ATTENDANCE The Chief Executive; Chief Officer (People Resources), and Democratic Services Manager. APOLOGY Councillor Lennon. DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000 1. The Sub-Committee noted that there were no declarations of interest. It was agreed in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, that the public be excluded from the meeting for the following item on the grounds that the business involved the likely disclosure of exempt information as defined in paragraph 1 of Part 1 of Schedule 7A of the Act. POST OF DEPUTE CHIEF EXECUTIVE 2. There were submitted the recruitment pack and application forms for each candidate to be interviewed in relation to the post of Depute Chief Executive. The meeting adjourned at 3.05 pm on 31 August and reconvened at 9 am on 1 September 2023. Decided: (1) that candidate 8 be offered the post of Depute Chief Executive, and (2) that in the event that candidate 8 does not take up the post, then the post be offered to candidate 6. Page 19 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref EK / GT Date 28/09/23 Community Investment Fund – Annual Update From Elaine Kemp, Chief Officer (Finance) E-mail kempe@northlan.gov.uk Telephone 01698 302408 Executive Summary In September 2018, the ‘We Aspire – A Shared Ambition for North Lanarkshire’ report presented to Policy and Resources Committee outlined proposals for the establishment of the Community Investment Fund (CIF). The ambition was to target the creation of additional resources of £500m over a 10 year period to support new capital expenditure in North Lanarkshire’s communities. The investment would be funded through ring-fencing elements of future council tax income associated with the growth in housing and top slicing an element of future council tax increases. The previous update presented to Policy and Strategy Committee in September 2022 highlighted a revised estimate of the potential funding available of £492.364m over the 10- year period. This position was reflective of economic uncertainty associated with the Covid- 19 health pandemic and the impact of the cost-of-living crisis on the cost of borrowing and has been incorporated into the Council’s resource planning for the Strategic Capital Investment Programme approved at Policy and Strategy Committee in March 2023. This report provides an update to reflect Council Tax growth over the last year, anticipated future growth in the Council Tax base and the impact of recent rises in the Bank of England base interest rate which will have an impact on the level of CIF borrowing that can be achieved. As a result of these factors, a prudent estimate of available CIF resources over the 10-year period is now £472.974m, a reduction of £19.390m from the previous assessment. The updated CIF projections will be incorporated into planning for a revised Strategic Capital Investment Programme for 2024/25 to 2028/29 due to be presented to Policy and Strategy Committee in March 2024. Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledges the updated assumptions highlighted in the report and the reduction in available CIF resources of £19.390m over the 10-year period, (2) Acknowledge that the updated funding profile will be incorporated into planning for a revised Strategic Capital Investment Programme for 2024/25 to 2028/29 due to be presented to this Committee in March 2024. Item 3 Page 21 of 380
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1. Background 1.1 In September 2018, the ‘We Aspire – A Shared Ambition for North Lanarkshire’ report presented to Policy and Resources Committee outlined proposals for the establishment of the Community Investment Fund (CIF). The ambition was to target the creation of additional resources of £500m over a 10-year period to support new capital expenditure in North Lanarkshire’s communities. The investment would be funded through ring- fencing elements of future council tax income associated with the growth in housing and top slicing an element of future council tax increases. 1.2 The CIF aims to support the Council’s aspiration to make North Lanarkshire the place to Live, Learn, Work, Invest and Visit, with a shared ambition for inclusive growth and prosperity for all. Investment linked to CIF will be targeted towards tackling the barriers to growth by unlocking the potential in the most deprived areas, breaking the cycle of poverty and opening up opportunities to create more equal communities. 1.3 The new investment aims to accelerate the delivery of ambitious plans for community investment and service delivery underpinned by community involvement and partnership whilst supporting the generation of future budget savings and supporting economic regeneration activity throughout North Lanarkshire. 1.4 Several updates have been presented to Policy and Strategy Committee with the most recent update provided in September 2022. That update highlighted a revised estimate of the potential funding available of £492.364m over the 10-year period. The position at that time was reflective of economic uncertainty associated with the Covid-19 health pandemic and the impact of the increased cost of borrowing following successive increases in the Bank of England base rate. 1.5 Successive Council budgets from 2019/20 to 2023/24 have set aside the equivalent of 1% of Council Tax increases to support CIF ambitions and as a result the Community Investment Fund contributes around 66% of the core capital programme of Scottish Government General Capital Grant, capital receipts and Community Investment Fund. 1.6 To date, the Community Investment Fund has been a major contributary factor in record investment across North Lanarkshire’s communities. A summary of the 2022/23 financial year programme delivery highlights in shown in Appendix 1. 2. Report 2.1 As previously highlighted, the Community Investment Fund has two main forms of funding: forecast growth in Council Tax income which is directly linked to the Council’s ambition for economic growth; and the ring-fencing of 1% of future Council Tax increases. Ring-fenced Council Tax 2.2 The decision of the Council to increase Council Tax by 5% for 2023/24 has been reflected in the updated modelling. The higher than previously assumed Council Tax The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Page 22 of 380
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rise has resulted in a marginal increase in resources available for CIF throughout the remainder of the 10-year modelling period. 2.3 The Council’s current Medium Term Financial Plan (MTFP) was presented to Policy and Strategy Committee in June 2023 and continues to assume that 1% of future Council Tax rises will be set aside to support CIF. However, the MTFP also highlights a significant funding gap from 2024/25 to 2028/29 which will require Elected Members to make difficult decisions to obtain balanced budgets in the years ahead. It also assumes no further national policy interventions to support a Council Tax freeze. It should be noted that the current CIF modelling makes no adjustments for the changes proposed in the current COSLA and Scottish Government joint consultation on Council Tax multipliers for Band E to H properties. Council Tax Growth 2.4 In assessing the potential for future CIF resources, Finance uses a variety of tools to assess potential Council Tax growth. The following is a summary of the current analysis: Council Tax Monitoring 2.5 Finance produces monthly monitoring information on the movement in the Council Tax base using data from the Council Tax system on the numbers of properties at each band, adjusted for any exemptions and discounts applied. For ease of comparison, the total number of properties is represented as Band D equivalents. 2.6 As at August 2023, there has been higher than previously anticipated growth in the Council Tax base over the past twelve months. In the September 2022 CIF projections, Band D growth for the current financial year was assumed to be 1,081, but the latest figures indicate higher growth of 1,405. After taking into account the £1.000m additional income required to support the Council’s Medium Term Financial Plan assumptions, there is £0.801m of funding to support the CIF investment programme for 2023/24, an increase of £0.442m from previous assumptions. This increase appears to be as a result of housebuilding completions catching up following the slump during Covid-19. New Build Development Monitoring 2.7 The Place service has developed a suite of metrics to support the monitoring of new build development that includes the volume of planning applications granted, the numbers of building warrants granted by Building Standards (approval for construction) and the number of completion certificates issued by Building Standards. 2.8 It is worth noting that the trends in these areas would not ordinarily lead to an amendment of projected housing growth in the CIF modelling but could provide a sense of confidence in the housing market in North Lanarkshire. The information presented in the latest update presents a mixed picture with a reduction of 27% in planning applications granted for future new house building development between 2021/22 and 2022/23 but an increase in the number of units approved for construction through building warrants granted of 39% over the same period. 2.9 The Housing Land Audit (HLA) can provide an indication of the confidence of housebuilders in the numbers of units they’re likely to complete over a seven-year period. A like for like comparison in the expectations of overlapping years of the 2021 agreed HLA and 2023 draft HLA (i.e. 2023/24 to 2027/28) highlights an overall reduction in anticipated completions of 210 (2.7%) in the five year period. The estimated number of completions each year is largely in line with projected growth in the Council Tax base already built into the existing CIF assumptions. Page 23 of 380
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(Extracted from Housing Land Audit 2021 and 2023 [in draft]) 2.10 With housebuilders continuing to project that there will be annual completions averaging 1,500 units for the 5 year period there is not sufficient evidence at this time to suggest that the current pessimistic scenarios for future growth built into CIF modelling should be amended but, as always, all these factors will continue to be monitored closely. Investment Factor 2.11 As outlined in previous CIF update reports, one of the key factors in determining potential funding available is the investment factor. This investment factor is determined by considering the prevailing interest rates available to the Council and the length of time the borrowing is repaid. 2.12 In March 2020, the assumptions were updated to reflect the UK Treasury’s decision to increase the interest rate for Public Works Loans Board (PWLB) borrowing of 1.0%. The assessment at that time was that the Council’s overall borrowing would trend towards 3.25% resulting in an investment factor of 22.2084 (£1m of revenue expenditure would equate to £22.208m of capital expenditure). 2.13 That assessment was made at a time when the Bank of England base rate was at just 0.10% and the Council was continuing to be able to reduce the cost of new borrowing. In the 2022 CIF update, the new borrowing assumption was increased to 3.75% to reflect increases in the Bank of England base rate to 1.75% with a general consensus that further rises were forthcoming. 2.14 As Committee will be aware, the Bank of England has continued with successive interest rate rises in an attempt to tackle inflation with the current base rate at 5.25% and it is not yet known if it has reached its peak. Updated Treasury forecasts indicate that it would be prudent to assume that the average loan charge rate may increase from the previously assumed 3.75% to 4.75% going forward. 2.15 This impacts on the investment factor, reducing it from 20.5510 to 17.7630 meaning that £1m of revenue resources will now support £17.763m of capital expenditure. Impact on Capital Resources 2.16 In summary, despite positive changes in the increased Council Tax base, the impact of the increased cost of borrowing means there is an overall reduction in resources available over the 10-year period of £19.390m. 2.17 As Committee will be aware, the Council is developing a revised Strategic Capital Investment Programme from 2024/25 to 2028/29 to ensure alignment with the Council’s new Programme of Work. The new programme will be presented to Policy and Strategy Committee in March 2024. The updated funding profile for CIF will form the most significant part of the resources available to support that new programme. Effective Programming 2023-24 2024-25 2025-26 2026-27 2027-28 Total 2021 HLA 1,805 1,639 1,828 1,421 1,168 7,861 2023 HLA (Draft) 1,454 1,270 1,409 2,111 1,407 7,651 Increase / (decrease) (351) (369) (419) 690 239 (210) Page 24 of 380
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Sensitivity Analysis 2.18 Given the number of variables affecting CIF modelling there are a number of risks and uncertainties associated with the various assumptions being made. A significant deviation from any of these assumptions could have an impact on the level of resources available. The following analysis illustrates the impact of changes in each of the factors: • Future increases in Council Tax To date, the Council has formally agreed to set aside 1% of Council Tax increases from financial years 2019/20 to 2023/24. The setting aside of Council Tax increases is dependent on future decisions of the Council. A Council decision not to set aside 1% for CIF in 2024/25 would reduce available funding by £38.815m over the 10 year planning period, rising to a £43.434m reduction for not setting aside 1% for CIF in 2029/30. • The level of future housing growth The level of new housing development is significantly influenced by the strength of the economy. With the current cost of living crisis and increased cost of borrowing, there is a significant risk that the increase in new housebuilding following the Covid- 19 dip may not be sustained. No Council Tax growth across the CIF planning period above the £1.000m required to support the Medium Term Financial Plan would reduce available resources across the 10-year planning period by £126.143m. • Prudential borrowing factors The model assumes an average interest rate of 4.75% will apply over the remainder of the 10-year fund period. This will be subject to a degree of volatility linked to the health of the economy, the availability of borrowing at PWLB rates (generally more attractive than the external market) and the ability for the Council to continue to proactively manage its loan debt profile. An increase in the average rate of borrowing to 5.75% would reduce overall funding available by £47.793m. Alternatively, a reduction to 3.75% would increase CIF resources by £41.158m. 3. Measures of success 3.1 Success will be evidenced through the development of projects and programmes of activity funded through the Community Investment Fund and their impact on the communities of North Lanarkshire. 4. Supporting documentation Appendix 1 – Community Investment Fund – 2022/23 Programme Delivery Highlights Appendix 2 – Community Investment Fund model – updated September 2023 Elaine Kemp Chief Officer (Finance) Page 25 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? The financial impacts are outlined throughout the report. The updated funding profile will be incorporated into the revised Strategic Capital Investment Programme 2024/25 to 2028/29 which is currently in development. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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 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 ☐ Page 26 of 380
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The sensitivity analysis outlined in the report highlights the impact of significant variations in the assumptions underpinning the CIF model. The governance and monitoring arrangements put in place will ensure that risk is managed across CIF programmes, including through the Council’s revenue budget, capital planning and treasury management strategies and consideration by the Council’s Strategic Capital Delivery Group. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 27 of 380
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 28 of 380
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Appendix 1 Community Investment Fund – 2022/23 Programme Delivery Highlights Assets and Procurement Place • Delivery of Newmains / St Brigids Community Hub and ongoing progress towards targeted completion of Chryston and Riverbank Community Hubs. Other Town and Community Hub programmes continue to meet key delivery timescales. • Delivery of school improvements and upgrades such as window replacements, fire stopping improvements, heating upgrades, improvements to hard surfaces and supply and store of contingency generators for a black start event. • Works to facilitate the opening of five community hubs and provision of Multi Use Games Arenas at Kilsyth PS and Woodlands PS. • Wellbeing hubs provided in six schools and further improvements to the Additional Support Needs School estate including conversion of a community centre, refurbishment of toilets and improvements to outdoor space. • Completion of works to mitigate school capacity pressures at Cleland PS, All Saints PS / Rochsolloch PS campus and Christ the King PS. • Further property acquisitions in key town centre sites in Coatbridge and Wishaw to facilitate Town Centre Plan actions. • Completion of due diligence works associated with the acquisition of The Centre Cumbernauld. • Works to improve access around Motherwell Train Station, awarding of contracts for crossing of West Coast Main Line and meeting key timescales for the delivery of East Airdrie Link Road and Airbles Road dualling. • Completion of Phase 1 of Ravenscraig Active Travel Link with funding secured for the completion of Phase 2. • Completion of a significant number of statutory inspections to reservoirs and bridges. Completion of 8 bridge improvement projects, 3 junction improvement works, 13 signalised pedestrian crossings, 2 active travel projects and 3 road safety improvement schemes. Community Operations Business and Digital • Delivery of multi-sport cycle facilities within Strathclyde Park including biodiversity net gain improvements. • Over 5km of active travel improvements. • Completion of Green Growth Accelerator Pathfinder process with the business plan development and approved. • Commencement of work on new depot facilities at Bellshill. • Delivery of Playful Landscape Plan, car park improvements at Palacerigg and Bellshill Gateway and green energy report. • Procurement of Adult Health and Social Care case management systems, IT System Information and Event Management service, library management system, roads management system and cashless catering as well as upgrades to key areas such as Citrix, IDOX and Confirm. • Delivery of nearly 3,000 End User Devices. • Upgrades to wireless core infrastructure. • Pilot for delivery of paperless office with 6.2 million documents scanned. • 2,000 community alarm devices refreshed. • 50 sites migrated to Digital Connectivity Infrastructure with 230km of fibre delivered. Strategic Communications and Engagement • Completion of 42 projects including environmental improvements (6), heritage projects (12), parking improvements (12), play sites (7) and those linked to external funding (5) Page 29 of 380
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Appendix 2 Community Investment Fund model – Update Assumptions: 1. “As is” Growth – historically, the Council Tax Band D equivalent properties has averaged around 1,700 per annum. This model assumes this growth will reduce by 5% per annum 2. Growth from ambition – modelling assumes that additional housebuilding linked to the Plan for North Lanarkshire will be 300 (Band D equivalent) in Year 2, rising by an additional 10% per annum. 3. Reductions in growth applied to reflect anticipated slowdown associated with COVID-19, Brexit and Cost of Living economic impacts. 4. Council Tax will rise by 3% per annum, with 1% ring-fenced to support CIF but this is subject to future Council decisions. 5. Council Tax collection rate assumed to be 97%. 6. Investment Factor assumed to be 17.7630 from 2024/25 based on an interest rate of 4.75% over 40 years Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Total Raised from Ambition - Growth in Band D Equivalents: "As is" Growth 1,700 1,619 1,542 1,469 1,399 1,332 1,269 1,208 1,151 1,096 Growth from ambition 300 330 363 399 439 483 531 585 643 Impact of economic slowdown (856) (912) (1,316) (426) (186) (536) (388) (280) (186) (96) Increase in Band D equivalents 844 1,008 556 1,405 1,612 1,236 1,364 1,460 1,549 1,643 12,677 Council Tax Charge for Band D 1,221 1,221 1,258 1,321 1,360 1,401 1,443 1,487 1,531 1,577 Total Additional Council Tax Income from growth (£000) 1,031 1,231 699 1,856 2,193 1,732 1,969 2,170 2,372 2,591 17,844 Less assumed 3% non-collection (£000) (31) (37) (21) (56) (66) (52) (59) (65) (71) (78) (535) Less amount assumed in Long Term Financial Plan (£000) (1,000) (1,000) (678) (1,000) (1,000) (1,000) (1,000) (1,000) (1,000) (1,000) (9,678) Amount available for Community Investment Fund (£000) 0 194 0 801 1,127 680 909 1,105 1,301 1,513 7,631 Raised from Council Tax increases: Additional income from Council Tax increase 4,293 4,422 4,555 4,782 5,160 5,310 5,460 5,610 5,790 5,940 51,322 Amount available for Community Investment Fund (£000) - 1% set aside 1,431 1,474 1,518 1,594 1,720 1,770 1,820 1,870 1,930 1,980 17,107 Total estimated additional income for Community Investment Fund (£000) 1,431 1,668 1,518 2,395 2,847 2,450 2,729 2,975 3,231 3,493 24,738 Investment Factor (revenue funding converted to capital) 20.5510 20.5510 20.5510 20.5510 17.7630 17.7630 17.7630 17.7630 17.7630 17.7630 Total Capital Funding Available 14,000 29,410 34,271 31,205 49,217 50,580 43,512 48,483 52,850 57,394 62,053 472,974 CIF Resources Assumed for 5-year Capital Programme 14,000 29,410 34,271 31,205 39,519 44,474 49,457 54,471 59,515 64,590 71,452 492,364 Difference 0 0 0 0 9,698 6,106 (5,945) (5,988) (6,665) (7,196) (9,399) (19,390) Page 30 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref EK/KS Date 28/09/23 Discretionary Fees & Charges Policy From Elaine Kemp, Chief Officer (Finance) E-mail KempE@northlan.gov.uk Telephone 07415424843 Executive Summary This proposed policy to annually uplift discretionary fees and charges aims to support the implementation of one of the key principles of the approved Revenue Resources Budget Strategy which is that “Future charging models for services provided will be informed by benchmarking and the principles of full cost recovery. Once costs are established on this basis, future increases will be index-linked. Additionally, consideration will be given to appropriate revenue generating opportunities”. The policy also contains guidance which will ensure compliance with The Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013. The key aim is to ensure the Council continues to make progress in complying with the budget principle, generating increased income, which will help compensate for cost increases or help ensure any current shortfalls in recovering costs do not increase more materially over time. Appendix 2 provides guidance in relation to compliance with the policy, uplifting of applicable discretionary fees and charges, and progressing with embedding the full cost recovery principle. The recommended policy for the annual uplift is that; all discretionary charges will be increased by a flat percentage of 5%. Appendix 1 provides a current list of the main discretionary charges imposed by the Council, to which the policy is applicable. However, this list is not exhaustive, and it is acknowledged that it may change, as new chargeable products or services come on stream or existing ones drop off. In line with the guidance in Appendix 2, Services have already undertaken the first annual review of charges to assess where there is compliance with the full cost recovery principle. The review has confirmed that whilst some services are fully recovering costs, others are not. This gives a baseline position to monitor against as Services work towards fully embedding the full cost recovery principle, as deemed appropriate. There are a number of factors contributing to this position, including the challenges presented by the current economic climate and the cost-of-living crisis, which has made it difficult for the Council’s to implement price increases in support of the budget strategy, through the annual savings exercise. Recommendations It is recommended that the Policy and Strategy Committee: (1) Approve the policy to annually uplift discretionary fees and charges by 5%; Item 4 Page 31 of 380
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1. Background 1.1. The Council’s Section 95 Officer under the provisions of the Local Government Finance (Scotland) Act 1973, has overall responsibility for arrangements to secure the proper administration of the Council’s financial affairs. 1.2. To support the delivery of services, income is received from Government grant, local taxation, and fees and charges levied. This report focuses on establishing a policy for uplifting discretionary fees and charges in the context of supporting the Council’s corporate and financial objectives, the general fund revenue budget and ensuring delivery of best value. 1.3. The policy is applicable to discretionary charges, but it excludes Council Tax and Non- Domestic Rates, as this income is considered a general contribution to the provision of universal services rather than payments in respect of specific services. Similarly, charging for many housing and social care-related services, including council house rents, may be subject to separate guidance, national guidance or statutory considerations. 1.4. To ensure the Council meets its corporate and financial objectives, one of the key principles of the approved Revenue Resources Budget Strategy is that “Future charging models for services provided will be informed by benchmarking and the principles of full cost recovery. Once costs are established on this basis, future increases will be index- linked. Additionally, consideration will be given to appropriate revenue generating opportunities”. 1.5. An update on the Revenue Resources Budget Strategy was presented to Policy & Strategy Committee on 29 September 2022, which advised that progress has been made in moving towards full cost recovery. However, the impact of COVID-19, the general economic climate and cost of living crisis, have made it challenging to deliver previously (2) Acknowledge the current list of discretionary charges, which is not exhaustive, and recognise that that this may change, as new chargeable products or services come on stream or existing ones drop off; (3) Acknowledge the outcome of the annual review by Services, and that some areas are compliant with the full cost recovery principle and others are not. This will be kept under review; (4) Acknowledge that authority to cease or introduce new charges not in line with this policy, lies with the relevant Committee or alternatively should be considered as part of the budget setting process; (5) Acknowledge that an assessment of the budgetary impacts of applying this policy will be undertaken and that any changes to the current financial planning assumptions will be reflected in future updates to the Financial Outlook. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Page 32 of 380
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approved income generation targets and ensure compliance with the full cost recovery principle. 1.6. To make further progress with embedding the budget principle it is deemed necessary to have a policy in respect of annually uplifting discretionary fees and charges. 1.7. Additionally, this report provides guidance on compliance with The Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013, which is necessary to help ensure compliance with regulations. See Appendix 3. 2. Report The Policy 2.1. It is recommended that the Council agrees a policy on annually uplifting discretionary fees and charges. 2.2. The key aims of establishing such a policy are to; 2.2.1 give some certainty over increased income generation to support full cost recovery 2.2.2 help compensate for cost increases or help ensure any current shortfalls in recovering costs, do not increase more materially over time 2.2.3 ensure there is a co-ordinated, consistent and whole Council approach to increases in discretionary fees and charges. 2.2.4 help ensure the Council delivers best value. 2.3 The recommended policy, subject to an annual review of charges and embedding the full cost recovery principle, see guidance at Appendix 2, is as follows; 2.3.1 All discretionary charges will be increased annually by a flat percentage of 5%. 2.4 It is recommended that the uplifts outlined in 2.3. above will be applied annually from 1 April 2024. This policy aligns with the approach taken by other Councils and the recommended percentage uplift sits below the high inflation levels recently experienced and is also below current levels. 2.5 Services are required to ensure compliance with the policy and ensure discretionary fees and charges are increased accordingly. Any variation to this must be discussed and agreed with the Section 95 Officer. This may include charges that are subject to existing contractual agreements. 2.6 Authority to cease or introduce new charges not in line with this policy, lies with the relevant Committee or alternatively should be considered as part of the budget setting process. 2.7 To ensure there is transparency in relation to discretionary fees and charges it is expected that Services will maintain a directory of charges and any associated concessions. Appendix 1 provides a current list of the main discretionary charges imposed by the Council, to which the policy is applicable. However, this list is not exhaustive, and it is acknowledged that it may change as new chargeable products or services come on stream, or existing ones drop off. Page 33 of 380
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2.8 Once approved, this policy will form part of the Financial Regulations and, as such, be subject to regular review as part of the Council’s overall governance framework. This review will include consideration of on-going alignment with other related corporate policies as well as changes in legislation and corporate strategies. 2.9 Further guidance in respect of policy and ensuring compliance with the principle of full cost recovery is provided in Appendix 2. The guidance outlines the requirement for Services to undertake an annual review of charges, in conjunction with their Financial Solutions support team, to assess whether there is compliance with the full cost recovery principle. Any material shortfalls in compliance with the principle should be reported the Section 95 Officer and may require to be considered as part of the Council’s budget setting process. Service Annual Review of Charges 2.10 Services have undertaken the first annual review which has confirmed that whilst some services are fully recovering costs, others are not. There are a number of reasons contributing to this position including the challenges presented as a result of the current economic climate and the cost of living crisis, making it difficult for the Council to implement price increases in support of the budget strategy, as well as having historically low prices in some areas, with little or no uplifts applied over many years. Increasing costs, particularly experienced over recent years of extremely high inflation, are also having an impact. The outcome of this review gives a baseline position to monitor against as Services work towards fully embedding the full cost recovery principle, as deemed appropriate. Full details of the review are available from the Finance Service. 2.11 It should be noted the aim continues to be to work towards compliance with the full cost recovery principle, and therefore goods or services should only be subsidised by exception, and where there is a conscious decision to do so. Such a decision should be informed by evidence of the cost to the Council, the level of subsidy provided, who will benefit and why. Further information in this respect is contained in Appendix 2. Budget Implications 2.12 Members will recall the Medium-Term Financial plan report to Policy and Strategy in June 2023 includes an estimate of c. £0.500m per annum for increased income generation from uplifting discretionary fees and charges. Approval and application of this policy will enable a fuller assessment of the potential increased income generation from 2024/25 onwards. As part of this assessment consideration will be given to the financial risks associated with applying a flat 5% increase to all discretionary fees to ensure that we de-risk the budgeted income and only reflect a prudent and sustainable estimate. Therefore, there are no changes to the previous assumptions within the Update to the Financial Outlook report to this Committee. Any changes to the current assumptions will be reflected in future updates to the Financial Outlook. Regulatory Requirements 2.13 An additional consideration in setting fees and charges, are the terms of the Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013. Services should ensure that legislative requirements are reflected in transactional arrangements, including the requirement to advise consumers of their right to cancel requested goods or services. Appendix 3 sets out model instructions for cancellation in line with these regulations. Services should consider whether any changes to operational management arrangements are required, to incorporate the provisions of the Page 34 of 380
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policy and cancellation model. For advice on the application of the Regulations and appropriate wording regarding cancellation Services should contact Legal Services. 3. Measures of success 3.1. The Council continues to set a balanced budget within the context of the Revenue Resources Budget Strategy and the principles of full cost recovery. 4. Supporting documents Appendix 1 List of Discretionary Fees and Charges Appendix 2 Guidance on Discretionary Fees & Charges Policy & Application of the Full Cost Recovery Principle Appendix 3 Guidance on the terms of the Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013 and Cancellation Model Elaine Kemp Chief Officer (Finance) Page 35 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ This policy addresses price uplifts to help cover inflation and the costs in providing existing goods or services. Where applicable, the introduction of existing charges will have previously considered these duties. Requirements in this regard will also be considered in relation to any new charges, as appropriate. In addition, these duties are generally met through the arrangements linked to the wider budget process and associated decisions. 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 been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial impacts are outlined in the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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 been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Legal/ Regulatory impact is outlined in the report. 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 ☐ Page 36 of 380
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The relevant key risks are outlined in the report along with proposed mitigation. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 37 of 380
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 38 of 380
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Appendix 1 List of Discretionary Charges Service Division Summary Description of Goods or Services (Discretionary/ Discretionary elements) Chief Executive Legal & Democratic Civic Government Licensing e.g. Taxi / Private Hires Chief Executive Legal & Democratic Civic Government Licensing e.g. Liquor Licensing Chief Executive Legal & Democratic Civic Government Licensing e.g. Other Misc. Licensing Chief Executive Legal & Democratic Registration Services Chief Executive Strategic Communications Communication Services for Other External Bodies Enterprise & Communities Asset & Procurement Counter Sales (Care Homes) Enterprise & Communities Asset & Procurement Counter Sales (General) Enterprise & Communities Asset & Procurement Café Sales Enterprise & Communities Asset & Procurement School Meals Enterprise & Communities Asset & Procurement Rental of School Facilities Enterprise & Communities Asset & Procurement Vending Machines Enterprise & Communities Asset & Procurement Property - Services to Tenants Enterprise & Communities Community Operations Cemetery Services Enterprise & Communities Community Operations Facilities Counter, Bookings, Events and Seasonal Activities Enterprise & Communities Community Operations Land Management Events and Seasonal Activities Enterprise & Communities Community Operations Roads & Transportation Services Enterprise & Communities Community Operations Roads Construction Consent & Inspection Enterprise & Communities Environmental Assets Road Occupation Permits Enterprise & Communities Place Decriminalised Parking Notices Enterprise & Communities Planning & Regeneration Copying Planning Documentation Enterprise & Communities Planning & Regeneration Planning Related Services Enterprise & Communities Community Operations Tattooing Licence Fees Enterprise & Communities Community Operations Letters of Comfort Enterprise & Communities Community Operations Street Naming & Numbering Enterprise & Communities Community Operations Taxi Tests Enterprise & Communities Community Operations Special Uplifts Enterprise & Communities Community Operations Residual Bins (140L Small & 240L Standard) Enterprise & Communities Community Operations Trade Waste Uplift Enterprise & Communities Community Operations Trade Waste (Bins) Enterprise & Communities Community Operations Trade Waste (Special Uplift) Enterprise & Communities Community Operations General Protective Services Enterprise & Communities Community Operations Building Control Services Enterprise & Communities Community Operations Demolition Services Enterprise & Communities Community Operations Built Environment Services Enterprise & Communities Community Operations Overcrowding Assessments Enterprise & Communities Community Operations MOT Services Education, Children & Families Active & Creative Communities Leisure and Cultural Activities Education, Children & Families Children & Families 7 Day Centre Education, Children & Families Continuous Improvement Continuous Improvement Packs, Learning and Pedagogy S iEducation, Children & Families Support for Learning Out of Authority – External ASN Provision (Placements and St ffi )Adult Social Care Various Community alarms, Meals, Care Homes and Respite Care * Note the above list is not exhaustive Page 39 of 380
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APPENDIX 2 Guidance on Uplifting Discretionary Fees & Charges and Implementing the Full Cost Recovery Principle 1. Introduction 1.1 The Council’s Section 95 Officer under the provisions of the Local Government Finance (Scotland) Act 1973, has overall responsibility for arrangements to secure the proper administration of the Council’s financial affairs. 1.2 To support the delivery of services, income is received from Government grant, local taxation, and fees and charges levied. 1.3 Discretionary charges for goods and services should contribute towards the achievement of the Council’s corporate and financial objectives, to support the general revenue budget and to ensure best value. 1.4 The Council has introduced a policy on uplifting discretionary fees and charges to support the Council’s corporate and financial objectives, the general fund revenue budget and ensuring delivery of best value. 1.5 The policy is applicable to discretionary charges, but it excludes Council Tax and Non-Domestic Rates, as this income is considered a general contribution to the provision of universal services rather than payments in respect of specific services. Similarly, charging for many housing and social care-related services, including council house rents, may be subject to separate guidance, national guidance or statutory considerations. 1.6 Services should adhere to the policy and guidance when setting discretionary charges and aim to comply with the Revenue Resources budget principle that; Future charging models for services provided will be informed by benchmarking and the principles of full cost recovery. Once costs are established on this basis, future increases will be index-linked. Additionally, consideration will be given to appropriate revenue generating opportunities. 2. General Guidance 2.1 All discretionary charges should aim to cover the full cost of providing the goods or services, except for those goods or services explicitly set out as exceptions. The provision of subsidies should be a conscious decision, see section 3 below. 2.2 In line with the policy, all discretionary fees charges will be increased annually from 1 April 2024 by a flat percentage of 5% (or any subsequent amendment to this policy) 2.3 Uplifts outlined in 2.2. above will be applied annually from 1 April 2024. Services are required to ensure compliance with the policy and ensure discretionary fees and charges are increased accordingly. Any variation to this must be discussed and agreed with the Section 95 Officer. This may include charges that are subject to existing contractual agreements. Page 40 of 380
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2.4 In conjunction with their Financial Solutions support teams, Services should; 2.3.1 Carry out an annual review of discretionary charges by the end of April each year to assess compliance with the full cost recovery principle, assuming a forecast annual uplift, in line with the policy. 2.3.2 Report the outcome of the annual review to the Section 95 Officer summarising any financial implications, and any material shortfalls in compliance, which may require to be considered as part of the budget setting process or a separate report to Committee. 2.5 The annual review of full cost recovery should consider; income generation and the impact of applying the annual policy uplift to discretionary fees & charges other impacts on income/ charges such as changes in demand, competitor prices, market share, pricing models etc. any changes to cost elements and how these will be managed e.g., a review of costs, service delivery operating models etc. changes in Council policy since the previous review a review of any subsidised goods or services relevant benchmarking information where available. This should include both information from other Local Authorities as well as commercial alternatives. Benchmarking information can be used to inform likely impact on demand for certain services 2.6 A clear audit trail of the review should be retained by the Service. 2.7 Authority to cease or introduce new discretionary charges, not in line with this policy, lies with the relevant Committee or needs to be considered as part of the budget setting process. Any such proposals should outline; the objective of the change in charge(s)/ new charge (s) and how it aligns with the Council’s corporate objectives, delivery of best value and full cost recovery principle the business case for the change(s)/ new charge(s), including a financial appraisal outlining assumptions on full cost and income recoveries the rationale for the pricing model e.g., reflecting competitor prices, demand etc. any associated concessions, subsidies or exemptions the charging model, which should be simple and easy to apply the appropriate rate of VAT, which may influence price setting any potential social, environmental, economic or other impacts 3. Guidance on Subsidised Services & Concessions 3.1 Subsidised goods or services means the Council is partially or fully funding them, which does not comply with the full cost recovery principle. A key aim is that any subsidies for discretionary services, should be by exception. Therefore, any decisions to provide a subsidy should be made on the understanding of the cost to the Council, who is benefiting from the subsidy and why. Such information should be provided to the Section 95 Officer as part of the annual review. Page 41 of 380
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3.2 For the purposes of this policy a concession refers to a discounted charge based on, for example, age, employment status, income or disability, and may be applied for example to promote certain corporate objectives. 3.3 Services must ensure any proposed concessions are in accordance with relevant legislation, or national policies and guidance. The equalities impact of any proposed concessions must be considered. 3.4 Generally, concessions will not ordinarily apply where age, gender or employment status etc. are irrelevant, or where services do not align with corporate objectives, and therefore is not something the Council wants to promote. 3.5 Whilst the uplifting of charges and this guidance are intended to apply to discretionary charges levied by the Council, it is recognised that in some cases, due consideration should be given to any relevant legislative or regulatory guidance, and national policies or guidance, in framing the Council’s own charging structures. 4. General Administration, Reporting and Other Requirements 4.1 To ensure there is transparency over discretionary fees and charges it is expected that Services will maintain a directory of discretionary charges and any associated concessions. 4.2 An additional consideration in setting and charging for goods and services, are the terms of the Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013. Services should ensure that legislative requirements are reflected in transactional arrangements, including the requirement to advise consumers of their right to cancel requested goods or services. Appendix 3 to this policy sets out model instructions for cancellation in line with these regulations. Services should consider whether changes to operational management arrangements are required to incorporate the provisions of the policy and cancellation model. For advice on the application of the Regulations and appropriate wording regarding cancellation Services should contact Legal Services. 4.3 The uplifting of discretionary fees and charges policy will form part of the Financial Regulations and, as such, be subject to regular review as part of the Council’s overall governance framework. Page 42 of 380
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Appendix 3 Guidance on the terms of the Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013 and Cancellation Model 1. Right to Cancel 1.1 The following is intended to give Services guidance on cancellation rights and a good practice cancellation model is outlined below; 1.1.1 A contract can be cancelled within 14 days without giving any reason. 1.1.2 For delivery of goods, the cancellation period will expire after 14 days from the day on which you acquire, or a third party other than the carrier and indicated by you acquires, physical possession of the goods. 1.1.3 For services, the cancellation period will expire after 14 days from the day of placing the order. 1.1.4 To exercise the right to cancel, you must inform us of your decision to cancel this contract by a clear statement (e.g., a letter sent by post or email). 1.1.5 To meet the cancellation deadline, it is sufficient for you to send your communication concerning your exercise of the right to cancel before the cancellation period has expired. 2. Effects of Cancellation 2.1 The effects of cancellation which customers or service users should be advised of are; 2.1.1 If you exercise your Right to Cancel a contract, we will reimburse to you all payments received from you, including the costs of delivery (except for the supplementary costs arising if you chose a type of delivery other than the least expensive type of standard delivery offered by us). 2.1.2 We may make a deduction from the reimbursement for any loss in value of any goods supplied, if the loss is a result of handling by you. 2.1.3 We will make reimbursement without undue delay, and not later than; a) 14 days after the day we receive back from you any goods supplied, or b) (if earlier) 14 days after the day you provide evidence that you have returned the goods, or c) if there were no goods supplied, 14 days after the day on which we were informed about your decision to cancel this contract. 2.1.4 We will make the reimbursement using the same means of payment as you used for the initial transaction, unless you have expressly agreed otherwise; in any event, you will not incur any fees as a result of the reimbursement. 2.1.5 We may withhold reimbursement until we have received the goods back or you have supplied evidence of having sent back the goods whichever is earliest. 2.1.6 If you have received goods in connection with the contract, we will collect the goods, where delivery was included under the contract. If you collected the goods, you shall send back the goods or hand them over to us at the uplift address, without undue delay and in any event within 14 days from the day on which you communicated your cancellation from this contract to us. The deadline is met if you send back the goods before the period of 14 days has expired. Page 43 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref DM/SL Date 28/09/23 The Plan for North Lanarkshire - Delivering the Programme of Work 2023-28 From Des Murray, Chief Executive E-mail murraydes@northlan.gov.uk Telephone 01698 302350 Executive Summary Since the Policy and Strategy Committee first approved the Programme of Work as the delivery vehicle for The Plan for North Lanarkshire, an annual review process has ensured that it has remained current, relevant, and deliverable in the face of a fast paced, rapidly changing, and relentlessly uncertain local government environment. This process has enabled Elected Members due consideration and approval of a significant volume of Programme of Work reports which has not only enabled delivery of The Plan for North Lanarkshire’s place based approach to continue at pace and at scale, but has also secured the ongoing provision of critical frontline care, supports, and services for those individuals most in need. This approach has also provided Elected Members with a wealth of information that has both evidenced the extent of the successes which the council has achieved to date, and allowed for due consideration in assessing the progress that has been made towards turning the place based ambition set out in The Plan for North Lanarkshire into a reality. Following Policy and Strategy Committee approval of the new five year Programme of Work to 2028, this report herewith fulfils the commitment set out in the report in March 2023 to provide an update in cycle 3 on the next steps and further development of the seven priorities in the new Programme of Work. This report focuses on the work that has been undertaken to date to maintain the momentum and translate the policy direction set by the Programme of Work into delivery through the development of Delivery Plans and supporting governance arrangements. At this midway point in year one of transitioning to the new five year Programme of Work, progress made has also ensured a focus on sustaining a clear direction for delivery of existing and continuing programmes and ensuring a one council approach prevails, with all Programme of Work activity remaining aligned to live financial management and capital planning developments that are running concurrently and that require inter-related discussions and decisions in order to progress in a cohesive manner. Recommendations It is recommended that the Policy and Strategy Committee: (1) Approve the update to the Programme of Work to 2028 in principle, recognising that this report sets out an indicative high level Single Integrated Delivery Plan that will, Item 5 Page 45 of 380
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1. Background 1.1 Approved in February 2019, The Plan for North Lanarkshire sets the strategic direction not just for the council and partners, but for North Lanarkshire as a place. It outlines the shared ambition to make North Lanarkshire the place to Live, Learn, Work, Invest, and Visit. 1.2 The long-term vision in The Plan for North Lanarkshire provides a very clear focus and compelling narrative in terms of what the council is working towards. This vision of inclusive growth and prosperity for all aims to bring equal benefits to all North Lanarkshire’s communities and ensure a fairer distribution of wealth. 1.3 The one Plan narrative of The Plan for North Lanarkshire has become embedded consistently throughout all policy statements agreed by the council, as well as all strategic management, strategy development, service delivery, and corporate governance approaches. As such, it has been the constant basis to enable the Programme of Work to bring together strategic planning and community investment in a cohesive manner and establish solid foundations for the place based approach. 1.4 Four iterations of the Programme of Work have been approved by the Policy and Strategy Committee since 2019 and this consistency of commitment to the long-term vision and one Plan direction has led to significant achievements which have been pivotal in maximising the potential of North Lanarkshire as a place. These highlights were reported to the Policy and Strategy Committee in March 2023 and included a focus on £1.3bn of capital programme investment in North Lanarkshire’s communities. 1.5 Members will recall the commitment made, and fulfilled, in terms of redeveloping the fifth iteration of the Programme of Work and reframing it in line with the current North Lanarkshire context presented through the 28 Health Check Indicators. Approved at the Policy and Strategy Committee in March 2023, the new Programme of Work to 2028 reflects a change in approach that aims to provide an even greater focus on escalating the pace and depth of change that is essential to ensure a heightened and more strategic focus on not only sustaining the economic and community aspects that will enable local people and communities (and the place that is North Lanarkshire) to thrive, but also on ensuring a more targeted approach to improving social conditions and outcomes. 1.6 Since the suite of Programme of Work reports at the Policy and Strategy Committee in March 2023, successes have continued with the following: • £9.225m was secured from the UK Levelling Up Fund to support delivery of the Town Vision for Cumbernauld, including the acquisition of The Centre Cumbernauld which was completed in June 2023. in the future, be supported by more detailed and financed Delivery Plans, and (2) Are aware of the next steps (as set out in paragraph 2.9 of this report) and the commitment made to present a follow up report to the Policy and Strategy Committee in cycle 1 of 2024 containing the detailed Programme of Work Delivery Plans and the supporting committee reporting timetable. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Page 46 of 380
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• Town Action Plans have been subject to public consultation and are nearing completion for the towns of Airdrie, Motherwell, and Wishaw. • The 1,000th new build council home was completed on the site of the Holehills high rise flats in Airdrie, which also saw completion of 11 low carbon (net zero) homes which are part of a pilot to deliver sustainable and affordable homes. • Significant progress has been made on the delivery of City Deal projects, including the Ravenscraig Access infrastructure which saw the completion of the West Coast Mainline crossing with the rail bridge being installed at Ravenscraig in April 2023, as well as improvements completed in respect of access to Motherwell Train Station which coincided with the upgrade to the station. • Commsworld has delivered 250 of the planned 340 kilometres of ultrafast, full fibre digital network and will complete the fibre rollout by November 2023. • Riverbank Community Hub project in Coatbridge has been completed. This comprises a primary school (that merges the former Carnbroe and Sikeside primary schools), a 50-place nursery for children aged three to five years-old, a drama area with ballet bars and mirrors, a full-size 3G sports pitch, a forest school area, a growing garden, play chutes, a community room, sports courts, and a kitchen area for culinary skills development. • A new active travel route was opened for pedestrians and cyclists between Craigneuk and New College Lanarkshire’s Motherwell Campus at Ravenscraig. This includes lighting, seating, and CCTV along the route with tree planting planned for the autumn. • An initial award was secured from the National Lottery Heritage Fund for consultation, feasibility studies, and research into a multi-million-pound development project at Summerlee Museum of Scottish Industrial Life in Coatbridge and the Rediscovering Airdrie heritage project. This will hopefully lead to subsequent funding awards to significantly expand and enhance the visitor experiences and attractions on offer at Summerlee, and support the repurposing and refurbishment of heritage buildings within Airdrie town centre. • In May 2023 proposals were approved to consult tenants and stakeholders regarding the second phase of the Tower Strategy re-provisioning which comprises 974 properties, including 8 tower blocks. Following a positive response to the consultation, approval has been granted to progress with phase 2 of the re- provisioning programme to create new, high quality, energy efficient housing that will meet the current and future needs of the local area. • £6.5m investment has commenced at Braidhurst Industrial Estate in Motherwell (part funded from the Scottish Government’s Regeneration Capital Grant Fund) to improve and expand available business space and upgrade the surrounding environment to help create more employment opportunities. • A small number of the 28 Health Check indicators (which aim to collectively provide the context for North Lanarkshire as a place and which framed the new Programme of Work to 2028) have had updated data published nationally since the report to Policy and Strategy Committee in March 2023. The main points of note in the latest results are that North Lanarkshire’s economy continues to show increasing and positive growth in line with a positive position nationally, the number of people economically active has shown a positive increase for the last three consecutive quarters (although this has still not returned to pre-pandemic levels), and the number of people claiming employment related benefits has remained steady and lower than pre-pandemic levels. 1.7 Following Policy and Strategy Committee approval of the new five year Programme of Work to 2028, this report herewith fulfils the commitment set out in the report in March 2023 to provide an update in cycle 3 on the next steps and further development of the seven priorities in the new Programme of Work. This report focuses on the work that has been undertaken to date to maintain the momentum and translate the policy Page 47 of 380
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direction set by the Programme of Work into delivery through the development of Delivery Plans and supporting governance arrangements. 2. Programme of Work delivery and governance Programme of Work to 2028 2.1 Members will recall the Programme of Work to 2028, approved at the Policy and Strategy Committee in March 2023, comprised seven priorities for delivery. • Transforming Places - To better plan and co-ordinate public and private sector investment to deliver transformational change across town centres and local communities at pace. • Invest in North Lanarkshire - Accelerated outcome delivery and investment via a more streamlined advisory service and aligned operating model and infrastructure plan. • Sustainable Futures - Focus commitments to net zero carbon and climate resilience and the associated energy solutions and investments required to make it a reality. • Resilient People - Deliver whole family support locally, when families need it, in a way that addresses the impacts of poverty and reduces inequality. • Brighter Futures - Support and improve educational attainment, employment opportunities, entrepreneurship, and volunteering. • Digital North Lanarkshire - Develop a skilled digital workforce, promote an innovative, sustainable culture and be the digital leader for a transformed North Lanarkshire. • One Service - Ensure services are delivered, regardless of owner, in a streamlined, efficient, and supportive model, with the overall vision of inclusive growth and prosperity for all. 2.2 The booklet accompanying the Programme of Work, which was distributed at the Policy and Strategy Committee meeting in March 2023, set out more detail in respect of the seven Programme of Work priorities. This included an outline of what each aims to achieve and the intended impact on the 28 Health Check Indicators, as well as initial high level actions for delivery. Programme of Work Delivery Plans 2.3 Since then, each of the seven Programme of Work priorities has been assigned a Senior Responsible Officer (SRO) and depute (who are Chief Officers and members of the council’s Corporate Management Team) to lead on the development of the supporting Delivery Plans. The role of the SROs is to maintain an overarching focus on ensuring each of the seven Programme of Work priorities are developed and delivered in a way that ensures ongoing alignment to The Plan for North Lanarkshire. The SROs are responsible for making the interconnections and managing the interdependencies across the seven Programme of Work priorities, capitalising on existing synergies, identifying potential economies of scale, and ensuring appropriate cohesion and integration in the use of resources. The Corporate Management Team retain strategic and holistic management oversight of the Single Integrated Programme of Work across the council. 2.4 Following a series of development sessions led by the SROs, each Programme of Work has established its own high level Delivery Plan with indicative delivery dates and indicative funding intentions. These have subsequently been rolled up into a Single Integrated Delivery Plan for the Programme of Work to 2028 which is set out in Page 48 of 380
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Appendix 1 with the following points of note: • The Single Integrated Delivery Plan in Appendix 1 represents a refined list of high level Deliverables which reflects work undertaken to (a) review existing programmes, projects, or activities that fall within the scope of the new Programme of Work, (b) identify programmes of scale or related interdependencies that required to be incorporated moving forward, and (c) identify potential new areas where there were opportunities to add value and/or better co-ordinate existing programmes, projects, or activities to meet the objectives of the new Programme of Work and ensure a greater focus on scale and purpose. Identifying these Deliverables was prioritised in line with The Plan for North Lanarkshire and the expected impact on the 28 Health Check Indicators. • The list of high level Deliverables in the Single Integrated Delivery Plan in Appendix 1 are, in principle, a roadmap to progress the shared ambition set out in The Plan for North Lanarkshire and achieve inclusive growth and prosperity for all. More detailed Delivery Plans are in development and are progressing in conjunction with concurrent financial planning priorities (in terms of future capital, revenue, and savings proposals and prioritisation and the alignment required thereafter in terms of budgets) in order to ensure fully informed, funded, and detailed Delivery Plans are available for presentation to the Policy and Strategy Committee in cycle 1 of 2024. The detailed Delivery Plans will thereafter be fully in place from 2024/25. 2.5 In the meantime, there are many live developments that require ongoing oversight and due consideration in the work required to finalise the detailed Delivery Plans; these developments are summarised below. Nationally: • The National Care Service (Scotland) Bill was introduced by the Scottish Government in June 2022 with the intention of reforming how social care, social work, and community health services are delivered in Scotland. Developments in this respect have been publicly reported over the last year and they continue to unfold. In June 2023, a further delay was announced to the Stage 1 scrutiny of the Bill, and its first Parliamentary vote is now not expected until January 2024. Since April 2023, COSLA has been engaged in intensive discussions with the Scottish Government and a range of bodies1 with the aim of agreeing a framework to progress with the National Care Service development. Interim reports in terms of Children’s Services relating to the Bill were published in June 2023 and a final report is anticipated to be published towards the end of October 2023. A programme of work and engagement is underway in terms of Justice Social Work Services relating to the Bill and a final report in this respect is due in late September 2023. The impact of the proposals to create a National Care Service is the highest risk on the council’s Corporate Risk Register for 2023/24. • Education - The report (All Learners in Scotland Matter: Our National Discussion on Education), published in May 2023, sets out the need to sustain and build on what is working well in the Scottish education system. It also highlighted a need to move ahead with overdue changes urgently as well as a need to plan for longer- term future changes. Scottish Government and COSLA discussions are currently underway in relation to the findings set out in the consultation report and it is expected that the National Discussion data will form the basis for the way forward. • Public sector reform - As reported in the Accounts Commission’s Local Government in Scotland Overview (May 2023) “councils are managing an 1 The range of bodies include Society of Local Authority Chief Executive’s (SOLACE), Society of Local Authority Lawyers and Administrators (SOLAR), Society of Personnel and Development Scotland (SPDS), Social Work Scotland (SWS), CIPFA Local Government Directors of Finance, and Chief Social Work Officers. Page 49 of 380
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increasing programme of national reform … which comes with substantial funding implications and increased uncertainty”. In setting out the scale of the challenges ahead for local government, the Accounts Commission’s view is that “it is only by working more collaboratively that councils and their local partners, communities and the third sector will be able to provide sustainable local services and deliver a significant programme of national reform to tackle issues such as climate change, child poverty, and inequalities”. Although local government agrees that reform is necessary, various discussions are underway at many levels across central and local government (as well as across some wider public sector bodies) in terms of the scale, scope, timescales, ultimate aim of any such reform, and the approach to be taken. As yet, there is no clarity or cohesion in terms of the next steps. • The Verity House Agreement - In June 2023, COSLA and the Scottish Government agreed a new Partnership Agreement which set out the vision for a more collaborative approach to delivering shared priorities for the people of Scotland. The Verity House Agreement sets out the agreement for Scottish and Local Government to work together to (1) “tackle poverty (particularly child poverty in recognition of the joint national mission to tackle child poverty)”, (2)“ transform our economy through a just transition to deliver net zero (recognising climate change as one of the biggest threats to communities across Scotland)”, and (3) “deliver sustainable person centred public services (recognising the fiscal challenges, ageing demography, and opportunities to innovate)”. What this means in practice though has yet to be determined. Locally: • Financial outlook - An updated Financial Outlook (that takes in the three year budget period 2024/25 to 2026/27) is scheduled to presented to the Policy and Strategy Committee in cycle 3 of 2023, with Elected Member briefing sessions expected during the autumn of 2023 in advance of the annual budget setting process in February 2024. • Capital investment - As per the report to Policy and Strategy Committee in December 2022, work is underway to develop a new Strategic Capital investment Programme for 2024/25 to 2028/29. It is expected that the Strategic Capital Delivery Group (SCDG) will commence the capital bid process in mid-August 2023, with bid evaluations being undertaken in November, and a prioritised list of capital investment being submitted to the Policy and Strategy Committee for approval in cycle 1 of 2024. Inflationary pressures and market issues remain, however, and the value of the capital programme in real terms is expected to be lower than previous years. • Revenue Resources Budget Strategy - Developing the detailed Delivery Plans for the Programme of Work is progressing in line with the agreed Revenue Resources Budget Strategy principles, which includes (a) services ensuring “full understanding and recognition of the revenue consequences of future capital investment decisions to enable capital and revenue budget plans which are fully integrated”, and (b) ensuring that opportunities to realise more efficient ways of working, reduce costs, and redesign services are expected to flow from the Programme of Work and “become the new drivers of future years’ savings”. Supporting governance arrangements 2.6 To ensure Elected Members on the council’s Committees are provided with regular monitoring and progress reports for the Programme of Work Delivery Plans, work is underway to identify an associated committee reporting timetable. This is being undertaken with due consideration of funding, deliverability, feasibility, and resourcing and in line with work to finalise the detailed Delivery Plans. As such, the intention is Page 50 of 380
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that a timetable of reporting to service committees for 2024/25 onwards (for each of the seven Programme of Work priorities) will be available for reporting to the Policy and Strategy Committee in cycle 1 of 2024. 2.7 In the meantime, there are many live programmes and projects that are being expanded on to reinforce the proven successes to date and are being continued in the Programme of Work to 2028. These have existing committee reporting obligations and, as such, will fulfil Programme of Work committee reporting requirements during the remainder of 2023/24 while the transition to the new Programme of Work takes place. This will include reports on City Deal, new supply programme, town centre regeneration, phase 2 of the tower re-provisioning programme, town and community hub strategy, leadership and operating model, and tackling poverty strategy. 2.8 A range of other activities are also in progress to support the governance arrangements for the Programme of Work; this includes the following. • To support Policy and Strategy Committee, Corporate Management Team, and SRO oversight of the Programme of Work in line with respective roles, developments are underway to establish strategic portfolio monitoring and performance management arrangements and a quality assurance process. This includes establishing an approach (In line with the council’s Project Management Framework) whereby planned Programme of Work deliverables are tracked, exceptions are reported / escalated based on a set of predefined parameters, and corrective actions are highlighted where they are required. This aims to ensure that information reported enables decisions and action at the most appropriate level and management focus remains on the right issues systematically. • An exercise is nearing completion to streamline existing boards and groups to ensure the structures supporting delivery of the seven Programme of Work priorities are reconfigured accordingly and consistently, have a clear purpose and terms of reference, and there are well defined distinctions and reporting lines and responsibilities in order to avoid any unnecessary bureaucracy. • As delivery of the Programme of Work requires a large volume of information, guidance, resources, and capabilities, it is important to ensure a co-ordinated one council approach that reflects the requirements of Best Value and the principles of good governance at all times. For this reason a Framework for Governance has been developed to support each SRO in their Programme of Work role. • A framework to facilitate a high-level assessment of risk within each of the seven Programme of Work priorities has been developed by Audit and Risk. In this respect, a Strategic Position Risk Assessment (PRA) approach will be implemented in the second half of 2023/24. • It is inevitable that change will become even more prevalent across the organisation if the Programme of Work is to be delivered successfully within the ongoing challenges of the local government environment. This could involve change to reduce costs, improve productivity, fund investment in alternative ways of working (e.g. prevention), achieve more for less, or to secure Best Value in terms of a more efficient, effective, economic, or sustainable way of working. For this reason a Change Management Framework is under development to ensure a one council approach through a structured (but flexible) framework that recognises the need for effective change management throughout the lifecycle of an initiative, as well as due consideration of the impact of change on people. This is critical so the people most affected are supported to transition smoothly and embrace, adopt, and use the solution associated with the change and there is no gap between intentions and results. This is scheduled to be in place for 2024/25. Page 51 of 380
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Next steps 2.9 As noted in paragraph 2.4, work is already progressing towards the follow up report for the Policy and Strategy Committee in cycle 1 of 2024. This includes: • Ensuring that detailed Delivery Plans have been finalised for each of the seven Programme of Work priorities and are in place for 2024/25 onwards. This includes due consideration of overlaps and interdependencies across the Programme of Work and any partnership elements, as well as discussions on sequencing activities and reinforcing the synergies required to maintain that one council approach. The timing of this allows for clear alignment to the Budget Strategy and savings process, as well as the revised Strategic Capital Delivery Programme for 2024/25 to 2028/29. • An annual performance assessment in terms of looking back at Programme of Work achievements during 2023/24 and looking forward to the year ahead (taking into account all live national events and concurrent financial developments locally), as well as reviewing the latest demographic, social, and economic profile for North Lanarkshire provided through the 28 Health Check Indicators. It is expected that achievements reported in March 2024 will reflect existing programmes, projects, and activities as well as early successes arising from the new Programme of Work to 2028. • Updates to the 28 Health Check Indicators will continue to be kept under review to assess the success of the Programme of Work in delivering on the long-term vision set out in The Plan for North Lanarkshire. One of the most significant enablers to success will be that North Lanarkshire maintains a balanced, growing, and healthy population that is supported by net inward migration. Currently North Lanarkshire’s population is projected to increase by 0.3% to 2028 and thereafter decline by 1.2% to 2043, with reductions in both the under 15 and working age populations, compared to a substantial increase in the number of people of pensionable age. As the impact of such demographical change (which will erode the supporting working age resource base) will add to the challenges in delivering the Programme of Work, it is important to ensure that activity continues to impact positively on population balance and growth. For this reason a stratified population target for North Lanarkshire is under development to allow the impact of the Programme of Work to be tracked over time and Delivery Plans recalibrated accordingly. • Largescale engagement in the spring of 2024 with Elected Members, employees, communities, and partners will set out the journey of The Plan for North Lanarkshire to date, as well as key successes achieved and the next steps required to truly turn The Plan’s place based ambition into a reality. Such an extensive programme of engagement will aim to maintain the clear direction and long-term vision that The Plan for North Lanarkshire provides and ensure the focus remains steadfast on achieving inclusive growth and prosperity for all. 3. Measures of success 3.1 Measures of success will be evidenced through progress being made to deliver the portfolio of Programme of Work programmes, projects, and activities and demonstrate a positive impact on the place that is North Lanarkshire (as assessed through the 28 Health Check Indicators). 4. Supporting documentation 4.1 Appendix 1: Single Integrated Programme of Work high level Delivery Plan Page 52 of 380
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Des Murray Chief Executive 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? While there is no impact arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 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? While there is no impact arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 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? While there is no impact arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 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? While there is no impact arising from the recommendations in this report, future Page 53 of 380
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reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 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? While there is no impact arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 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? While there is no impact arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 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? While there is no impact arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 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? While there is no impact arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 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? Work to establish Delivery Plans (and supporting governance arrangements) for the Programme of Work contributes towards mitigating the risks on the Corporate Risk Register for (a) managing strategic change and (b) governance, leadership, Page 54 of 380
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and decision making. While there are no further impacts arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 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. While there is no impact arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). While there is no impact arising from the recommendations in this report, future reports produced by Chief Officers in relation to the delivery of the Programme of Work will be required to reflect any impacts in this respect. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 55 of 380
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Appendix 1 Single Integrated Programme of Work high level Delivery Plan Note, the delivery timescales are indicative as this depends on funding. The funding intentions are also indicative at this stage. Deliverables Delivery timeline 2023/24 2024/25 2025/26 2026/27 2027/28 2028 and beyond Transforming Places: To better plan and co-ordinate public and private sector investment to deliver transformational change across town centres and local communities at pace to attract more people to live, work, learn, and invest in North Lanarkshire and improve economic outcomes and the health and well-being of residents. Deliver 1,680 new council homes between 2023 and 2028 and a further 1,826 by 2035 to help meet housing need and support town centre and community regeneration. Review and update the New Supply Programme delivery plan to identify potential opportunities to accelerate / enhance the programme and explore alternative tenure options to support economic and population growth. Develop a new Local Development Plan to support and facilitate future development in the right locations to help attract investment in new homes and businesses and support sustainable communities and employment. Complete an Open Space Audit and develop an Open Space Strategy, including sports pitch strategy, to help ensure local communities have access to good quality, well maintained open space to meet their needs. Develop a Local Transport Strategy to help prioritise available investment to ensure communities can access employment, education and leisure opportunities, support inclusive economic growth, and contribute to reducing carbon emissions. Create 50kms of active travel routes by 2028 to help establish a network of safe, accessible walking / wheeling / cycling routes to help people access employment, education and leisure opportunities, improve health and well-being, and reduce carbon emissions. Deliver the City Deal programme to improve connectivity and help support inclusive economic growth, including the completion of: • Ravenscraig Access Infrastructure (March 2026) • East Airdrie Link Road (Sept 2030) • Orchard Farm roundabout (Sept 2025) • Eurocentral strategic active travel links (Dec 2025) Develop a Business and Industry Strategy by 2024/25 including review of available sites, and progress 7 projects to remediate, develop or improve sites to help create new employment opportunities. Develop Town Action Plans for each town centre in line with the agreed Town Visions (completing 3 town action plans in 2023/24 and 4 in 2024/25) and progress delivery to help create sustainable mixed use centres that will attract investment in new employment and housing opportunities. Develop Delivery Plan for Cumbernauld Town Centre regeneration in 2023/24 and progress redevelopment plans and demolition of the Centre Cumbernauld (with demolition commencing in 2027/28). Complete phase 1 Tower re-provisioning programme of 1,750 flats by 2025/26, and progress phase 2 comprising 964 flats. Complete 6 new build Town and Community Hubs, a £35m extension to Chryston High, and up to 18 schools / buildings extended or upgraded to Hubs* by 2028 (and progress design development of a further 3 for delivery post 2028) to support the council’s asset rationalisation and maximise the efficiency of the asset portfolio in transitioning to a new operating model that will lead to more positive outcomes for children, communities, and the economy across NL. This includes: • Broadwood, Caldervale, and Buchanan Centre completed* and options appraisal for next 6 to be delivered 2024/25 • Riverbank Community Hub, Coatbridge (operational 2023/24) • Chryston Community Hub and Health, Northern Corridor (operational 2023/24) • St Kevin's Community Hub, Coatbridge (operational 2025/26) • St Stephen's Community Hub, Coatbridge (operational 2026/27) • Orbiston Community Hub, Bellshill (operational 2025/26) • Gartcosh Community Hub, Northern Corridor (operational 2025/26) • Chryston High extension and 3rd sector Early Years creation, Northern Corridor (extension completed 2026/27) external funding tbc City Deal funding secured, subject to approved FBCs VDLF, RCGF, PBIP external funding (VDLF, RCGF, PBIP) tbc external funding (PBIP, LUF, etc) tbc LUF external funding tbc Page 56 of 380
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Deliverables Delivery timeline 2023/24 2024/25 2025/26 2026/27 2027/28 2028 and beyond Invest in cultural and heritage assets, including Summerlee and Rediscovering Airdrie heritage initiative, to increase community pride and awareness of local heritage and make North Lanarkshire an attractive visitor destination. Invest in North Lanarkshire: To support and accelerate investment in North Lanarkshire, including the council’s own investment programme, through a collaborative, streamlined advisory service to help grow and sustain the economy and transform communities. Establish a small multi-disciplinary team, comprising planning, roads, estates, enterprise, protective services, building standards, and legal, to deliver a Pilot project to provide an enhanced and co-ordinated advisory service to developers and prospective investors to help improve / streamline the statutory consent process and maximise potential economic benefits. Based on learning from the Pilot and wider market engagement, review and develop proposals for an effective future operating model to make best use of available resources, including charging for the enhanced Pre App service, and streamlining the process for obtaining statutory consents. Develop a Gate Check process for all major council investment projects, where statutory consents required, to ensure projects get the necessary input from relevant services at an early stage and avoid potential increased costs and/or delays at a later stage. Support delivery of allocated sites within the Local Development Plan through development of effective delivery plans. Co-ordinate development of masterplans / development briefs and appraisal process for major council owned development sites. Review and develop process for the co-ordination of inward investment / business growth enquiries, including development of CRM system. Sustainable Futures: Focus commitments to net zero carbon and climate resilience and the associated energy solutions and investments required to make it a reality. Develop a route map to net zero to provide an outline strategy as to how the council will move to net zero (including outline costs, timeframe, and review periods). Undertake research with a potential energy partner to explore renewable energy and hydrogen generation projects as commercial opportunities in North Lanarkshire. This will include examining the business case for the delivery of larger scale energy generation / hydrogen production and the delivery of smaller energy projects, including the introduction of solar farms on closed landfill sites and energy storage options adjacent to electrical sub-stations. Energy efficiency and generation Improve asset sustainability through the development of the Live Labs 2 project to deliver more sustainable road resurfacing, deliver a social enterprise pilot for environmental services, and increase recycling facilities across the area. Explore green energy funding options which will assist in the move towards net zero, for both council assets and businesses within North Lanarkshire. Deliver low carbon North Lanarkshire assets through the delivery of Local Heat and Energy Efficiency Strategy (LHEES), Energy Efficiency Standard for Social Housing (EESSH), decarbonisation of the council transport fleet, introduction of electrical vehicle charging infrastructure across North Lanarkshire, and introduction of a waste transfer station and material recovery facility. Prepare a Climate Adaptation Plan (and budget) to mitigate climate change which will include nature based restoration, biodiversity enhancements, flood reduction, community empowerment, better asset design and effective water management measures to ensure North Lanarkshire’s residents and the council’s investments are properly protected for future generations. Climate adaptation Develop nature based adaptations which will centre around the Country Parks for the Future programme and the Clyde Climate Forest. Improve North Lanarkshire’s assets to be climate resilient with a focus on flood prevention measures. Reduce climate impact inequalities including delivery of the actions within the council’s Air Quality Action Plan. Engage all stakeholders in climate adaptation decision making and delivery, with a focus on young people. This will be driven through the council’s Climate Action Plan which will be reviewed to reflect the works being undertaken across this Programme of Work and others. external funding tbc external funding tbc external funding tbc external funding tbc external funding tbc external funding tbc Page 57 of 380
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Deliverables Delivery timeline 2023/24 2024/25 2025/26 2026/27 2027/28 2028 and beyond Brighter Futures: Support and improve educational attainment, employment opportunities, entrepreneurship, and volunteering. Increase availability of workforce employed in roles which fit industry needs and contribute to greater economic outputs. NL academies Expand pathways and progression routes within key industry sectors to connect to employment. Develop employer engagement within each model to ensure full participation and increased work opportunities. Enhance attraction and advance equalities across key industry sectors. Grow full range of school vocational pathways for core sectors, including STEM (science, technology, engineering, and mathematics), digital skills, construction, and health and social care. Brighter futures curriculum and pathways Advance equalities within curriculum pathways 3-18 years. Map, develop, and implement play-based approaches in early years to develop a full play based learning offer. Drive the recovery of North Lanarkshire’s labour market to pre-covid levels and report on local labour market. Employability and community learning and development Ensure continued expansion of supported employment programmes, increase opportunities for North Lanarkshire Industries to diversify and integrate these with wider employability support. Develop and embed the Employer Charter within a broader range of businesses. Ensure integration of external employability funding with council led programmes via Local Employability Partnership. Establish volunteer baseline, covering current activity, training received, and availability for broader opportunities. Volunteering Map community partnerships who offer volunteering opportunities and the current offer (baseline). Implement and maintain a system capable of capturing volunteers, skills, training and opportunities available. Implement and maintain a front-end website (one stop shop) for volunteering in North Lanarkshire. Map current entrepreneurship and self-employment provision across North Lanarkshire. Entrepreneurship Develop entrepreneurship activities to drive activity where gaps and provision from the mapping exercise have been identified. Advance equalities and deliver targeted entrepreneurial support to under-represented groups through bespoke interventions. Expand experiential entrepreneurial activities and pathway programmes within education curriculum. Identify all relevant funding streams and how they fit together. Funding and social value Identify different timescales for funding and any potential gaps and future opportunities. Identify community benefits opportunities linked to each theme. Resilient People: Deliver whole family support locally, when families need it, in a way that addresses the impacts of poverty and reduces inequality. Develop and deliver integrated offer of early practical, emotional, and financial support aligned to the community hubs to ensure the right support at the right time to individuals and families. Accessible and inclusive family support Introduce a single point of contact to deliver early support in up to 14 community / town hubs in the first phase of the programme, using continuous evaluation and co-production to develop a sustainable and effective model for the future built on the principles of the Promise. Implement GIRFE (Getting it Right for Everyone) approach in adult services to improve pathways to support. Introduce the Signs of Safety in children’s service as a transformative approach to strengthening families and addressing risks of harm. Embed the Close to Home initiative in both adult and children’s services to ensure that people benefit from effective support, connections, and opportunities within their own communities. Implement a comprehensive new Tackling Poverty Strategy (2023-26) as the vehicle to continue to reduce child poverty, address inequalities, and support active citizenship and growth. Tackling poverty and preventing homelessness Embed anti-poverty approaches within all service delivery with a particular focus on universal services, strengthening pathways to support from Page 58 of 380
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Deliverables Delivery timeline 2023/24 2024/25 2025/26 2026/27 2027/28 2028 and beyond health and education and using Multiply and MACA (money advice and consumer advice) to empower young people and individuals. Evaluate the impact of the 2023-26 Strategy and Action Plan and develop a revised Tackling Poverty Strategy for 2026-29. Review and redesign housing support services for people experiencing (or at risk of) homelessness to ensure housing support services align with the new Prevention duties and provide flexible, strength-based support to help people successfully sustain their accommodation and achieve positive wider life outcomes. Implement a new crisis response and assertive outreach service in partnership with North Lanarkshire’s Alcohol and Drug Partnership to provide immediate assistance to people experiencing homelessness or at risk of homelessness in need of an urgent response (outwith current service provision) to prevent and reduce recurring homelessness and improve access to support and services. Review the Temporary Accommodation Strategy to identify current and future temporary accommodation requirements, giving key consideration to the implementation of the Rapid Rehousing Transition Plan. To explore innovative ways to extend the reach of the Scottish Welfare Fund to assist people who are homeless or at risk of homelessness, recognising the importance of furniture provisions in aiding positive tenancy sustainment outcomes. Develop the council’s approach to Community Wealth Building and associated implementation plan to strengthen community capacity and wellbeing. Strengthening community capacity and wellbeing Embed equalities approaches and actions across all work with communities to maximise the influence, participation, and voice of all North Lanarkshire’s citizens in the development of communities and services. Strengthen engagement, participation, and empowerment across communities to develop an integrated service offer that meets the needs of communities. Develop a comprehensive local Trauma Plan to ensure that trauma informed practice and systems are embedded within the council’s operating model. Implement the Trauma Plan with a focus on creating the culture and conditions across the council to enable staff to respond in ways which recognise the impacts of trauma, promote recovery, prevent re-traumatisation, and ensure services and effective supports are accessible to / effective for those who need them most. Engage with national Promise team in the HECM project (Human and Economic Cost Modelling) to scope spend on key service elements, and to identify capacity to increase proportionate spend on prevention to support improved outcomes for children and their families and the development of a sustainable service model for the future. Investing in prevention Undertake a baseline costed analysis of individual journeys through support and services, comparing outcomes and costs of the traditional service approach and the potential within the new operating model to support sustainable service design. Scope and identify current spend on family support and proportion of temporary / base budget funding with a view to maximising potential for budget integration in support of key priorities and to addressing sustainability challenges should temporary funding be withdrawn. Map and enhance existing cash first and direct payment initiatives through the establishment of a supporting framework aligned with family support principles to reduce stigma and empower families and the frontline workforce to tailor solutions to need. Digital North Lanarkshire: Develop a skilled digital workforce, promote an innovative, sustainable culture and be the digital leader for a transformed North Lanarkshire. Create a mature and sustainable culture across the organisation to ensure that digitisation of council services provided to the public successfully transition them to achieve the outcomes specified within The Plan for North Lanarkshire. Digital culture, leadership, and knowledge Develop digital leaders to facilitate behavioural change required to enable service transformation within existing resources. Develop and deploy a self-adapting redesign framework to accelerate digital business transformation of critical council functions. Support development of a skilled workforce to foster consistent knowledge, improve digital adoption, and accelerate digital-first business capabilities. Ensure a connected / integrated digital experience to facilitate users to transition to efficient digital and hub-based services and become empowered to be self-managing and digitally active. Improved customer experience Implement smart community hubs to improve access to omni-channel, digitally enabled services, and experiences. Ensure accessible data to improve public reporting and transparency, streamline effort involved in RFI processes, and leverage business development opportunities. UK SPF tbc Page 59 of 380
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Deliverables Delivery timeline 2023/24 2024/25 2025/26 2026/27 2027/28 2028 and beyond Ensure useful, secure, compliant, and digital first applications are available to support critical but streamlined service delivery. Digital first operations Facilitate fibre-enabled innovation to maximise the full potential of Internet of Things (IoT) and Artificial Intelligence (AI) technologies in service delivery. Ensure single source of data to provide insights and evidence that support decision making and service planning. Develop an efficient digital and IT cost model to ensure scarce financial resources are aligned to vital enabling technologies. Performance optimisation Enhance security monitoring to maintain effective access and control over council data as the council delivers the anticipated increase in its digital footprint. One Service: Ensure services are delivered, regardless of owner, in a streamlined, efficient, and supportive model, with the overall vision of inclusive growth and prosperity for all. Deliver the continued roll of the Leadership and Operating Model to ensure an effective community leadership approach, working with partners, as the hub approach develops. Leadership and Operating Model and asset rationalisation Align the asset rationalisation strategy with the Leadership and Operating model to ensure coherent phasing and maximise efficiency. Further develop workforce plans to ensure appropriate succession planning and alignment to the overall Programme of Work. Workforce Work with other boards to support delivery of priorities across the Programme of Work. Working with other Boards Ensure practical implementation of Change Management Framework. Lead engagement with staff, trade unions, and partners about the Programme of Work to ensure understanding and alignment. Explore opportunities for shared services both within the council and with partners where appropriate to maximise efficiency. Shared services and public service reform Maintain oversight of public service reform developments and ensure a co-ordinated response to external decision making which has a bearing on council service delivery. Key to funding intentions (indicative): Strategic Capital Investment Programme 2023/24 Revenue HRA Capital - secured External funding (fully funded) Indicative - Strategic Capital Investment Programme 2024/25 to 2028/29 External funding (partial, will require council funding as well) Page 60 of 380
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North Lanarkshire Council Report Policy & Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref JO’N/JMcK Date 28/09/23 Active & Creative Communities – Review Outcome & Future Sustainable Model From Janie O’Neill, Chief Officer of Education (South) James McKinstry, Chief Officer (Asset & Procurement Solutions) E-mail liddleh@northlan.gov.uk hanlona@northlan.gov.uk Telephone 07973 726496 07939 280199 Executive Summary During the Council committee on 23 February 2023, the Chief Executive was instructed to arrange a full review of Active & Creative Communities and Community Facilities (ACC), and thereafter to submit the resultant findings in a report to a future Policy & Strategy committee. In accordance with these previous instructions this report presents the outcome of the ACC review. Recommendations It is recommended that the Policy & Strategy Committee: 1. Note the outcomes arising from the review of Active & Creative Communities (including Community Facilities) and the resultant facilities now in scope for future consideration. 2. Give approval to proceed on delivery of the outlined delivery model for Active and Creative Communities and Community Facilities, supporting a service model based on overall reduction of 39 venues/facilities with base budget adjustments for 5 facilities which have been repurposed. 3. Give approval for officers to begin working with affected groups to source alternative locations for activity, where appropriate. 4. Agree the revenue savings resulting from the ACC review are incorporated into the Council’s budget planning process for financial year 2024/25 onwards. 5. Otherwise note the contents of the report. The Plan for North Lanarkshire Priority All priorities Ambition statement (22) Facilitate a North Lanarkshire wide approach to asset rationalisation, including with communities and partners Item 6 Page 61 of 380
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1. Background 1.1 This report outlines work undertaken to date for the Active and Creative Communities Review (ACC) including 68 community facilities. 2. Report 2.1 ACC Financial Background 2.1.1 A summary of the 2023/24 ACC budget is included in Appendix 1. It highlights the Service has a gross expenditure budget of £51.2m which is supported by a combination of customer income and membership fees, and Council funding. 2.1.2 The maximum realisable saving which could have been achieved from the ACC review was £21.5m. 2.1.3 The ACC review was undertaken without a pre-determined financial target being set. The outcomes from the review were based on criteria which assessed the available operational and facility data. 2.1.4 If a status quo position were maintained ACC operations would present an ongoing in- year revenue burden for the Council. This is primarily due to the extremely challenging historic income targets (budgets) which were set by the predecessor organisations prior to formal insourcing. 2.1.5 During the preceding budget cycle, ACC operations had an approved £5m savings target. Previous operational decisions and management action has generated savings of £3m. The remaining £2m saving was reversed during the 2023/24 budget setting process, subject to a full review of ACC operations being undertaken. 2.1.6 It was further acknowledged in the ACC budget motion from February 2023 that ‘additional savings options will be required to address significant forecast budget gaps’. An updated Medium Term Financial Plan (MTFP) report was submitted to the Policy & Strategy Committee in June 2023 and provides supplementary information on forecast Council funding and cost pressures. 2.1.7 The Financial Outlook will be updated regularly through to finalisation of the Council’s budget in February 2024. 1.2 The contents are summarised into three operational areas with supporting financial and staffing information. • Community Facilities • Active and Creative Communities • Community Pitch Strategy Page 62 of 380
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2.2 Overall Approach 2.2.1 In undertaking the review of ACC the overall approach was data-led and evidence based, taking a co-ordinated approach across services including Active & Creative Communities, Community Facilities (Facility Support Services) and the Hub Team to ensure the best outcome for communities. 2.2.2 The review followed the accepted scoping criteria for an asset review and focused specifically on the following: • Utilisation – based on actual usage, optimum usage, and space in building. • Condition - information on condition of building from condition survey information • Suitability – factors such as location, accessibility, and suitability of the internal space Where appropriate, alternative factors have been considered to better understand the nature of services provided. Information on the scoring methodology is included in Appendix 3. 2.2.3 The data driven approach allowed officers to identify and review instances of facilities being underutilised, and to consider how best to promote the remaining estate to enhance provision and provide busy, vibrant centres which are functional and attractive to both communities and partners. The review also provided the opportunity to explore potential alternative uses for underutilised facilities/sites to benefit North Lanarkshire. The potential alternative uses could include community ownership, repurposing, or commercial use. 2.2.4 In addition, work is currently being undertaken in conjunction with the Hub Operating Model Delivery Team to explore opportunities to integrate ACC activity into planned Hubs. 2.2.5 Officers have also considered the impact of the review across Community Board areas and Table 1 details the current number of facilities within each area along with the number of facilities considered as in scope. Table 1 Facilities by Community Board Area Community Board Current No. of Facilities In Scope Options No. of Remaining Facilities Airdrie 17 7 10 Bellshill* 12 6 6 Coatbridge (Includes Coatbridge Community Centre which is also a hub)** 12*** 5 7 Cumbernauld* 17 5 12 Kilsyth 6 3 3 Motherwell** 19 8 11 Northern Corridor 7 4 3 Shotts 6 2 4 Wishaw 10 4 6 Page 63 of 380
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Sub Totals 106 44 62 Total 106 39 62 * Additional Provision within planned Sacred Heart/Lawmuir and Gartcosh Hubs **Includes 5 centres now used by education, new hub and leased, but remain within the council’s portfolio *** Coatbridge Outdoor Sports Centre/Janet Hamilton Centre treated as one site 2.3 Community Facilities 2.3.1 The review of Community Facilities has identified 25 Centres (37% of Estate) that fall into the criteria “In Scope – Less than 10 Hours” and are listed in Appendix 4. These Centres have been identified due to: • low utilisation, less than 10 hours usage on average per week • being primarily utilised by another Council service/leased • Implemented / planned incorporation into new Hubs 2.3.2 Subject to approval, it is anticipated that the phased cessation of in scope facilities can be achieved over two years. This will be fluid and efforts to deliver on the agreed approach as efficiently as possible will be a key focus. The phased approach to those assets that are in scope would be proposed to allow the Council to firstly progress those that can be made quickly with few barriers to implementation, while planning for phase 2 which requires the relocation of facility users to appropriate alternatives. Phase 3 relates to the movement of community facilities to planned hubs with timescales requiring to be aligned to this process. Table 2 provides a breakdown of the number of facilities included in each phase. Table 2 Phased Approach – Community Facilities Phase Details No. Of Buildings Comments 1 Centres that have been repurposed or used by other service & buildings that are no longer utilised 9 Able to implement quickly 2 Centres with low utilisation/poor condition 14 Requirement to find alternative locations for all users 3 Centres to be incorporated into new Hubs 2 Implemented in line with timescales for new buildings Page 64 of 380
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2.3.3 Within phase 1, there are 3 buildings which have transferred to Education, Children and Families for repurposing for Early Years and ASN use. These include, New Townhead CC, Daisypark CC and Wishawhill CC. A further two - Calder Community Centre was demolished some time ago and has now been replaced with the Riverside Hub and Jerviston CC was transferred as a lease. Therefore, none of these buildings are part of the community facilities portfolio. These buildings will not close but are now repurposed and as such any additional Community Facilities budget held is now surplus to requirements. 2.4 Community Facilities Out of Scope. 2.4.1 For Community Facilities, the buildings out-with scope following the review have been considered in terms of usage and separated into lists based on 10 to 20 average hours per week and those with 20 hours plus, average hours per week, (Appendices 5 and 6 respectively). It is anticipated that with potential movement of groups relating to the in-scope facilities, the hours in the remaining facilities will increase. 2.5 Museums & Collections 2.5.1 North Lanarkshire has two main museum sites – Summerlee Museum of Industrial Life and North Lanarkshire Heritage Centre. ACC also operate from three satellite centres in Colzium House, Kilsyth, Cumbernauld Library and Shotts Library. The museums service over the last two years has increasingly become further integrated into the broader curriculum through enhanced links with schools. Overall, there has been a 68% increase in visitor numbers from 2021/22 to 2022/23 and an 81% improvement in visits from schools. Further details in Appendix 7. 2.5.2 The council has recently been awarded a grant of £3.4m to invest in the re- development of Summerlee, improving the visitor experience and opening up opportunities for community learning and the potential for new business support. 2.5.3 The condition of both main museums is considered good, with condition of the satellite sites monitored within overall library information. 2.5.4 No changes in provision are proposed for the museums service. 2.6 Creative Resources & Venues 2.6.1 ACC has three sites supporting the delivery of our creative programme – Motherwell Concert Hall & Theatre, Airdrie Town Hall, and Bellshill Cultural Centre. In addition, Cumbernauld Theatre (Lanternhouse) is shared with Cumbernauld Theatre Trust who are responsible for the delivery of the theatre and cinema programme. North Lanarkshire Council supports community bookings from the Lanternhouse. 2.6.2 Following Covid enforced closures, activities delivered from ACC venues have performed strongly over the last 2 years, with a 143% increase in footfall from 2021/22 to 2022/23 and a 194% increase in events and lets over the same period. Further details in Appendix 8. Page 65 of 380
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2.6.3 The Building condition of all four creative venues is considered “good to excellent”. Airdrie Town Hall continues to be used as an NHS vaccination site and will require considerable remediation to the flooring when this arrangement ceases – expected to be December 2023. Significant effort will also be required to recover the wedding and party business lost to other venues during the period the hall was providing NHS services. 2.6.4 No changes in provision are proposed for the creative/venue service. 2.7 Community Libraries 2.7.1 The Community Library service currently operates from 19 static libraries, alongside mobile library provision delivered from 3 vehicles. An outreach service is provided to residents (generally for health reasons) who are unable to access a library. ACC has recorded a 91% improvement overall in library footfall from 2021/22 to 2022/23, however use of the library service has not recovered to pre-pandemic levels. This downward trend of library usage in recent years is replicated by other authorities in national surveys. 2.7.2 As outlined in Appendix 9, monitoring of library provision is based on the Performance Management Framework for libraries. This framework considers the following criteria: Issues, returns, footfall and use of Public Access Computers. Additional criteria which have been assessed include proximity to the nearest library and building condition (Appendix 10). The results of this assessment for 2022/23 are highlighted in the table below. Table 3 – Community Libraries Ranked (Range of Factors) 22/23 Rated Score Across All Categories Placing Motherwell 9 1 Wishaw 13 2 Coatbridge 16 3 Cumbernauld 17 4 Airdrie 27 5 Kilsyth 44 6 Bellshill 48 7 Condorrat 63 8 Abronhill 66 9 Chryston 69 10 Viewpark 77 11 Newmains 81 12 Moodiesburn 83 13 Shotts 84 14 Chapelhall 87 15 New Stevenston 91 16 Newarthill 99 17 Stepps 107 18 Cleland 109 19 Page 66 of 380
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2.7.3 In considering the potential future model of a library service in North Lanarkshire and an expectation that changing habits requires a different approach to service provision, it is proposed that future delivery is focused on the eight town centre locations with the addition of Chryston as the centre of the new community hub and a reduced branch provision across North, Central and South areas – namely it is proposed that we retain Condorrat Library, Chapelhall Library and Newmains Library. The council does not own the building which sites Newmains Library and further discussions will be required with the building owner before final recommendations are made on the future of the facility. Cumbernauld Library, although in reasonably good condition is within a problematic location in The Centre, Cumbernauld. Discussions are underway to consider alternative sites for this town library. As is already under development in some sites, service provision from the libraries will be diversified to allow customers to access a range of services from internal and external partners, in addition to ongoing improvements to learning provision and increased focus on groups and activities for young people. We would propose consideration of using local community centres, where available, to offer some form of book offer to local residents – similar to the borrow/return option often seen in supermarkets. 2.7.4 The mobile library service is also in scope for consideration. The council currently has three vehicles – two of which are owned, and one is coming to the end of a lease agreement. Unfortunately, the vehicles are prone to mechanical issues – during 2022/23 a total of 260 days were lost across the mobile library service due to the vehicle being unavailable. The cost of replacing all three vehicles is likely to be prohibitive. It is expected that Outreach Services to vulnerable members will continue to be provided. 2.7.5 As with community facilities, it is anticipated that in-scope facilities could be delivered over two years, with three distinct implementation phases. An approach is outlined below. Table 4 Phased Approach – Community Libraries Phase Details No. Of Buildings Comments 1 Libraries currently not in use or shared by partner group. Mobile Service Provision 2 Able to implement quickly 2 Libraries with low utilisation/poor condition 2 Requirement to find alternative locations for all users 3 Libraries with more use by groups or existing lease arrangements (Newmains) 3 Requirement to find alternative locations for all users. Consider use of existing estate, wherever possible. Page 67 of 380
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2.8 Active NL 2.8.1 The Active NL estate supports the delivery of sport and leisure activity and is primarily operated from 16 key locations with two additional centres used by single community groups. 2.8.2 When activity began to recover following lockdown, the return of customers to the key Active NL sites has been significantly higher than expected. For example, in May 2021 there were 9,000 active sports memberships, and as of June 2023 this number has increased to 33,717, an uplift of 274%. Further details in Appendix 11. 2.8.3 Some sites have performed better than others, and a ranking of sites based on footfall is summarised in the table below. Table 5 – Active NL Ranked (Footfall) Overall Venue Ranking (Based on 2022/23 data) Footfall Ranking Wishaw Sports Centre 472,360 1 Ravenscraig Sports Centre 466,919 2 Tryst Sports Centre 429,493 3 Sir Matt Busby Sports Cen 353,271 4 Time Capsule 347,639 5 Airdrie Leisure Centre 327,987 6 Broadwood Leisure Centre 308,151 7 Kilsyth Swimming Pool 139,681 8 John Smith Pool 91,969 9 Shotts Leisure Centre 63,532 10 Iain Nicholson Centre 44,038 11 Lochview Golf Centre 32,035 12 Keir Hardie Centre 20,005 13 Palacerigg Golf Course 18,908 14 Aquatec 18,193 15 Birkenshaw Sports Centre 4,527 16 2.8.4 Building condition is a critical factor in considering the overall estate. With the exception of those sites with swimming pools, full condition surveys were last undertaken in 2016-18 and costs shown are indicative. Such costs will relate to a range of works including essential maintenance, health and safety improvements and equipment upgrades. Further details in Appendices 12 and 13. Taking both footfall information and condition detail into consideration, alongside the need to ensure a balanced provision across the authority, 12 sport, and leisure facilities are in scope for consideration – 10 leisure sites and 2 standalone centres. Where such centres have well-used outdoor pitch facilities attached, it is proposed we consider options to allow these facilities to remain in place. An example is the recently developed 3G pitch at the Keir Hardie Sports Centre. Page 68 of 380
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2.8.5 A phased approach to the rationalisation of the Active NL estate is proposed as outlined below. Again, a planned approach over 2 years and in 3 distinct phases is considered appropriate: Table 6 Phased Approach - Active NL Phase Details No. Of Buildings Comments 1 Centres with low usage. Options available immediately to transfer any users. 4 Able to implement quickly 2 Centres with low utilisation/poor condition or local alternative site available. 3 Requirement to find alternative locations for all users 3 Centres where additional consultation with stakeholders may be required. 5 Requirement to find alternative locations for all users. 2.8.6 To demonstrate overall usage over a longer period of time, Appendix 14 shows trends for both Community Libraries and Active NL from 2018/19 to 2022/23. 2.9 Summary of Findings and Next Steps 2.9.1 Appendix 15 outlines a summary of the potential facilities that are “in Scope” as a result of the review process. In total 44 facilities have been assessed as “in scope”. In summary 20 community facilities are considered “in scope”, in addition as per paragraph 2.3.3 above, 5 facilities will remain open with a base budget adjustment. With a further 19 facilities which are part of the wider ACC estate. 2.9.2 During the previous review, analysis was undertaken to identify current facility users and consider suitable alternative locations. This work is currently being revisited and updated. This assessment will inform the alternative options available for facility users which allows an understanding of the impact that these changes will have on communities, particularly in relation to the distance between facilities. 2.9.3 Potential alternative options for community facility users are High Schools, Primary Schools, Hubs, remaining Community Facilities, and alternatives within the local communities, 3rd party facilities such as church halls, territorial army halls etc. Early work has identified that some smaller communities may be impacted and that it may not be possible to accommodate all groups at their preferred location/time. 2.9.4 Subject to approval to proceed, a two-year implementation plan will be developed based on the phased approach outlined within the report. 2.9.5 A key aim of the review is to ensure that buildings are repurposed to enhance North Lanarkshire and a review will be undertaken to fully understand the options for the buildings, considering factors such as location, valuation, and associated land. Potential considerations are Community Asset Transfer, sale, demolition for Housing development and repurposing. Page 69 of 380
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2.9.6 It is recognised that potential interest in community ownership/usage options is likely to increase demands on the Community Partnership Team who work with local groups to find the most appropriate options to support their aspirations. Further details on potential impact and resource requirements are outlined in Appendix 19. 2.10 Community Pitch Strategy (CPS) 2.10.1 In early 2022, North Lanarkshire Council engaged EKOS – a leading consultant specialising in economic and social research – to undertake a detailed analysis of supply and demand of sports pitches (grass and artificial) across the authority. 2.10.2 From this research, a detailed picture emerged and a better understanding of the challenges and expectations of local clubs and groups was presented. A set of recommendations was put to the council to consider under the themes of protect, enhance, maximise, additional need and evidence. 2.10.3 Over the last few months, a team of officers from across the council have been working with key stakeholders including national governing bodies (NGB) and leagues to consider what is possible within the financial envelope available and where evidence is available, what additional investment may be required. 2.10.4 This report sets out those initial findings with an outline of planned next steps for consideration. 2.11 Background 2.11.1 The Council currently have 293 sports pitches spread across the authority, made up of different sizes and surfaces. This number does not include the 71 red ash pitches (blaes) which are now redundant in terms of their capacity to accommodate any formal sporting activity - some of these pitches are still used as open spaces for informal activity or are within the school estate. There are a significant number of 3G and 2G pitches of varying sizes which accommodate most of the sports bookings for both training and match play across a range of sports. Split across the 9 community board areas, the position is as follows: Table 7 – Sports Pitches by Community Board Area Community Board 2G 3G Grass Hybrid Athletics Grand Total Motherwell 2 11 40 1 1 55 Airdrie 6 7 29 1 43 Wishaw 5 9 26 1 2 43 Coatbridge 7 5 27 1 40 Bellshill 3 3 26 32 Cumbernauld 2 14 15 1 32 Shotts 1 21 22 Northern Corridor 3 1 12 16 Kilsyth 2 2 6 10 Total 30 53 202 2 6 293 2.12 Key Findings from Analysis 2.12.1 In considering the key findings of the review, the following points were highlighted: Page 70 of 380
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• Demand for sports pitches varies considerably on a day-to-day basis. • Overall demand for grass pitches is low at only 15%. This rises to 22% at times of peak demand. • Unused grass pitch capacity could be better used to meet peak time demands especially for match play for smaller sided games and younger age groups where levels of wear and tear are less than for full adult matches. • Much greater use could be made of those 3G pitches currently booked by school estate to alleviate the pressures at times of peak demand. • As expected, capacity across council wards vary – many have a great deal of unused capacity which could be better managed through changes to match play timings and sharing of facilities. • The primary reason for demand levels being so high for 3G pitches during peak periods is the requirement for youth football to kick off between 09:00 and 12:00 on a Saturday morning. More flexibility form clubs and leagues could allow fixtures to be scheduled on Friday nights, Saturday afternoons and Sundays when there is significantly more 3G pitch capacity available. 2.13 Strategic Recommendations 2.13.1 The strategic recommendations have been developed via the combination of information gathered during consultation, analysis of supply and demand and site visits which culminated in the production of an assessment report (Dashboard), as well as key drivers identified for the Strategy. Appendix 16 provides details of the original recommendations and the council’s proposed response following discussion with key internal and external stakeholders. In summary, key recommendations for consideration include: • A tiered system of maintenance for grass pitches to be introduced from June 2024 (in advance of new football season). This will be based on current usage/bookings and contingent on Active & Creative Communities proposal to remove a number of pitches from our portfolio as bookable pitches (detailed in Appendix 17). It should be noted that some sites listed have never been available as bookable spaces and are open, greenspace used for unstructured play. Further information on this proposal is shown in paragraph 2.15.2. • As was detailed in in the original analysis, some areas would benefit from additional investment. A number of bids have been submitted for consideration in the new capital plan and will be determined in due course. Details of submitted bids are shown in Appendix 18. A re-prioritisation exercise will be carried out once outcome of process is known. • Currently out to tender, the council will introduce a new Corporate Booking System which will allow a shared approach across Active & Creative Communities and the Community Facility team. The shared system provides a stronger link between strategic asset planning and operational management and delivery. • To support, a new online booking system is currently under development for clubs. • To improve availability of pitches, all clubs submitting a regular let will be required to be made in partnership with a second club to share pitch time (home/away). This prevents ongoing problems with pitch blocking in some areas. Page 71 of 380
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• Both service areas are in the process of introducing up-front payment by direct debit for pitch time – again to prevent some issues around payment failure. • For June 2024, new cancellation policies will be introduced to discourage current problems with last minute cancellation. In such cases, it is often too late to find a replacement booking – financial loss to the council and a waste of pitch time. • All pitch pricing will be aligned from June 2024. While the majority of prices are already aligned, Active & Creative Communities is considering a new approach which will reduce the cost of pitches for 16–18-year-olds. Prices in the school estate do not increase to the age of 18 at present. This approach supports both the Tackling Poverty and Health & Wellbeing agenda of the council and will require further discussion with Financial Solutions. • Regular engagement now in place with NGBs and Leagues. We are working with both groups to introduce greater flexibility in match time. Moving away from Saturday morning fixtures will spread demand. We await feedback from the Leagues, but SFA and SYFA are very positive about this approach. • For further discussion with Financial Solutions, we would propose that any capital receipts that may be generated in the future are secured for re- investment into pitch investment. 2.13.2 The recommendation to introduce a tiered system of maintenance, working with colleagues in Environmental Assets, recognises the need to manage finite resources while prioritising support to those assets that are most used. This approach is dependent on reducing the number of sites available for booking for formal sporting activity. Some of the sites listed in Appendix 17 are still listed as bookable space in the leisure management system but have not been used in at least three years. Some of the assets listed are better described as open, green spaces. Some are too small to be used by sports teams and are used by the community as “kickabout” spaces or for recreation/dog walking. Some are problematic due to drainage issues and again, cannot be made available as they will not meet the standard required for match play. This recommendation does not mean that such sites will no longer be available to the local community, and the council may wish to preserve them for community use. Ultimately, it will be for the council to determine how such spaces are used in the future. They will continue to be maintained in line with standards for other open space areas. 2.13.3 Should the decision be taken to reduce the overall pitch estate; discussions will need to commence with sportscotland. The Town and Country Planning (Development Management Procedure) (Scotland) Regulations 2013 sets out the requirement for planning authorities to formally consult with sportscotland on any planning application for development that is likely to: • result in the loss of an outdoor sports facility, or • prejudice the use of an existing outdoor sports facility for that purpose. There may also be a requirement for a compensation payment to be made in these circumstances. 2.13.4 It is recognised that the potential impact of the buildings in scope will also affect the council’s recent review of polling districts and polling places in North Lanarkshire. Early discussions have taken place with a view to identifying alternative locations, should members choose to support the position outlined in this report. Page 72 of 380
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2.14 Forecast Financial and Staffing Impact 2.14.1 The table below summarises the indicative savings position at this stage of the review process based on 2023/24 budget information. Further detailed information is provided in Appendix 20. Activity Annual Saving (£m) ACC Sports & Leisure Venues 5.063 Community Facilities 0.651 Libraries 0.640 Sub-total 6.354 Less Reinvestment: Realignment of Historic Budgets (1.250) Creation of Earmarked Budgets to Support Business Plan Objectives (0.400) Indicative Net Saving 4.704 2.14.2 In this scenario an indicative net savings contribution of £4.704m from the ACC review could be incorporated into the Council’s financial modelling for the budget cycle beginning in 2024/25. 2.14.3 At this stage the financial modelling assumes £1.650m of the gross saving is re- invested within ACC. The first element (£1.250m) of the re-investment will allow ACC to be placed onto a robust financial footing going forward by realigning (predominantly income) budgets which will more realistically match actual activity and customer receipts. Secondly, the ACC proposals reference an updated pitch strategy which, for example, includes a potential increase in the number of synthetic pitches, and links to wider Council initiatives such as hub delivery models. To support the ongoing sustainability of these proposals a recurring budget of £0.400m has been included in the ACC modelling assumptions. 2.14.4 At this stage, the assumed phasing of the indicative net saving of £4.704m is £2.500m in 2024/25 with the balance of £2.204m achieved in 2025/26. The actual phasing will be partly determined by the timing of the formal Council decision making process and outcome of engagement with stakeholders in matters such as community asset transfers. 2.14.5 Officers will continue to monitor and update the savings value/phasing assumptions as the review outcome and decisions, and detailed implementation plans are further developed and rolled out. 2.14.6 In total, the review proposals indicate a reduction in staffing of approximately 110 FTE. In the period through to the formal implementation date, the Service will minimise the Page 73 of 380
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actual number of affected staff through actions such as vacancy management and rotation. 2.14.7 If the proposals are approved, the Service management team will apply the Council’s relevant HR policies and procedures including full employee and trade union consultation. It is anticipated the proposals can be implemented without the requirement for compulsory redundancies. 2.15 Equality Impact Assessment and Fairer Scotland Duty 2.15.1 The outcome of the review also requires services to ensure that Equality Impact Assessments are undertaken. Initially this will be one generic assessment and if approved then follow up individual site assessments will also be undertaken. The EIA’s are part of the implementation process and are continuously updated, taking into consideration community engagement with users of the services. 2.15.2 Subject to approval, engagement and consultation will take place with users of facilities to identify suitable alternative venues for activities and bookings where possible. While, on initial analysis, capacity exists to accommodate many users at other facilities locally, this may not be possible in all circumstances for every user or group. However, priority will be given to this engagement exercise to establish requirements with users themselves. 3. Measures of success 3.1 A thriving and sustainable council service which supports the delivery of culture, sport, leisure, and community facility services. 4. Supporting documentation Appendix 1 Subjective Budget Classification by Function. Appendix 2 Subjective Budget Classification by Operational Activity. Appendix 3 Asset Management Scoring Methodology. Appendix 4 Community Facilities – Less than 10 hrs Average Usage Per Week. Appendix 5 Facilities between 10-20 hrs Average Usage Per Week. Appendix 6 Facilities with Usage of >20hrs Average Usage Per Week. Appendix 7 A&CC Estate Museums and Collections Usage. Appendix 8 Creative Venues- Usage Figures Concert Hall and Theatre. Appendix 9 Community Libraries - Usage Figures. Appendix 10 Community Libraries – Building Condition and Cost Per Visit. Appendix 11 Active NL, Footfall Trends. Page 74 of 380
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Appendix 12 Active NL, Conditional Surveys. Appendix 13 Active NL, Swimming Pool Conditional Surveys. Appendix 14 Footfall Trends – Community Libraries & Active NL: 2018/19 to 2022/23 Appendix 15 Overall Facilities “In Scope” Appendix 16 Strategic Recommendations from Community Pitch Review. Appendix 17 Review of Open Spaces/Sports Pitches. Appendix 18 Submitted Capital Investment Bids (Pitches) Appendix 19 Community Ownership – Process Outline, Options, and Impact Appendix 20 Indicative Savings Per ACC Facility Janie O’Neill James McKinstry Chief Officer of Education (South) Chief Officer (Asset & Procurement Solutions) Page 75 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The EQIA highlights that there are a number of potentially detrimental impacts on a range of groups. The EQIA is a dynamic process and it will be further updated once engagement with groups has commenced (and subject to approval). 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 been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Financial impact of proposals have been included within report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Any subsequent action taken will be in line council policy and procedures. 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 been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? We are advised that there are no legal implications – this will be kept under review. 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 Page 76 of 380
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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? The proposal within the paper which relates to the introduction of a Corporate Booking System has been fully supported by Business Solutions. 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? Full discussions with Corporate Communications are ongoing. 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? There are risks around potential challenge and reputational damage. All are being managed with appropriate support from colleagues. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ Page 77 of 380
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Where children/young people are impacted by potential loss of venues/sites, we would anticipate being able to move services to an alternative location. If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 78 of 380
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APPENDIX 1 Subjective Budget Classification by Function A more detailed breakdown of budget allocations within ‘Leisure’, ‘Culture’, and ‘Community Facilities’ is contained in Appendix 2. North Lanarkshire Council Active & Creative Communities | Community Facilities Financial Year 2023/24 Budget Summary Subjective Description 'Leisure' 'Culture' 'Community Facilities' TOTAL Employee Costs 14,396,297 6,658,118 2,351,907 23,406,322 Property Costs (Excluding NDR) 4,531,518 799,621 1,542,812 6,873,951 Property Costs (NDR) 3,011,037 821,299 1,075,346 4,907,682 Supplies & Services 1,553,876 1,746,095 146,067 3,446,038 Transport & Plant 60,260 31,020 7,254 98,534 Administration Costs 1,206,785 242,755 51,804 1,501,344 Payments to Other Bodies 59,734 167,692 439 227,865 Transfer Payments 0 0 0 0 Capital Financing Costs 6,057,415 4,579,052 0 10,636,467 Revenue Financing Costs 0 0 0 0 Other Costs 144,033 0 411 144,444 Total Expenditure 31,020,955 15,045,652 5,176,040 51,242,647 Income (15,652,878) (2,551,823) (816,103) (19,020,804) Net Revenue Budget 15,368,077 12,493,829 4,359,937 32,221,843 Less: Unfunded Pensions (96,764) 0 0 (96,764) Capital & Revenue Financing Costs (6,057,415) (4,579,052) 0 (10,636,467) Maximum Realisable Saving 9,213,898 7,914,777 4,359,937 21,488,612 Page 79 of 380
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APPENDIX 2 - Subjective Budget Classification by Operational Activity Subjective Description HQ Venues Sport Dev. Maintenance External Total Leisure Employee Costs 384,644 12,167,378 1,069,949 603,326 171,000 14,396,297 Property Costs (Excluding NDR) 730 4,383,095 34,393 113,300 0 4,531,518 Property Costs (NDR) 35,320 2,975,717 0 0 0 3,011,037 Supplies & Services 827,607 592,722 53,030 80,517 0 1,553,876 Transport & Plant 1,869 14,403 5,630 38,358 0 60,260 Administration Costs 337,347 857,775 11,663 0 0 1,206,785 Payments to Other Bodies 1,136 53,836 4,762 0 0 59,734 Transfer Payments 0 0 0 0 0 0 Capital Financing Costs 6,057,415 0 0 0 0 6,057,415 Revenue Financing Costs 0 0 0 0 0 0 Other Costs 523 90,507 4,761 48,242 0 144,033 Total Expenditure 7,646,591 21,135,433 1,184,188 883,743 171,000 31,020,955 Income (1,967,265) (13,131,281) (346,100) (37,232) (171,000) (15,652,878) Net Revenue Budget 5,679,326 8,004,152 838,088 846,511 0 15,368,077 Less: 0 Unfunded Pensions (96,764) 0 0 0 0 (96,764) Capital & Revenue Financing Costs (6,057,415) 0 0 0 0 (6,057,415)0 Adj. Net Revenue Budget (474,853) 8,004,152 838,088 846,511 0 9,213,898 Subjective Description HQ Libraries Museums Creative Servs. External Total Culture Employee Costs 125,451 3,497,129 1,330,751 1,704,787 0 6,658,118 Property Costs (Excluding NDR) 22,575 392,410 242,756 141,880 0 799,621 Property Costs (NDR) 0 430,827 238,002 152,470 0 821,299 Supplies & Services 122,622 404,966 121,890 1,096,617 0 1,746,095 Transport & Plant 3,757 2,746 14,315 10,202 0 31,020 Administration Costs 15,905 34,656 43,595 148,599 0 242,755 Payments to Other Bodies 20,168 11,737 32,948 102,839 0 167,692 Transfer Payments 0 0 0 0 0 0 Capital Financing Costs 4,579,052 0 0 0 0 4,579,052 Revenue Financing Costs 0 0 0 0 0 0 Other Costs 0 0 0 0 0 0 Total Expenditure 4,889,530 4,774,471 2,024,257 3,357,394 0 15,045,652 Income (9,909) (182,056) (278,392) (2,081,466) 0 (2,551,823) Net Revenue Budget 4,879,621 4,592,415 1,745,865 1,275,928 0 12,493,829 Less: 0 Unfunded Pensions 0 0 0 0 0 0 Capital & Revenue Financing Costs (4,579,052) 0 0 0 0 (4,579,052)0 Adj. Net Revenue Budget 300,569 4,592,415 1,745,865 1,275,928 0 7,914,777 Subjective Description Comm. Facilities Employee Costs 2,351,907 Property Costs (Excluding NDR) 2,618,158 Property Costs (NDR) 0 Supplies & Services 146,067 Transport & Plant 7,254 Administration Costs 51,804 Payments to Other Bodies 439 Transfer Payments 0 Capital Financing Costs 0 Revenue Financing Costs 0 Other Costs 411 Total Expenditure 5,176,040 Income (816,103) Net Revenue Budget 4,359,937 Less: Unfunded Pensions 0 Capital & Revenue Financing Costs 0 Adj. Net Revenue Budget 4,359,937 Page 80 of 380
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Appendix 3 - Asset Management Scoring Methodology Community Facilities Suitability – Service suitability takes account of a number of property related criterion: location, accessibility, environment, safety & security, space, fixtures & fittings, image, service delivery. The quantitative banding applied to the average of each score is as detailed below: A – 81-100 Suitable B – 61-80 Acceptable C – 41-60 Not Ideal D – 0 – 40 Unsuitable Suitability is not a criterion that would be solely used to justify the rationalisation of a property unless there are suitable alternative premises available. Utilisation is a measure of the extent of the use made of an asset. The methodology applied measures the average hours per week utilised in comparison to the available hours, taking cognisance of the number of spaces available within each of the premises. A – 60 – 80% B – 40 – 60% C – 25-40% D – Under 25% The % utilisation of the property is considered in conjunction with the % utilisation of alternative premises whilst taking into consideration the Service Asset Management Plan. Condition – This criterion relates to the current scoring mechanism applied by property services to determine the condition score of a building. The total outstanding cost identified from the condition survey is measured in terms of the square metre floor space within the facility. The cost identified would return the accommodation available to let to a satisfactory condition, however this would not include the adaptation or refurbishment of facilities. A – £0 to £30 per square metre B - £31 to £150 per square metre C - £151 to £300 per square metre D – over £300 per square metre Asset Management Scoring Methodology (Culture, Sport & Leisure) For the remainder of the A&CC estate, the key factors considered in this exercise have been footfall/usage (this includes a reflection of the numbers of lets and events held) and building condition. For Community Libraries performance is based on service performance and the Council agreed Performance Management Framework for library Services. This framework is based around the following factors: Issues, returns, footfall and use of Public Access Computers. Additional factors, also monitored, include proximity to nearest library and condition of building. Page 81 of 380
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Appendix 4 Community Facilities identified as “In Scope”. Majority have < 10 hrs average usage per week. Area Community Facility Average Hrs per week Utilisation Score Condition Score Suitability Score Airdrie Chapelhall Community Facility (formerly known as Senior Citizens Centre). 0.00 D B C Airdrie Rochsoles Community Facility 0.08 D A B Airdrie Airdrie @ Home Community Facility 1.62 D B NA Airdrie Caldercruix Community Facility 1.76 D B D Airdrie Glenmavis Community Facility 3.87 D A B Airdrie Plains Community Facility 10.00 D B A Bellshill Holytown Community Facility** 30.24 D C D Bellshill Hattonrigg Community Facility 8.71 D B B Bellshill Joe McKay Community Facility* 39.96 C B A Coatbridge Calder Community Facility *** 0.00 D B B Coatbridge New Townhead Community Facility *** 0.00 D A A Coatbridge Shawhead Community Facility 10.00 D B B Cumbernauld Westray Community Facility 0.00 D C D Cumbernauld The Village Community Facility 8.45 D B A Cumbernauld Westfield Community Facility 9.61 D A B Kilsyth Burngreen Community Facility 6.55 D B B Kilsyth Antonine Community Sports Hub 9.31 D A B Motherwell Jerviston Community Facility *** 0.00 D C B Motherwell Daisy Park Community Facility *** 0.00 D A B Northern Corridor Gartcosh Community Facility * 62.33 B B C Shotts Allanton Community Facility 9.63 D B B Wishaw Waterloo Community Facility 0.66 D B D Wishaw Gowkthrapple Community Facility 5.79 D B A Wishaw Netherton Community Facility 8.24 D B A Wishaw Wishawhill Community Facility*** 0.00 D B A *Community provision to be incorporated into new build hubs Gartcosh and Joe McKay Community Facilities. **Holytown CEC, limited usage in comparison to other ex CEC buildings, poor building condition *** 3 buildings which have been transferred to EC & F, 1 implemented into the new hub at Riverside and 1 lease agreement. These building will remain open with a base budget adjustment being undertaken. Page 82 of 380
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Appendix 5 Facilities with Between 10-20 hours Average Usage Per Week. Area Community Facility Average Hrs per week Utilisation Score Condition Score Suitability Score Airdrie Beechbank Community Facility 19.67 D B B Airdrie Four Isles Community Facility 11.83 D B B Airdrie Mount Pleasant Community Facility 13.40 D B B Airdrie Calderbank Community Facility 10.11 D A B Airdrie Springfield Community Facility 13.37 D B A Bellshill Tannochside Community Facility 17.81 D B B Bellshill Michael Sherry Community Facility 13.62 D B A Coatbridge Old Monkland Community Facility 19.31 D B B Cumbernauld Pollock Community Facility 15.39 D B B Cumbernauld Greenfaulds Community Facility 18.63 D A B Cumbernauld MacAuley Community Facility 18.58 C A B Motherwell Isa Money Community Facility 15.21 D C B Motherwell Andrew Hamilton Community Facility 12.63 D B B Motherwell New Stevenston Community Facility 15.21 D B A Wishaw Coltness Community Facility 19.27 D A B Wishaw Cleland Community Facility 19.55 C B B Page 83 of 380
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Appendix 6 Facilities with Usage of > 20 Hours Average Per Week. Area Community Facility Average Hrs per week Utilisation Score Condition Score Suitability Score Airdrie Gartlea Community Facility 46.96 D A A Airdrie Chapelside Community Facility 153.75 B B B Bellshill Frank Ferguson Community Facility 24.27 D B B Bellshill Viewpark Community Facility 120.83 B B D Bellshill Burnhead Community Facility 25.44 D C B Coatbridge Old Monkland Community Wing 20.34 D - C Coatbridge Charlotte Toal Community Facility 60.71 D B B Coatbridge Coatbridge Community Facility Part of Hub Cumbernauld The Link Community Facility 27.00 D C B Cumbernauld Cumbernauld New Town Hall 29.73 D A B Cumbernauld Forge Community Facility 23.08 D. B A Cumbernauld The Muirfield Centre 199.31 B A A Cumbernauld Abronhill Community Facility 38.83 D C B Kilsyth Colzium House 27.04 D A B Kilsyth Garrell Vale Community Facility 80.29 C C C Motherwell Jim Foley Community Facility 28.54 D B A Motherwell John McCormack Community Facility 42.77 D B A Motherwell Newarthill Community Facility 129.83 C C B Motherwell Pat Cullinan Community Facility 95.65 C C B Northern Corridor Auchinloch Community Facility 24.21 D B B Northern Corridor Pivot Community Facility 170.33 C B B Northern Corridor Chryston Cultural Facility 45.65 C A A Shotts Shotts Community Facility CEC 41.88 D C B Shotts Salsburgh Community Facility 21.11 D B B Shotts Harthill Community Facility 31.95 D A B Wishaw Pather Community Facility 52.13 D C A Wishaw Overtown Community Facility 34.50 C B A Page 84 of 380
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Appendix 7 – A&CC Estate - Museums & Collections – Usage – 2021/22 and 2022/23 Statistics 2022.23 Museums and Heritage 22/23 21/22 *Visits in person 175,639 102,589 *Usages (includes webstats) 127,750 78,562 Total usages 303,389 181,151 Learning opportunities School Visits (Motherwell) 1,183 654 School Visits (Summerlee) 2,001 1121 School Visits (Colzium) 216 146 School Visits (Cumbernauld) 240 93 Informal Learning Events, local studies, archive searches 2,680 511 Volunteer Placements Curatorial, learning, archives, site services 110 1272 Outreach (supporting external enquiries) 1,069 48 Total Supported 310,888 184,996 Page 85 of 380
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Appendix 8 Creative Venues – Usage Concert Hall & Theatre, Airdrie Town Hall, and Bellshill Cultural Centre Let’s/Events Airdrie Town Hall Bellshill Cultural Centre Motherwell Concert Hall & Theatre 2021/22 2022/23 2021/22 2022/23 2021/22 2022/23 Q1 0 10 5 69 0 166 Q2 0 31 6 47 41 184 Q3 24 60 35 12 73 217 Q4 52 48 32 83 85 111 Total 76 149 78 211 199 678 Footfall Airdrie Town Hall Bellshill Cultural Centre Motherwell Concert Hall & Theatre 2021/22 2022/23 2021/22 2022/23 2021/22 2022/23 Q1 0 572 35 1856 0 48665 Q2 0 256 200 862 15263 43595 Q3 1761 558 2382 64 36728 67806 Q4 1157 651 2392 2938 20766 36138 Total 2918 2037 5009 5720 72757 196204 Page 86 of 380
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Appendix 9 Usage - Community Libraries LIBRARIES Footfall April 2022 - March 2023 Active borrowers March 2023 Issues April 2022 - March 2023 Returns April 2022 - March 2023 Public Access Computers Bookings April 2022 - March 2023 Total Service Users 2022/23 Total Service Users 2021/22 Number Rank/ Score Number Rank/ Score Number Rank/ Score Number Rank/ Score Number Rank/ Score Abronhill 16,298 9 739 10 10,993 11 8,742 11 1,002 11 37,774 19,843 Airdrie 35,148 6 2,729 5 38,872 5 30,520 5 4,739 5 112,008 66,612 Bellshill 40,377 5 1,809 6 28,630 6 24,042 6 4,215 6 99,073 51,092 Chapelhall 11,438 13 564 14 5,599 14 4,398 16 456 16 22,455 4,977 Chryston 13,462 11 758 9 17,332 9 12,566 9 470 15 44,588 20,183 Cleland 9,787 15 232 19 3,169 18 2,587 18 180 18 15,955 6,690 Coatbridge 42,667 4 3,732 1 43,577 4 35,916 4 6,519 2 132,411 71,074 Condorrat 18,585 8 1,044 8 17,709 8 13,552 8 1,095 10 51,985 29,360 Cumbernauld 53,643 3 3,342 4 47,983 2 36,535 3 5,548 4 147,051 90,641 Kilsyth 21,353 7 1,064 7 21,917 7 16,509 7 1,569 8 62,412 31,207 Moodiesburn 10,771 14 641 13 8,365 12 7,252 13 1,209 9 28,238 13,699 Motherwell 72,965 1 3,448 3 48,626 1 39,934 1 7,128 1 172,101 79,189 New Stevenston 5,325 17 406 16 4,034 16 4,999 14 1,734 7 16,498 2,988 Newarthill 6,928 16 326 18 3,557 17 3,046 17 269 17 14,126 4,532 Newmains 14,468 10 724 11 11,988 10 10,020 10 970 12 38,170 13,657 Shotts 4,732 18 476 15 5,530 15 4,722 15 556 14 16,016 7,397 Stepps 0 19 332 17 0 19 0 19 0 19 332 240 Viewpark 12,846 12 716 12 8,315 13 7,256 12 817 13 29,950 15,184 Wishaw 70,205 2 3,726 2 44,405 3 37,560 2 5,931 3 161,827 98,599 TOTAL 460,998 26,808 370,601 300,156 44,407 1,202,970 627,166 Page 87 of 380
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Appendix 10 Community Library – Building Condition in April 2023 Abronhill A Airdrie A Bellshill B Chapelhall B Chryston A Cleland A Coatbridge A Condorrat C Cumbernauld A* Kilsyth B Moodiesburn B Motherwell B** New Stevenston A Newarthill B Newmains A Shotts C Stepps A Viewpark B Wishaw A Condition Survey Criteria: A: Needs little repair B: Minor to significant but not major improvement C: Significant repairs and upgrades required. May not be fit for purpose. Additional Notes *Cumbernauld Library is located within The Centre, Cumbernauld. Although the fabric of the library is good, access to the library is often curtailed by lift breakdowns – previously not managed well by Centre management. This is considered in future proposals. **Motherwell Library has recently been renovated with support from ERDP. Expected condition rating now A. Page 88 of 380
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Libraries – Cost Per Visit Libraries have developed into a more multi-function service; therefore, this measure captures the cost for any visit - whether to borrow books, use the internet, or for reference use, etc. This includes costs associated with permanent and mobile lending libraries, reference and information services, and specific community library services. Performance Measure 2018/19 2019/20 2020/21 2021/22 NLC £3.59 £2.84 £12.70 £8.86 Scotland Average £2.06 £1.87 £3.22 £2.83 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 libraries - cost per visit NLC Scotland average Family group average Page 89 of 380
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Appendix 11 Active NL – Footfall Trends A 2021-22 2022-23 Overall Venue Ranking (Based on 2022/23 data) Venue/Site Footfall Footfall Variance 21/22-22/23 Footfall Placing Wishaw Sports Centre 403,371 472,360 17% Wishaw Sports Centre 472,360 1 Ravenscraig Sports Centre 173,657 466,919 169% Ravenscraig Sports Centre 466,919 2 Tryst Sports Centre 329,370 429,493 30% Tryst Sports Centre 429,493 3 Sir Matt Busby Sports Cen 281,875 353,271 25% Sir Matt Busby Sports Cen 353,271 4 Time Capsule 398,052 347,639 -13% Time Capsule 347,639 5 Airdrie Leisure Centre 266,389 327,987 23% Airdrie Leisure Centre 327,987 6 Broadwood Leisure Centre 236,486 308,151 30% Broadwood Leisure Centre 308,151 7 Kilsyth Swimming Pool 114,507 139,681 22% Kilsyth Swimming Pool 139,681 8 John Smith Pool 44,043 91,969 106% John Smith Pool 91,969 9 Shotts Leisure Centre 53,922 63,532 18% Shotts Leisure Centre 63,532 10 Townhead 38,220 53,804 41% Iain Nicholson Centre 44,038 11 Iain Nicolson Centre 24,027 44,038 83% Lochview Golf Centre 32,035 12 Lochview Golf Centre 40,981 32,035 -22% Keir Hardie Centre 20,005 13 Keir Hardie Centre 13,942 20,005 43% Palacerigg Golf Course 18,908 14 Palacerigg Golf Course 23,825 18,908 -21% Aquatec 18,193 15 Birkenshaw Sports Centre 4,256 4,527 6% Birkenshaw Sports Centre 4,527 16 TOTAL 2,475,009 3,193,922 29% Page 90 of 380
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Appendix 12 Active NL Condition Survey Details - Full condition surveys for site last carried out pre-pandemic – indicative position outlined. Whole Building Risk Overall Condition Estimated Investment cost Survey Year Airdrie Leisure Medium B 83.37% £132,500 2018 Aquatec Medium B 82.22% £435,000 2016 Birkenshaw Sports Hall Medium C 73.32% £515,100 2016 Broadwood Stadium Low A 97.73% £45,000 2016 Iain Nicolson Recreation Centre Medium B 84.82% £0 2016 John Smith Pool Low A 87.27% £0 2018 Keir Hardie Sports Medium B 77.04% £44,450 2018 Kilsyth Swim Pool Medium C 82.39% £6,250 2016 Palacerigg Golf Club House Medium C 76.92% £89,050 2016 Ravenscraig RSF Low A 98.43% £0 2016 Shotts Leisure Medium B 83.28% £0 2016 Sir Matt Busby Sports Centre Medium B 77.68% £466,500 2018 Time Capsule Medium B 78.68% £58,790 2019 Tryst Sports Centre Medium B 83.47% £275,050 2016 Wishaw Sports Medium A 86.79% £32,405 2016 Page 91 of 380
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Appendix 13 Swimming Pool Condition Surveys – Late 2022 Refurbishment Need Suggested Lifespan Aquatec It is highly unlikely that the pool facilities could be brought back into operation for a commercially acceptable figure. Limited John Smith Pool Significant refurbishment required within 5 years - There would still be a fundamental issue with the design of the pool tank. Limited Kilsyth Swimming Pool Significant refurbishment required within 3 – 5 years Limited Shotts Leisure Centre Significant refurbishment required within 5 years Limited Sir Matt Busby Sports Centre Significant refurbishment required within 3-5 years Limited Time Capsule Significant refurbishment required within 5-10 years 15+ years Tryst Sports Centre Basic refurbishment required within 0-5 years 15 + years Wishaw Sports Centre Basic refurbishment required within 5-7 years 20+ years Page 92 of 380
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Appendix 14 Footfall Trends – Community Libraries & Active NL: 2018/19 to 2022/23 As per guidance to all public libraries, figures for 2020/21 (although primarily a period of lockdown) were estimated based on a range of given factors. 0 200000 400000 600000 800000 1000000 1200000 1400000 2018/19 2019/20 2020/21 2021/22 2022/23 Community Library Footfall 2018/19 - 2022/23 0 500000 1000000 1500000 2000000 2500000 3000000 3500000 4000000 4500000 5000000 2018/19 2019/20 2020/21 2021/22 2022/23 Active NL Footfall 2018/19 - 2022/23 Page 93 of 380
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Appendix 15 - Overall Facilities “In Scope” Options North Facilities Kilsyth Antonine Sports Hub Burngreen Community Centre Kilsyth Pool Remaining Facilities including School Estate 11 Northern Corridor Iain Nicholson Centre Moodiesburn Library Stepps Library Gartcosh Community Centre Remaining Facilities including School Estate 12 Cumbernauld Abronhill Library Village Community Centre Westfield Community Centre Westray Community Centre Palacerigg Golf Course Remaining Facilities including School Estate 33 Central Facilities Airdrie Caldercruix Community Centre Chapelhall Community Facility (formerly known as Senior Citizens Centre) Airdrie @Home Centre Plains Community Centre Glenmavis Community Centre John Smith Pool Rochsoles Community Centre Remaining Facilities including School Estate 34 Coatbridge *Closed and implemented into Riverbank hub * *Transferred to EF&C Shawhead Community Centre Calder Community Centre** Coatbridge OSC/Janet Hamilton Centre New Townhead Community Centre** Lochview Golf Course Remaining Facilities including School Estate 34 Page 94 of 380
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South Facilities Bellshill 6 (Note Orbiston Hub date tbc) Birkenshaw Sports Barn Holytown Community Centre Joe McKay Community Centre Hattonrigg Community Centre Sir Matt Busby Sports Centre Viewpark Library Remaining Facilities including School Estate 19 Motherwell *Transferred to EC&F ** Lease Agreement in place Aquatec Cleland Library Daisy Park Community Centre* Jerviston Community Centre** New Stevenson Library Newarthill Library Keir Hardie Sports Centre Old Daisy Park Centre Remaining Facilities including School Estate 36 Wishaw *Transferred to EC&F. Gowkthrapple Community Centre Netherton Community Centre Waterloo Community Centre Wishawhill Community Centre* Remaining Facilities including School Estate 25 Shotts Shotts Leisure Centre Allanton Community Centre Remaining Facilities including School Estate 10 Page 95 of 380
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Appendix 16 – Community Pitch Review Strategic Recommendations Strategic Aims Description Actions Follow Up Aim 1 - Protect To protect the existing supply of community pitches where it is needed for meeting current and future needs • Introduce a new tiered system of maintenance for grass pitches to ensure that those that are most frequently used receive additional maintenance that will allow better utilisation and improve customer experience. • 3G and 2G pitch replacement and programme should be implemented in line with recommended action plan. Capital funds already exist to support this programme – any further implications will be fully considered and discussed. • Repurpose grass pitches that are surplus to requirements and have no demand to meet other community and Council priorities whilst maintaining some pitches as a strategic reserve to accommodate potential growth in demand. • Repurpose blaes that are surplus to requirements to meet other community and Council priorities. Those that are within schools should be replaced to provide suitable areas for sport and physical activity. • Tiered system of maintenance to be introduced for June 2024 (new season). • Capital submissions based on demand in each area. • Recommendation that 87 pitches are considered for surplus (based on usage and accessibility issues). o 64 grasses o 23 red blaes • Further details attached in Appendix 17 Page 96 of 380
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Aim 2 - Enhance To enhance community pitches and ancillary facilities through improving quality and management of sites. • Enhance ancillary facility priorities as identified within the pitch assessment reports. (Ref Dashboard). • Consider options available to bring responsibility for the management of community sports pitches to one department within the Council. • Introduce a new consolidated online booking system to streamline pitch booking and payment processes, increase pitch utilisation and improve customer experience. This work is already underway with support from Business Solution colleagues. • Where pitch sites are repurposed for housing (social or commercial), ensure receipts are secured to support further pitch investment programme. • Proposal will be brought forward for pavilions – invest/demolish. Plan to demolish based on those pitches proposed as surplus or beyond economic repair. • New corporate booking system currently out to tender. This shared system provides a stronger link between strategic asset planning and operational management and delivery. The project will also be used support ongoing work by Hub team. Decisions around future team structure will be considered as part of future digital sprint. • New online booking system currently under development. To improve availability (below), all regular lets to be made in partnership with second club to share pitch time (home/away). • It is recommended that any capital receipts generated in the future are secured for re-investment into pitch investment. Currently under discussion with Financial Solutions. Aim 3 - Maximise To maximise the utilisation of existing community pitch provision and optimise the use of community pitch space that is no longer required. • Increase utilisation of school pitches by improving community access arrangements, changing booking processes and where possible renegotiating terms of contracts in PPP schools. • Engage partners (NGB’s, Leagues, Clubs) to establish more flexibility in terms of match play kick off times. • Online booking system • Ability to share bookings across whole estate. • Tightening of cancellation policies to discourage blocking of pitches for “just in case” use. • While PPP school use is difficult to influence, we will encourage Page 97 of 380
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Conversations with leagues have already begun and are proving positive. • Establish a key partners forum to improve the management and planning of existing and new community pitch provision. • Work with Clubs who have expressed an interest in community self- management to explore the potential benefits from some form of community asset transfer. improvement in pitch quality in some sites to increase interest in use. • All pitch pricing aligned. Propose that we reduce cost of pitches for 16–18- year-olds in leisure estate from June 2024 (new season). Prices in school estate to do not increase until age 18. Support the tacking poverty and health and wellbeing agenda by encouraging wider use. • Regular engagement now in place with NGBs and Leagues. We are working with to introduce greater flexibility in match time. Moving away from Saturday morning fixtures will spread demand. We await feedback from Leagues but SFA/SYFA very positive. • Active & Creative Communities and Asset & Procurement (Community Facilities) work closely with the Community Partnership team to support interest from any interested groups or clubs. Aim 4 - Additional To provide new community pitches where there is evidence of current or future demand and to do so within available resources. • It is proposed that the CPR working group will develop a costed and sustainable action plan for further consideration. Any future proposals will also be taken alongside recently approved plans for new pitches under Recover NL. • This is under development and will continue to be the focus of the Operational Pitch Strategy group. Aim 5 – Evidence Provide an ongoing source of evidence to inform planning policy and implementation to • Maintain community sports pitch online dashboard to provide an accurate, up to date source of pitch provision and • Service level agreement now in place with EKOS to maintain the pitch dashboard and update on a regular Page 98 of 380
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ensure appropriate community pitch provision. demand which can support operational service delivery and strategic decision making. basis. This will allow for ongoing informed decision making and development of agreed action plan. Page 99 of 380
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Appendix 17 – Review of Open Space/Sports Pitch Estate All sites listed below can continue to be used for recreational activity, subject to council decision. Proposal removes them as bookable spaces, suitable for formal sporting activity and lets. Grass Pitch Name Community Board Notes Annathill Northern Corridor No bookings in last 3 years Banyon Playing Fields Bellshill No bookings in last 3 years Belmont Park Shotts No bookings in last 3 years Bogside* Kilsyth Small grass area – not suitable for matchplay use/formal activity – not available for booking. Used for recreation by community. Bonkle Park Shotts No bookings in last 3 years Brandy Park Shotts No bookings in last 3 years Brickworks Park Bellshill No bookings in last 3 years Brigbrae Bellshill No bookings in last 3 years Burnhead Bellshill No bookings in last 3 years Caldercruix Airdrie No recent bookings, accessibility issues noted. Cambusnethan Wishaw No bookings in last 3 years. Common good land, retain as kickabout area. Chapman (grass) Northern Corridor No bookings in last 3 years Clay Crescent Bellshill Not booked from NLC. Further investigation needed. Coatbridge Outdoor Sports Centre Coatbridge Site restrictions in place. No recent bookings. Coltness Wishaw No bookings in last 3 years Community Road* Bellshill Small grass area – not suitable for matchplay – not available for booking. Used for recreation by community. Cumbernauld Community Park Cumbernauld No bookings in last 3 years Cumbernauld Village (grass) Cumbernauld No bookings in last 3 years. Used only for recreational activity. Douglas Park Bellshill No bookings in last 3 years Eastfield (3 pitches) Shotts No bookings in last 3 years Forgewood Motherwell No bookings in last 3 years Gartcosh Social Club (2 pitches) Northern Corridor No bookings in last 3 years Glenmavis Airdrie No bookings in last 3 years Greengairs (2 pitches) Airdrie No bookings in last 3 years Heathery (2 pitches) Motherwell No bookings in last 3 years Morningside Shotts No bookings in last 3 years Mosspark Motherwell No bookings in last 3 years Muirhead Northern Corridor Drainage issues – not of a standard to be used for match play. Used for recreational activity. Page 100 of 380
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Overtown Wishaw No bookings in last 3 years O’Wood Bellshill No bookings in last 3 years Pather (2 pitches) Wishaw No bookings in last 3 years Plains (2 pitches) Airdrie Grass 11s pitch under management of local club. Grass 7s no longer suitable to be used as pitch (large standing stones). Queenzieburn Kilsyth No bookings in last 3 years. Not of a standard to be used for match play – used for recreational activity. Scarhill (2 pitches) Airdrie No bookings in last 3 years. Has been used informally by local clubs but led to significant complaints from neighbours. Spindelhowe Bellshill No bookings in last 3 years Springhill Shotts No bookings in last 3 years Templehall Wishaw No bookings in last 3 years. No longer in use as a sports pitch. Thrashbush 2 pitches) Airdrie No bookings in last 3 years Torbothie Shotts No bookings in last 3 years Waterloo Wishaw No bookings in last 3 years Westfield Cumbernauld No bookings in last 3 years Westfield Road* Kilsyth Small grass area, not suitable for match play – used for recreational activity. Wheatholm Park Airdrie No bookings in last 3 years Whifflet (2 former bowling greens used for football, 2 pitches) Coatbridge CAT process under consideration with Burnbank Community Club. Whinhall (3 pitches) Airdrie No bookings in last 3 years Windsor Road (2 grass) Bellshill No bookings in last 3 years Woodilee Road, Soccer Sevens Motherwell No bookings in last 3 years *These open spaces were added by elected members following initial review of pitches/playing areas undertaken at early stages of the CPS. They are not bookable spaces as they are unsuitable for formal activity and are used by the community for unstructured play. Blaes The council has 71 red ash pitches (blaes) which are now redundant in terms of their capacity to accommodate any formal sporting activity - some of these pitches are still used as open spaces for informal activity or are within the school estate and cannot be considered for removal at this stage. Pitch Name Community Board Notes Burngreen Football Pitch Kilsyth No longer in use Burngreen Tennis Court Kilsyth No longer in use Calder (2 pitches) Motherwell No longer in use. Some community interest in exploring alternative usage. Castle St, Chapelhall Airdrie No longer in use Chapman (blaes) Northern Corridor No longer in use Clay Cresent Bellshill No longer in use Page 101 of 380
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Cumbernauld Village Cumbernauld No longer in use. Some community interest in exploring alternative usage. Gowkthraple Wishaw No longer in use Katherine Park Airdrie No longer in use Lochinvar Rd, Greenfaulds Cumbernauld No longer in use Laburnum (2 pitches) Bellshill No longer in use Lanrig Northern Corridor No longer in use Mitchell St, Kirkwood Coatbridge No longer in use Rose St, Condorrat Cumbernauld No longer in use Skye Road, Ravenswood Cumbernauld No longer in use Souterhouse (2 pitches) Coatbridge No longer in use Whinhall (2 pitches) Airdrie No longer in use Overall Impact by Community Board Blaes (Red Ash) Grass Remaining Pitch Estate (all) Airdrie 4 14 25 Bellshill 3 10 19 Coatbridge 3 7 30 Cumbernauld 5 2 25 Kilsyth 2 3 5 Motherwell 2 6 47 Northern Corridor 3 5 8 Shotts - 9 13 Wishaw 1 7 35 Total 23 64 206 Total Pitches Available North 38 Central 74 South 95 Page 102 of 380
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Appendix 18 – Submitted Capital Investment Bids The details below are bids only. The final position will be determined with decisions around capital investment in the next programme are concluded. Site Community Board Proposal Provisional Year Planned Ravenscraig Motherwell Upgrade grass pitch (next to park) to 3G. 2 Various Various Upgrade to 3G floodlights and other LED solutions – extend playing time in winter months. Across 5 years Various 3G replacement Various St. Ambrose 11s Ravenscraig 5s Bothwellhaugh 11s (pitch and shock pad) 1 St Margaret’s 11s Sport Surface Condition Survey Report 2 Wishaw 11s Broadwood 5s 3 Wishaw 5s 4 Broadwood Outside 11s 5 Pavilion emerging issues and condition improvements. Across 5 years Ravenswood, Cumbernauld Cumbernauld New 3G pitch provision 2 Bothwellhaugh Motherwell Upgrade hybrid to 3G provision 1 Wishaw SC Wishaw Upgrade hybrid to 3G provision 1 Dunbeth Park Coatbridge New 3G provision, replacing grass 4 Stepps Northern Corridor New purpose-built hockey park 5 Wishaw SC Wishaw Upgrade athletics track 2 St Pats Sports Field Kilsyth Upgrade current blaes outdoor running track to a new polymeric surface. 2 Page 103 of 380
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Appendix 19 Community Ownership – Process Outline, Options, and Impact Part 5 of the Community Empowerment (Scotland) Act 2015 places a statutory duty on local authorities and certain other public sector agencies to develop a clear process for community ownership of assets. In North Lanarkshire this includes • A CAT policy which can be accessed here • A dedicated area on the Council’s website with information on the CAT process, useful links, animation, reports etc – this can be accessed here and shared mailbox for CAT or Community Ownership/lease enquiries NLCCommunityOwnership@northlan.gov.uk • Groups can apply for full transfer of ownership or a long-term lease under the CAT legislation. • A Corporate Community Ownership and Management Group made up of key services has oversight for the CAT process outlined below, working together to respond to provide advice and support for early discussion with groups interested in the process – When a CAT is received this group appoints an assessment panel. • Assessment covers an agreed set of criteria and while cost can be a consideration, the decision cannot be made on cost alone. There is a need to balance considerations around cost implications with community benefit and factors such as, financial sustainability, risk, community benefit and community need, capacity of the applicant organisation) • A CAT Leadership Group is in place (Chief Officers and is made aware of any challenges or decisions required and ultimately decides what recommendations are made to committee (holding service committee) • Ultimately Committee (holding service for asset) makes decision, and a decision notice is sent to applicant organisation. • Where a decision does not support the application, the group have the right to request an internal (politically led review) and thereafter have right of appeal to Scottish Ministers. There are clear timescales associated with this process. Emerging approach to Community Ownership and Management of Assets Many groups may not currently have the capacity or resources to take on full management of an asset. Some groups will aspire to full ownership or lease while others may want to consider other options to work in partnership with the council. The council’s approach is focused on finding an outcome that meets the needs and aspirations of the group, wider community and minimises risk to the council. Examples include: Legislative processes linked to the Community Empowerment Act Approaches that are at the discretion of the Council • Community Asset Transfer (See detail above) • Participation Requests –linked to Empowerment legislation – Groups can work with services to agree an outcome and actions to work towards this. For example, groups maintaining land or assisting the council to deliver a service. This can often cross over into use of land and can present challenge around liability, expectations round formalising arrangements etc. • Commercial Lease • Discounted lease • Partnership arrangements • Exclusive / long term lets. The aim is to create one clear process/roadmap for groups engaging with the council around community ownership/management of assets to enable outcomes that meet need and support the Page 104 of 380
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interests of the Council. Work is underway to develop shared and corporate approach. In addition to the CAT process and tools outlined above progress around the wider approach includes: • Dedicated and shared mailbox • A shared, corporate MS Teams for key services (shared log of enquiries and progress, shared assessment tools, useful information) • A broadened role for the Corporate Community Ownership and Management and Leadership Groups (outlined above) to enable working together to respond/support early discussion with groups interested in taking on an asset. • Work is underway to scope a community leasing framework to enable the council to make quicker decisions around requests for discounted leases when in the interests of the Council and of benefit to the community. This approach would be at the council’s discretion but would allow quicker progress where the council wants to support the transfer of an asset through long term lease. Resource considerations and impact on Council An accelerated approach to supporting community ownership and management could be implemented to support engagement around asset rationalisation but needs to take into consideration: • Work with groups at the early stage/pre application is resource intensive and often does not often result in an official CAT request. • A significant increase in interest in community ownership will be resource intensive in terms of assessing capacity, providing information and guidance, capacity building and developmental support and supporting groups through the application process where appropriate. • Despite engagement some organisations may choose to submit a request the council doesn’t support or that would be problematic in meeting the council’s ambitions. Organisations have a right to do this under legislation and the council has an obligation undertake due process and timescales (submission, assessment, decision, internal review, appeal to Scottish Ministers). It is estimated that any acceleration of the current process would require additional resource, for example: • 1 dedicated Community Partnership Officer or equivalent (NLC11) to support engagement and support to the community and voluntary sector. • A dedicated proportion of time from a surveyor or Estates officer to provide technical advice and guidance and ensure a smooth and coordinated link between the Communities Team and Estates processes. • A Project Support post (approx. NLC 9) to support and administer the work. Many community organisations, even with capacity, would not necessarily have the resources to take on an asset quickly unless it was being transferred or leased for a significantly reduced price or free. Even then, there are still considerations around running costs, service delivery costs and legal costs which can take time to develop. There is an opportunity through the UKSPF to enhance support and engagement with organisations and in particular: • The Communities Challenge Fund where a small pot of resource has been ringfenced to enable groups to undertake feasibility work, business planning, valuations. • Capital investment to support any immediate upgrades required to enable a group to take on an asset more quickly. Page 105 of 380
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North Lanarkshire Council Appendix 20 Active & Creative Communities Indicative Savings Per ACC Faciltiy Description / Locality 2023/24 Budget Core Budgets NDR Budgets Antonine Sports Hub 19,833 19,833 Burngreen Community Centre 46,975 17,081 29,894 Kilsyth Pool 523,659 466,019 57,640 Sub-Total: Kilsyth 590,467 502,933 87,534 Gartcosh Community Centre 58,494 54,721 3,773 Iain Nicolson Centre 277,931 242,416 35,515 Moodiesburn Library 50,354 50,354 Stepps Library 55,118 55,118 Sub-Total: Northern Corridor 441,897 402,609 39,288 Abronhill Library 72,150 62,240 9,910 Village Community Centre 34,348 18,913 15,435 Westfield Community Centre 31,180 16,112 15,068 Westray Community Centre 9,727 6,395 3,332 Palacerigg Golf Course 223,114 223,114 Sub-Total: Cumbernauld 370,519 326,774 43,745 Airdrie @ Home Community Facility 1,360 1,360 Caldercruix Community Centre 21,857 14,262 7,595 Chapelhall Senior Citizens 6,580 3,290 3,290 Glenmavis Community Centre 20,346 12,408 7,938 John Smith Pool 647,286 564,494 82,792 Plains Community Centre 24,600 17,838 6,762 Rochsoles Community Centre 41,688 29,805 11,883 Sub-Total: Airdrie 763,717 643,457 120,260 Calder Community Centre 18,203 -540 18,743 Coatbridge OSC / Janet Hamilton Centre 36,014 36,014 Shawhead Community Centre 42,481 24,228 18,253 Townhead Community Centre 1,432 1,432 Lochview Golf Course 160,493 160,493 Sub-Total: Coatbridge 258,623 221,627 36,996 Birkenshaw Sports Barn 68,668 52,981 15,687 Hattonrigg Community Centre 27,124 22,126 4,998 Joe McKay Community Centre 61,458 53,324 8,134 Sir Matt Busby Sports Centre 1,376,463 1,191,121 185,342 Viewpark Library 69,056 69,056 Sub-Total: Bellshill 1,602,769 1,388,608 214,161 Aquatec 967,520 737,175 230,345 Cleland Library 41,807 35,433 6,374 Daisy Park Community Centre 5,530 -203 5,733 Holytown Community Centre 52,859 43,843 9,016 Jerviston Community Centre 9,058 287 8,771 Keir Hardie Sports Centre 76,424 30,945 45,479 New Stevenson Library 51,041 51,041 Newarthill Library 36,703 32,420 4,283 Sub-Total: Motherwell 1,240,942 930,941 310,001 Gowkthrapple Community Centre 31,726 24,719 7,007 Netherton Community Centre 25,554 11,344 14,210 Waterloo Community Centre 14,880 11,695 3,185 Wishawhill Community Centre 9,767 4,573 5,194 Sub-Total: Wishaw 81,927 52,331 29,596 Allanton Community Centre 33,719 30,534 3,185 Shotts Leisure Centre 705,643 623,375 82,268 Sub-Total: Shotts 739,362 653,909 85,453 Mobile Libraries 263,684 263,684 0 Sub-Total: Mobile Libraries 263,684 263,684 0 TOTAL SAVINGS OPTIONS 6,353,907 5,386,873 967,034 Represented By: Page 106 of 380
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North Lanarkshire Council Appendix 20 (Continued) Active & Creative Communities Indicative Savings Per ACC Faciltiy 01 02 03 04 05 06 07 08 09 10 40 Description / Locality Employee Costs Property Costs Supplies & Services Transport & Plant Admin Costs PTOBs Transfer Payments Other Expenditure Revenue Financing Costs Capital Financing Costs Income Net Revenue Budget Antonine Sports Hub 10,064 17,483 -7,714 19,833 Burngreen Community Centre 5,279 43,506 -1,810 46,975 Kilsyth Pool 384,957 194,657 13,441 1,888 1,512 2,529 -75,325 523,659 Sub-Total: Kilsyth 400,300 255,646 13,441 0 1,888 1,512 0 2,529 0 0 -84,849 590,467 Gartcosh Community Centre 53,184 20,826 -15,516 58,494 Iain Nicolson Centre 188,252 80,463 4,846 33,573 1,724 968 -31,895 277,931 Moodiesburn Library 50,787 150 1,576 -2,159 50,354 Stepps Library 54,064 3,459 -2,405 55,118 Sub-Total: Northern Corridor 346,287 101,439 9,881 0 33,573 1,724 0 968 0 0 -51,975 441,897 Abronhill Library 53,324 17,491 3,266 -1,931 72,150 Village Community Centre 5,774 29,597 -1,023 34,348 Westfield Community Centre 9,729 23,322 -1,871 31,180 Westray Community Centre 9,727 9,727 Palacerigg Golf Course 286,222 55,026 57,749 12,962 3,503 407 8,839 -201,594 223,114 Sub-Total: Cumbernauld 355,049 135,163 61,015 12,962 3,503 407 0 8,839 0 0 -206,419 370,519 Airdrie @ Home Community Facility 1,222 474 -336 1,360 Caldercruix Community Centre 1,527 20,559 -229 21,857 Chapelhall Senior Citizens 6,598 -18 6,580 Glenmavis Community Centre 2,690 18,170 -514 20,346 John Smith Pool 386,955 288,581 17,592 264 4,261 1,513 2,815 -54,695 647,286 Plains Community Centre 7,562 19,370 -2,332 24,600 Rochsoles Community Centre 43 41,796 -151 41,688 Sub-Total: Airdrie 399,999 395,548 17,592 264 4,261 1,513 0 2,815 0 0 -58,275 763,717 Calder Community Centre 18,743 -540 18,203 Coatbridge OSC / Janet Hamilton Centre 42,889 15,271 523 716 512 -23,897 36,014 Shawhead Community Centre 11,343 33,145 -2,007 42,481 Townhead Community Centre 1,432 0 1,432 Lochview Golf Course 321,513 27,947 16,923 11,776 675 1,209 8,898 -228,448 160,493 Sub-Total: Coatbridge 375,745 96,538 16,923 12,299 1,391 1,721 0 8,898 0 0 -254,892 258,623 Birkenshaw Sports Barn 43,438 35,899 1,607 371 513 353 -13,513 68,668 Hattonrigg Community Centre 7,577 20,612 -1,065 27,124 Joe McKay Community Centre 36,649 28,272 -3,463 61,458 Sir Matt Busby Sports Centre 1,084,675 480,508 26,957 484 71,076 2,000 7,500 -296,737 1,376,463 Viewpark Library 53,247 15,675 3,057 -2,923 69,056 Sub-Total: Bellshill 1,225,586 580,966 31,621 484 71,447 2,513 0 7,853 0 0 -317,701 1,602,769 Aquatec 662,424 423,189 26,090 378 54,770 1,515 4,008 -204,854 967,520 Cleland Library 24,575 16,996 1,227 -991 41,807 Daisy Park Community Centre 5,733 -203 5,530 Holytown Community Centre 20,026 39,400 -6,567 52,859 Jerviston Community Centre 9,058 0 9,058 Keir Hardie Sports Centre 80,019 77,356 2,343 2,335 1,015 523 -87,167 76,424 New Stevenson Library 49,557 2,936 -1,452 51,041 Newarthill Library 24,595 11,816 1,803 -1,511 36,703 Sub-Total: Motherwell 861,196 583,548 34,399 378 57,105 2,530 0 4,531 0 0 -302,745 1,240,942 Gowkthrapple Community Centre 4,857 27,917 -1,048 31,726 Netherton Community Centre 6,210 22,452 -3,108 25,554 Waterloo Community Centre 364 14,516 0 14,880 Wishawhill Community Centre 9,767 0 9,767 Sub-Total: Wishaw 11,431 74,652 0 0 0 0 0 0 0 0 -4,156 81,927 Allanton Community Centre 11,067 23,293 -641 33,719 Shotts Leisure Centre 501,641 221,996 13,035 374 21,305 1,016 2,098 -55,822 705,643 Sub-Total: Shotts 512,708 245,289 13,035 374 21,305 1,016 0 2,098 0 0 -56,463 739,362 Mobile Libraries 256,833 56 6,795 263,684 Sub-Total: Mobile Libraries 256,833 56 6,795 0 0 0 0 0 0 0 0 263,684 TOTAL SAVINGS OPTIONS 4,745,134 2,468,845 204,702 26,761 194,473 12,936 0 38,531 0 0 -1,337,475 6,353,907 SUBJECTIVE BREAKDOWN (Note: NDR budgets are included in Property Costs) Page 107 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref CJ/AA Date 28/09/23 2023 Review of UK Parliamentary Constituency Boundaries in Scotland From Chief Officer (Legal and Democratic) E-mail johnstonec@northlan.gov.uk Telephone 01698 302026 Executive Summary To advise Committee of the final recommendations of the 2023 Review of the UK Parliamentary Constituencies conducted by the Boundary Commission for Scotland and the next steps required to implement the recommendations prior to the next UK General Election. Recommendations It is recommended that Policy and Strategy Committee: (1) acknowledges the final recommendations of the 2023 Review of UK Parliamentary Constituency Boundaries within North Lanarkshire as detailed in the Appendix to the report; (2) acknowledges that the recommendations will be implemented once approved by the Privy Council on a date still to be determined in October 2023; (3) acknowledges the work being undertaken by officers in each of the Council areas in conjunction with the Joint Valuation Board and to identify whether any polling districts require to be created or altered following the boundary review; (4) acknowledges that the recommendations are required to be in place for the publication of the Electoral Register on 1 December 2023; (5) approves that authority be delegated to the Chief Executive, in his role of Returning Officer, to approve the creation of, or alterations to, any polling districts, if required. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Item 7 Page 109 of 380
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1. Background 1.1 During 2021 and 2023, the Scottish Boundary Commission carried out a review of all UK Parliamentary Constituencies. 1.2 The outcome of this review means that the number of constituencies in Scotland will reduce from 59 to 57. This reflects the changes in the electorate across the whole of the UK. The overall number of UK Parliament MP’s will remain unchanged at 650. 2. Report 2.1 On 5 January 2021, the review was announced simultaneously in each of the four constituent parts of the United Kingdom by the respective Boundary Commissions, with each Commission requiring to submit its report by 1 July 2023. 2.2 As previously mentioned, there will be 57 constituencies in Scotland in place of the current 59, reflecting the changes in the electorate. The overall number of UK Parliament MPs remain at 650. 2.3 Two of the constituencies specified in the legislation are Orkney and Shetland Constituency and Na h-Eileanan an lar constituency (the Western Isles) which sit outwith the scope of the review. The recommendations of the Boundary Commission are accordingly based on the remaining 55 constituencies, which cover 29 mainland council areas. 2.4 Each constituency must have an area of no more than 13,000 square kilometres, and an electorate within 5% of the average for a UK mainland constituency, which is 73,393, meaning that for this review an electorate was required of no fewer than 69,724 and no greater than 77,062. There are two exemptions that allow a constituency to have an electorate of fewer than 69,724. One of the two constituencies as specified in section 2 above, or The area exceeds 12,000 square kilometres and the Commission is satisfied that it is not reasonably possible to have an electorate of at least 69,724. It should be noted that none of the recommended constituencies exceeds 12,000 square kilometres. 2.5 The Commission’s report was laid before the UK Parliament on 28 June 2023. 2.6 The UK Government has a four month period from that to submit to the Privy Council an Order that gives effect to the recommendations of the four Commissions 2.7 Once the Boundary Order has been made (on a date to be determined in October 2023), the new UK parliamentary constituency boundaries are expected to come into effect from 1 November 2023 although they will only apply to a UK Parliamentary Election. Any UK Parliamentary By-Elections will continue to use the existing boundaries until after the next UK Parliamentary Election. Current Position 2.8 At the start of the review there were three constituencies wholly contained within North Lanarkshire and one constituency partly in North Lanarkshire and partly in East Dunbartonshire; Page 110 of 380
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Airdrie and Shotts County Constituency Coatbridge, Chryston and Bellshill Burgh Constituency Cumbernauld, Kilsyth and Kirkintilloch East County Constituency (part of East Dunbartonshire) Motherwell and Wishaw County Constituency 2.9 Following the review, taking cognisance of the initial and revised proposals and any representations made, the Boundary Commission, in its final report, recommends that the boundaries are as follows: Airdrie and Shotts County Constituency Coatbridge and Bellshill Burgh Constituency Cumbernauld and Kirkintilloch County Constituency (part of East Dunbartonshire) Motherwell, Wishaw and Carluke County Constituency (part of South Lanarkshire Council) 2.10 Work is currently ongoing to identify the implications of the recommendations for the Council, in particular where areas within a boundary have moved. The Council is working in conjunction with both South Lanarkshire and East Dunbartonshire Councils, their Joint Valuation Boards to identify whether any polling districts require to be created or altered, and ensure that all changes are captured as a result of the boundary review. 2.11 All changes must be implemented and in place for the publication of the Electoral Register on 1 December 2023. 3. Measures of success 3.1 The revised boundaries for the UK General Election reflects the Boundary Commission recommendations and the four North Lanarkshire Constituencies are amended as necessary for the next UK General Election. 4. Supporting documentation Appendix 1 – North Lanarkshire Council Areas and Wards Archie Aitken Chief Officer (Legal and Democratic) Page 111 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The assessment will review voting arrangements at polling stations to assist the impact on residents, and specifically those with protected characteristics. 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 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 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 been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Meeting the statutory obligations of the Representation of the People Act 1983, as amended by the Electoral Registration and Administration Act 2013 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 112 of 380
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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? Corporate Communications involvement publicising the statutory consultation process. 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? Ensuring that polling places are in place and accessible for all electoral events and risks are assessed and recorded through the Project Risk Register for each election. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 113 of 380
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APPENDIX 1 Constituency Name Council Area Ward Number Ward Name Electorate as at 2 March 2020 Airdrie and Shotts North Lanarkshire 8 Airdrie North 14,605 9 (part) Airdrie Central 12,298 12 Airdrie South 14,788 13 Fortissat 11,933 16 (part) Mossend and Holytown 5,495 18 (part) Motherwell North 4,988 20 (part) Murdostoun 6,313 70,420 Constituency Name Council Area Ward Number Ward Name Electorate as at 2 March 2020 Coatbridge and Bellshill North Lanarkshire 6 Gartcosh, Glenboig and Moodiesburn 10,108 7 Coatbridge North 11,834 9 (part) Airdrie Central 175 10 Coatbridge West 10,087 11 Coatbridge South 12,839 14 Thorniewood 10,738 15 Bellshill 12,202 16 (part) Mossend and Holytown 4,524 72,507 Constituency Name Council Area Ward Number Ward Name Electorate as at 2 March 2020 Cumbernauld and Kirkintilloch East Dunbartonshire 6 (part) Lenzie and Kirkintilloch South 33 7 (part Kirkintilloch East and North and Twechar 9,907 North Lanarkshire 1 Kilsyth 9,886 2 Cumbernauld North 15,050 3 Cumbernauld South 12,468 4 Cumbernauld East 12,927 5 Stepps, Chryston and Muirhead 10,308 70,579 Constituency Name Council Area Ward Number Ward Name Electorate as at 2 March 2020 Motherwell, Wishaw and Carluke North Lanarkshire 17 Motherwell West 10,451 18 (part) Motherwell North 8,310 19 Motherwell South East and Ravenscraig 14,716 20 (part) Murdostoun 7,842 21 Wishaw 13,355 South Lanarkshire 1 (part) Clydesdale West 14,633 2 (part) Clydesdale North 3,011 72,318 Page 114 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref CJ/AA Date 28/09/23 Review of Polling Districts and Polling Places From Chief Officer (Legal and Democratic) E-mail johnstonec@northlan.gov.uk Telephone 01698 302026 1. Background Following the polling place review undertaken in 2018, Committee, at its meeting held on 6 December 2018 approved the polling districts and polling places to be used for all types of electoral events. The Representation of the People Act 1983, as amended by the Electoral Registration and Administration Act 2013, requires all Councils within the United Kingdom to conduct a review of polling places within a period of six months beginning on 1 October 2013 and within the period of 16 months beginning with the first day in October of every fifth year thereafter. 2. Report 2.1 Schedule 1A of the 1983 Act specifies a number of requirements including:- Executive Summary This report advises Members of the Council’s statutory obligation to conduct a review of polling districts and polling places in North Lanarkshire. Recommendations That Policy and Strategy Committee approves the proposal to undertake a review of the polling districts and polling places in North Lanarkshire as detailed in the Appendix to the report. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Item 8 Page 115 of 380
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• Publication of the notice of the review; • Consultation with, and the publication of any representations received, from the Returning Officer for every parliamentary constituency affected, and • seeking the views of interested groups or bodies, including electors, political parties and Members of the Council, as well as other Elected Members such as MPs and MSPs, and also from persons with particular expertise in relation to access to premises or facilities for persons who have different forms of disability. 2.2 Having regard to the benefits of continuity to the electorate it is suggested that the review effects change only where a clear benefit is identified and that the consultation proposals be based on the current polling arrangements as attached in the Appendix to the report. 2.3 If approved by Committee, the Council will publish a formal notice that the statutory review of polling districts and polling places will commence on 1 October 2023. The notice will be published in all local newspapers and on the Council’s website. Elected Members, MPs and MSPs and North Lanarkshire Disability Forum will also be consulted. 2.4 On conclusion of the review, a report highlighting any changes to the polling districts and polling places will be submitted to a future meeting of this Committee. 3. Measures of success Increase the volume of residents engaging in the electoral process . 4. Supporting documentation Appendix 1 – List of Polling Places and Polling Districts Archie Aitken Chief Officer (Legal and Democratic) Page 116 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 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 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 been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Meeting the statutory obligations of the Representation of the People Act 1983, as amended by the Electoral Registration and Administration Act 2013. 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 ☒ Page 117 of 380
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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? Corporate Communications involvement publicising the statutory consultation process. 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? Ensuring that polling places are in place and accessible for all electoral events and risks are assessed and recorded through the Project Risk Register for each election. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 118 of 380
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APPENDIX 1 LIST OF POLLING DISTRICTS/POLLING PLACES PER WARD AS AT 4 MAY 2022 Ward 1 – Kilsyth Polling District Polling Place NL1 St. Patrick’s Primary School Backbrae Street Kilsyth G65 0NA NL2 Holy Cross Primary School Main Street Croy G65 9JG NL3 Kilsyth Academy Balmalloch Kilsyth G65 9NF NL4 Chapelgreen Primary School Mill Road Queenzieburn G65 9EF NL5 Kilsyth Primary School Shuttle Street Kilsyth G65 0BL NL6 Burngreen Hall Burngreen Kilsyth G65 0HT NL7 Banton Primary School Lammerknowes Road Banton G65 0QT Ward 2 – Cumbernauld North Polling District Polling Place NL8, NL9 and NL13 Cumbernauld Primary School and St. Andrew’s Primary School Eastfield Road Cumbernauld G68 0EB NL11 and NL12 Eastfield Primary School 23 Cairntoul Court Cumbernauld G68 9JR NL14 Westfield Primary School Westfield Drive Cumbernauld G68 9HJ Page 119 of 380
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NL15, NL16 and NL17 Broadwood Stadium 1 Ardgoil Drive Cumbernauld G68 9NE Ward 3 – Cumbernauld South Polling District Polling Place NL18a Ravenswood Primary School Tiree Road Cumbernauld G67 1NR NL18b St. Mary’s Primary School Liddel Road Cumbernauld G67 1JB NL20 Carbrain Primary School Millcroft Road Cumbernauld G67 2LD NL21 St. Margaret of Scotland Primary School Broomlands Road Cumbernauld G67 2PT NL22 Woodlands Primary School Melrose Road Cumbernauld G67 4BA NL23 St. Helen’s Primary School Lomond Drive Condorrat G67 4JL NL24 Condorrat Parish Church Hall Main Road Condorrat G67 4DZ NL25 Condorrat Primary School Morar Drive Condorrat G67 4LA Ward 4 – Cumbernauld East Polling District Polling Place NL19a and NL19b Muirfield Centre 1A South Muirhead Road Cumbernauld G67 1AX NL26 and NL32 Kildrum Primary School Ellisland Road Cumbernauld G67 2HQ Page 120 of 380
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NL27 St. Lucy’s Primary School Oak Road Cumbernauld G67 3LQ NL28 and NL30 Whitelees Primary School Blackthorn Road Cumbernauld G67 3NJ NL29 Abronhill Primary School Medlar Road Cumbernauld G67 3AJ NL31 The Village Community Centre The Wynd Cumbernauld G67 2ST Ward 5 – Stepps, Chryston and Muirhead Polling District Polling Place NL33 Stepps Primary School 10 Blenheim Avenue Stepps G33 6FH NL34 and NL43 St Joseph’s Primary School Cardowan Road Stepps G33 6AA NL35 Stepping Stones Family Learning Centre 66 Cumbernauld Road Stepps G33 6EW NL36 Chryston Primary School Lindsaybeg Road Chryston G69 9DW NL37 Auchinloch Primary School Langmuirhead Road Auchinloch G66 5DU NL41 St Barbara’s Primary School Elmira Road Muirhead G69 9EJ Ward 6 – Gartcosh, Glenboig and Moodiesburn Polling District Polling Place NL38 and NL42 Glenmanor Primary School Glenmanor Avenue Moodiesburn G69 0JA Page 121 of 380
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NL39 St Michael’s Primary School Burnbrae Avenue Moodiesburn G69 0ER NL40 Gartcosh Hall Lochend Road Gartcosh G69 2AB NL51 Masonic Hall Main Street Glenboig ML5 2QT NL51a Glenboig and Our Lady and St. Joseph’s Primary Schools 5 South Medrox Street Glenboig ML5 2RU Ward 7 – Coatbridge North Polling District Polling Place NL44 St Bartholomew’s Primary School Deveron Street Coatbridge ML5 2JB NL45 Skills Academy, Former Inclusion Support Base 41 Townhead Road Coatbridge ML5 2HT NL46 Townhead Primary School Dochart Drive Coatbridge ML5 2PG NL47 and NL49 The Reigart Suite, Summerlee Heritage Park Heritage Way Coatbridge ML5 1QD NL48 Langloan Primary School Bank Street Coatbridge ML5 1EG NL50a Masonic Hall Coltswood Road Coatbridge ML5 2AA NL50b Greenhill Primary School Albert Street Coatbridge ML5 3HE NL52 St Patrick’s Primary School Kildonan Street Coatbridge ML5 3LP Page 122 of 380
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NL52a Dunbeth Nursery Centre Coats Street Coatbridge ML5 3NX NL53, NL54 and NL55 Holy Trinity and All Saints Church Hall Muiryhall Street Coatbridge ML5 3RZ Ward 8 – Airdrie North Polling District Polling Place NL56 Airdrie Academy South Commonhead Avenue Airdrie ML6 6NX NL57 St Serf’s Primary School Thrashbush Road Airdrie ML6 6QU NL59 Springfield Community Centre Forrest Street Airdrie ML6 7BA NL60 Clarkston Primary School 17 Findhorn Place Airdrie ML6 7HE NL61 Plains and St David’s Primary Schools 1 Annieshill View Plains ML6 7NY NL62 Glengowan and St. Mary’s Primary Schools Drumfin Avenue Caldercruix ML6 7QP NL63 Village Hall Telegraph Road Longriggend ML6 7RR NL64 Glenmavis Community Centre 107 Coatbridge Road Glenmavis ML6 0NJ NL65 Greengairs Primary School Greengairs Road Greengairs ML6 7TE NL66 Golfhill Primary School Ballochney Street Airdrie ML6 0LT Page 123 of 380
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Ward 9 – Airdrie Central Polling District Polling Place NL58 St Andrew’s Primary School Laggan Road Airdrie ML6 0LL NL67 Beechbank Community Centre Westermavisbank Avenue Airdrie ML6 0HE NL68 and NL75 Victoria Primary School 79 Aitchison Street Airdrie ML6 0DB NL69 The Chapelside Centre Waddell Street Airdrie ML6 6JU NL70 Coatdyke Congregational Church Kippen Street Airdrie ML6 9AX NL71 Devonview Pre-School Centre Devonview Street Airdrie ML6 9DH NL72 Community Education Centre 2 Clark Street Airdrie ML6 6DQ NL73 All Saints and Rochsolloch Primary Schools Bellsdyke Road Airdrie ML6 9DU NL74 Gartlea Community Centre Hillfoot Road Airdrie ML6 9PB Ward 10 – Coatbridge West Polling District Polling Place NL76 Bargeddie and St Kevin’s Primary Schools Langmuir Road Bargeddie G69 7RS NL77 Langloan Primary School Bank Street Coatbridge ML5 1EG Page 124 of 380
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NL79 Old Monkland Primary School Craigend Drive Coatbridge ML5 5TJ NL80 St Mary’s Primary School Hozier Street Coatbridge ML5 4BA NL81 Old Monkland Community Centre Lismore Drive Coatbridge ML5 5PG Ward 11 – Coatbridge South Polling District Polling Place NL78 St Augustine’s Primary School Henderson Street Coatbridge ML5 1BL NL82 Sikeside Primary School Sikeside Street Coatbridge ML5 4QH NL83 Carnbroe Primary School Kirkton Crescent Coatbridge ML5 4TP NL84 St Mary’s Primary School Hozier Street Coatbridge ML5 4BA NL85 Kirkshaws Primary School Old Monkland Road Coatbridge ML5 5EJ NL86 Calder Parish Church Hall Bute Street Coatbridge ML5 4HF NL87 The Shawhead Centre Berwick Street Coatbridge ML5 4NH Ward 12 – Airdrie South Polling District Polling Place NL88 and NL95 All Saints and Rochsolloch Primary Schools Bellsdyke Road Airdrie ML6 9DU Page 125 of 380
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NL89 and NL97 Calderbank Primary School Main Street Calderbank ML6 9SG NL90 and 92 Chapelhall Primary and St Aloysius Primary Schools 1 Honeywell Crescent Chapelhall ML6 8XW NL91 and NL96 St Dominic’s Primary School Petersburn Road Airdrie ML6 8DX NL93 and NL94 Hilltop Primary School Petersburn Road Airdrie ML6 8BH Ward 13 – Fortissat Polling District Polling Place NL98 Bonkle Church Hall Church Road Newmains ML6 9QG NL99a and NL102 Allanton Church Hall Allanton Road Allanton ML7 5DF NL99b Morningside Primary School School Road Morningside, Wishaw ML2 9QW NL100 Stane Primary School Torbothie Road Shotts ML7 5JJ NL101 Dykehead Primary School Easter Road Shotts ML7 4AS NL103 and NL106 Salsburgh Community Centre Main Street Salsburgh ML7 4LS NL104 Community Education Centre Victoria Street Harthill ML7 5QE NL105 Benhar Evangelical Church Covenanter Road Harthill ML7 5PB Page 126 of 380
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Ward 14 – Thorniewood Polling District Polling Place NL109 Aitkenhead Primary School Lincoln Avenue Tannochside G71 5QZ NL110 and NL113 Tannochside Primary School Douglas Street Tannochside G71 5RH NL112 John Paul II Primary School Laburnum Road Viewpark G71 5DG NL114 Burnhead Community Centre Burnhead Street Viewpark G71 5AT Ward 15 – Bellshill Polling District Polling Place NL111 Fallside School Sanderson Avenue Viewpark G71 6JZ NL115 Bellshill Cultural Centre John Street Bellshill ML4 1RJ NL116 Noble Primary School Shirrel Avenue Bellshill ML4 1JR NL117 Lawmuir Primary School Footfield Road Bellshill ML4 2BY Page 127 of 380
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Ward 16 – Mossend and Holytown Polling District Polling Place NL118 Holytown Primary School Willow Grove Holytown ML1 4SB NL119 Holytown Community Education Centre Stevenston Street Holytown ML1 4RG NL120 Mossend Primary School Calder Road Mossend ML4 2RH NL121 and NL123 Bellshill Cultural Centre John Street Bellshill ML4 1RJ NL122 New Stevenston Community Hall Jerviston Street New Stevenston ML1 4JS Ward 17 – Motherwell West Polling District Polling Place NL124 Dalziel High School Crawford Street Motherwell ML1 3AG NL125 Ailsa Nursery Centre The Loaning Motherwell ML1 3NQ NL126 Braidhurst High School Dalriada Crescent Motherwell, ML1 3XF NL127 Pat Cullinan Centre Logans Road Motherwell ML1 3PB Page 128 of 380
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Ward 18 – Motherwell North Polling District Polling Place NL128, NL139 and NL140 Keir Hardie Memorial Primary School Brannock Road Newarthill ML1 5DU NL129 and NL138 Newarthill Primary School High Street Newarthill ML1 5JU NL130 and NL133 Muir Street Primary School Parkneuk Street Motherwell ML1 1BY NL131 and NL132 Jerviston Community Centre Coalhall Avenue Motherwell ML1 4BJ NL134 John McCormack Community Centre Motherwell Road Carfin ML1 4EB NL135 and NL137 New Stevenston Community Hall Jerviston Street New Stevenston ML1 4JS NL136 Our Lady and St. Francis Primary School Newarthill Road Carfin ML1 5AL Ward 19 – Motherwell South East and Ravenscraig Polling District Polling Place NL141, NL152 and NL153 John McCormack Community Centre Motherwell Road Carfin ML1 4EB NL142, NL144, NL145 and NL146 Berryhill Primary School Hillcrest Avenue Wishaw ML2 7RB NL143 Jim Foley Community Centre John Street Wishaw ML2 7TG NL147 Glencairn Primary School Glencairn Street Motherwell ML1 1TT Page 129 of 380
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NL148, NL149 and NL151 Knowetop Primary School Knowetop Avenue Motherwell ML1 2AG NL150 Muirhouse Primary School 66 Barons Road Motherwell ML1 2NB Ward 20 – Murdostoun Polling District Polling Place NL154 and NL156 St. Brigid’s Primary School Newton Drive Newmains ML2 9DE NL155, NL157 and NL162 Cleland Primary School 26 Main Street Cleland ML1 5QN NL158 and NL171 Carrick Hall Carrick Crescent Wishaw ML2 7JP NL159 and NL161 St. Aidan’s Primary School Coltness Road Wishaw ML2 7EY NL160 Cambusnethan Primary School Branchal Road Wishaw ML2 8PD Ward 21 – Wishaw Polling District Polling Place NL163 Pather Community Centre Caledonian Road Wishaw ML2 0HZ NL164 Wishaw Academy/St. Ignatius Primary School Lochpark Wishaw ML2 7EB NL165 Muirhouse Primary School 66 Barons Road Motherwell ML1 2NB NL166 Gowkthrapple Community Centre Off Birkshaw Brae Wishaw ML2 0ND Page 130 of 380
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NL167 Thornlie Primary School Lomond Drive Wishaw ML2 0JR NL168 Netherton Community Centre Netherton Road Wishaw ML2 0EQ NL169 Overtown Community Centre Main Street Overtown ML2 0QF NL170 Waterloo Memorial Hall Wishaw Road Waterloo ML2 8EW Page 131 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/JC Date 28/09/23 Towards a Fairer North Lanarkshire – Tackling Poverty Strategy 2023 - 2026 From Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integrated Practice) E-mail gordonal@northlan.gov.uk Telephone 01698 332001 Executive Summary Despite recent positive news on wage growth, the legacy of the global pandemic, ongoing cost-of-living crisis and high levels of deprivation, continue to acutely affect inequality and poverty in North Lanarkshire, impacting the most vulnerable in North Lanarkshire’s communities. Against this landscape our refreshed ‘Towards a Fairer North Lanarkshire’ Tackling - Poverty Strategy for 2023-2026, sets out our ambition to continue to tackle poverty and child poverty, building on our previous actions and the positive foundations achieved through the previous strategy for 2020-2023. The new and refreshed Tackling Poverty Strategy encompasses an integrated multi service approach within the Council, alongside an increased focus on working externally with all community planning partners, communities, and people with lived experience of poverty. The Tackling Poverty Strategy (a copy of which is included in this report at Appendix 1) will be a key component of the Plan for North Lanarkshire’s new Programme of Work priorities and ambitions, promoting the strengths and skills of individuals and families, increasing economic activity, and providing practical and holistic support intervening upstream wherever possible to prevent the longer-term harms associated with poverty. In addition, the Strategy encompasses the statutory requirement to prepare and publish a Local Child Poverty Action Report for North Lanarkshire for 2022/23. (Appendix 2) and reflects the ambition of the national Tackling Child Poverty Delivery Plan 2022-26 Best Start Bright Futures published by the Scottish Government in April 2022 as the second of 3 delivery plans required by the Child Poverty (Scotland) Act 2017. Recommendations It is recommended that the Policy and Strategy Committee: (1) Approve the ‘Towards a Fairer North Lanarkshire’ Tackling Poverty Strategy and its associated Action Plan as set out in Appendix 1. (2) Approve the 2022 to 2023 Local Child Poverty Action Report as set out in Appendix 2 of this report. Item 9 Page 133 of 380
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1. Background 1.1 The ‘Towards a Fairer North Lanarkshire’ Tackling Poverty Strategy 2020-2023 and its associated Action Plan was approved at the Policy and Strategy Committee Meeting on 11th June 2020. This merged four of the original Plan for North Lanarkshire programme of work priorities for action in order to ensure a better integrated approach which maximised impact and outcomes for our communities. In view of the clear link between child poverty and wider drivers of poverty across our communities the strategy encompassed the statutory requirement to prepare and publish an annual Local Child Poverty Action Report for North Lanarkshire. 1.2 Annual updates on achievements and challenges of The Tackling Poverty Strategy and the Action Plan were submitted to the Policy and Strategy Committee in September 2021 and 2022. With the conclusion of the 2020 to 2023 Towards a Fairer North Lanarkshire Tackling Poverty Strategy being submitted and approved by the Wellbeing and Tackling Poverty Committee on 5th May 2023. 1.3 Amongst the many achievements throughout the lifespan of the 2020 to 2023, Tackling Poverty Strategy: 1.3.1 We saw a reduction in the proportion of children in poverty – from 25.2% to 23.2%, against a very challenging context. Nonetheless one in four children in North Lanarkshire remain living in poverty, which is higher than the national average of one in five children. 1.3.2 The Tackling Poverty Team in partnership with services generated over £99 million in additional benefit income for the residents of North Lanarkshire during this 3-year period. This together with the £22.6 million generated via the Citizens Advice Bureaux, means that over £121 million has been generated by supporting people through the benefits system. 1.3.3 In addition, a key complementary achievement supported by investment, business support and employability initiatives is that for the first time ever the gross weekly pay for local residents is now higher than the national average – an increase of 10%. (3) Note that the Local Child Poverty Action Report 2022 to 2023 in line with statutory requirements has also be submitted to the NHS Lanarkshire Health and Population Board for approval. (4) Note that the report has also been referred to the North Lanarkshire Partnership Strategic Leadership Board for consideration. (5) Note that as part of its development process the Strategy and Local Child Poverty Action Plan have been considered and endorsed by the Wellbeing and Tackling Poverty Committee which will oversee delivery during the period of the Strategy. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Page 134 of 380
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Further notable achievements are that from our baseline of 5 employers achieving accreditation for paying the living wage, we now having 123 employers accredited. 1.4 In April 2022 the Scottish Government published its new Tackling Child Poverty Delivery Plan 2022-26, Best Start Bright Futures, as the second of 3 delivery plans required by the Child Poverty (Scotland) Act 2017. Best Start Bright Futures sets out a vision for Scotland of the changes that are needed and associated actions required by the Scottish Government and partners. Recognising both the wider determinants and levers which can impact on poverty this new delivery plan adds a focus on holistic supports to the other key drivers of anti-poverty activity: increasing income via employment; maximising income via social security benefits; and reducing the cost of living. 1.5 This holistic and integrated approach is fundamental to the Plan for North Lanarkshire and whilst maintaining strong links with other elements of the Council’s Programme of Work, Tackling Poverty will be a core strand of the ‘Resilient People’ Programme, whose principal aim is to deliver whole family support locally, when families need it, in a way that is consistent with The Promise Principles and The Tackling Poverty Strategy. This will involve an integrated approach, working with partners, to provide an earlier and more effective response to need. This includes promoting the strengths and skills of individuals and families, increasing economic activity, and providing practical and emotional support, integrating this support with the roll out of town and community hubs to maximise opportunities for community-led and strengths-based approaches. 2. Report Towards a Fairer North Lanarkshire - Tackling Poverty Strategy 2023-2026 Context - Framing the North Lanarkshire Approach 2.1 In May 2023, the Scottish Government held a cross party summit including representation from Scotland’s political parties, campaigners, public and private sector leaders and people with lived experience of poverty. 2.2 The First Minister stated that “Tackling poverty and inequality is the single biggest challenge facing Scotland and requires continued, urgent and sustained action.” 2.3 COSLA President Councillor Shona Morrison said: 2.3.1 “The initiative from the Scottish Government is a good one and one which Local Government can get fully behind. Tackling poverty is a core objective for Local Government working in partnership with the Scottish Government, the third sector and public and private sector partners. 2.3.2 "The cost- of-living crisis we are living through at present is being tackled head-on by Councils the length and breadth of Scotland and partnership working is vital to achieving positive outcomes for individuals, families and our communities across Scotland.” 2.4 The Poverty and Inequality Commission recognise the following four levers in respect of Poverty:- • work and earnings; Page 135 of 380
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• social security; • housing costs; and • costs of living. 2.5 As noted above Scottish Government’s second Child Poverty Delivery Plan – Best Start Bright Futures extend the focus to four key drivers to tackle poverty: • Income from Social Security Benefits • Income from Employment; and • Reduce the Cost of Living • Holistic Supports 2.6 In addition it sets out Scotland’s offer to families in 3 parts: • Providing the opportunities and integrated support parents need to enter, sustain and progress in work; • Maximising the support available for families to live dignified lives and meet their basic needs; and • Supporting the next generation to thrive What do we mean when we talk about Poverty? 2.7 The dictionary defines poverty simply as; “the state of being extremely poor”. This, however, does not reflect the impact of poverty on all aspects of an individual’s and family’s life. In 2020, North Lanarkshire Council adopted the Joseph Rowntree Foundation definition of poverty, as this addresses not only the lacking sufficient money aspect of poverty but goes further by defining what being “extremely poor” actually means to people. 2.7.1 “Poverty means not being able to heat your home, pay your rent, or buy the essentials for your children. It means waking up every day facing insecurity, uncertainty and impossible decisions about money. It means facing marginalisation – and even discrimination – because of your financial circumstances. The constant stress it causes can lead to problems that deprive people of the chances to play a full part in society.” North Lanarkshire Fairness Commission 2018 2.8 Whilst low income and material deprivation are issues rightly at the forefront of the poverty debate, the commission recognised that poverty should not merely considered in terms of income or material well-being alone. Importantly, it is also a matter of health and well-being. The commission highlighted that there is a complex, interlinking relationship between the factors that influence poverty therefore, these cannot be considered in isolation. Currently alongside the legacy impacts of the COVID 19 and linked to the Cost of Living Crisis, there are number of issues causing or exacerbating the effects of poverty on people in North Lanarkshire such as the national insurance increase, price increases on energy, soaring fuel and food increases and real term cuts in wages, benefits and pensions, Whilst headline inflation has recently fallen slightly, food inflation continues to impact disproportionately on the least well off in our communities. In addition there remain the impacts of reforms to the welfare system and patterns of employment and ill health though the introduction of measures like the Scottish child payment provides some counterbalance for some families. The North Lanarkshire Approach Page 136 of 380
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2.9 The new Tackling Poverty Strategy will continue the commitment to the recommendation of the North Lanarkshire Fairness Commission to not only ensure that tackling poverty has sufficient focus, but also to reflect the fact that poverty is a significant feature of Scottish society affecting many people in many different ways. 2.10 The Plan for North Lanarkshire sets out the committed to focus on the things that will significantly improve the quality of life and well-being for all our residents, but the supporting evidence base highlights that challenges remain. The Programme of Work to 2028 has been developed to ensure a heightened and more strategic focus on not only sustaining the economic and community aspects that will enable local people and communities (and the place that is North Lanarkshire) to thrive, but also on ensuring a more targeted approach to improving social, health, and economic conditions and maximising opportunities to escalate the delivery of improved outcomes for those that need it most, thus turning the vision of inclusive growth and prosperity into a reality. 2.11 The refreshed Tackling Poverty Strategy is a key component of this Programme of Work and key contributor to ensuring that our residents are offered opportunities, support, advice, and information The Strategy seeks to embody a collaborative approach to maximise effective action building on achievements to date. As outlined above, incorporating the Tackling Poverty Strategy within the Resilient People programme of work recognises the importance of a holistic approach reflected also in the addition of holistic support within the national framework set by Best Start, Bright Futures and that often the most direct, efficient and effective way of helping families is to provide responsive financial support and economic opportunities to achieve lasting change. The new Strategy will reflect this in being structured around the four key drivers of: - • Increasing income via employment; • Maximising income via social security benefits; • Reducing the cost of living; and • Holistic Supports. 2.12 Our new Tackling Poverty Strategy also continues the approach of incorporating the Local Child Poverty Action Report (Action Plan), aligning both Plans into the same lifespan from 2023 to 2026. Both the local authority and NHSL have agreed that the Local Child Poverty Action Reports should be an integral part of the overall strategy enabling also our statutory duty to report to Scottish Government on an annual basis and recognising that child poverty is integrally linked with poverty and wellbeing within the wider community. To support reporting and measuring impact amongst targeted groups the action plan will detail which “strategy/plan” each action relates to, identifying those actions that are specifically aimed at the child poverty priority groups. 2.13 The Action Plan within the Tackling Poverty Strategy details the key elements and priorities of the new Towards a Fairer North Lanarkshire – Tackling Poverty Strategy 2023 to 2026. Partnership Working and Tackling Poverty 2.14 Tackling poverty and its impact on people and communities does not fall on the shoulders of one agency or service. It is recognised that securing long term successful change requires a balance between economic and social wellbeing. The Joseph Rowntree Foundation identified that some of the consequences of poverty can include: Page 137 of 380
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2.15 A collective approach across the North Lanarkshire Partnership, Community Boards and communities informed by people with lived experience is therefore fundamental to tackling poverty and the barriers to inclusive growth by:- • unlocking the potential of people living in communities with lived experience; • breaking the cycle of poverty; and • opening up opportunities to create more equal communities. 2.16 The strategy, together with the actions identified within the Local Child Poverty Action Report 2022/23, will ensure that there is concerted collaborative work involving key partners including:- • North Lanarkshire Council; • NHS Lanarkshire; • Police Scotland; • Scottish Fire and Rescue Service; • Voluntary Action North Lanarkshire (VANL); • Department of Work & Pensions (DWP); • Scottish Social Security Agency; • New College Lanarkshire; • Skills Development Scotland; • The Community and Voluntary Sector; and • Communities and in particular those with lived experience. 2.17 The approach within North Lanarkshire is underpinned by The Fairer Scotland Duty to reduce the inequalities of outcome caused by socio-economic disadvantage. Our approach seeks to move people, families and whole communities from dependence to independence through enabling them to be part of the decisions that affect them and through our cash first approach. From a partnership perspective it also seeks to break down referral pathways built around the needs of systems rather than people which are at best confusing and at worst stigmatising. Our tackling poverty measures therefore also need to empower individuals and communities and to build on the desire of our communities to address this issue as reflected in its prioritisation in Local Outcome and Improvement Plans across our Community Board Areas. The Tackling Poverty Officers Action Group (TPOAG) remains our key vehicle for bringing statutory and community Page 138 of 380
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and voluntary sector partners together to co-ordinate and drive actions and has been critical to the development of our refreshed Strategy. Stakeholder Engagement and Consultation 2.18 The TPOAG and the Tackling Poverty Team have used different vehicles for ensuring that our residents’ voices are heard and shape our Strategy and accompanying action plan: 2.19 The Council’s Cost of Living Survey (Support and local information to help cope with rising costs), with over 4,500 online surveys completed by residents and 300 paper copies and the latter, “three questions”, has been used at all events the Tackling Poverty Team have been attending, and has included the following key questions; • How is the cost-of-living crisis affecting you? • How is the cost of living affecting others in our community? • What do you want us to do about it? 2.20 Whilst survey response will help direct our resources accordingly, these responses are traditionally from adults. In order to shape both the Tackling Poverty Strategy and the Local Child Poverty Action Report, it was also important to the Team that our children and young people’s voices were heard. The Team has therefore also engaged with a number of schools, ensuring that we had a mix of primary and secondary schools with a mix also of those within or close to our towns and others in outlying villages. 15 schools have taken part so far and the responses from the children, young people and their teachers have been extremely informative and insightful. The children and young people were given a short presentation about poverty figures in North Lanarkshire and its impacts, and then provided with post it notes to allow them to write their thoughts on this. In doing this it allowed for some anonymity in their answers. 2.21 The Tackling Poverty Officer Action Group are also continuing to work with the Community Partnership Team, to look at the role of the Community Boards and the Local Outcome Improvement Plans in supporting the engagement/lived experience strand of the strategy and how we ensure this is delivered/reported on appropriately. Key priorities within the refreshed Strategy 2.22 Towards a Fairer North Lanarkshire Tackling Poverty Strategy 2023-26 is an ambitious strategy supported by a comprehensive action plan as reflected in the attached document at Appendix 1. Areas which are new or have enhanced focus in this refreshed and updated strategy include: 2.22.1 The introduction of the fourth driver of Holistic Support to ensure a fully integrated approach as outlined above and the linkage with other key programmes such as those associated with the Promise, Whole Family Support, SAC (Scottish Attainment Challenge) and PEF (Pupil Equity Fund). 2.22.2 A new approach to lived experience and user/community engagement building on the role of our Community Boards. 2.22.3 An increased focus on engagement programmes to increase access to parental employment support, particularly for those in priority groups who are in or at risk of poverty to access and maintain opportunities for volunteering, skills development and work. Page 139 of 380
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2.22.4 Creative approaches to enhance access to service though new initiatives and joint resourcing for example growing the Welfare Advice and Health Project (WAHP) in GP practices. 3. Measures of success 3.1 North Lanarkshire Council Towards a Fairer North Lanarkshire Tackling Poverty Strategy will be delivered in a way that is consistent with the Councils’ Programme for Work – Resilient People delivering the whole family support locally when families need it, ensuring that a “no wrong door” approach is adopted across all our services, meaning that no matter where someone presents there will be a referral gateway to the services that a person or family require to help them out of poverty. 3.2 The successful delivery and outcomes of 2023- 2026 Towards a Fairer North Lanarkshire – Tackling Poverty Strategy – Action Plan. 4. Supporting documentation 4.1 Appendix 1 - Towards a fairer North Lanarkshire Tackling Poverty Strategy/Action Plan 2023/26 4.2 Appendix 2 - Local Child Poverty Action Report 2022/23 4.3 Appendix 3 - Equality Impact Assessment 4.4 Appendix 4 - Children’s Rights and Wellbeing Impact Assessment (CRWIA) Alison Gordon Chief Social Work Officer (Children, Families, Justice & Integrated Practice) Page 140 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ The Tackling Poverty Strategy brings together work across the Council to ensure effective co-ordination and will encompass the statutory requirement of the Local Child Poverty Action Report. As such, and in particular given its broad focus on tackling poverty, empowerment and reducing barriers, in particular for priority groups, it is closely aligned with and supports the council in its Fairer Scotland Duty and the addressing of structural inequalities. As some protected groups such as people with disability are more likely than others to face poverty the strategy is also relevant to the Public Sector Equality Duty. 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 been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Strategy will be delivered within the available resources of the Council including specific additional funding provided by the UK/SG to tackle financial insecurity, cost of living crisis and fuel poverty via the Local Authority Covid Economic Recovery Fund and other funds provided to the Council including resource in kind or financial contributions through partners to support key activities. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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 been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Towards a Fairer North Lanarkshire - Tackling Poverty Strategy responds appropriately to all partner’s responsibilities and duties under the Child Poverty (Scotland) Act 2017. Page 141 of 380
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A Tackling Poverty Communication’s Subgroup oversees the communications activities of the Tackling Poverty Strategy 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? Tackling Poverty has been identified as a Corporate Risk, with the Head of Education & Families - Integrative Practice (CSWO) as the risk lead. Towards a Fairer North Lanarkshire - Tackling Poverty Strategy sets out a planned approach which seeks to eliminate poverty or make very significant reductions in the level of poverty resulting in benefit to the residents and including improvement in the overall level of health and wellbeing of communities. 5.10 Armed Forces Covenant Duty Page 142 of 380
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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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). In North Lanarkshire we recognise that tackling poverty and inequality does not fall to one Service, or one Sector, we must therefore work together to use our resources effectively and efficiently to ensure that all our communities have access to opportunities that will lead to better outcomes for people in terms of employment, wellbeing and inclusive growth. This CRWIA was undertaken alongside an Equalities Impact Assessment. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 143 of 380
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Appendix 1 “Towards A Fairer North Lanarkshire” Tackling Poverty Strategy 2023 - 2026 Page 144 of 380
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Document control Title Toward A Fairer North Lanarkshire – The Tackling Poverty Strategy Document status (final or draft version) Draft Owner Alison Gordon e-mail address gordonal@northlan.gov.uk Governance group Tackling Poverty Officers Action Group Author John Campbell e-mail address campbelljohn@northlan.gov.uk Revision history Number Originator Date Revision description / record of change 1.0 AGC 08June2023 First draft 2.0 AGC 05July2023 Second draft (added financial education on 12th July 2023) 3.0 Writers group 14July2023 Third draft -editing / updating 3.1 AGC 24th July 2023 Survey questions included Document approvals Number Governance group Date approval granted Date approval to be requested (if document still draft) 1.0 2.0 Consultation record (for most recent update) Status of document consulted upon Stakeholders consulted / date Foreword Page 145 of 380
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In North Lanarkshire we recognise that all sectors and agencies must come together to tackle poverty, this Strategy not only reflects the commitment from each sector but also the voices of our residents, which will shape service delivery across our communi�es. Tackling Poverty Strategy Foreword 2023 to 2026 North Lanarkshire’s Tackling Poverty Strategy 2020-23 reflected a concerted commitment across the Community Planning Partnership to drive inclusive growth and achieve prosperity for the people and communi�es of North Lanarkshire. We wanted to ensure that North Lanarkshire will be the place where everyone has equality of opportunity, a place where individuals and communi�es are poverty free. During the three-year period the council and its partners were able to meet a number of ac�ons, however, the impact of Covid cannot be ignored in achieving the goals we set out at the beginning of 2020. The Council and its partners had to react quickly to the pandemic and the impact this had on our communi�es and ci�zens, this means that some ac�ons in the Strategy had to be re-thought with some being delivered quicker than previously expected and others having to be reconsidered. The global pandemic, a cost-of-living crisis and high levels of deprivation, con�nues to acutely affect inequality and poverty in North Lanarkshire, impac�ng the most vulnerable in North Lanarkshire’s communi�es. Against this landscape we now bring a refreshed Tackling Poverty Strategy for 2023-2026, which sets out our ambi�on to tackle poverty and child poverty, building on our previous plans in this area which have been progressed despite the pandemic. Our refreshed Tackling Poverty Strategy encompasses an integrated mul� service approach within the Council, alongside an increased focus on working externally with all community planning partners, communi�es, and people with lived experience of poverty. A new programme of work was agreed by the council which sets out projects and activity that goes much further, moves faster and in a more joined-up way to improve health and wellbeing and impact on regeneration, the economy, and communities.” However, with one in four children in North Lanarkshire living in poverty, we cannot be complacent and while there are significant improvements, considerable challenges remain and it’s vital that we continue to work with partners to address the unacceptably high levels of child poverty, deprivation, and inequality in North Lanarkshire. Councillor Jim Logue Leader of North Lanarkshire Council Following the Council Elec�ons in 2022, North Lanarkshire Council created its very first Wellbeing and Tackling Poverty Commitee to oversee and direct the Councils Towards a Fairer North Lanarkshire Tackling Poverty Page 146 of 380
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Strategy 2020 to 2023, the development of the new Tackling Poverty Strategy 2023 to 2026 and the produc�on of the annual Local Child Poverty Ac�on Report in partnership with NHS Lanarkshire. As the Convener of the new Wellbeing and Tackling Poverty Commitee, I am delighted to endorse the achievements of the Towards a Fairer North Lanarkshire Tackling Poverty Strategy 2020 to 2023 and the Local Child Poverty Ac�on Report 2022. Our new Towards a Fairer North Lanarkshire Tackling Poverty Strategy 2023 to 2026, sets out our overarching approach to tackling poverty in our communi�es, with the Ac�on Plan providing the detail as to how the partners will do this. The Strategy will work in conjunc�on with the Local Child Poverty Ac�on Report which will provide supports to children and young people. The Strategy and Ac�on Plan iden�fy work being done and being planned under the drivers to tackle poverty; increase income via employability, reduce the cost of living, increase income via social security benefits and new to this strategy, holis�c supports. The Wellbeing and Tackling Poverty Commitee will strive to ensure that the aims and objec�ves of the Strategy/Ac�on Plan are met and address the challenges that our residents, Council Services, the third sector and other partners over the next 3 years. Wellbeing and Tackling Poverty Commitee – Convener Councillor Geraldine Woods This is the second North Lanarkshire Tackling Poverty Strategy to be produced. The Strategy reflects our commitment to ensuring equity of opportunity for all of our residents. Page 147 of 380
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Significant progress has been achieved against the ambi�ons of the first Tackling Poverty Strategy, to make North Lanarkshire the place to Live, Learn, Work Invest and Visit. Progress made has focussed on both developing North Lanarkshire as a place and on improving the individual lives of North Lanarkshire’s people. Achievements to date have been pivotal in maximising the poten�al of North Lanarkshire as a place to improve the condi�ons within which residents live. Expanding the provision of high quality housing, crea�ng mul�purpose community hubs that support a much wider integrated service offering in the heart of the local community (and bring educa�on together with other local services, local businesses, and partnership organisa�ons), transforma�ons to town centres, enhancements to ac�ve green spaces to bring physical and mental health benefits, and atrac�ng investment to expand employment opportuni�es have been a catalyst to beter suppor�ng improved economic and community outcomes and improving the quality of life for all. In terms of improving individual lives, recent successes include an increase in posi�ve des�na�ons for young people leaving school, an increase in gross weekly pay for residents, a reduc�on in school exclusion rates, and a reduc�on in the number of people claiming employment related benefits. These successes, delivered against a backdrop of high levels of depriva�on, a cost-of-living crisis and during a global pandemic, have led to more sustained posi�ve outcomes for children, communi�es, and the economy across North Lanarkshire, transforming lives and prospects. The Plan for North Lanarkshire sets out the commited to focus on the things that will significantly improve the quality of life and well-being for all our residents, but the suppor�ng evidence base highlights that challenges remain. A Programme of Work to 2028 has therefore been developed to ensure a heightened and more strategic focus on not only sustaining the economic and community aspects that will enable local people and communi�es (and the place that is North Lanarkshire) to thrive, but also on ensuring a more targeted approach to improving social, health, and economic condi�ons and maximising opportuni�es to escalate the delivery of improved outcomes for those that need it most, thus turning the vision of inclusive growth and prosperity into a reality. This refreshed Tackling Poverty Strategy is a key area of ac�vity in the Programme of Work and a major step in ensuring that our residents are offered opportuni�es, support, advice, and informa�on that will address the drivers of poverty through: - Increasing income via employment; Maximising income via social security benefits; Reducing the cost of living; and Holistic Support Our community planning partners, and voluntary and community sector colleagues are commited to tackling poverty and inequality and our ac�on plan sets out our approach to this. The close involvement of our communi�es in shaping our approach will ensure that we are mee�ng the differing needs in all of the communi�es of North Lanarkshire. Des Murray Chief Execu�ve – North Lanarkshire Council Page 148 of 380
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Suppor�ng The Strategy NHS Lanarkshire welcomes this strategy and recognises the important role it plays in tackling poverty within our communi�es. The impact of poverty and the cost of living crisis is well documented and is evident within our communi�es. Rising inequali�es also con�nue to prove a challenge. A recent popula�on health impact assessment on the rising cost of living crisis in Scotland, conducted by Public Health Scotland, noted several ways in which rising costs and poverty can affect health including; living in damp homes, worsening of mental health issues and being unable to afford a nutri�ous and varied diet. NHS Lanarkshire plays a par�cular role in tackling poverty, in part, simply by exis�ng to provide care for everyone, free at the point of use. It also has a role as an ‘anchor organisa�on’ within communi�es, offering accessible employment and opportuni�es around economic s�mula�on. However, the partnership ac�vity that is documented in this plan has shown to be the most effec�ve way to meet the challenges facing individuals and families. By ensuring that the services our communi�es use are equipped to recognise when people and struggling and enabling referrals and support to be put in place, jointly we aim to prevent poor health and stop health inequali�es from worsening. Professor S. Josephine Pravinkumar Director of Public Health and Health Policy Voluntary Ac�on North Lanarkshire (VANL) and the wider community and voluntary sector (CVS) welcome North Lanarkshire’s updated Poverty Strategy, which sets out the ways in which different sectors – public, business and CVS - are working together across North Lanarkshire to tackle the complex mix of social and economic factors which cause poverty in our communi�es. Given the challenge of poverty con�nues to nega�vely affect the wellbeing and life chances of many local people - with one in four children in North Lanarkshire living in poverty – successful implementation of this strategy is essential, and the CVS play a key role in this ambition. There are over 850 unique CVS organisa�ons in North Lanarkshire ranging from small, volunteer-led community groups to chari�es and social enterprises of all sizes with many providing wide-ranging and vital support to people experiencing or at risk of poverty. VANL and the CVS also work together and with our statutory partners to provide informa�on on sources of support for people experiencing or at risk of poverty – for example by encouraging use of “ALISS” – A Local Informa�on System for Scotland and help raise public awareness and understanding of the scale, causes and impact of poverty and links between poverty and ac�vi�es to support community wealth building, health, and wellbeing. VANL and the CVS reaffirm our commitment to help tackle poverty, working in partnership with colleagues in North Lanarkshire Council and NHS Lanarkshire. Maddy Halliday Chief Execu�ve Officer Voluntary Ac�on North Lanarkshire Page 149 of 380
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Contents Page No Title Execu�ve Summary Introduc�on Our Ambi�on – A Fairer North Lanarkshire Resilient People Purpose of the Strategy The North Lanarkshire Profile Talking About What Poverty Means The Three Questions Suppor�ng People – Our Achievements and Challenges The Impact of Covid 19 Covid Recovery The Drivers of Tackling Poverty Increase Income Via Employment Reduce the Cost of Living Affordable Credit Informing Our Residents Advising and Assisting Providing Free Period Products Helping to Quit Your Way Promoting Travel For Under 22s Reducing Fuel Poverty Affordable Homes Income Via Social Security Benefits How Will We Do This NHS Lanarkshire The Third Sector Holistic Supports Whole Family Support North Lanarkshire Alcohol & Drug Partnership Justice Services Financial Education in North Lanarkshire How Will We Know We Are Making A Difference Ac�on Plan Appendix One – North Lanarkshire Profile Appendix Two – Cost of Living Survey Ques�ons Appendix Three – North Lanarkshire Poverty Premium Page 151 of 380
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Execu�ve Summary The long-term plan for North Lanarkshire is for inclusive growth and prosperity for all, by tackling poverty in our communi�es we will ensure we are working Toward a Fairer North Lanarkshire. In North Lanarkshire we recognise that tackling poverty and inequality does not fall to one Service, or one Sector, we must therefore work together to use our resources effec�vely and efficiently to ensure that all our communi�es have access to opportuni�es that will lead to beter outcomes for people in terms of employment, wellbeing and inclusive growth. This second strategy has been developed in partnership with the Tackling Poverty Officers Ac�on Group – a group with members from the Council, NHS Lanarkshire and the Third Sector, and will assist in delivering key priori�es within The Plan for North Lanarkshire and NHS Lanarkshire's developing healthcare strategy "Our Health Together". In the life�me of the first strategy, we saw a reduc�on in the propor�on of children in poverty – from 25.2% to 23.2%, this however, remains a concern as one in four children in North Lanarkshire are living in poverty, which is higher than the na�onal average of one in five children. This three year Strategy will set out our overarching approach to tackling poverty in our communi�es, with the Ac�on Plan providing the detail as to how the partners will do this. The Strategy will work in conjunc�on with the Local Child Poverty Ac�on Report which will provide supports to children and young people. The Strategy and Ac�on Plan iden�fy work being done and being planned under the drivers to tackle poverty; increase income via employability, reduce the cost of living, increase income via social security benefits and new to this strategy, holis�c supports. The Programme of Work under the Plan for North Lanarkshire, embraces this approach via the Resilient People Programme, the aim of which is to deliver whole family support locally, when families need it, in a way that is consistent with the principles of The Promise and this Tackling Poverty Strategy. Recognising the impact the cost of living crisis is having on our communi�es, the Community Boards have iden�fied tackling poverty as a priority within their Local Outcome Improvement Plans, the work we and our Partners are commited to doing within the Ac�on Plan together with the newly developed programmes within the Programme of Work will support and enhance our communi�es and help us work Toward a Fairer North Lanarkshire. Page 152 of 380
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Introduc�on Tackling poverty and inequality is the single biggest challenge facing Scotland and requires con�nued, urgent and sustained ac�on. Tackling poverty is a core objec�ve for Local Government working in partnership with the Sco�sh Government, the third sector and public and private sector partners. Whilst low income and material depriva�on are issues rightly at the forefront of the poverty debate, the strategy recognises that poverty should not merely be considered in terms of income or material well-being alone. Importantly, it is also a mater of health and well-being. There is a complex, interlinking rela�onship between the factors that influence poverty therefore, these cannot be considered in isola�on. The 2023-26 strategy has been created against a backdrop of recovery from the pandemic, the cost of living crisis and a number of issues causing or exacerba�ng the effects of poverty on people in North Lanarkshire. Issues such as; Na�onal Insurance increase, price increases on energy, fuel and food increases, real term cuts in wages and welfare reforms con�nue to acutely affect inequality and poverty. Together with other economic factors, this will impact the most vulnerable in North Lanarkshire’s communi�es. Tackling poverty and its impact on people and communi�es does not fall on the shoulders of one agency or service. This Strategy, together with the ac�ons iden�fied within the Local Child Poverty Ac�on Report 2022- 2023, will ensure that there is concerted collabora�ve work involving key partners including: North Lanarkshire Council; NHS Lanarkshire; Police Scotland; Scottish Fire and Rescue Service; Voluntary Action North Lanarkshire (VANL) and the Community and Voluntary Sector (CVS); New College Lanarkshire; Skills Development Scotland; Scottish Enterprise; Job Centre Plus; Communities and in particular those with lived experience A collabora�ve approach is required across North Lanarkshire to secure real ac�on on the biggest issues facing our people, council and our local economy and is at the heart of a fully integrated delivery plan. “Can only afford to exist, not live. Can't treat my kids to days out/ treats like we could before or social events like going out with friends etc” “There’s nothing left after bills are paid. Working to pay bills and nothing else” Page 153 of 380
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Our Ambi�on – A Fairer North Lanarkshire The Tackling Poverty Strategy has its roots within the Plan for North Lanarkshire, there has been significant and far-reaching progress achieved against the ambi�on to make North Lanarkshire The place to Live, Learn, Work, Invest and Visit. The Plan for North Lanarkshire sets the strategy direc�on not just for the council and partners, but for North Lanarkshire as a place. It outlines the shared ambi�on to make North Lanarkshire the place to Live, Learn, Work, Invest and Visit. The long-term vision in The Plan for North Lanarkshire provides a very clear focus and compelling narra�ve in terms of what the council is working toward, it has been shaped by the local demographic, social and economic profile which is informed by the 28 Health Check Indicators. The vision of inclusive growth and prosperity for all aims to bring equal benefits to all North Lanarkshire’s communi�es and ensure a fairer distribu�on of wealth. Improving outcomes within North Lanarkshire cannot be achieved by delivering single programmes or projects, or by organisa�ons working alone, rather they require many overlapping factors interac�ng together. To maintain the focus on the long-term vision, while ensuring a more integrated and holis�c suite of services and supports in a con�nuously challenging and complex landscape, a new approach to strategic planning has been developed. This approach seeks to sustain the successful strategies from the Programme of Work to date, while tackling the many challenges that remain by further evolving and re-envisioning the councils’ policy direc�on in order to turn the vision for inclusive growth and prosperity for all into reality. The new programme of work will enhance the scale, impact and coherence of all work areas. The newly developed programmes are interdependent; the outcomes delivered within each will support and enhance all the others. Page 154 of 380
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Resilient People The principal aim of resilient people is to deliver whole family support locally, when families need it, in a way that is consistent with the principles of The Promise and the Tackling Poverty Strategy. The aim is to provide an integrated whole council approach, working with partners to provide an earlier and more effec�ve response to need, that includes promo�ng the strengths and skills of individuals and families, improving economic ac�vity as well as providing prac�cal and emo�onal support. Through this, children, young people and their parents/carers will have increased resilience and ambi�on. O�en the most direct, efficient and effec�ve way of helping families to provide responsive financial support and economic opportuni�es to achieve las�ng change. Resilient People will integrate family support with the roll out of community hubs to provide financial, prac�cal, emo�onal and economic opportuni�es including volunteering, to reduce and tackle inequali�es. Resilient People will ensure that there is a No Wrong Door approach to tackling poverty and inequality across all our community. Page 155 of 380
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Purpose of the Strategy The Tackling Poverty Strategy will establish an approach that will ensure that the Council’s vision of inclusive growth and prosperity for all is achieved. It is recognised that securing long term successful change requires a balance between economic and social wellbeing. The Joseph Rowntree Founda�on iden�fied that some of the consequences of poverty are: health problems; housing problems; being a victim or a perpetrator of crime; drug or alcohol problems; lower educational achievement; poverty itself - poverty in childhood increases the risk of unemployment and low pay in adulthood and lower savings later in life; homelessness; teenage parenthood; relationship and family problems; and biological effects – poverty early in a child’s life can have a harmful effect on brain development. A collec�ve approach across the Community Planning Partnership, Community Boards and communi�es informed by people with lived experience is therefore needed to tackle the barriers to inclusive growth by: unlocking the potential of people living in communities with lived experience; breaking the cycle of poverty; and opening opportunities to create more equal communities. The approach ensures there is a focus on building on the strengths of individuals and families to improve outcomes for children and their parents, it requires to move people, families and whole communi�es from dependence to independence through enabling them to be part of the decisions that affect them. Families will receive the right support when they ask for it and receive it in their own local community. The approach will break down referral pathways built around the needs of systems rather than people which are at best confusing and at worst s�gma�sing. Addressing challenges through integrated solu�ons, rather than through fragmented approaches that meet one goal at the expense of another supports sustainable empowered communi�es. Tackling poverty measures must therefore follow this same route. Statutory services, the third sector and the community must come together to tackle this issue. Page 156 of 380
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The North Lanarkshire Poverty Profile Within North Lanarkshire there are s�ll unacceptably high levels of depriva�on and child poverty and clear areas of inequity and inequality. As a result, there are varying levels of social exclusion across our diverse communi�es of place and interest. North Lanarkshire is the fourth largest authority area within Scotland, with a popula�on of 341,400. It is situated in the heart of Scotland with connec�vity to the rest of Scotland, the UK and the world. As the fi�h most densely populated council area, North Lanarkshire is divided into 21 wards which are represented by 77 elected members. Historically, the local authority has experienced higher than average levels of deprivation. The Scottish Index of Multiple Deprivation (SIMD) 2020 identified across North Lanarkshire 50,897 people are income deprived, equating to 15% of the population. The Scottish average is 12%. Around 22,426 of the 50,897 income deprived people mentioned above, live in neighbourhoods, spread across North Lanarkshire, that are not classed within the 20% most deprived. Income deprivation is defined as those of working age (and their dependants) who are on low incomes. North Lanarkshire remains 6th in terms of its share of datazones in the 20% most deprived in Scotland, sitting behind; Inverclyde, Glasgow, North Ayrshire, West Dunbartonshire and Dundee. North Lanarkshire has five datazones within the 1% most deprived areas of Scotland. This strategy will ensure resources are directed to these areas as a priority. Approximately 2.1% of North Lanarkshire’s popula�on are people from Black or minority ethnic groups. 828 people use Bri�sh Sign Language at Home and 6,678 use a language other than English. Our popula�on is ge�ng older with the over 65 age group set to increase by over 11,000 by 2026. Those in BME groups are more likely to experience higher rates of unemployment. The Fairer Scotland Duty places a legal responsibility on us to ac�vely consider how we can reduce inequali�es of outcome caused by socio-economic disadvantage, when making strategic decisions. We know that poverty is experienced disproportionately by particular groups of people: Older women are more likely to be poor. In 2015-18, after housing costs are accounted for, 24% of children, 20% of working age adults and 15% of pensioners in Scotland were living in relative poverty. Disabled people are more likely to live in poverty. In 2015-18, the poverty rate after housing costs for people in families with a disabled person was 24%. This compares with 17% of people in a family without a disabled person who were in poverty. Disabled people are twice as likely to be out of work and earn less than non- disabled people o Women are more likely to live in poverty. o 90% of lone parents are women o More likely to work part time in low wage jobs o Greater impact from Welfare reform o In 2016 to 2017 women earned on average £1.90 an hour less than me Page 157 of 380
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Note: Many of the statistics under economy were taken from the 2011 Census. We will look closely at the unemployment rates when the 2021 Census Results are available. People from minority ethnic (non-white) groups were more likely to be in poverty, both after and before housing costs, compared to those from the 'White - British' group. After housing costs 38% of people from 'Mixed, Black, Black British and Other' ethnic groups and 34% of 'Asian or Asian British' ethnic groups were in relative poverty after housing costs. In comparison 18% of 'White British' people were in relative poverty. Gay men are more likely to experience poverty than heterosexual men. Muslims most likely to be living in poverty. In 2015-18, 41% of people who identified their religion as Muslim were living in poverty after housing costs. We must ensure that all groups within our communities particularly those who are disproportionately affected by poverty have equal access all of the services and initiatives outlined in our tackling poverty strategy. A profile of North Lanarkshire is set out in Appendix 1. Page 158 of 380
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Talking About Poverty and What It Means “Poverty means not being able to heat your home, pay your rent, or buy the essentials for your children, it means waking up every day facing insecurity, uncertainty and impossible decisions about money. It means marginalisation – and even discrimination – because of your financial circumstances. The constant stress it causes can lead to problems that deprive people of the chances to play a full part in society.” In addi�on to the facts and figures about North Lanarkshire, it is important that we dig much deeper and con�nue to listen and learn from the lived experience of the people living in poverty in our communi�es. In the previous strategy a survey was carried out asking people “what makes life more difficult for you financially?”. Following the impact of the covid 19 pandemic and in the middle of the cost of living crisis, the survey was carried out again, asking the same ques�ons. The council developed and re-issued the survey in March 2023. Both an online and paper version asked what makes life financially difficult for the people of North Lanarkshire. The results have helped shape and inform this Tackling Poverty Strategy and our response to addressing poverty. The survey went live on 15th March 2023. It was published on the NLC consulta�on page of our website, adver�sed on social media and sent by text message to parents and carers. NHSL, One Parent Families Scotland, Routes to Work, Voluntary Ac�on North Lanarkshire and North Lanarkshire Advice Network partners disseminated the survey via their own pla�orms. Paper surveys were supplied to those who could not access the online version and in par�cular to English for Speakers of Other Languages (ESOL) groups. This was useful in reaching those within our communi�es who otherwise may not have their views represented. A total of 3,369 responses were prepared for analysis, with a representa�on from all Community Board Areas. Page 159 of 380
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Broad themes were immediately apparent. 23% of respondents reported that they were not aware of what benefits to claim. In addi�on, comments from respondents informed us that they were employed but just missed out on benefits or were unable to survive even though they were fully employed. “Benefits are too complicated to apply for” “Everything cos�ng more, have 2 wages coming into the house but finding we have no disposable income when bills are paid” “I work a 60-hour week and have had to opt out of pension contribu�ons because I can’t afford them and hea�ng/ea�ng at the same �me” This led us to plan a campaign for Summer 2023 to encourage those who were employed to seek advice to check their en�tlement to Universal Credit, par�cularly considering recent changes widening en�tlement to the benefit. You asked: We did: Improved information on benefit entitlement Universal Credit Campaign (summer 2023) When looking at reducing the cost of living 43% of respondents reported that repaying debts contributed to their financial difficul�es – 20% also reported high interest debt repayments were an issue. This will inform our work around affordable credit and forming closer links with local credit unions. “Ge�ng into further debt to simply afford basics because minimum repayments are so high there’s nothing le� to buy necessi�es/pay bills” “Debt is a real issue – overwhelming” Childcare remains a barrier to employment with a third of respondents repor�ng that childcare is not affordable, while 22% found childcare did not meet their needs. “Better provision for free after school care for full time working parents. My childcare costs last year were £10,000 with one child in full time childcare and another in school and having to be collected by after school care. This does not encourage people to go out and work” “Small age children in school hours limit work ability, must be available to care for needs, sick days, drop off and pick up times” The Parental Employability Support Fund (PESF) helps parents with support in sourcing child care and can even pay child care costs for the first few weeks to remove what can often be an insurmountable barrier for parents looking to make the transition to employment or training. Promotion of PESF to those in the seven priority groups is key in helping people into employment. You asked: We did: Help with Child Care Promotion of Parental Employability Fund Page 160 of 380
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When asked if they thought their situa�on will get beter or worse, 57% thought it would worsen – yet only 24% of people have asked for help with their financial difficul�es. Comments gave insight into how people want to be able to access advice. We will concentrate our efforts on a place-based approach delivery of advice within the heart of our communi�es. “was directed to help but too overwhelming to try to do anything myself” “provide different methods of accessing advice e.g. libraries, one stop shops, community centres or credit unions” You asked: We Did: More advice and assistance • Cost of Living Telephone freephone telephone • Newmains HUB advice clinic in the heart of the community • Partners funded to provide advice including outreach advice clinics in lowest SIMD neighbourhoods The informa�on from the Survey will con�nue to be further scru�nised to give more detailed informa�on and iden�fy trends and themes. This will be invaluable in guiding our approach through the life�me of the Strategy. (full results of the survey are available at appendix 2) The Three Ques�ons The Tackling Poverty Team have embarked on a communica�ons programme called “The Three Ques�ons” across all our communi�es, this will be a con�nuous programme which will become the heartbeat of our Strategy, shaping and underpinning everything we are doing across the local authority. The “Three Ques�ons” have been shaped around the cost of living crisis, we simply ask; “How is the cost of living impac�ng you?” “How is the cost of living impac�ng others in the community?” “What would you like us to do about it?” Posters together with post it notes have been taken out to community events, schools, supermarkets, libraries, sheltered housing complexes, hospitals – anywhere we can meet members of the public. The post it notes were introduced to avoid s�gma�sing anyone who wanted to have their voice heard but did not want to speak out, but welfare rights officers and debt advisors are also on hand, not just to provide advice but take note of comments anyone wishes to make. The format used has proven to be very successful in giving a voice to all sectors of our community from primary school children to older people. Page 161 of 380
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The Three Ques�ons have been taken to schools, both Primary and Secondary, as it is important that our children and young people’s voices are heard in the shaping of our Strategy. The young people gave an insight into how the cost of living crisis is affec�ng them and their families, together with what they would like to be done around this. When asked how the cost of living affected them, the impact on socialising was a major issue for the children and young people, whilst 21% stated that they could no longer afford a�er school ac�vi�es and socialising with friends, 56% stated that they could no longer play their consoles, charge their phones as much, all forms of socialising for younger people. The children and young people told us that the cost of living crisis was having an impact in their home and on themselves; “Buying things causes arguments in my house” “I get anxious when I go to the shop to buy food. My dad is off work and is on sick pay. In the next couple of months he will be on half pay and im worried how we will be able to afford things” “my mum panics about money now” “I am poor now” When asked what the children and young people wanted us to do about it, the top two answers from the children and young people were: Free School Meals for everyone and financial educa�on. The children and young people expressed that they wanted to learn about money “make everyone feel equal and understand 45% 21% 11% 10% 10% 3% Unable to charge my phone/ games as often as I did Unable to afford out of school activities/ socialising… Can't play on my consoles so much I am unable to afford driving lessons Less time watching TV Less or no money to buy things for the house How does cost of living affect you - activities A number of responses from the community were in rela�on to not being eligible for the government’s fuel poverty payment as they “just missed out” due to their income. As a result of this the Councils’ response to fuel poverty was to create a fund targeted at those who were on low income but not receiving means tested benefits. Page 162 of 380
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more about poverty and money….learn about money, how to pay bills, budgeting and money management”. (further details – Holistic Supports) The Tackling Poverty Ac�on Plan will reflect the steps that the Council and its Partners are taking to meet the needs of our children and young people. The Three Ques�ons will con�nue to inform the Tackling Poverty Ac�on Plan and will promote discussions across Services and Sectors at how we best deliver services to our communi�es. Page 163 of 380
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Suppor�ng People – Our Achievements and Challenges Achievements Throughout the life�me of 2020-23 Tackling Poverty Strategy there have been some significant achievements made, the Tackling Poverty Team, Housing Solu�ons and Social Work Services generated over £99 million in addi�onal benefit income for the residents of North Lanarkshire during this 3-year period. This together with the £22.6 million generated via Ci�zens Advice Bureaux, means that over £121 million has been generated by suppor�ng people through the benefit system. The establishment of a Wellbeing and Tackling Poverty Committee in North Lanarkshire was a clear indication of the Councils’ commitment to the Strategy and working toward a fairer North Lanarkshire for everyone in our communities. Net migration to North Lanarkshire has picked up again after a small dip in the trend and projections. Estimates predict that North Lanarkshire’s population will grow and remain favourable up to 2028. Recent figures show the local economy continues to grow, reflecting a positive position in North Lanarkshire compared to a negative growth position nationally. The gross weekly wage for North Lanarkshire residents is now higher than the national average for the first time ever – an increase of 10% (£63.90 per week) from 2021 The number of people claiming employment related benefits has decreased by almost 48% from 14,195 as at December 2020 to 7,420 as at December 2022 and this claimant count is now lower than pre-pandemic levels. The Furniture Fund utilising RRTP funding provides good quality furniture items beyond the provisions of the Scottish Welfare Fund allowing homeless households to personalise their home and create a stronger feeling of belonging. During 2021/22, Housing First households were assisted at an average figure of £861.39 and has been extended during 2022/23 to include households experiencing homelessness across localities, rather than just Homes First customers. Feedback highlighted that improved personalisation impacted positively on tenancy sustainment and an overall stronger feeling of wellbeing.’ The Mortgage to Rent Scheme’ assists homeowners who are in financial difficulty and unable to meet their mortgage payments by arranging with North Lanarkshire to buy the owner's home and for the owner to continue to live there as a tenant. Just over £260,000 of the Scottish Government allocation has been utilised to assist homeowners with financial difficulties in the 3-year period 2020-2023. Within our schools there have been considerable achievements; educational attainment rates for all pupils gaining 5+ awards at level 6, and for pupils living in the 20% most deprived areas, have seen a steady year on year improvement. Page 164 of 380
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Improvements can also be evidenced in the number of leavers achieving a positive post school destination with North Lanarkshire achieving a high level of 94.2%. This reflects a drop in pupils not entering a positive destination from 8.2% to 5.5% (around 100 pupils). Overall school exclusion rates and exclusion rates for looked after children both show significant improvement with overall exclusion rates dropping by 56% and rates for looked after children dropping by almost 70%. Throughout the life�me of the Strategy, our communi�es have experienced the impact of Covid 19, the recovery from this and the cost of living crisis, during this �me a North Lanarkshire Child Payment has been made to families; £125 payment to families for each child who are in receipt of free school meals and/or school clothing grant, including nursery children. A total of 11,979 children from 7396 families were assisted. A fuel hardship payment was developed to provide financial support to low-income households who would only receive the UK Government universal payment, payments of £150 were made with applica�ons exceeding 6000. A Pensioner Fuel Grant was paid to over 8000 households with each receiving a payment of £100 to assist with the increasing fuel bills. Recognising the impact the cost of living crisis is having on our communi�es, the Integrated Joint Board funded a Cost of Living Helpline hosted by the Tackling Poverty Team, giving our communi�es access to advice and support. Challenges There is a need to build on these successes and minimise the impact poverty has on people and communi�es. Whilst there has been a 2-percentage point reduc�on in the propor�on of children living in poverty (from 25.2% to 23.2%), we s�ll have significantly high levels of child poverty. With 61,452 children aged 15 and below in North Lanarkshire, 14,256 of those children live in poverty, 5,455 children live in areas where the poverty figure is over the na�onal average of 24% and 3,185 of those children live in areas where poverty levels are over 30%. The North Lanarkshire Local Child Poverty Ac�on Plan details the ac�ons the council and other services are undertaking to support the Sco�sh Government to achieve its stated targets for reducing child poverty by 2030. Although there is a downward trend in the number of working age popula�on with no qualifica�ons, there remains 12.8% of North Lanarkshire’s working age popula�on (around 27,600) who are restricted from accessing employment opportuni�es. The propor�on of the working age popula�on who are economically ac�ve had shown signs of improvement in the a�ermath of the pandemic, however, this has stalled and will con�nue to be monitored closely for signs of stability. Other factors will require further inves�ga�on in terms of employability, as 69,100 people are currently recorded as being economically inac�ve, with 41% of these recorded as long term-sick and 84% recorded as not wan�ng a job. Breas�eeding rates have improved slightly from the 2017/18 baseline and the rate of increase mirrors na�onal trends, however, nearly three quarters of babies in North Lanarkshire are not breas�ed at their 6-8 week review. In 2021 NHS Lanarkshire and partners adopted a mul�-strand approach to promote breas�eeding in Page 165 of 380
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the community and support mums who want to breas�eed, and this indicator provides a baseline against which partners can measure impact. Life expectancy for men and women in North Lanarkshire remains below the na�onal average and while this indicator had shown signs of improvement, the gains have started to stall and fall back. Equally, for North Lanarkshire residents, the percentage of their lives where the individuals enjoy good health is also lower than the na�onal average. Within the Ac�on Plan of the 2020 -23 Tackling Poverty Strategy, Funeral Poverty was iden�fied as an issue for people within our community. There was a lack of engagement from Funeral Directors and as a result, this issue will be addressed in terms of accessing bereavement and funeral payments. Within North Lanarkshire there are other challenges which will impact upon our strategy and approach, a key factor being the continued impact of welfare reform from the UK and Scottish Government’s with the migration of Personal Independent Payments to Adult Disability Payment and Disability Living Allowance to Child Disability Payment. Whilst the UK welfare reform changes estimates are that 20% of people won’t remain on benefit following migration, the Scottish versions of the benefits have a more favourable qualification criterion. However, the migration process will have a significant impact on disabled people, their families and carers and will take at least until late 2024 to be completed. Whilst we had been able to reduce referrals to foodbanks by using the Food Poverty Referral Gateway in North Lanarkshire, evidence from the foodbanks indicate that referrals have started to increase again. Work carried out with the foodbanks has identified that the timescales and process around the administration of universal credit remains to be impacting on this, as well as the pandemic, recovery of the pandemic and the cost-of-living crisis. The Cash First approached adopted by North Lanarkshire in 2015, continues to lead the way across the country with the Scottish Government, Trussell Trust and other Local Authorities adopting the model. An example of how well the Cash First approach works is outlined by a resident who was assisted with the model; “I thought my only option was a foodbank the welfare rights officer helped me get a grant and I could choose what I wanted for my family….When they checked my benefits I didn’t know that I could get help with looking after my daughter……it has made a big difference” Mother with 3 children (Coatbridge) Across Scotland, there are also some early reports of the impact of the Scottish Child Payment benefit on referrals to foodbanks reducing for families, since its introduction in November 2022, for all children under 16. Over the next two years, North Lanarkshire Council are working in partnership with the Trussell Trust and the Third Sector Advice Services in a pilot to The strategy and ac�on plan 2023-26 will build on our achievements and work towards mee�ng the challenges our communi�es face. Page 166 of 380
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The Impact of Covid 19 The Covid 19 pandemic had a devasta�ng impact on families and communi�es across North Lanarkshire, with an increasing number of people falling into poverty with further financial challenges for those that were already in poverty. People faced issues such as redundancy, loss of income due to lockdown/furlough or shielding, the availability of childcare had an impact on some people’s availability for work. Whilst the council and its partners in both NHS Lanarkshire and the Third Sector took many steps to mi�gate the impacts of covid, there were also some ac�vi�es within the first Tackling Poverty Ac�on Plan that could not be achieved. Some ac�ons will be brought forward to this Strategy, whilst others will be removed or realigned due to changes in service delivery. The Health Hub for Informa�on and Advice – prior to Covid the tackling poverty team delivered services within 3 health centres, the service was therefore limited to these health centres and the prac�ces that use them. The impact of covid meant that the Tackling Poverty Team were no longer able to work in the Health Centre se�ngs. This however, presented an opportunity to promote the service throughout NHS Lanarkshire, crea�ng easier referral routes. The Ac�on Plan for the 2023-26 Strategy reflects the new opportuni�es provided by NHS Lanarkshire for their pa�ents to tackle poverty and inequality. Financial Educa�on – Due to restric�ons within the schools the financial educa�on programme, MACA was put on hold. Investment is required to develop the MACA programme and this is something we hope to take forward into the 2023-26 Ac�on Plan (see holis�c supports). Establishment of Involvement Group to help shape the strategy and services – The Lead Organisa�on for this, VANL, lost a number of volunteers due to the pandemic and the need for shielding/isola�on etc. In the 2023- 26 Strategy the Tackling Poverty Officers Ac�on Group have taken a different approach to this, using a number of routes to ensure that we hear as many voices across North Lanarkshire as possible. . Covid Recovery On 21 February 2022 the First Minister announced a new £80m Covid Economic Recovery Fund targe�ng support for Businesses and communi�es with the move to a new phase in the Covid pandemic with fewer restric�ons. The policy intent of this funding is to support local economic recovery and cosy of living impact on low-income households. North Lanarkshire received £5.149min funding, the council topped this up with over £3 million to make a budget of £8.613 million. The funding was used to mi�gate the impacts of covid and the then emerging cost of living crisis, with a plan that would ensure a dignified approach to talking the food, energy and fuel crisis by providing, where possible, a cash first response. The plan included; Page 167 of 380
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The release of £450,000 in grant funding for voluntary and community initiatives to enhance their existing drop-in spaces and premises across North Lanarkshire. The availability of welcome hubs in existing council facilities such as libraries, community and leisure centres where residents can get tea/coffee where possible, recharge digital devices and get a heat and a chat in a stigma-free environment. Taking a ‘cash first’ approach to tackling poverty by encouraging partners and third-sector organisations who provide emergency food to sign up to a ‘pledge’ to work with the Scottish Welfare Fund to access crisis grants as a first response (with food banks being the last port of call). A Living With Less roadshow across the region with the council’s Tackling Poverty Team and partner agencies where people can apply for grants on site and access support for benefits checks, grant eligibility and debt advice. Discussions around setting up a dedicated cost of living helpline in collaboration with the Health and Social Care Partnership to provide advice to residents in need. Frontline council workers will be able to access local heat hubs in a range of council facilities such as schools, libraries, community centres and leisure centres, where they can get a tea/coffee and break from the cold outside. Other staff will also be able to work more locally to their home to reduce commuting costs or domestic heating rates for those who work at home. The release of a £2.161m fuel hardship fund – a £150 payment to eligible low-income households – which can be applied for online. (Further payments of £125 Child Payment and £100 Pensioner Fuel Grant will be paid directly to those eligible). A Living With Less digital and online promotional campaign, targeting a range of residents and signposting them to crisis support such as financial assistance, grants, an online benefit and household budget calculator as well as advice on keeping good mental health and ways to make small savings, household changes and concessions to reduce the cost of living. The cost of living crisis con�nues to impact our communi�es, and all partners are commited to suppor�ng and assis�ng people during this �me, this Strategy and Ac�on Plan reflects the commitment and work done within the four drivers to tackle poverty across North Lanarkshire. Page 168 of 380
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The Drivers to Tackle Poverty Almost anyone can experience poverty; unexpected events such as bereavement, illness, redundancy, relationship breakdown can be enough to push someone into poverty which can then be difficult to escape. What Are the Drivers to Tackle Poverty? There are four drivers that we can use to tackle poverty in our communi�es; Maximise income via employment Reduce the cost of living Maximise income via social security benefits Holistic Supports North Lanarkshire Council and NHS Lanarkshire together with our partners in the Third Sector are delivering on these drivers to tackle poverty and inequality in our communi�es. Maximise Income Via Employment Driving up income from employment remains one of the mechanisms in North Lanarkshire which offers real opportuni�es to support unemployed and underemployed residents out of poverty. Employability is integrated within Educa�on & Families and contributes to the Brighter Future Programme of Work within the Plan for North Lanarkshire. It has the aim of transforming how we prepare young people and other residents for the world of work by delivering an interconnected programme of educa�on, volunteering, and entrepreneurship throughout various stages of their life. The aims and objec�ves of this are to: • Drive the recovery of North Lanarkshire’s labour market to pre-covid levels • Deliver significant jobs growth • Shape innovative employment pathways in key growth industry sectors • Provide inclusive and accessible support to boost entrepreneurship • Embed volunteering programme as a normal part of life • Transform how young people experience learning and teaching The post pandemic labour market that has emerged is characterised by low unemployment levels but increased economic inac�vity and within North Lanarkshire the employment rate is s�ll below the pre-pandemic levels. The North Lanarkshire claimant count, which acts as a measure of unemployment, was 14,415 (6.6%) people in March 2021 compared with 8,225 (3.8%) in March 2020, a 75% increase on the pre-pandemic level. However, in May 2023 it had decreased to 7,640 (3.5%) and average earnings in North Lanarkshire are now above the Sco�sh and UK averages for the first �me. This is good news, but real challenges remain due to levels of economic inac�vity. The number reported as ‘long term sick’ in North Lanarkshire has increased from 14,900 in the 12 months up to December 2019 to 26,300 in the 12 months up to December 2022. While unemployment is lower Page 169 of 380
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than pre-pandemic levels the number of people in the workforce in North Lanarkshire has reduced from 174,000 (78.1%) in December 2019 to 157,100 (70.1%) in December 2022. As we begin this strategy, the forecast for unemployment is uncertain as the UK remains within a period of high infla�on and with further expected rises in interest rates which will have an impact on business. From an employability perspec�ve this simply reinforces the long-term strategy of con�nuing to support those further from the labour market in North Lanarkshire to gain the skills needed to get a job and be part of the economic growth of the area. Alongside this we will con�nue to work with local employers to create opportuni�es for our unemployed residents, including those who are economically inac�ve. All employability programmes delivered by or on behalf of North Lanarkshire Council are based on the No One Le� Behind policy which is aimed at inclusive growth, economic transforma�on and tackling child poverty; and aims to deliver a system that is more tailored and responsive to the needs of people of all ages who want help and support on their journey towards, into and in work - par�cularly people with health condi�ons, disabled people and others who are disadvantaged in the labour market. Case Study Aged 21 and living at home with her parents, Jade has a learning disability, and her educa�on was in supported learning establishments and courses. Jade was referred to Project SEARCH in April 2022 as she knew she wanted a job and required support to find the right opportunity for her. Jade worked really hard in her placement within a health se�ng and received £89pw bursary. She was able to demonstrate her ability to learn tasks with rou�ne and structure built around them. Jade was delighted when she was successful in gaining a posi�on as a Porter with Serco in University Hospital Wishaw in February 2023. She now works 35 hours a week and earns £391.30, making her £302.30 a week beter off. Jade said "Starting my job has helped me build up my confidence and my communication skills and well as show me the ability I have in learning new skills. Having a wage is fantastic, it gives me extra money to spend, I don't have to borrow from my parents now, and this makes me feel great." Managed and co-ordinated by the Council’s Employability team, key worker support is provided by partner agency, Routes to Work Ltd. Their support is community based and person centred and focused on iden�fying fair and sustainable employment for their clients. The Council also fund other third sector ac�vi�es, and these are aimed at suppor�ng specialist employability support, again using the person-centred approach which treats our residents with respect and dignity. An important strand of the work carried out throughout the employability service is that of income maximisa�on. Partners within all Projects and Services make referrals to an iden�fied Welfare Rights Officer early in the job search journey. “Beter off” benefit calcula�ons equip people with the correct informa�on on the financial benefits of work. The council also provides a comprehensive Supported Employment service that focuses support on people with disabili�es, mental health issues and care experienced young people. The team has two strands: Supported employment and the supported business North Lanarkshire Industries. Supported employment aims to secure around 100 jobs for its service users per annum. The service supports disabled and disadvantaged people who are facing challenging barriers to find employment and provides in work support to enable the individual to sustain their employment. In work support is person centred and tailored to each individual’s and employer’s needs and makes a significant contribu�on in North Lanarkshire to reducing the disability employment gap. Page 170 of 380
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Case Study Bobby is 43 lives and with his elderly Mum. Autism means Bobby is very vulnerable and has increasingly become isolated, only leaving home if his Mum is with him. Bobby’s Mum contacted the supported enterprise service to refer Bobby for help in finding a job as she believed that this would give him a reason to go out and meet people and gain some independence. The employability welfare rights officer (WRO) carried out a benefit check and established that Bobby was only receiving the standard rate of universal credit. To maximise his income, the WRO provided support to obtain a fit note from the GP, upload this onto Bobby’s journal and complete a capability for work questionnaire. Bobby was awarded work related activity component, increasing his UC amount by £354.28 per month. A claim for Personal Independence Payment was also made and enhanced rates for care and mobility were awarded. Maximising Bobby’s income gave him a bit more motivation to want to go out to work and the job coach soon found Bobby some voluntary work in a catering environment. This led onto a part time job which has boosted Bobby’s confidence and made him a lot more independent. Figures below illustrate how Bobby is better off in work: Income at point of referral Income after initial maximisation by WRO Income when employed Universal Credit £77.28 £159.04 £159.04 Personal Independence Payment N/A £61.85 Care £24.45 Mobility £61.85 Care £24.45 Mobility Wage N/A N/A £82.50 TOTAL WEEKLY INCOME £77.28 £245.34 £327.84 WEEKLY INCREASE N/A £168.06 £250.56 In 2023 there are major changes in the external funding environment around employability in North Lanarkshire with significant new investments from the UK Shared Prosperity Fund and the Sco�sh Government’s No One Le� Behind fund bolstering the significant contribu�on from the Council to employability in North Lanarkshire. In targe�ng employment support on those at the margins of the labour market and on low incomes, our aspira�on is that they will have a posi�ve impact when delivered in tandem with the other tackling poverty ac�vi�es across our communi�es. The projects being delivered include: - Area based programmes to tackle economic inactivity with an additional focus on parents on low incomes - Support across all communities for unemployed residents to access work opportunities - Broad range of employment programmes for low-income parents including engagement activities, and support with childcare, training, skills development and in-work support - Continued focus on supporting our young people into sustained positive destinations in their transition from school to the labour market, including those with additional support needs and care experienced - Supported employment activities to all residents with significant barriers - North Lanarkshire Industries Supported Business Page 171 of 380
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- Specialist support to thematic groups that is tailored to their needs The work of employability in North Lanarkshire is integrated na�onally and locally with strategic plans and the community planning process through its Local Employability Partnership as well as with the Tackling Poverty Strategy. It also contributes to the area’s community wealth building ac�vi�es. Reduce The Cost of Living There is much work to do but with a clear ac�on plan we can reduce the impact of the Cost of Living Crisis on the people of North Lanarkshire and in turn, create financial resilience within our communi�es. In 2023, UK households are facing the steepest increases in living costs in a genera�on. The Sco�sh Fiscal Commission expects that Sco�sh households will see the biggest fall in disposable income since records began in 1998. The Office for Na�onal Sta�s�cs also shows a basic shopping basket has increased by an average 23% on last year’s figures. Even the cheapest value ranges in budget supermarkets have experienced increases as high as 46% meaning those with lower incomes are spending a higher propor�on of their income on food. It comes as no surprise that fuel poverty rates have increased in line with soaring energy costs. The Fuel Poverty (Scotland) Act 2019 established a new two-part defini�on whereby a household is considered fuel poor if: • Fuel Poverty - After housing costs, when more than 10% of the household net income is required to pay for reasonable fuel needs • Extreme Fuel Poverty - After housing costs, when more than 20% of net income is required to pay for reasonable fuel needs A Sco�sh Government report on the Cost-of-Living Crisis (January 2023) expects the Fuel poverty rate in April 2023 to be 39% of households in Fuel Poverty, 34% of these to be in extreme fuel poverty. In North Lanarkshire 59, 634 households will be in Fuel Poverty and 51, 989 of these will be in extreme Fuel Poverty. The social rented sector will have the highest rate of fuel poverty at 61%. The poorest in our communi�es o�en have to pay extra costs for essen�al products and services, o�en referred to as the “poverty premium”. This can include everything from using prepayment meters for fuel, paying to access their own cash at ATMs or being pushed towards High-cost credit. The University of Bristol’s Personal Finance Research Centre’s “Fair by Design” Campaign to end the poverty premium found that almost 23% of households in North Lanarkshire have significantly higher costs due to the poverty premium, as the figures for each of North Lanarkshire’s UK parliamentary cons�tuencies below show. The full table is available at appendix three. Page 172 of 380
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*Na�onal Records of Scotland: UK Parliamentary Cons�tuency (UKPC) Household and Dwelling Es�mates (2011 Data Zone Base Promo�ng Affordable Credit Op�ons Research shows that people in North Lanarkshire paid an extra £2,085,957 last year due to high costs of credit. It is not acceptable that the poorest people in our communi�es are forced to pay the highest costs for credit. Credit unions no longer deserve the "poor man’s bank" label attached to them – this only creates stigma and discourages people from joining. Instead, we must encourage the financially astute to become members of the credit union in their area. Credit unions are ethical financial institutions that offer free life insurance and loan protection to our members. This is unique in the Financial Sector. We need the whole community to be members so we can lend to all of our members, including those who are financially stressed or aspire to a better standard of living as we will then have the finances to do so. Julie Reddin, Director of Associa�on of Bri�sh Credit Unions Ltd (Scotland) There are 21 affiliated credit unions in North Lanarkshire (5 credit unions affiliated to Scottish League of Credit Unions & 16 Credit Unions affiliated to Association of British Credit Unions Ltd) and we have an important role to not only promote them but to work in partnership. One way to do this is to recruit local employers who will promote the benefits of Credit Unions within their workforce. NLC Tackling Poverty Team is developing a model of working with local employers to promote credit unions and other aspects of Financial Educa�on, with the aim of employers then encouraging their workforce to sign up to payroll deduc�ons with a local credit union. Illegal money lending is known to take place in North Lanarkshire with loan sharks targe�ng the most vulnerable in our communi�es. Those who use them are o�en desperate and don’t know where else to turn for help. North Lanarkshire Advice Network, an umbrella organisa�on for all advice agencies opera�ng in the area will work in partnership with Sco�sh Illegal Money Lending Unit to increase its reach within our communi�es to stamp out loan sharks. NLC tackling Poverty Team are also working towards achieving the “Stop the Loan Sharks” Chartermark and will soon appoint an illegal money lending Champion to take forward this work. Informing our Residents The huge impact of the Cost of Living Crisis called for large scale co-ordinated informa�on distribu�on in order to inform and educate about help available: - • Over 36,000 page views on newly developed NLC and NHSL Cost of Living Web pages • 2,521 Benefit Calculations carried out by residents on our newly developed online benefits calculator • 87 personal budget plans completed on our Budget planner tool • Co-production of the North Lanarkshire “Money Worries” leaflet with independent Food Aid Network and distribution of 27, 000 leaflets • Money Worries Training delivered to 46 attendees from North Lanarkshire’s identified “Warm Spaces” Motherwell and Wishaw Cumbernauld, Kilsyth and Kirkintilloch East Coatbridge, Chryston and Bellshill Airdrie and Shotts Total cost of poverty premium £ 5,034,499 £ 3,743,300 £ 4,518,868 £ 4,439,222 Page 173 of 380
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Advising and Assis�ng We will con�nue to provide Advice, Support and Representa�on to those experiencing Problems with Debt. The Cost of Living Crisis has saw an increase in the numbers of people seeking advice across both local authority and Ci�zens Advice Network. Health staff including NHSL Link Workers based within GP surgeries provide a crucial role in referring those experiencing Physical and Mental Health impacts caused or worsened by Debt Worries and referred 181 people over the last year (an increase of 64 on the previous year when the GP link worker scheme started) A total of 6,725 referrals for debt advice were received over the life�me of the Strategy by both NLC and CAB Debt Advisers. Number of Referrals Received Apr 20 – Mar 21 1937 Apr 21 – Mar 22 2199 April 22 – Mar 23 2589 Amount of Debt Dealt With Apr 20 – Mar 21 £10,267,242 Apr 21 – Mar 22 £10,023,578 April 22 – Mar 23 £11,875,983 Amount of Debt Writen Off Apr 20 – Mar 21 £2,032,758 Apr 21 – Mar 22 £1,292,445 April 22 – Mar 23 £1,741,159 Providing free Period Products In 2022/23, 399,140 products were delivered in North Lanarkshire; 78,396 of these were in schools. We will work to expand and improve provision of Period Products to ensure that everyone who needs them can access them freely. We will con�nue to grow our network of 117 local access points within North Lanarkshire through council buildings local community groups with the aim of products being readily available within a 20 min journey. To help us achieve this we have partnered with Community Groups including those who provide emergency food provision. In 8 local areas e-bikes are used to deliver product to the doorstep for women who would not otherwise be able to access them and for those using food banks, products are made available there. We have also supplied dispensers and period products to Accident and Emergency Departments in Both University Hospital Wishaw and University Hospital Monklands and provide products to Health Centres across North Lanarkshire. Page 174 of 380
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We recognise that s�gma remains a barrier to access, par�cularly amongst younger women and girls and to address this educa�on is key. A peer support programme is planned and will see senior pupils and community group members develop and deliver an educa�on programme to their peers promo�ng dignity, equality and an end to period poverty. Helping people to “Quit Your Way” Research by Ash Scotland showed that 63,000 households in Scotland would no longer experience relative poverty if people were empowered to successfully give up tobacco. 42% of all households in Scotland containing people who smoke are currently living in relative poverty, a figure which could be reduced by around 10% if tobacco was not a factor. Reducing smoking prevalence in Scotland by just one percent could lift more than 3,700 households out of relative poverty. A training module has been developed by ASH Scotland and NHSL Tobacco Control Team which will be used by ASH Scotland to facilitate training on smoking and poverty. The NHSL Tobacco Control team have already offered this training locally to advisors within the Tackling Poverty Team, so that Welfare Rights Staff and Debt Advisers can promote the “Quit your way” programme and signpost people to the service. “I’ve been putting this cash by in a tin that I would spend on cigarettes. My Grandson wanted a football strip which I thought was too much money to buy him, but after 10 days of quitting smoking I was able to buy it for him. I’m also keeping the money I’m saving for Christmas and other bills. That was just a part of it though, my health was the main reason and I now have more energy and my house doesn’t smell of smoke anymore.” (Quit Your Way – successful participant) Page 175 of 380
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Promo�ng Free Travel for under 22s Since its launch in January 2022, the scheme has been promoted widely and con�nually through schools, within the community, on NLC and NHSL websites, by social media (Corporate and youthwork, CLD channels), and by colleagues working with children, young people, and families. Parents and Carers have received text messages direct to parents and Community Learning & Development Staff con�nue to engage with applicants. Efforts have been made to encourage applica�ons from disadvantaged groups such as care experienced young people, refugees, families living in poverty, social work service users, and young job seekers, students and those working with partner agencies. Uptake varies widely amongst different age groups with. At either end of the age spectrum 5 year olds and 21 year olds have taken up fewest travel cards but 80-90% of 10-12yrs have obtained a travel card. Reducing Fuel Poverty Fuel Poverty rates are es�mated to be at 39% in North Lanarkshire with Social Housing Tenants faring even worse with rates as high as 61%. Whilst some financial help is s�ll available from UK and Sco�sh government, this will only par�ally address the problem and only some will be eligible for help. North Lanarkshire Energy Advice Service was commissioned in early 2023 to provide mentoring, support and advocacy to our most vulnerable households to ensure no one has to struggle between choosing to heat or to eat. Energy Mentors will empower and equip households with the skills and knowledge to reduce energy and achieve sustainable outcomes. Ci�zens Advice Network in North Lanarkshire Delivered Energy Advice via a number of ini�a�ves from 2020- 2023. Motherwell & Wishaw CAB partnered with Airdrie CAB to provide a single point of contact for vulnerable energy consumers across North Lanarkshire experiencing nega�ve energy usage and debt situa�ons. Tenants and homeowners accessed mul�-channel support for energy issues and nearly 7,000 people were assisted in the last three years and assisted in wri�ng off over £500,000 of energy debt. Page 176 of 380
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Home Energy Scotland are Key partners for agencies in North Lanarkshire to refer to for both expert Energy Advice and practical measures to combat fuel poverty. Over the year 1st April 2022- 31st March 2023; • Home Energy Scotland engaged with 6,427 households in North Lanarkshire • 998 of those households had at least one child under 16 • 1,000 of those households were 65years or over • 1,473 of those households had a disability • 450 Households in Fuel Crisis were referred to National Fuelbank and assisted with emergency vouchers • 1,168 referrals were received from partner agencies through Home Energy Scotland’s online portal Provide Affordable Homes for our Residents The council are commited to delivering 5000 affordable new homes by 2035, reducing the cost of living by increasing the supply of affordable, energy efficient homes. To date (end of December 2022), a total of 1,566 affordable homes delivered comprising of 970 new build homes and 596 Open Market Purchase Scheme/Empty Market Purchase Scheme homes. OMPS was expanded during 2022/23 to acquire homes that would enable common works to move forward in priority blocks and allow the only remaining owner occupier to remain in their proper�es as a social tenant, with a further later expansion to alleviate homelessness. North Lanarkshire Council will aim to con�nue to meet Energy Efficiency Standards for Social Housing (EESSH) at band C and D for NLC Proper�es. Government Funding Schemes will be fully u�lised to make energy efficient upgrades including central hea�ng and insula�on. Wider Area based Schemes will also fund energy efficiency of NLC Housing Stock. The Council achieved 99.4% of our proper�es with an EPC ra�ng of D (SAP 55 or above), which is slightly above last year’s figure of 99.2%. By 2025, social landlords will be unable to rent proper�es rated below an EPC ‘D’. A new EESSH standard requires that all social housing meet EPC band B or is as energy efficient as prac�cally possible by the end of December 2032, within the limits of cost, technology and necessary consent. Wider Area based Schemes con�nue to be u�lised to also fund energy efficiency of NLC Housing stock. Page 177 of 380
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Food Poverty – The Pledge Maximise Income Via Social Security Benefits There have been considerable achievements in the 2020-23, Tackling Poverty Strategy under Income from Social Security, the most notable being genera�ng addi�onal income of nearly £100 million for our residents within the three years of this strategy. Covid impacted on service delivery and some of the ac�ons detailed within the Plan, this was due to the way services had to be delivered, therefore for example the training programme for Health Staff was delayed with many health staff being redirected to other services to ensure the health service was able to meet the demands put upon them. This ac�on will feature in the 2023-26 Ac�on Plan together with some new ini�a�ves that are now taking place in health se�ngs. This includes the investment for the Cost of Living Helpline, demonstra�ng the recogni�on of the links between poverty and health inequali�es. North Lanarkshire Food Poverty Referral Gateway was introduced in 2015, leading the way in Cash First approaches to tackling food poverty and insecurity in our communi�es. An approach now adopted by the Sco�sh Government. To affirm the approach an event was held in 2022 asking emergency food providers to sign up to “The Pledge” where we will ensure that no one is le� without food, and they will have access to income maximisa�on and budge�ng services. As we move through 2023, the Food Poverty Ac�on Group are working to cement this approach, Trussel Trust and the Ci�zens Advice Bureau have atracted funding to augment the Gateway. Page 178 of 380
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Therefore, a major founda�on of our work to tackle poverty in North Lanarkshire remains a strong commitment to income maximisa�on. Since 2011, the Tackling Poverty Team, Social Work Service and Housing Solu�ons have carried out 263,000 benefit checks, genera�ng £383 million in addi�onal benefit income for the most vulnerable residents of North Lanarkshire. Rising living costs and historically low benefit levels mean that many families on low and middle incomes now struggle to meet their basic outgoings. New research from Policy in Prac�ce – Missing Out April 2023, finds that £18.7 billion of benefits intended to help these families remains unclaimed. Therefore, maximising household income through the take up of benefits is essen�al to support families and reduce harm from homelessness, debt or other crises. Policy in Practice – Missing Out Report – Unclaimed Benefits April 2023 From these findings it is important that our Ac�on Plan for Tackling Poverty ensures the “no wrong door” approach is embedded into our prac�ce across all internal services together with our partners in NHS Lanarkshire and the Third Sector. How will we do this? The Tackling Poverty Team has produced Poverty Awareness Sessions, which can be tailored not just to the Services we are delivering to, such as social work, health, educa�on, addic�on etc, but can also be drilled down to impacts in each Community Board area. In doing this we can look at referral gateways and solu�ons that are bespoke to each service and locality, therefore suppor�ng referrals to income maximisa�on services. A Cumbernauld resident contacted the Tackling Poverty Team advising that he had tried mul�ple �mes to claim his state pension without success. The Tackling Poverty Team supported him to get his pension into payment and backdated to the day he reached pension age. They iden�fied that he also had an en�tlement to Pension Credit and Council Tax Reduc�on. The man received a backdated pension payment of £6000, together with pension credit of £73 per week together with full council tax reduc�on. An annual increase of £3796 addi�onal income for the man. The man stated, “he couldn’t be happier he was getting nowhere himself.” Page 179 of 380
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The Poverty Awareness Sessions have now been delivered to over 200 staff, prac��oners and community members, the programme will con�nue and be adapted to ensure relevance for each organisa�on delivered to. The feedback has been really posi�ve; “informative session and great examples shared today” “I learned lots from the session that I didn’t know” “Seeing the information for my locality was hard hitting, but we were then told about the referral routes for us……I feel more confident to approach the issue of money now” The Tackling Poverty Awareness sessions are designed to ensure that the ethos within the Programme of Work where we muster our resources and recognise that poverty is not something that we can look at on its own is reflected in this. Poverty impacts all areas of life, the Joseph Rowntree defini�on the Strategy has adopted reflects this; “Poverty means not being able to heat your home, pay your rent or buy the essentials for your children. It means waking up every day facing insecurity, uncertainty and impossible decisions about money. It means facing marginalisation, and even discrimination, because of your financial circumstances. The constant stress it causes can lead to problems that deprive people of the chance to play a full part in society.” In recognising this, it is important to acknowledge that in working to achieve our goal to reduce and tackle poverty in North Lanarkshire this is not something that one service can do on its own. Referral pathways ensure that services have access to specialised advisors, inves�ng in internal and external services ensure that people have access to those advisors. NHS Lanarkshire The Health Founda�on in 2020 stated that Income is associated with health; people in the botom 40% of the income distribu�on are almost twice as likely to report poor health than those in the top 20%. Poverty in par�cular is associated with worse health outcomes. Income and health can both affect each other – lower income is associated with more “stressors” which can harm health and allow fewer opportuni�es for good health. Poor health can limit the opportunity for good and stable employment and so affect income. NHS Lanarkshire has made significant investment in tackling poverty measures in North Lanarkshire including within income maximisa�on services. Recent investments include the funding of a Cost of Living Helpline hosted by the Councils’ Tackling Poverty Team giving people access to both income maximisa�on and money advice services. Referral pathways have been established to make it easy for health staff to refer pa�ents into the team to get the supports they need; “As a Health Visitor it is reassuring to know that the Tackling Poverty Team have the knowledge and skills to assist the families we work with both by providing advice and practical support. Page 180 of 380
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“As a Health Visitor it is very easy to make a referral to ensure our families receive the best support in maximising their incomes.” NHS Lanarkshire have established “GP Link Workers” with a referral route to their partners in both the councils’ Tackling Poverty Team and the Ci�zens Advice Bureaux. The Link Workers are available in various GP surgeries across North Lanarkshire, over the last two years the link workers have referred 860 people for help with welfare rights and 252 people for help with money/debt advice. The total income generated to date from these referrals is £330,260. The Improvement Service have also funded a project within North Lanarkshire; Welfare Advice and Health Partnership, where we are improving access to money and welfare rights advice in health care se�ngs. This is achieved by embedding advice workers in health se�ngs and providing consensual access to medical recorBased in three surgeries across North Lanarkshire this project has proven to be extremely successful, with 357 referrals received in one year genera�ng £715,865. The feedback received from the medical prac�ces has been nothing but posi�ve for this service; “The welfare rights officer joined the practice once a week to help with our patients and has been a great help to the patients not only from a financial point of view but also from a mental health and wellbeing perspective, some people are in a situation where they don’t know what to do or who to turn too, the welfare rights officer goes over and above to help sort out their affairs or tries to make sure they are getting what is right, in turn patients seem relieved and feel light is at the end of the tunnel which often lifts the anxiety they have been living with” Waverley Medical Practice, Coatbridge “The welfare rights officer has been an amazing addition to our practice MDT. She is very hard working, approachable and a great team member. The project has been helping our patients greatly and easing their financial pressures, which has a very positive impact on their mental and physical health. This is more important than ever whilst in the midst of a cost of living crisis. The project has been welcomed fully at Old Mill, patients are engaging well and getting the help they need due to their poor health and mobility. I would honestly say this project has been the most helpful and useful addition we have ever had, and patient feedback has been excellent.” Page 181 of 380
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Dr Aimee McGinness – Old Mill Practice, Bellshill The Third Sector The Tackling Poverty Team are responsible for the commissioning of external advice services to provide welfare rights and debt advice. The successful candidates for 2023-25 have been 5 local Ci�zens Advice Bureaux. The Ci�zens Advice Bureaux (CABx) are commited to working with the Tackling Poverty Officers Ac�on Group in implemen�ng the Strategy and Ac�on Plan. The CABx have contributed to maximising income across the local authority genera�ng £22.6 million in addi�onal income for residents during the three year period (2020-23) of the last Tackling Poverty Strategy. The CABx are also commited to tackling food poverty by implemen�ng the councils’ Food Poverty Referral Gateway which promotes the Cash First approach. Trussel Trust are working in conjunc�on with the local CABx over the next 2 years focussing on enhancing access and engagement with the North Lanarkshire Food Poverty Referral Gateway. Augmen�ng the exis�ng Gateway as the preferred route for cash first support and ensuring a dignified and holis�c approach to tackling food poverty and insecurity. The pilot will be delivered in communi�es with Motherwell, Wishaw and Airdrie in local community hubs working alongside community organisa�ons in both one to one and group se�ngs, providing advice, support and training. The case studies and the tes�mony from the GP prac�ces highlight the rela�onship between poor health and poverty, and the need for the important joint work with NHS Lanarkshire to con�nue across our communi�es. Case Study from Waverley Prac�ce – Welfare Advice and Health Partnership The GP made a referral to the Welfare Advice and Health Partnership for a man who had completed an applica�on for Personal Independence Payment which was refused. A�er lodging an appeal, the man was seeking representa�on, the Welfare Rights Officer asked the man to sign a mandate authorising North Lanarkshire to act on his behalf. The Welfare Rights Officer was able to access the man’s medical records from the NHS system and enclosed the evidence with the mandate. On receipt of this evidence the decision was overturned within a week, with an award of both Enhanced Rate Mobility and Daily Living. As with all cases the man was given a benefit check and the Welfare Rights Officer iden�fied that he was missing the Sco�sh Child Payment for his two children, aged 12 and 13. The man was unaware that this could be claimed. As a result of the referral from the GP the man’s income has now been increased by £206.90 per week (£10,758.80 per annum) Page 182 of 380
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HOLISITIC SUPPORTS In North Lanarkshire we recognise that to deliver sustained reduc�ons in child poverty over the long term, and to break that cycle of poverty, ensuring that our children living in poverty do not grow up to be adults living in poverty, we will work with our partners to provide the integrated and holis�c support parents need to enter employment, improve their wider wellbeing and engage with the drivers of poverty. In North Lanarkshire we are commited to delivering a “No Wrong Door” approach to our services to ensure that all residents, including those in poverty and those at risk of falling into poverty receive the right support at the right �me. Ensuring all families have the support they need, regardless of what those supports may be, is essen�al if we are to enable families to thrive in all aspects of their wellbeing. Whole Family Support The aim of the Whole Family Wellbeing Fund is to provide addi�onal resource to support the transforma�on of the system of support to children and families in line with the Na�onal Principles of Holis�c Family Support and ambi�on of The Promise to provide flexible family support, enabling more children to remain loved and supported within their own families. The Promise places a requirement on Local Authori�es and their partners to transform whole systems and culture to ensure all children, in any aspect of care, thrive through nurturing and loving rela�onships with access to support that strengthens communi�es and families. The Promise places preven�on and family support at the heart of its vision. The Promise Plan 2021-24 published on 31st March 2021 sets out 5 key priori�es for the first phase of implemen�ng The Promise including a focus on ‘Whole Family Support’ with an expecta�on that the 10 key principles of family support outlined within the Promise are embedded into prac�ce by 2024 and that there is a place in every community for families with children ‘to stay and play with their children and get support and CITIZENS ADVICE BUREAU – COATBRIDGE A 41 year old man with 4 children presented to Coatbridge Ci�zens Advice Bureau, he himself had health issues. He contacted the Ci�zens Advice Bureau explaining he had a £12,000 benefit overpayment which had resulted as a clerical error by the DWP five years previous. The man himself had tried to dispute this himself with DWP but was ge�ng nowhere, he asked the CAB to help him. The case worker took the man’s case to appeal and was successful in their argument meaning that the overpayment was writen off. The man stated, “if it wasn’t for the CAB service especially the welfare rights team, my mental health would have been so poor that I would have gone down a dark path”. Page 183 of 380
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advice’. This aligns closely with the Tackling Poverty strategy and the aspira�ons of the Plan for North Lanarkshire; and in par�cular plans to develop community hubs as a central vehicle to deliver support, enhance community capacity and support every child to reach their poten�al. Research has shown there is a rela�onship between poverty and longer-term nega�ve outcomes for children (Lewer et al, 2019) and that while the rela�onship between poverty and child abuse and neglect is complex, studies have also shown that financial support and increased income lead to lower levels of child maltreatment (Bywaters et al, 2016). North Lanarkshire Council, as part of the Covid-19 Tackling poverty plan, adopted a ‘cash first’ approach to suppor�ng the most vulnerable families to address basic needs, which proved effec�ve in promo�ng improved outcomes. By providing money directly to families North Lanarkshire’s strength based and collabora�ve approach offered welcomed financial relief. In order to provide holis�c family support that truly aligns with the Promise and Tackling Poverty ac�on plan, there is a clear need to join up services so that people can experience a seamless transi�on into addi�onal and intensive level supports and services. This improves access to exis�ng exper�se within our services. These na�onal policy aims align with the Plan for North Lanarkshire and the Council’s new Programme of Work which makes family support central to its opera�ng model through the Resilient People workstream. North Lanarkshire Alcohol and Drug Partnership North Lanarkshire Alcohol and Drug Partnership (NLADP) is a mul�-agency strategic partnership focused on understanding and mi�ga�ng the impact of problema�c alcohol and drug use in the local area. The purpose of the ADP is to co-ordinate and lead a collec�ve response to tackle harms and improve the lives of people who use alcohol and drugs, and those around them. The ADP is made up of key agencies and stakeholders with an interest in tackling harms and improving lives. This includes the wider community and those who have lived experience and families. Much of the work carried out by the ADP involves bringing people together to plan and improve services whilst se�ng out what needs to be put in place to support change and keep people safe and well. The strong links between drug and alcohol related harms and poverty, inequality and trauma are widely acknowledged. Depriva�on has been linked as a significant factor in drug and alcohol problems developing. The ADP are tasked by Sco�sh Government to ensure the implementa�on of na�onal policy and evidence- based prac�ce. Improving Choice, Quality and Connec�ons are key drivers underpinning the work of the ADP. The ADP have 5 key priority areas of focus for our work which includes; Preven�on, Educa�on and Early interven�on, Whole Family Approach, Treatment and Care, Public Health Approach to Jus�ce and Reducing Alcohol Harms. Each of the sub-groups are tasked with understanding and mi�ga�ng harms from substances, and poverty, and have a linked programme of work to support change and keep people safe and well across our communi�es. Jus�ce Services Whilst The Tackling Poverty Team and other services will support Services by providing income maximisa�on, debt and money advice, employment advice, services themselves such as the Restora�ve Jus�ce Service also contribute to tackling poverty and inequality through a number of ini�a�ves, such as; Page 184 of 380
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Individuals who are subject to Unpaid Work can undertake work with the Bike Recycling Project. During the last reporting year over 650 bicycles were retrieved from recycling centres in North Lanarkshire. Some were scrapped for parts, however, over 320 bicycles have been reconstructed. These recycled and repaired bikes are donated to the Councils’ Christmas Toy appeal as well as being donated low income families. Bikes are also donated to local schools to ensure that all pupils can take part in Cycle Safety Awareness Courses and the healthy living programme. A craft workshop has been developed to repair clothing and soft furnishings for low income families. A kitchen workshop has been developed to deliver a programme consisting of food hygiene, nutrition, budgeting and basic meal preparation. The workshop performs a platform to undertake placements in foodbanks and community cafes such as Shotts Healthy Living Centre and Newmains Community Trust. A laundry workshop has been created that provides a service to charity shops collecting clothing for laundering and returning to the shops for sale. In an effort to reduce poverty, a laundry service is provided to Craigneuk Family Centre and two charitable groups; “Cool School Uniforms” and “Airdrie School Clothing Bank”, this involves the collection, laundering and distribution of recycled school uniforms to low-income families. These indirect supports contribute to suppor�ng the Tackling Poverty Strategy and our communi�es across North Lanarkshire. Community Connectors North Lanarkshire Health and Social Care Community Solu�ons programme will support the pilo�ng of 10 Community Connectors from autumn 2023 – autumn 2025 who will support people in local communi�es to access the help they need which will include referral to sources of financial support. The connectors will be based in loca�ons across North Lanarkshire working closely with Community Solu�ons Locality Hosts, the wider community and voluntary sector, the council and NHS. The pilot is funded through a mix of funding from North Lanarkshire Health and Social Care Partnership, NHS Lanarkshire/NHS Chari�es Together and MacMillan. Voluntary Ac�on North Lanarkshire is managing the funding awards on behalf of funders and will be suppor�ng evalua�on and repor�ng on the pilot. Community Wealth Building Community Wealth Building is an interna�onally recognised approach to economic development designed to tackle long-standing economic challenges. It seeks to transform local and regional economies by considering the ways in which the public sector, in partnership with the private, third and community sectors, can ensure more wealth is generated, circulated and retained in communi�es and locali�es. Page 185 of 380
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The approach is focussed on growing the influence communi�es have on the economy and ensuring communi�es receive more of the benefits from the wealth they help to generate. The council and local partners are currently mapping ac�vity to iden�fy areas for further development and improvement, and are considering and consul�ng on the approach which will be adopted in North Lanarkshire to embed Community Wealth Building. Community wealth building is a progressive approach for the benefit of the local population. This is achieved by harnessing the economic and social power of locally rooted organisations, often referred to as local anchors. Anchor organisations are big and locally rooted organisations including the NHS, local authorities, colleges and universities, and private businesses with local HQs. Because they employ many people, spend substantial amounts of money, own and manage land and assets and often deliver crucial services, they have a considerable impact on local communities and economies. Further, they are historically rooted in the physical area, intrinsically connected to the local community and are pivotal to wellbeing. Alongside its main func�on, NHS Lanarkshire recognises its role in making a strategic contribu�on to the local economy. Anchor organisations are pivotal to community wealth building as a result of the scale at which they operate. After a benchmarking exercise, NHS Lanarkshire has developed an ac�on plan to maximise its role and are now working with other community planning partners in North Lanarkshire to maximise the collec�ve impact, share best prac�ce and iden�fy areas where local anchors can work together. It is proposed that this will be through the adop�on of a Community Wealth Building Commitment Statement early in 2024 whereby any relevant projects, Programmes of Work, Strategies and ac�on plans must demonstrate how Community Wealth Building principles and approaches are applied. Financial Educa�on in North Lanarkshire Financial Educa�on helps people develop the knowledge, skills and a�tudes needed to manage money well and make informed decisions. North Lanarkshire has the goal to ensure that financial educa�on is available to everyone in our community regardless of age. The ambi�ous aim is to produce and deliver financial educa�on packages that will be suitable for children in early years and primary school, our young people in secondary school and to adults of all ages in the community. Working together with educa�on the Tackling Poverty Team will create packages suitable to early year, primary and secondary pupils together with packages specifically for Addi�onal Support Needs pupils. The packages will be jointly delivered to ensure that our children and young people are given the grounding needed to make informed decisions around spending and saving. Adults in the community will be able to access financial educa�on through the Mul�ply Project. The Mul�ply Project is a government ini�a�ve helping adults to improve their numeracy skills, people can access numeracy qualifica�ons with the access of the Community Learning and Development Service and will be able to access financial educa�on from the Tackling Poverty Team. Financial Educa�on is a key holis�c support for our communi�es to make informed decisions about their money and to know what supports are available, how to access them and the importance of early interven�on if it is necessary. Page 186 of 380
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“Education on managing money and spending/cooking on a budget” “Teach folk the value of money and how to make it stretch” How Will We Know We Are Making a Difference? We have to know that the measures we are taking are making a difference in our communi�es – how will we know this? An improvement in the health and wellbeing of our residents Fewer households living in poverty Reduc�on in child poverty Fewer people unemployed and in receipt of out of work benefits Reduc�on in the number of people economically inac�ve An increase in the number of people paid at least the real living wage An increase in the number of affordable homes Fewer young people who are not in educa�on, employment or training Improved educa�on atainment Fewer people with no qualifica�ons or skills training Fewer households in fuel poverty Maximise income through social security benefits Maximise income via new Sco�sh social security benefits for children More people with numeracy skills enabling them to manage their money Reduce number of people in debt Increase number of people who have access to affordable credit Effec�ve heat maps to inform residents of access to services Increase community consulta�on Page 187 of 380
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Pqtvj "Ncpctmuj ktg Rtqɗng Appendix One - North Lanarkshire Profile Page 188 of 380
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Appendix Two – Cost of Living Survey Page 189 of 380
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Power BI Desktop University of Bristol’s Personal Finance Research Centre’s “Fair by Design” Campaign to end the poverty premium found that people almost 23% of households in North Lanarkshire are paying an average of £480 per year due to the poverty premium. Motherwell and Wishaw Cumbernauld, Kilsyth and Kirkintilloch East Coatbridge, Chryston and Bellshill Airdrie and Shotts Total cost of poverty premium £ 5,034,499 £ 3,743,300 £ 4,518,868 £ 4,439,222 *Number of households experiencing any premium 18, 623 (24.4%) 13,856 (21.6%) 16,768 (22.7%) 16,337 (23.2%) Prepayment meter premium £456,205 £ 345,872 £ 405,035 £ 387,902 Non-standard billing premium £734,721 £ 624,117 £ 695,143 £ 671,100 Non-switching premium £ 1,677,203 £ 1,283,483 £ 1,507,324 £ 1,402,565 Area-based insurance premium £ 1,046,669 £ 610,781 £ 886,538 £ 1,010,319 Single item insurance premiums £ 454,145 £ 400,708 £ 439,489 £ 392,368 Access to money premium £ 62,966 £ 48,465 £ 55,108 £ 51,707 Higher-cost credit premium £ 602,590 £ 429,874 £ 530,231 £ 523,262 Average cost to households in poverty £ 483 £ 453 £ 480 £ 507 *Na�onal Records of Scotland: UK Parliamentary Cons�tuency (UKPC) Household and Dwelling Es�mates (2011 Data Zone Bas Appendix Three - North Lanarkshire Poverty Premium Page 197 of 380
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Key TP Strategy Only TP Strategy and LCPAR Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Identify if applies to TPS &/or LCPAR Lead Team Monitoring Information Tackling Poverty Awareness Sessions Bespoke awareness sessions delivered to internal and external services - relevant to care group and locality People aware of the drivers to tackle poverty and how to access appropriate services The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of staff in attendance Staff using the referral gateway The Tackling Poverty Officers Action Group (TPOAG) to deliver the Action Plan The TPOAG will support cross sector deliver the action plan/report on the strategy and will review the action plan every quarter Meet the requirements of internal audit The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TP Strategy and LCPAR TPOAG internal audit recommendations implemented "The Three Questions" Communities and children are asked "the three questions" which will help shape our services services act upon the requests of our residents The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team number of sessions completed in schools Number of sessions completed in the community Cost of Living Survey Cost of Living Survey delivered to the residents of North Lanarkshire - this will help develop and deliver services services and resources directed with the outcomes of the survey The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TP Strategy Only The Tackling Poverty Team number of surveys completed Cost of Living Survey Further interogation and responding to the community needs from the survey responses services and resources directed with the outcomes of the survey The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TP Strategy Only The Tackling Poverty Team responses to community needs Community Boards to support the tackling poverty agenda Through tackling poverty awareness sessions and delivery of the councils tackling poverty agenda the community boards will support the Strategy Those representing communities understand their roles and responsibilities in raising awareness of key poverty messages, challenging stigma The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TP Strategy and LCPAR Local Planning Partnership Teams Community Board Sub Groups Reports Heat Map identifying services within the locality services and information we hold on our communities to be layered to identify areas to direct resources accordingly Direct resources and become more proactive The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TP Strategy and LCPAR The Data Group Heat Map established and number of hits A Local Information System for Scotland (ALISS) VANL is promoting use of ALISS across NL CVS to share online information on sources of local support for people in poverty /at risk of poverty System is adopted and implemented The Plan for North Lanarkshire Resilient People n/a Spring 2023 - onwards Ongoing TP Strategy and LCPAR VANL Number of NL groups listed Number of people accessing information Childrens Rights and Wellbeing Impact Assessments (CRWIA) CRWIAs aim to ensure reasoned and evidence based policy and decision making into account the rights and wellbeing of children and young people. Policies and strategies being impact assessed The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TP Strategy and LCPAR Education, Children and Families Number of CRWIA completed Tackling Poverty Strategy Action Plan 2023 - 2026 SUPPORTING THE PLAN Page 198 of 380
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 A B C D E F G H I J K Key TP Strategy Only TP Strategy and LCPAR Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Identify if applies to TPS &/or LCPAR Lead Team Monitoring Information North Lanarkshire to increase the number of people employed and receiving the real living wage Payment of the living wage by employers is amongst those interventions that can support people out of poverty and is part of wider Fair Work commitments There is an increase in the number of NL employers in public, business and community and voluntary sectors with real living wage accreditation Workforce for the future Economic Regeneration Plan Brighter Futures 123 employers have achieved accreditation, with 7053 employees benefiting from the living wage Ongoing Ongoing TP Strategy and LCPAR NLC Employability VANL for CVS * Number of employers paying the living wage * Number of employees receiving the living wage Social Values North Lanarkshire will look to integrate social values and the objectives into the tendering process that will allow the weighting for fair work to be flexible to ensure that social values and community benefits are embedded in the contract . An increase in NL residents receiving the “real living wage”. Workforce for the future transforming places 5% current weighting applied Ongoing on TP Strategy and LCPAR Procurement Number of tenders where higher weighting was applied to living wage providers Parental Employment Support Fund Support families who are in or at risk of poverty to support/ access into work. Refreshed publicity to partners and public required An increase in parents entering and progressing in employment * Workforce for the Future * Economic Regeneration Plan * Local Child Poverty Action Plan Brighter Futures 22/23 - 40 parents have secured employment. Further 18 employed parents have progressed within employment. 104 parents have registered and are engaging with the Project. subject to annual funding from the SG - further activity planned for 2023/24 2023 / 24, however, subject to funding may continue beyond this TP Strategy and LCPAR Employability Routes to Work Number of parents entering and within target groups progressing in employment Identify pathways within labour market growth sectors or areas of high replacement demand which will provide progression routes out of low pay in North Lanarkshire. As part of the Council's Workforce for the Future Strategy and associated plan, work progression pathways will be identified for key labour market growth sectors or those with high replacement demand. These will focus on progression routes out of low pay and strategies for engaging young people (in schools) and those economically active in the labour market (through Routes to Work) to consider increasing their qualification levels and job prospects to improve average weekly wage levels and alleviate “in work” poverty. Progression pathways identified for key growth sectors with qualifications and progression routes agreed, published and funded. Workforce for the Future Economic Regeneration Plan Developing the Young Workforce Brighter Futures Average weekly wage in North Lanarkshire £548.90 Ongoing The gross weekly pay for local residents is now higher than the national average for the first time ever - an increase of 10% (£63.90 per week) for North Lanarkshire residents from the previous years results TP Strategy and LCPAR Enterprise Team Number of people progressing to higher paid jobs within North Lanarkshire Noomis statistics for levels of qualifications within working age population and average weekly wage Supported Enterprise Targeted employability support on people with disabilities or other significant barriers to help them secure fair and sustained work. Also support for disabled parents to enter employment. Reduction in the disability employment gap in NL Workforce for the Future Economic Regeneration Plan Developing the Young Workforce Brighter Futures 22/23 - Supported Employment currently supporting 210 people on the different stages of the 5 stage employment model - 129 people currently receiving various levels of work support 41 people currently job finding Ongoing Continued support planned for the next 3 years TP Strategy and LCPAR Employability Number of people progressing to higher paid jobs within North Lanarkshire Noomis statistics for levels of qualifications within working age population and average weekly wage No one Left Behind Targeted employability support for vulnerable young people who have mental health problems, the BAME community and over 50s, with delivery through CVS organisations Rise in employment figures in targeted groups Workforce for the Future Economic Regeneration Plan Brighter Futures 22/23 - Engaged with 101 people and supported 49 into employment. The focus is on 2 groups, the over 50s and those of any age who are long term unemployed. Ongoing Continued support planned for the next 3 years TP Strategy and LCPAR Employability Number of people in target groups employed No One Left Behind Phase 2 implement grant programme in 2022/23 to distribute £1.6 million to employment projects across North Lanarkshire which target support on groups who may be in poverty due to unemployment Rise in employment figures in targeted groups Workforce for the future Economic Regeneration Brighter Futures N/A Ongoing Continued support planned for the next 3 years TP Strategy and LCPAR Employability Number of people in target groups employed Living Hours Adequate income is reliant on both living wage rate and also sufficient working hours to provide a liveable income. Living hours are part of wider Fair Work commitments There is an increase in the number of NL employers in public, business and community and voluntary sectors with real living wage accreditation. Workforce for the future Economic Regeneration Brighter Futures N/A ongoing ongong TP Strategy and LCPAR NLC Employability VANL for CVS number of employers providing living hours employment. Number of employees working living hours Tackling Poverty Strategy Action Plan 2023 - 2026 INCREASE INCOME VIA EMPLOYENT Page 199 of 380
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Key TP Strategy Only TP Strategy and LCPAR Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Identify if applies to TPS &/or LCPAR Lead Team Monitoring Information Increase uptake of School Clothing Grants Introduce online application form for FSM & CG Continue to automatically award where we have customer consent Use automation to process our auto award caseload The number of School Clothing Awards increases The Plan for North Lanarkshire Brighter Futures 12,784 Clothing Grants awarded from June 2022 - May 2023 For School Pupils. An additional 937 Grants for made for nursery pupils Ongoing Ongoing TP Strategy and LCPAR Revenues & Benefits The number of clothing grants claimed and distributed Increase uptake of Free School Meal Awards Introduce online application form for FSM & CG Continue to automatically award where we have customer consent Use automation to process our auto award caseload The number of Children entitled to Free School Meals increases The Plan for North Lanarkshire Brighter Futures 12,151 FSM awards in 2020, 11,176 awards in 2021, 10,683 awards in 2022 Ongoing Ongoing TP Strategy and LCPAR Revenues & Benefits The number of Children in receipt of Free School Meals Club 365 Promote Activities and meal provision through Club 365 Initiative Numbers of Children attending and meals provided. £2.50 per day paid during school holidays to those in receipt of FSM The Plan for North Lanarkshire Brighter Futures Club 365 has provided over 88, 000 meals and activity sessions since inception Ongoing Ongoing TP Strategy and LCPAR Revenues & Benefits Numbers of Meals and Activity Sessions Delivered Increase uptake of education maintenance allowance (EMA) Ensure full take of Education Maintenance Allowance. Promotion of EMA through Education Newsletter to schools and locally within schools to raise pupil awareness. Review publicity - posters leaflets etc not distributed recently Discussion within EMA and SMT meetings on improving up-take. Young People can access EMA Financial Strategy Brighter Futures in 22/23 1327 applications. 876 awards. 66% award rate (down from 73% award rate in 21/22) Ongoing Ongoing TP Strategy and LCPAR Revenues & Benefits The number of EMA grants claimed Increase take up of Free School Meals In situ Trial new methods of engagement with parents and carers, e,g attend parent council meetings and inviting parents for a school meal and information session • New management information system to give insights into trends, most popular choices, which ages take up free meals • Work with other local authorities developing menus, to improve sustainability and better safety and choice for those with special diets (>>ASIST and APSI) • Work with schools around different “sittings”, and overflow areas. • Capital investment to return more schools to Production kitchens • Continued roll out of electronic menu notifications to parents and carers • Consultation with secondary school pupils via a QR code (promoted via a ‘Tell us what you think’ poster displayed around schools allowing pupils to scan / access via mobiles) • Primary school parents online survey (targeted via menu email / Percentage of Children taking up free school meals when they have entitlement is increased Poverty Proofing in Schools Brighter Futures Currently (May 2023) at 65-70% Ongoing launched and ongoing TP Strategy and LCPAR Facilities Support Services Take up rates for Free School Meals Fuel Poverty Provision of a short term funded Energy Advice Service to comprehensively alleviate the levels of fuel poverty evperienced by vulnerable households Number of households assisted Local Housing Strategy Sustainable Futures Unknown as SHCS data unavailable for Local Authorities however, zero has been used as the starting point for the introduction of this service 2 years launched and ongoing TP Strategy and LCPAR Housing Solutions will be monitored via NLAN and Wise Group reporting Affordable Credit To promote credit unions across North Lanarkshire employers and communities to encourage more people to join to increase access to affordable credit. To widen access to payroll deduction for credit unions and access to affordable credit. Establish a Credit Union Forum in North Lanarkshire Credit union membership numbers *Local Employers signing up to CU payroll deductions Plan for North Lan Resilient People 5 credit unions affiliated to the Scottish League of Credit Unions have 9,642 adult members and 1,462 junior members. Unable to get contacts for ABCUL credit unions at present. ongoing ongoing TP Strategy and LCPAR The Tackling Poverty Team The number of employers promoting payslip deductions The number of people joining the credit union Debt Advice Advice and support in relation to debt and budgeting advice provided by Council and Externally commissioned advice services assist people out of debt and provide them with the tools to budget accordingly Plan for North Lan Resilient People 1744 referrals received in 2022/23 Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of referrals to the Debt Advice Team Level of debt assisted New Affordable Homes Deliver 5000 new affordable homes by 2035 reduce the cost of living by increasing the supply of energy efficient, affordable homes Local Housing Strategy 2021-2026. Local Child Poverty Action Report. Transforming Places At 1 December 2022, 1,566 homes delivered (970 new build + 596 OMPS) 2035 Ongoing TP Strategy and LCPAR Housing New Supply Number of new homes built REDUCE THE COST OF LIVING Tackling Poverty Strategy Action Plan 2023 - 2026 Page 200 of 380
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New Affordable Homes Support housing association and co- operative partners to deliver new homes reduce the cost of living by increasing the supply of energy efficient, affordable homes Local Housing Strategy 2021-2026. Local Child Poverty Action Report. Transforming Places 2126 homes have been delivered ongoing Ongoing TP Strategy and LCPAR Housing New Supply Number of new homes built Improved Energy Efficiency Ensure all housing stock is EPC D or above by 2025 by improving energy efficiency all housing stock is EPC D or above by 2025 Local Housing Strategy 2021-2026. Local Child Poverty Action Report. Sustainable Futures At 2021/22, 99.2% of the homes are at D or above Ongoing Ongoing TP Strategy and LCPAR Housing Investment all housing stock is EPC D or above by 2025 Improve Energy Efficiency to owner occupied properties Utilise ECO4 funding to improve energy efficiency of owned stock Reduce the cost of living by increasing the energy efficieny of homeowners housing stock Local Housing Strategy 2021-2026. Local Child Poverty Action Report. Sustainable Futures At 2021/22, £0.1 m spent Ongoing Ongoing TP Strategy and LCPAR Housing Solutions Number of homes approved Support homeowners to adapt, repair and maintain their homes deliver advice and assistance (including financial assistance) to homeownder through the Scheme of Assistance reduce the cost of living by preventing and addressing disrepair and improving health and wellbeing by suporting owners to adapt their homes Local Housing Strategy 2021-2026. Transforming Places 187 disabled adaptations grant provided in 2022 - the scheme has been revised with no funding available for owner grants Ongoing Ongoing TP Strategy Only Private Sector Housing reduce the cost of living by preventing and addressing disrepair and improving health and wellbeing by suporting owners to adapt their homes. *Revision of scheme of assistance completed. Other than mandatory (Disabled Adaptation Grants) no funding available for owner grants for disrepair. Current grant funding for NLC capital programmes is scheduled to end this year and no new financial assistance has been identified. Owners will continue to be provided with advice/ assistance when possible but no financial assistance Furniture Fund Provides items beyond SWF- Community Care Grant items in place for Housing First clients and people people who are homeless/at risk of homelessness Reduce the cost of living by providing financial support for better quality furniture to people who are homeless or at risk of homelessness to settle in their accommodation. Local Housing Strategy 2021-2026. Rapid Rehousing Transition Plan. Local Child Poverty Action Report. Resilient People In 2021/22, 23 Housing First households assisted at an average figure of £861.39 per household from RRTP. Ongoing Ongoing TP Strategy Only Housing Solutions Reduce the cost of living by providing financial support for better quality furniture to people who are homeless or at risk of homelessness to settle in their accommodation Support homeowners to adapt, repair and maintain their homes Deliver capital investment programmes HEEPS ABS and other initiatives. Provide advice to households on energy efficiency measures supoprted by online information and in person advice provided by council and CVS. reduce the cost of living by increasing the supply of energy efficieny of housing stock across all tenures Local Housing Strategy Resilient People 99.2% of the homes are at D or above Ongoing Ongoing TP Strategy and LCPAR Housing Solutions Number of home owners assisted Free Transport for Under 22's Promote and Maximise uptake of Free Bus Travel for 5-21 year olds Number of travel cards issued and in use Active Travel Strategy Resilient People 42,160 total number issued. 61.75% overall uptake ongoing ongoing TP Strategy and LCPAR CLD number of travel cards provided Improved and accessible walking, wheeling and cycling network. Creating or enhancing active travel routes will improve the ability of all people to walk, wheel or cycle for any journey purpose within North Lanarkshire Equity of access for all our communities with mid term target of 50km to be created by 2026/27 Active Travel Strategy Resilient People 7.8 kms of active travel routes created in 2021/22 125kms to be created by 2032 Ongoing TP Strategy and LCPAR Transportation / Planning number of travel routes The Multiply Project (financial education) The Multiply Project is a government initiative helping adults to improve their numeracy skills, people can access numeracy qualifications with the access of the Community Learning and Development Service and will be able to access financial education from the Tackling Poverty Team. people develop the knowledge, skills and attitudes needed to manage money well and make informed decisions. The Plan for North Lanarkshire Resilient People not applicable Project finishes March 2025 launched and ongoing TP Strategy Only The Tackling Poverty Team number of courses delivered / number of attendees Address Period Poverty Provide women with access to sanitary products within education and other public buildings Develop Peer Support Programme Expand number of council building access points-expand community group partnerships from 8- 10 areas- develop recording to better understand demand and distribution- consider period card scheme. Distribution across all of North Lanarkshire. Number of products distributed The Plan for North Lanarkshire Resilient People 311, 767 products to NLC establishments (excluding education and culture venues) 87,396 to education Ongoing Ongoing TP Strategy and LCPAR Enterprise and Communities Number of products delivered and taken up Support people to stop smoking to reduce outgoings Stopping smoking can have a positive impact of finances as well as health. Brief intervention and referral to the Quit Your Way service in Lanarkshire can support people to successfully quit smoking. Pregnant women are a particularly key target group. Yearly target 23/24 for 52 pregnant women who live in 40% most deprived areas to successfully stop smoking at 12 weeks (to be reviewed in 2024 after national tobacco control action plan is published). Awareness raising training sessions to be completed with Tackling Poverty staff. NHS Cost of Living Strategy Resilient People 24 pregnant women living in the 40% most deprived areas successfully quit smoking at 12 weeks (April 2022-Dec 2022 data). Published and confirmed data for April 2022 – March 2023 will be available in January 2024. NL % of pregnant women smoking at booking in appt 12.6% year ending Dec 2022 (scotland rate 11.9%) Ongoing Ongoing TP Strategy and LCPAR NHS Lanarkshire Quit Your Way Service Number of Tackling Poverty staff members trained. Number of pregnant women supported to stop smoking. Recycled Bicycle Initiatives Individuals subject to unpaid work work within the bicycle recycling project Bicycles provided to low income families and donated to the Christmas Toy Appeals Justice Partnership Resilient People 320 bicycles recycled ongoing ongoing TP Strategy and LCPAR Restorative Justice Number of bikes restored Page 201 of 380
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Key TP Strategy Only TP Strategy and LCPAR Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Identify if applies to TPS &/or LCPAR Lead Team Monitoring Information The Tackling Poverty Team and other council services to continue to maximise the income of the residents of North Lanarkshire All residents are offered income maximisation and we continue to promote the "no wrong door" approach Residents will be directed to the tackling poverty team to ensure income is fully maximised The Plan for North Lanarkshire Resilient People 18,521 benefit checks carried out in 2022/23 - £35,480,020 generated in addtiional income Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Work with all social work services to ensure income maximisation is carried out for all vulnerable client groups Social Work staff refer people to the Tackling Poverty Team who will carry out all income maximisation work Referrals to the tackling poverty team from all social work staff The Plan for North Lanarkshire Resilient People 4888 benefit checks carried out in 2022/23 Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated MacMillan Advice Service Maximise the income of cancer patients, their families and carers Provide an income maximisation and debt advice service The Cancer Strategy Resilient People 700 referrals in 2022/23 Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Food Poverty Referral Gateway Mitigate the need for foodbank use by ensuring access to advice services and claims to crisis grants A decrease in the use of foodbanks The Plan for North Lanarkshire Resilient People not available Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of referrals to foodbanks Number of Crisis Grant applications Food Poverty Action Group Group to consider uniform recording across all emergency food providers Uniform recording adopted by all emergency food providers The Plan for North Lanarkshire Resilient People n/a 2023 ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of foodbanks recording Welfare Reform Group The welfare reform group to ensure serviceds, elevted members etc are kept fully abreast of welfare reform changes and their impact on our communities updates are provided and action taken when necessary The Plan for North Lanarkshire Resilient People Ongoing Ongoing TP Strategy and LCPAR North Lanarkshire Advice Network Issues raised / campaigns Health Staff refer to income maximisation and debt advice services Health Staff will ensure money issues are addressed and referrals are made to the tackling poverty team patients will be directed to the tackling poverty team to ensure income is fully maximised NHS Cost of Living Resilient People 394 referrals 22/23 Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated / Number of health teams or services referring Improvement Service Project - GP Practices GP Practices identified by the Improvement Service have a welfare rights officer in situ, with access to GP records The welfare rights service is integrated into the GP Practice The Plan for North Lanarkshire Resilient People 357 referrals 22/23 Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Relaunch Health Visitor & District Nurse Referral Pathway Poverty Awareness Training and pathway training to take place health visitor and district nurses make referrals to the tackling poverty team NHS Cost of Living Resilient People n/a Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team number of referrals to the tackling poverty team GP Community Link Worker Programme community link worker embedded within GP practices across North Lanarkshire making referrals to information and advice services embed link workers and increase support to patients NHS Cost of Living Resilient People 482 welfare rights referrals (22/23) 146 debt advice referrrals (22/23) Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Commissioned Services - Income Maximiation via Benefit Uptake All residents are offered income maximisation and we continue to promote the "no wrong door" approach the successful commissioned service offer income maximisation to the residents of North Lanarkshire NHS Cost of Living Resilient People £5,267,650 income generated for north lanarkshrie residents 2022/23 Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Rent Assistance Fund Rent Assistance Fund – to assist people who have experienced/are experiencing financial difficulty due to the increase in the cost of living. If tenant has received a previous award of funding from SG – TGF or SC Lacer Fund – they will not be eligible. Tenants can receive a maximum award of £2250 and this funding is not re-payable (fund allocation £1,000,000) Fund directed to people in need Local Housing Strategy Resilient People 522 tenants awarded in 22/23 Ongoing Ongoing TP Strategy and LCPAR Housing Number of people Assisted Universal Credit Assistance Fund UCAF award is to assist tenants who have fallen behind with their rent due to the 5 week waiting period, and tenants who are in receipt of Universal credit are eligible to apply People can access the fund, it requires to be paid back, however, this is at an affordable level - the fund ensures that people can remain in their own home with their arrears being managed. Local Housing Strategy Resilient People n/a ongoing Ongoing TP Strategy and LCPAR Housing Services number of loans provided / loan repayments Uptake of Scottish Child Payment Work with the Registrar Offices throughout North Lanarkshire to promote the Scottish Child Payment when registering the birth Uptake of Scottish Child Payment increases The Plan for North Lanarkshire Resilient People 77% national uptake Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Uptake of Bereavement Benefits Work with the Registrar Offices throughout North Lanarkshire to promote Bereavement Benefits when registering a persons' death Accessing all bereavement benefits to help alleviate funeral poverty The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Community Solutions Community Connectors 10 Community Connectors working across North Lanarkshire to refer residents to sources of income support as part of a wider support package Number of referrals Community Solutions Strateegy and Investment Plan 2022-25 and HSCNL Commissioning Strategy 2023-26 Resilient People n/a Autumn 2023 for two year pilot Ongoing TP Strategy and LCPAR VANL Number of people referred Universal Credit Campaign Awareness raising campaign re changes to Universal Credit widening entitlement to benefit Increase in universal credit claimants The Plan for North Lanarkshire Resilient People 7420 people claiming in work benefits (Dec 2022) Ongoing ongoing TP Strategy and LCPAR The Tackling Poverty Team Number of people claiming in work Universal Credit Tackling Poverty Strategy Action Plan 2023 - 2026 INCREASE INCOME VIA SOCIAL SECURITY Page 202 of 380
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Key TP Strategy Only TP Strategy and LCPAR Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Identify if applies to TPS &/or LCPAR Lead Team Monitoring Information Sustain Tenancies Deliver increased financial advice and assistance via 8 income maximisers increase incomes from social security, reducing rent arrears and sustaining tenancies in social rented homes Local Housing Strategy Resilient People £15,041,070 income generated - 4007 benefit checks completed Ongoing Ongoing TP Strategy and LCPAR Housing Solutions Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Whole Family Support To create a flexible, reliable and integrated support for families to ensure that every famly who needs support gets the right support at the right time. People have access to income maximisation, employability and money advice services at the right time. Childrens Services Plan Resilient People n/a 2023 - 26 ongoing TP Strategy and LCPAR Education, Children and Families inter service referrals Arrest / Referral Service The North Lanarkshire Arrest Referral Service is focussed on early intervention by providing support to people whilst held in police custody and connecting them to services within the community to address individual needs. Number of referrals to the tackling poverty team Community Justice Improvement Plan Resilient People n/a 2025 ongoing TP Strategy and LCPAR The service is delivered by Scottish Drugs Forum and Phoenix Futures and funded by North Lanarkshire Alcohol and Drug Partnership for a period of 18 months as a Test of Change. number of referrals / income generated / debt advice provided / financial education Poverty Awareness Sessions Bespoke poverty awareness sessions for council, NHS and third sector partners Number of people attending the sessions and ultimately the number of referrals this leads to The Plan for North Lan Resilient People n/a onggoing ongoing TP Strategy and LCPAR The Tackling Poverty Team number of sessions delivered / number of people attending / referrals following the training Community Benefits To increase the number of tackling poverty interventions / fair work interventions within community benefits improve the economic, social or environmental well-being of our communities The Plan for North Lan transforming places Recent figures show the loal economy continues to grow, reflecting a positive position in North Lanarkshire compared to a negative growth position locally, however, moving forward we must see more tackling poverty related interventions within community benefits ongoing ongoing TP Strategy Only Enterprise and Communities Number of Tackling Poverty Interventions Community Solutions Programme Wide ranging community supports provided by Community and Voluntary Sector organisations to support residents wellbeing including those in poverty or at risk of poverty including; food, mental health and wellbeing improved wellbeing Community Solutions Strategy and Investment Plan 2023 and HSCNL Commissioning Plan 2023 - 26 Resilient People n/a ongoing ongoing TP Strategy and LCPAR VANL Learning and impact reports Financial Education Following the "three questions" delivery of financial education to our young people Young people asked for financial education - the programme will ensure that we meet the needs and requests of our young people The Plan for North Lan Resilient People n/a in development in development TP Strategy and LCPAR The Tackling Poverty Team number of sessions completed in schools Number of young people who attend the sessions Revamp of MACA for younger children Following the "three questions" delivery of a revamped MACA session for the primary children the younger children asked for financial educaiton - the programme will ensure that we meet the needs and requests of our children The Plan for North Lan Resilient People n/a in development in development TP Strategy and LCPAR The Tackling Poverty Team number of sessions completed in schools Number of young people who attend the sessions Tackling Poverty Strategy Action Plan 2023 - 2026 HOLISTIC SUPPORTS Page 203 of 380
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Appendix 2 Page 204 of 380
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Document control Title Local Child Poverty Action Report 2022 23 Document status (final or draft version) Draft Owner Alison Gordon e-mail address gordonal@northlan.gov.uk Governance group Tackling Poverty Officers Action Group Author John Campbell e-mail address campbelljohn@northlan.gov.uk Revision history Number Originator Date Revision description / record of change 1.0 AGC 30 June 2023 First draft 2.0 AGC 20th July 2023 Additional Sections added 2.1 AGC 24th July 2023 Case study added 2.2 AGC 31st July 2023 Appendix – the three questions quotes 2.3 AGC 8th Aug 2023 NHSL update to foreword Document approvals Number Governance group Date approval granted Date approval to be requested (if document still draft) 1.0 2.0 Consultation record (for most recent update) Status of document consulted upon Stakeholders consulted / date Page 205 of 380
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Foreword Tackling child poverty in our communi�es remains a priority for North Lanarkshire Council, for NHS Lanarkshire and for our third sector partners. We have demonstrated that through a number of measures we have taken over this past year reflected, in this Local Child Poverty Ac�on Report. For our families with children, who are living on low incomes and were already struggling, the onset of the cost-of-living crisis has caused even more difficult financial circumstances and for some families, this will have deepened their experience of poverty. This Report will highlight the work that has been carried out across our communi�es by all the partners to ensure that we are tackling poverty, using all the drivers and resources available, including the fourth driver; Holis�c Supports, introduced in Sco�sh Government’s Child Poverty Delivery Plan “Best Start, Bright Futures”. We are delighted that this report and its ac�on plan have been greatly influenced by the children and young people of North Lanarkshire who have taken part in “The Three Ques�ons”, a programme in itself, which will con�nue to be developed throughout our educa�on clusters to ensure that our approach does not falter but con�nually develops to meet the needs of our young popula�on. Together with this report is the Councils’ second Tackling Poverty Strategy which embraces the Plan for North Lanarkshire’s Programme of Work, where Whole Family Support is a prevalent theme. The three-year strategy will ensure that our shared ambi�on for North Lanarkshire to be the place to live, learn, work, invest and visit will be realised for the benefit of our whole popula�on. Councillor Jim Logue Mar�n Hill Councillor Geraldine Woods Leader of the Council Chair, NHS Lanarkshire Convenor Wellbeing & Tackling Poverty Commitee Page 206 of 380
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Contents Page Number Title Introduc�on North Lanarkshire Child Poverty Profile Priority Groups North Lanarkshire Children’s Services Partnership The Drivers of Tackling Poverty Increase Income Via Employment Prospects for Parents Reducing The Cost of Living Helping People To “Quit Your Way” Promoting Free Travel For Under 22s The Pledge Income Via Social Security Benefits It Starts With A Benefit Check How Will We Do This? NHS Lanarkshire The Third Sector Promoting Uptake Of Benefits For Children In Education The Improvement Service Holis�c Supports Infant Minds Matter Whole Family Support North Lanarkshire Alcohol and Drug Partnership Justice Services Let’s Talk……. The Three Questions What’s Next For The Three Questions Financial Education Additional Support Needs Schools Achievements and Challenges Appendix One – Cost of Living Survey Quotes Page 207 of 380
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Introduc�on “Poverty means not being able to heat your home, pay your rent or buy the essentials for your children. It means waking up every day facing insecurity, uncertainty and impossible decisions about money. It means facing marginalisation – and even discrimination – because of your financial circumstances. The constant stress it causes can lead to problems that deprive people of the chance to play a full part in society.” The Child Poverty (Scotland) Act 2017 places a duty on Local Authori�es and NHS Boards to jointly develop and publish an annual Local Child Poverty Ac�on Report (LCPAR). North Lanarkshire took the approach to embed the local child poverty ac�on report into its overall Tackling Poverty Strategy to help ensure that tackling poverty is an area that is considered in decision making across the Partnership. North Lanarkshire Tackling Poverty Officers Ac�on Group (TPOAG) has representa�ves from Council Services, NHS Lanarkshire and the Third Sector and this is the fi�h LCPAR produced by the group. This report will iden�fy work that is being carried out across North Lanarkshire using the drivers to tackle poverty and inequality across our communi�es. Increasingly, in North Lanarkshire, we are taking a rights-based approach and giving considera�on to the rela�onship between children’s rights and poverty. This report aligns with the Best Start, Bright Futures; tackling child poverty delivery plan 2022 – 26 and using this approach we have introduced “holis�c supports” as the fourth driver to tackle poverty and inequality. In recognising Holis�c Supports as a driver, we will ensure that people and families do not exist in siloes, o�en unaware of the kinds of support that are available given the mul�ple channels through which this support can be delivered. The holis�c support driver to tackle poverty embeds the “no wrong door” approach to ensure that those in poverty and those at risk of falling into poverty, receive the right support at the right �me. Increase Income from Employment Reduce the cost of living Income from Social Security Benefits Holis�c Supports Page 208 of 380
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North Lanarkshire Child Poverty Profile Historically, the local authority has experienced higher than average levels of depriva�on. The Sco�sh Index of Mul�ple Depriva�on (SIMD) 2020 iden�fied across North Lanarkshire 50,897 people are income deprived, equa�ng to 15% of the popula�on. The Sco�sh average is 12%. Around 22,426 of the 50,897 income deprived people men�oned above, live in neighbourhoods, spread across North Lanarkshire, that are not classed within the 20% most deprived. Income depriva�on is defined as those of working age (and their dependants) who are on low incomes. North Lanarkshire remains 6th in terms of its share of data zones in the 20% most deprived in Scotland, si�ng behind, Inverclyde, Glasgow, North Ayrshire, West Dunbartonshire and Dundee. Ward No of children living in poverty % of children living in poverty Airdrie Central 679 23.4% Airdrie North 772 20.4% Airdrie South 616 16.3% Bellshill 535 20.8% Coatbridge North 541 22.9% Coatbridge South 708 21.2% Coatbridge West 545 20.3% Cumbernauld East 595 20.8% Cumbernauld North 324 10.6% Cumbernauld South 547 19.7% For�ssat 576 20.7% Gartcosh, Glenboig & Moodiesburn 360 11.7% Kilsyth 491 18.4% Mossend and Holytown 493 21.1% Motherwell North 697 19.0% Motherwell South East & Ravenscraig 790 22.5% Motherwell West 497 18.9% Murdostoun 667 17.4% Stepps, Chryston & Muirhead 251 10.6% Thorniewood 464 19.1% Wishaw 549 19.2% Page 209 of 380
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North Lanarkshire has five datazones within the 1% most deprived areas of Scotland. This strategy will ensure resources are directed to these areas as a priority. Priority Groups The Sco�sh Government iden�fied “priority groups” where evidence indicated that it was children in these groups that were at the highest risk of experiencing child poverty. To help measure the impact and support provided to these priority groups, adjustments were made to North Lanarkshire’s Tackling Poverty Team recording system where all financial assessments/benefit checks are recorded. Within these screens the following groups were added; Lone Parent Families Minority Ethnic Families Families where a member of the household is disabled Families with a mother under 25 Families with 3 or more children Families where the youngest child is under 1 This then allows us to track any work we are doing with the priority groups. In 2022/23 the Team carried out over 22,700 benefit checks, 6207 benefit checks were completed for families within the priority groups; 2886 for lone parent families 218 for ethnic minority families 1774 for families where a member of the household is disabled 232 for families where the mother is aged under 25 742 for families with three or more children 355 for families where the youngest child is under one Referral routes to the Tackling Poverty Team set up with One Parent Families Scotland, may account for 46% of the referrals from the priority groups coming from lone parent families. Further work has to be done to ensure that services to tackle child poverty are directed to priority family groups within North Lanarkshire. The Sco�sh Index of Mul�ple Depriva�on (SIMD) is a rela�ve measure of depriva�on across 6976 small areas in Scotland known as datazones. SIMD measures on seven domains; income, employment, health, educa�on, housing, crime and access to services. North Lanarkshire with a popula�on of 341,400 (2021 mid year estimate) has 447 datazones, 144 (35%) of those datazones are within 20% of the most deprived communi�es in Scotland. Page 210 of 380
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North Lanarkshire Children’s Services Partnership In North Lanarkshire, our vision is to support all children and young people to achieve their potential, ensuring they are loved, nurtured and empowered to thrive in all aspects of their lives, including upholding each and every child and young person as stated in the UNRC. We will work collaboratively with children, young people, their families and our partners to ensure they get the best start in life and support families to provide loving care. We will do this by making sure we have the right supports available, at the right time, for as long as needed, and delivered in the right places to ensure equity for all and reducing inequalities throughout. North Lanarkshire Children's Services Partnership is where they key agencies and organisa�ons work together to iden�fy shared priori�es and to plan, deliver and improve services and supports for children, young people and their families. Partners include children, young people and families, key public sector agencies, independent sector organisations and the community and voluntary sector. Key to this Partnership, members of the Tackling Poverty Officers Ac�on Group (TPOAG) are represented on this group and likewise members of the Children’s Service Partnership are represented on the TPOAG, this ensures a crossover at an opera�onal level and shared ambi�ons, workstreams and outcomes and that tackling poverty is seen not only as a measure to li� people out of poverty but also as a preventa�ve measure in ensuring we have resilient communi�es. All task groups progressing the work of the Children’s Service Partnership have an impact on child poverty. The priority to embed children’s rights, as stated in the United Na�ons Conven�on on the Rights of the Child, includes ac�ons to make clearer the rela�onship between poverty and UNCRC and to develop and apply a ‘poverty proofing’ tool. There are close links with the Family Support Task Group, with the Partnership aim to strengthen the ethos of Whole Family Support, working with families in a preventa�ve way and suppor�ng parents and carers to build on their strengths. Tackling poverty will be a central feature of the approach to family support; providing help to maximise income; develop skills for employment and taking a cash first approach where necessary. The principles of family support outlined in The Promise, will underpin the work to improve outcome for our families, children and young people within North Lanarkshire. Page 211 of 380
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Staff from all sectors involved in providing support and services to children and young people will be provided bespoke Poverty Awareness sessions which promote discussion about the impact of poverty together with easy referral routes to ensure people have access to professional support to help maximise their income and reduce the cost of living, whilst receiving the holis�c supports which builds on the strengths of the family. The Drivers of Tackling Poverty INCREASE INCOME VIA EMPLOYMENT Driving up income from employment remains one of the mechanisms in North Lanarkshire which offers real opportuni�es to support unemployed and underemployed residents out of poverty. Employability is integrated within Educa�on & Families and contributes to the Brighter Future Programme of Work within the Plan for North Lanarkshire. It has the aim of transforming how we prepare young people and other residents for the world of work by delivering an interconnected programme of educa�on, volunteering, and entrepreneurship throughout various stages of their life. The aims and objec�ves of this are to: Drive the recovery of North Lanarkshire’s labour market to pre-covid levels Deliver significant jobs growth Shape innovative employment pathways in key growth industry sectors Provide inclusive and accessible support to boost entrepreneurship Embed volunteering programme as a normal part of life Transform how young people experience learning and teaching The post pandemic labour market that has emerged is characterised by low unemployment levels but increased economic inac�vity and within North Lanarkshire the employment rate is s�ll below the pre- pandemic levels. The North Lanarkshire claimant count, which acts as a measure of unemployment, Page 212 of 380
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was 14,415 (6.6%) people in March 2021 compared with 8,225 (3.8%) in March 2020, a 75% increase on the pre-pandemic level. However, in May 2023 it had decreased to 7,640 (3.5%) and average earnings in North Lanarkshire are now above the Sco�sh and UK averages for the first �me. This is good news, but real challenges remain due to levels of economic inac�vity. The number reported as ‘long term sick’ in North Lanarkshire has increased from 14,900 in the 12 months up to December 2019 to 26,300 in the 12 months up to December 2022. While unemployment is lower than pre- pandemic levels the number of people in the workforce in North Lanarkshire has reduced from 174,000 (78.1%) in December 2019 to 157,100 (70.1%) in December 2022. The forecast for unemployment currently is uncertain as the UK remains within a period of high infla�on and with further expected rises in interest rates which will have an impact on business. From an employability perspec�ve this simply reinforces the long-term strategy of con�nuing to support those further from the labour market in North Lanarkshire to gain the skills needed to get a job and be part of the economic growth of the area. Alongside this we will con�nue to work with local employers to create opportuni�es for our unemployed residents, including those who are economically inac�ve. All employability programmes delivered by or on behalf of North Lanarkshire Council are based on the No One Le� Behind Policy which is aimed at inclusive growth, economic transforma�on and tackling child poverty; and aims to deliver a system that is more tailored and responsive to the needs of people of all ages who want help and support on their journey towards, into and in work - par�cularly people with health condi�ons, disabled people and others who are disadvantaged in the labour market. Case Study Joe was 17 and under the care and supervision of the authority when his support worker referred him into Roots. His only income was £15 per week pocket money. Joe received bespoke 1:1 support from his job coach, who introduced him to a number of work tasters and opportuni�es. Joe then gained his full �me Roots placement in June 2021, working in an area he felt very passionate about (Gym and fitness) earning modern appren�ceship rate of pay. Joe gained independence and confidence and could purchase items for himself and go out for meals with friends. He became a valued member of the team within his workplace and received fantas�c feedback. Roots con�nued to work closely with Joe and his employer to create a paid opportunity within the business. He is now a fully qualified personal trainer working in a full-�me posi�on, earning £9.50 per hour for 30 hours per week. In addi�on, he already has a few of his own clients which increases his wage further. Joe’s support worker says “It’s made a huge difference to his life in every way imaginable. Joe keeps in touch with us and will happily come along and speak to future Roots clients to share his journey with them. He has gained so many skills on the programme including formal qualifica�ons and leaves roots a far more confident young man than when he first walked through the door. Joe says “I feel from everything I have learned I am a lot more confident now, I love helping others and working hard. I have my own flat now and I am doing well. I want to help others feel happier and healthier”. Page 213 of 380
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Prospects for Parents The aim of Prospects for Parents is to help families in North Lanarkshire become beter off, by suppor�ng parents to get into work or by helping those in low paid work to increase their wages. The programme is supported by a Welfare Rights Officer who ensures that any parent entering the programme has their income fully maximised prior to entering employment and during employment, the welfare rights officer is also able to offer money/debt advice and refer on if more in depth support is required in this area. The Prospects for Parents programme also provides access to child care advice and access to funds such as the child care development fund and the discre�onary fund, as well as health interven�ons and access to training/work experience. The Prospects for Parents programme is specifically for the priority groups; Lone Parents Disabled parent, or the parent of a disabled child Parent with more than three children Parent with a child under 1 year old Parent under the age of 25 Parents from an ethnic minority The programme is a key tool in tackling poverty and inequality for our children and young people in our communi�es. Case Studies from Parental Employment Support The welfare rights officer met with a woman who was living in refuge following domestic abuse. She had two young children, one starting nursery, she wanted to go back to work but didn’t think due to her benefits she would be able to do this. The welfare rights officer completed a “better off” calculation to show what the impact would be on her income were she to take a 16 hour pw job. The woman was delighted with this, and explained to the welfare rights officer that she also had debt issues with catalogues, housing, loans and council tax. The WRO advised of the service that could be provided to remove the burden of creditors harassing at a difficult time and contact was made with creditors on her behalf. The woman is currently working with a Debt Advisor to manage her debts. A woman was referred to the welfare rights officer seeking a “beter off” calcula�on and advice around the minimum income floor for universal credit if she became self employed. Following the advice and reassurances that the welfare rights officer was always there to assist, she took up employment as a self employed delivery driver for Just Eat. A�er one year, the DWP implemented the minimum income floor, meaning she could lose essen�al income. She advised the welfare rights officer that universal credit were refusing to offset her tyre repair costs to her car as an expense, sta�ng that her car was essen�al to allow her to do her job. The welfare rights officer successfully argued that this should be an allowable expense and her Universal Credit amount was protected. Page 214 of 380
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REDUCE THE COST OF LIVING Helping People To “Quit Your Way” Research by Ash Scotland showed that 63,000 households in Scotland would no longer experience relative poverty if people were empowered to successfully give up tobacco. 42% of all households in Scotland containing people who smoke are currently living in relative poverty, a figure which could be reduced by around 10% if tobacco was not a factor. Reducing smoking prevalence in Scotland by just one percent could lift more than 3,700 households out of relative poverty. The percentage of pregnant women smoking at booking appointment in North Lanarkshire is 12.6% for year ending December 2022. This is above the Scotland figure of 11.9%. The Quit Your Way service targets pregnant women who live in areas of higher depriva�on and between April 2022 and December 2022, 24 pregnant women living in the 40% most deprived areas successfully quit smoking at 12 weeks. Collabora�ve work has commenced in Airdrie, Motherwell and Wishaw locali�es. Referral prompt cards have been developed to enable a more simplified referral route using a QR code. This referral route can be used by clients, staff, third sector organisa�ons or community partners. Very brief advice for smoking on smoking for pregnant women will be promoted via na�onal centre for smoking cessa�on training for external partners. Promo�ng Free Travel For Under 22s Since its launch in January 2022, the scheme has been promoted widely and con�nually through schools, within the community, on NLC and NHSL websites, by social media (Corporate and youthwork, CLD channels), and by colleagues working with children, young people, and families. Parents and Carers have received text messages direct to parents and Community Learning & Development Staff con�nue to engage with applicants. Efforts have been made to encourage applica�ons from disadvantaged groups such as care experienced young people, refugees, families living in poverty, social work service users, and young job seekers, students and those working with partner agencies. A training module has been developed by ASH Scotland and NHSL Tobacco Control Team which will be used by ASH Scotland to facilitate training on smoking and poverty. The NHSL Tobacco Control team have already offered this training locally to advisors within the Tackling Poverty Team, so that Welfare Rights Staff and Debt Advisers can promote the “Quit Your Way” programme and signpost people to the service. “I’ve been putting this cash by in a tin that I would spend on cigarettes. My Grandson wanted a football strip which I thought was too much money to buy him, but after 10 days of quitting smoking I was able to buy it for him. I’m also keeping the money I’m saving for Christmas and other bills. That was just a part of it though, my health was the main reason and I now have more energy and my house doesn’t smell of smoke anymore.” Page 215 of 380
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Uptake varies widely amongst different age groups with. At either end of the age spectrum 5 year olds and 21 year olds have taken up fewest travel cards but 80-90% of 10-12yrs have obtained a travel card. What difference does free travel for under 22s mean? Free travel can make a big difference to a families income, the table below shows some examples; A 14 year old pupil uses the bus daily to commute to school A saving of £442 per annum A 17 year old student from North Lanarkshire commutes to New College Lanarkshire by bus A saving of £711.10 per annum An 18 year old student from North Lanarkshire commutes to University of Glasgow by bus £863.20 per annum THE PLEDGE Page 216 of 380
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INCREASE INCOME VIA SOCIAL SECURITY BENEFITS It Starts with a Benefit Check “I don’t think I’m entitled to anything else”, “I tried before and didn’t get that” are all too common phrases for the Tackling Poverty Team. With over £99 million generated in the last 3 years, the Tackling Poverty Team’s response is always “let’s start with a benefit check.” Through discussion with the person a benefit check identifies if there is entitlement to any other benefits and the Tackling Poverty Team will assist people to help make a claim, in the last 3 years the Team have assisted with 40,178 claims for benefit. The case study below is a great example of how a benefit check can make a significant difference to people; Increasing income via social security benefits is a key driver to tackling poverty in our communities, we know from recent analysis by Policy in Practice that the total amount of unclaimed income- related benefits and social tariffs is now £18.7 billion a year throughout the UK. The tackling poverty team received a referral from an MSP, the referral was for a family where a member of the household is disabled, who had received a bill for a sink repair and they were struggling to pay it. A welfare rights officer from the First Point of Contact Team contacted the family who advised that the situa�on had been resolved, the WRO asked; “Do you want me to check your benefits”?, and they agreed to this. The welfare rights officer found that the family were short a premium in their Employment and Support Allowance claim and sought to get this put into payment. The work carried out resulted in the family receiving an addi�onal £76.40 per week (£3,972.80 per annum) but through the diligence of the WRO, en�tlement for the previous 4 years was also established, meaning the family received a backdated payment of £13,000. The family were delighted with the service they received and stated; “The service from the Tackling Poverty Team is definitely worthwhile, they really know what they are talking about and they have done a grand job for my family”. Page 217 of 380
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From these findings it is important that our Ac�on Plan for Tackling Poverty ensures the “no wrong door” approach is embedded into our prac�ce across all internal services together with our partners in NHS Lanarkshire and the Third Sector. How will we do this? The Tackling Poverty Team has produced Poverty Awareness Sessions, which can be tailored not just to the Services we are delivering to, including; social work, health, educa�on, addic�on etc, but can also be drilled down to impacts in each Community Board area. In doing this we can look at referral gateways and solu�ons that are bespoke to each service and locality, therefore suppor�ng referrals to income maximisa�on services. The Poverty Awareness Sessions have now been delivered to over 200 staff and prac��oners to date, and the feedback has been really posi�ve; “informative session and great examples shared today” “I learned lots from the session that I didn’t know” “Seeing the information for my locality was hard hitting, but we were then told about the referral routes for us……I feel more confident to approach the issue of money now” The Tackling Poverty Awareness sessions are designed to ensure that the ethos within the Programme of Work where we muster our resources and recognise that poverty is not something that we can look at on its own is reflected in this. Page 218 of 380
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Poverty impacts all areas of life, the Joseph Rowntree defini�on the Strategy has adopted reflects this; “Poverty means not being able to heat your home, pay your rent or buy the essentials for your children. It means waking up every day facing insecurity, uncertainty and impossible decisions about money. It means facing marginalisation, and even discrimination, because of your financial circumstances. The constant stress it causes can lead to problems that deprive people of the chance to play a full part in society.” In recognising this, it is important to acknowledge that working to achieve our goal to reduce and tackle poverty in North Lanarkshire is not something that one service can do on its own. Referral pathways ensure that services have access to specialised advisors, investing in internal and external services ensure that people have access to those advisors. NHS Lanarkshire The Health Founda�on in 2020 stated that Income is associated with health; people in the botom 40% of the income distribu�on are almost twice as likely to report poor health than those in the top 20%. Poverty, in par�cular, is associated with worse health outcomes. Income and health can both affect each other – lower income is associated with more “stressors” which can harm health and allow fewer opportuni�es for good health. Poor health can limit the opportunity for good and stable employment and so affect income. NHS Lanarkshire has made significant investment in tackling poverty measures in North Lanarkshire including within income maximisa�on services. Recent investments include the funding of a Cost-of- Living Helpline hosted by the Councils’ Tackling Poverty Team giving people access to both income maximisa�on and money advice services. Referral pathways have been established to make it easy for health staff to refer pa�ents into the team to get the supports they need; A grandmother in the Wishaw area was referred to the Tackling Poverty Team a�er the DWP had applied the two child limit to her Universal Credit therefore she was receiving no payment for her grandson who was in her care. This was an informal kinship arrangement, the Welfare Rights Officer escalated the case with DWP who then agreed that the two child limit should not apply in this case. The Universal Credit Child Element was backdated and a lump sum of £1200 was awarded, in addi�on to an ongoing £62.21 per week. The Welfare Rights Officer also made applica�ons for child benefit and the Sco�sh Child Payment these payments will increase the grandmother’s income by £212.33 per week, this is a total increase in annual income of £11,041.16. The woman stated that the assistance from the Tackling Poverty Team “helped really a lot, made a difference for her grandson as they can now do things”. Page 219 of 380
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“As a Health Visitor it is reassuring to know that the Tackling Poverty Team have the knowledge and skills to assist the families we work with both by providing advice and practical support. “As a Health Visitor it is very easy to make a referral to ensure our families receive the best support in maximising their incomes.” NHS Lanarkshire have established “GP Link Workers” with a referral route to their partners in both the councils’ Tackling Poverty Team and the Ci�zens Advice Bureaux. The Link Workers are available in various Health Centres and Surgeries across North Lanarkshire, over the last two years the link workers have referred 860 people for help with welfare rights and 252 people for help with money/debt advice. The total income generated to date from these referrals is £330,260. The Glasgow Royal Hospital for Children Project supports families and children who are either inpa�ents or outpa�ents. In 2022-23 the service supported 32 North Lanarkshire families, who received support with a total financial gain of £169, 074.91 Most of the beneficiaries were families caring for children with a disability under the age of 19 years. The Improvement Service have also funded a project within North Lanarkshire; Welfare Advice and Health Partnership, where we are improving access to money and welfare rights advice in health care se�ngs. This is achieved by embedding advice workers in health se�ngs and providing consensual access to medical records. Based in three surgeries across North Lanarkshire this project has proven to be extremely successful, with 357 referrals received in one year genera�ng £715,865. CASE STUDY A 39 year old lone parent was referred to the Tackling Poverty Team via her GP. Her physical health limita�ons, financial challenges and being a single mum of two children (aged 16 and 10), one with disabili�es was having a significant impact on her mental health and she was finding it a struggle to work. The woman had her claim for Personal Independence Payment (PIP) refused and the GP referred to the Tackling Poverty Team to help her. The Team challenged the decision, and she was awarded Standard Rate Daily living component of PIP, the welfare rights officer then assisted to have the disability element added to her working tax credit. The woman received £8643.88 in backdated payments of PIP and Working Tax Credit, her weekly income was increased by £132.42 (an annual increase of £6885.84 for the woman and her family). The woman has returned to work and is able to deal with those financial challenges she was facing. Page 220 of 380
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The Third Sector The Tackling Poverty Team are responsible for the commissioning of external advice services to provide welfare rights and debt advice. The successful candidates for 2023-25 have been 5 local Ci�zens Advice Bureaux. The Ci�zens Advice Bureaux (CABx) are commited to working with the Tackling Poverty Officers Ac�on Group in implemen�ng the Tackling Poverty Strategy and Ac�on Plan. The CABx have contributed to maximising income across the local authority genera�ng £22.6 million the last three years in addi�onal income for residents. The CABx are also commited to tackling food poverty by implemen�ng the councils’ Food Poverty Referral Gateway which promotes the Cash First approach. Trussel Trust are working in conjunc�on with the local CABx over the next 2 years focussing on enhancing access and engagement with the North Lanarkshire Food Poverty Referral Gateway. Augmen�ng the exis�ng Gateway as the preferred route for cash first support and ensuring a dignified and holis�c approach to tackling food poverty and insecurity. The pilot will be delivered in communi�es with Motherwell, Wishaw and Airdrie in local community hubs working alongside community organisa�ons in both one to one and group se�ngs, providing advice, support and training. Promo�ng Uptake of Benefits for Children in Educa�on Promo�on and maximisa�on of those benefits which North Lanarkshire Council administers, including Free School Meals remains a priority detailed in the accompanying Ac�on Plan. However, that is not the end of the story, we also need to look at whether those who are en�tled to a free meal are actually taking up this offer. Uptake of Free School Meals, whether children qualify for universal provision or due to their family’s income, is at 65-70%. This is certainly lower than we would want but is a trend which is being experienced in other areas across the Country. The reasons why take up is low are many are varied and not en�rely understood, par�cularly at a �me when household budgets have never been �ghter. The challenge for us is to fully understand the reasons why children are not taking up the offer of a free meal. A new management informa�on system has recently been implemented to give insights into trends amongst different age groups, most popular menu choices etc. CITIZENS ADVICE BUREAU – COATBRIDGE A 41 year old man with 4 children presented to Coatbridge Ci�zens Advice Bureau, he himself had health issues. He contacted the Ci�zens Advice Bureau explaining he had a £12,000 benefit overpayment which had resulted as a clerical error by the DWP five years previous. The man himself had tried to dispute this himself with DWP but was ge�ng nowhere, he asked the CAB to help him. The case worker took the man’s case to appeal and was successful in their argument meaning that the overpayment was writen off. Page 221 of 380
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Changing the culture and s�gma around free school meals is key to increasing take up and work is already underway: • invitations to children and their parents to come along and sample a school meal together as they move from Nursery to Primary • taster sessions across Nursery, Primary and Secondary Schools • a targeted exercise to educate parents who choose to provide packed lunches rather than take up a similar offering provided at school The Improvement Service North Lanarkshire was chosen to host one of the Improvement Service’s Welfare Advice and Health Partnerships (WAHPs) that will provide access to welfare rights and money advice in health care se�ngs. The approach by the Improvement Service is to embed advice workers in health se�ngs and provide consensual access to medical records. GP prac�ces were selected by iden�fying those where the pa�ents from SIMD 1 and 2 were highest; 6 prac�ces were iden�fied in North Lanarkshire, with 4 agreeing to take part in the project, however, only 3 prac�ces came on board; Old Mill Prac�ce, Bellshill, Waverley Surgery, Coatbridge and Coatbank Surgery, Coatbridge Welfare Advice and Health Partnerships provide a simple, effec�ve, person centred approach to tackling health inequali�es, improving individual health and well-being. Providing advice in GP se�ngs is one approach to delivering services out with the tradi�onal routes ensuring that we can meet the needs of all our community. In one year the project has dealt with 357 referrals and generated £715,865 in addi�onal benefit income. The GP prac�ces recognise the impact the Project is having on their pa�ents; “The welfare rights officer joined the practice once a week to help with our patients and has been a great help to the patients not only from a financial point of view but also from a mental health and wellbeing perspective, some people are in a situation where they don’t know what to do or what to turn too, the welfare rights officer goes over and above to help sort out their affairs or tries to make sure they are getting what is right, in turn patients seem relieved and feel light is at the end of the tunnel which often lifts the anxiety they have been living with” Waverley Medical Practice, Coatbridge “The welfare rights officer has been an amazing addition to our practice MDT. She is very hard working, approachable and a great team member. The project has been helping our patients greatly and easing their financial pressures, which has a very positive impact on their mental and physical health. This is more important than ever whilst in the midst of a cost-of-living crisis. Page 222 of 380
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The project has been welcomed fully at Old Mill, patients are engaging well and getting the help they need due to their poor health and mobility. I would honestly say this project has been the most helpful and useful addition we have ever had, and patient feedback has been excellent.” Dr Aimee McGinness – Old Mill Practice, Bellshill Case Study – Waverley Prac�ce – Welfare Advice and Health Partnership Ken was referred to the Welfare Rights Officer (WRO) based in the Waverly Prac�ce as his claim for Personal Independence Payment had been refused. The WRO using the medical records submited an appeal which was successful with Ken receiving enhanced rate of both mobility and daily living, Ken received a backdate of £5020.80 and an annual income of £8983. When carrying out the benefit check for Ken and his family, the WRO iden�fied that the Sco�sh Child Payment was not in payment for his two children, the WRO assisted with this claim meaning the family had an addi�onal £2600 per annum. The welfare rights officer maximised the family income by £11,583 per annum, making an incredible difference to them. Page 223 of 380
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HOLISTIC SUPPORTS In North Lanarkshire we recognise that to deliver sustained reduc�ons in child poverty over the long term we need to break that cycle of poverty, ensuring that our children living in poverty do not grow up to be adults living in poverty. We will work with our partners to provide the integrated and holis�c support parents need to enter employment, improve their wider wellbeing and engage with the drivers of poverty. In North Lanarkshire we are commited to delivering a “No Wrong Door” approach to our services to ensure that all residents, including those in poverty and those at risk of falling into poverty receive the right support at the right �me. Ensuring all families have the support they need, regardless of what those supports may be, is essen�al if we are to enable families to thrive in all aspects of their wellbeing. Infant Minds Mater A new Infant Mental Health service has been established in Lanarkshire. The aim of this service is to provide an infant centred approach to Infant Mental Health in Lanarkshire through direct clinical interven�on with infants and their families, and support to professionals working across Lanarkshire, who contribute to the mental health and emo�onal well-being of infants. Infants are the most vulnerable group in society; however, they have o�en been omited from mental health services and policies. There is a con�nued lack of awareness and understanding that infants can suffer from serious mental health difficul�es and disorders, when in fact epidemiological research indicated that approximately 16% of 18-month-olds in the general popula�on have serious mental health difficul�es. The Infant Mental Health Team is mul�-disciplinary and mul�-agency, and each discipline and agency brings its par�cular training and perspec�ve to addressing the mental health of infants. Our team consists of: Lead for NHSL Infant Mental Health Service; Consultant in Infant Mental Health Psychiatry; Child & Adolescent Psychotherapist; Clinical Psychologist; Social Worker (North and South Lanarkshire); Early Years Prac��oner; and Admin support. The Tackling Poverty Team will deliver Poverty Awareness Sessions to the mul�-disciplinary team and implement a referral route for parents to ensure parents and carers have access to income maximisa�on and money advice services. Breas�eeding NHS Lanarkshire have been working in partnership with North Lanarkshire Council to pilot the na�onal Breas�eeding Friendly Scotland Local Authority award - a 1st for Scotland. This sees every department within the council receiving training, have staff policies in place for staff breas�eeding and returning to work and includes the educa�on schemes within Early learning and Schools amongst others. Roll out of the Breas�eeding Friendly Scotland scheme ensures premises and buildings signing up to the scheme create a suppor�ve, welcoming environment for breas�eeding families when out and about as one of the main reasons many cite for not ini�a�ng breas�eeding or stopping before they wanted to, is feeding out with the home. We have many local authority Page 224 of 380
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premises such as libraries and leisure signed up as well as many private cafes, third sector groups and other businesses. Whole Family Support The aim of the Whole Family Wellbeing Fund is to provide addi�onal resource to support the transforma�on of the system of support to children and families. This is in line with the Na�onal Principles of Holis�c Family Support and ambi�on of The Promise to provide flexible family support, enabling more children to remain loved and supported within their own families. The Promise places a requirement on Local Authori�es and their partners to transform whole systems and culture to ensure all children, in any aspect of care, thrive through nurturing and loving rela�onships with access to support that strengthens communi�es and families. The Promise places preven�on and family support at the heart of its vision. The Promise Plan 21-24 published on 31st March 2021 sets out 5 key priori�es for the first phase of implemen�ng The Promise including a focus on ‘Whole Family Support’. There is an expecta�on that the 10 key principles of family support outlined within the Promise are embedded into prac�ce by 2024 and that there is a place in every community for families with children ‘to stay and play with their children and get support and advice’. This aligns closely with the Tackling Poverty strategy and the aspira�ons of the Plan for North Lanarkshire; and in par�cular plans to develop community hubs as a central vehicle to deliver support, enhance community capacity and support every child to reach their poten�al. Research has shown there is a rela�onship between poverty and longer-term nega�ve outcomes for children (Lewer et al, 2019) and that while the rela�onship between poverty and child abuse and neglect is complex, studies have also shown that financial support and increased income lead to lower levels of child maltreatment (Bywaters et al, 2016). North Lanarkshire Council, as part of the Covid-19 Tackling poverty plan, adopted a ‘cash first’ approach to suppor�ng the most vulnerable families to address basic needs, which proved effec�ve in promo�ng improved outcomes. By providing money directly to families North Lanarkshire’s strength based and collabora�ve approach offered welcomed financial relief. In order to provide holis�c family support which truly aligns with the Promise and Tackling Poverty ac�on plan, there is a clear need to join up services so that people can experience a seamless transi�on into addi�onal and intensive level supports and services. This improves access to exis�ng exper�se within our services. These na�onal policy aims align with the Plan for North Lanarkshire and the Council’s new Programme of Work which makes family support central to its opera�ng model through the Resilient People workstream. North Lanarkshire Alcohol and Drug Partnership North Lanarkshire Alcohol and Drug Partnership (NLADP) is a mul�-agency strategic partnership focused on understanding and mi�ga�ng the impact of problema�c alcohol and drug use in the local area. The purpose of the ADP is to co-ordinate and lead a collec�ve response to tackle harms and improve the lives of people who use alcohol and drugs, and those around them. The ADP is made up Page 225 of 380
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of key agencies and stakeholders with an interest in tackling harms and improving lives. This includes the wider community and those who have lived experience and families. Much of our work involves bringing people together to plan and improve services whilst se�ng out what needs to be put in place to support change and keep people safe and well. The strong links between drug and alcohol related harms and poverty, inequality and trauma are widely acknowledged. Depriva�on has been linked as a significant factor in drug and alcohol problems developing. The ADP are tasked by Sco�sh Government to ensure the implementa�on of na�onal policy and evidence-based prac�ce. Improving Choice, Quality and Connec�ons are key drivers underpinning the work of the ADP. We have 5 key priority areas of focus for our work which includes; Preven�on, Educa�on and Early interven�on, Whole Family Approach, Treatment and Care, Public Health Approach to Jus�ce and Reducing Alcohol Harms. Each of our sub-groups are tasked with understanding and mi�ga�ng harms from substances, and poverty, and have a linked programme of work to support change and keep people safe and well across our communi�es. Jus�ce Services Whilst The Tackling Poverty Team and others will support Services by providing debt and money advice, income maximisa�on and employment advice, the services themselves such as the Restora�ve Jus�ce Service also contribute to tackling poverty and inequality through a number of ini�a�ves, such as; Individuals who are subject to Unpaid Work can undertake work with the Bike Recycling Project. During the last reporting year over 650 bicycles were retrieved from recycling centres in North Lanarkshire. Some were scrapped for parts, however, over 320 bicycles have been reconstructed. These recycled and repaired bikes are donated to the Councils’ Christmas Toy appeal as well as being donated low income families. Bikes are also donated to local schools to ensure that all pupils can take part in Cycle Safety Awareness Courses and the healthy living programme. A craft workshop has been developed to repair clothing and soft furnishings for low income families. A kitchen workshop has been developed to deliver a programme consisting of food hygiene, nutrition, budgeting and basic meal preparation. The workshop performs a platform to undertake placements in foodbanks and community cafes such as Shotts Healthy Living Centre and Newmains Community Trust. A laundry workshop has been created that provides a service to charity shops collecting clothing for laundering and returning to the shops for sale. In an effort to reduce poverty, a laundry service is provided to Craigneuk Family Centre and two charitable groups; “Cool School Uniforms” and “Airdrie School Clothing Bank”, this involves the collection, laundering and distribution of recycled school uniforms to low income families. “We got your delivery of the balance bike and the guys were very helpful. THE CHILDREN LOVE IT and have been having great fun on it today. Thank you so much again” – Allanton Primary School Page 226 of 380
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These indirect supports contribute to suppor�ng the Tackling Poverty Strategy and our communi�es across North Lanarkshire. Community Wealth Building Community Wealth Building is an interna�onally recognised approach to economic development designed to tackle long-standing economic challenges. It seeks to transform local and regional economies by considering the ways in which the public sector, in partnership with the private, third and community sectors, can ensure more wealth is generated, circulated and retained in communi�es and locali�es. The approach is focussed on growing the influence communi�es have on the economy and ensuring communi�es receive more of the benefits from the wealth they help to generate. The council and local partners are currently mapping ac�vity to iden�fy areas for further development and improvement and are considering and consul�ng on the approach which will be adopted in North Lanarkshire to embed Community Wealth Building. Community wealth building is a progressive approach for the benefit of the local population. This is achieved by harnessing the economic and social power of locally rooted organisations, often referred to as local anchors. Anchor organisations are big and locally rooted organisations including the NHS, local authorities, colleges and universities, and private businesses with local HQs. Because they employ many people, spend substantial amounts of money, own and manage land and assets and often deliver crucial services, they have a considerable impact on local communities and economies. Further, they are historically rooted in the physical area, intrinsically connected to the local community and are pivotal to wellbeing. Alongside its main func�on, NHS Lanarkshire recognises its role in making a strategic contribu�on to the local economy. Anchor organisations are pivotal to community wealth building as a result of the scale at which they operate. After a benchmarking exercise, NHS Lanarkshire has developed an ac�on plan to maximise its role and are now working with other community planning partners in North Lanarkshire to maximise the collec�ve impact, share best prac�ce and iden�fy areas where local anchors can work together. It is proposed that this will be through the adop�on of a Community Wealth Building Commitment Statement early in 2024 whereby any relevant projects, Programmes of Work, Strategies and ac�on plans must demonstrate how Community Wealth Building principles and approaches are applied. Page 227 of 380
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LET’S TALK….. THE THREE QUESTIONS The Tackling Poverty Team have embarked on a communica�ons programme called “The Three Ques�ons” across all our schools, this will be a con�nuous programme which will become the heartbeat of our approach to tackling child poverty, shaping and underpinning everything we are doing across the local authority. The “Three Ques�ons” have been shaped around the cost-of-living crisis, we simply ask; “How is the cost of living impac�ng you?” “How is the cost-of-living impac�ng others in the community?” “What would you like us to do about it?” The children and young people are invited to put their experiences and thoughts on how to make things beter by using post it notes and posters. The post it notes were introduced to avoid s�gma�sing anyone who wanted to have their voice heard but did not want to speak out, but welfare rights officers and debt advisors are also on hand, not just to provide advice but to write down any comments children and young people wish to make. The format used has proven to be very successful in giving a voice to our children and young people. The young people gave an insight into how the cost-of- living crisis is affec�ng them and their families, together with what they would like to be done around this. When asked how the cost of living affected them, the impact of socialising was a major issue for the children and young people, whilst 21% stated that they could no longer afford a�er school ac�vi�es and socialising with friends, 56% stated that they could no longer play their consoles or charge their phones as much, all forms of socialising for younger people. Welfare Rights Officers have met with pupils from both Primary and High School. The presenta�on starts with “poverty awareness” le�ng the children know the extent to which it is affec�ng their local area – and the children and young people are then presented with The Three Ques�ons. Page 228 of 380
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The children and young people told us that the cost-of-living crisis was having an impact in their home and on themselves; “Buying things causes arguments in my house” “I get anxious when I got to the shop to buy food. My dad is off work and is on sick pay. In the next couple of months he will be on half pay and I’m worried how we will be able to afford things” “my mum panics about money now” “I am poor now” When asked what the children and young people wanted us to do about it, the top two answers from the children and young people were; Free School Meals for everyone and financial educa�on. The children and young people expressed that they wanted to learn about money “make everyone feel equal and understand more about poverty and money….learn about money, how to pay bills, budgeting and money management”. (all findings available at appendix one) What Next For The Three Ques�ons? Following the response from The Three Ques�ons, we will build upon the work we have done and ensure that the responses and ideas from the children and young people are at the heart of what we will be delivering. The Team have been to 13 schools to date, speaking to 277 pupils however, in the next semester it is our inten�on to co-ordinate our three ques�ons in line with the Cluster Model that is in place in North Lanarkshire. The cluster model iden�fies each Secondary School with their feeder primary schools and nurseries. The Tackling Poverty Team will meet with children and young people from each establishment within the Cluster. Following the work they will do with the children, the welfare rights officers from the Tackling Poverty Team will iden�fy each Clusters priori�es. Together with the Tackling Poverty Team, the schools will iden�fy not only these priori�es but how they plan to address them in the Tackling Poverty Plan each school has. 21% 10% 10%11%3% 45% How Does Cost of Living Affect You - Activities I am unable to afford out of school activities/ socialising with friends I am unable to afford driving lessons Less time watching TV cant play on my consoles as much less or no money to buy things for the house unable to charge my phone/games as often as I did Page 229 of 380
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Financial Educa�on In response to the children and young people, the Tackling Poverty Team and Educa�on will develop a financial educa�on package for all ages; early years, primary and secondary school pupils. The package will be developed, evaluated and reviewed by the Tackling Poverty Team with delivery in the main being done by educa�on staff. To involve the young people more in this, educa�on will iden�fy pupils in 4th, 5th and 6th year who are interested in delivering the programme in conjunc�on with the Tackling Poverty Team to early years and primary schools. This will give the young people an excellent opportunity to develop important life skills, such as those pupils from Coltness High School iden�fied when they answered; “learning about money within schools, how to pay bills, budgeting and manage money”, when asked what do you want us to do to help? The financial educa�on package will be a reviewed and renewed version of the exis�ng MACA programme; Money Advice / Consumer Advice providing pupils with the skills they need for the future. The package will have an addi�onal part to it where we can offer parents advice on the impact of family income when a child leaves school. Parents and other adults can access financial educa�on through the Mul�ply Project, which can provide up to 5 sessions taking adults through money management, budge�ng and savings �ps. North Lanarkshire recognise that financial educa�on is key in helping tackling poverty and inequality in our communi�es, offering packages from early years to any age across all of the authority. “Taught about money” – Cathedral Primary School “Teach pupils how to manage our money” – Clydevalley High School “Get taught more about money in school” – Kildrum Primary School “Learn about money and how to budget for when we leave school” – Kilsyth Academy “How to budget and handle money as part of the WPS course” – St Aidan‛s High School “Learn about money management at school” – St Margaret‛s High School ADDITIONAL SUPPORT NEEDS SCHOOLS North Lanarkshire’s Supported Enterprise Team, work with our Addi�onal Support Needs schools providing support to 5th and 6th year students who are ready to leave school and want to find employment opportuni�es. Our Job Coaches start working in the schools around September/October to prepare the students for leaving the following summer. The job coaches will work with the young people to create a voca�onal profile with them, observe how they are in classroom se�ngs and take them out of school for job tasters, giving them an opportunity to taste the world of work. Students are also offered the opportunity to work in Sunnyside Café in Volvo Construc�on’s staff restaurant where young people will gain valuable work experience in aspects of catering. Young Page 230 of 380
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people will be supported by job coaches from the Supported Enterprise Team to build skills and confidence in a real work se�ng and gain qualifica�ons in catering and hospitality. To ensure that the young person and their family are aware of the impact of leaving school, a Welfare Rights Officer (WRO) from the councils’ Tackling Poverty Team links in with the job coach to set up mee�ngs with the students to offer advice and support to the families. Leaving school can have a huge impact on the families’ income, to prepare for the student leaving school, the WRO will atend the school in December to carry out a general talk to ensure families are prepared. This is followed by the offer to all students and their families of a benefit check which will give them the full picture of the impact when the student leaves educa�on. The WRO will support the family with all forms / correspondence and advocacy to ensure that their income is fully maximised. Belle Belle is a summer leaver from an ASN school and has been given a place on the No Limits Project via Supported Employment and will work 25 hours a week and paid at an appren�ce wage. The No Limits programme is for ASN school leavers with the placement including more intensive support (including links to all other support services) with further training and development. The WRO met Belle and her mother at their family home, where it became apparent that Belle’s mum was going to lose money from her Universal Credit when Belle entered employment. During the home visit it was highlighted that Belle’s mum had mental health issues and that neither Belle nor her mum were receiving any disability benefits. The WRO also iden�fied that Child Benefit had also stopped as Belle went into 6th year. The WRO assisted both with a claim for Adult Disability Payment and with evidence from the school sought to have the child benefit reinstated. The discussions also revealed that there were also £2000 of debt from rent arrears, mum had been trying hard to maintain payments but was struggling to do this, the thought of losing some addi�onal Universal Credit when Belle le� school was an addi�onal worry to Belle and her mum. The WRO worked with the Debt Advisor, and they were able to make a claim to the Rent Assistance Fund and had the debt cleared off through this, this took an immense pressure off the family. The WRO successfully assisted in ge�ng the child benefit backdated and reinstated, this together with the debt cleared has enabled Belle’s mum to feel beter about things, the mother and daughter are awai�ng the outcome of the ADP claims. Page 231 of 380
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Achievements and Challenges With the country facing the perfect storm of increasing prices, ever increasing bills, tax rises and mortgage increases; the cost-of-living crisis is having a substan�al knock on effect on families and children, with those who were previously “just ge�ng by” experiencing financial difficul�es and others plunging deeper into poverty. North Lanarkshire Council, NHS Lanarkshire and our Third Sector Partners have worked to try and minimise the impact the crisis is having on our communi�es. Since the first Local Child Poverty Ac�on Report was produced, over £139 million in addi�onal benefit income has been generated by the Councils’ Tackling Poverty Team, Social Work Services and Housing Solu�ons, this together with over £22 million generated via Ci�zens Advice Bureaux, means that over £161 million has been generated by suppor�ng people through the benefit system. Other notable achievements have been; North Lanarkshire Child Payment has been made to families; £125 payment to families for each child who are in receipt of free school meals and/or school clothing grant, including nursery children. A total of 11,979 children from 7396 families were assisted. A fuel hardship payment was developed to provide financial support to low-income households who would only receive the UK Government universal payment, payments of £150 were made with applications exceeding 6000. North Lanarkshire Energy Advice Service was commissioned in early 2023 to provide mentoring, support and advocacy to our most vulnerable households to ensure no one has to struggle between choosing to heat or to eat. Energy Mentors will empower and equip households with the skills and knowledge to reduce energy costs and achieve sustainable outcomes. Recognising the impact, the cost-of-living crisis is having on our communities, the Integrated Joint Board funded a Cost of Living Helpline hosted by the Tackling Poverty Team, giving our communities access to advice and support. educational attainment rates for all pupils gaining 5+ awards at level 6, and for pupils living in the 20% most deprived areas, have seen a steady year on year improvement. Improvements can also be evidenced in the number of leavers achieving a positive post school destination with North Lanarkshire achieving a high level of 94.2%. This reflects a drop in pupils not entering a positive destination from 8.2% to 5.5% (around 100 pupils). Overall school exclusion rates and exclusion rates for looked after children both show significant improvement with overall exclusion rates dropping by 56% and rates for looked after children dropping by almost 70%. Page 232 of 380
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The establishment of a Wellbeing and Tackling Poverty Committee in North Lanarkshire was a clear indication of the Councils’ commitment to the Strategy and working toward a fairer North Lanarkshire for everyone in our communities Net migration to North Lanarkshire has picked up again after a small dip in the trend and projections. Estimates predict that North Lanarkshire’s population will grow and remain favourable up to 2028. Recent figures show the local economy continues to grow, reflecting a positive position in North Lanarkshire compared to a negative growth position nationally. The gross weekly wage for North Lanarkshire residents is now higher than the national average for the first time ever – an increase of 10% (£63.90 per week) from 2021 The number of people claiming employment related benefits has decreased by almost 48% from 14,195 as at December 2020 to 7,420 as at December 2022 and this claimant count is now lower than pre-pandemic levels. Challenges There is a need to build on these successes and minimise the impact poverty has on people and communi�es. Whilst there has been a 2-percentage point reduc�on in the propor�on of children living in poverty (from 25.2% to 23.2%), we s�ll have significantly high levels of child poverty. With 61,452 children aged 15 and below in North Lanarkshire, 14,256 of those children live in poverty. 5,455 children live in areas where the poverty figure is over the na�onal average of 24% and 3,185 of those children live in areas where poverty levels are over 30%. The North Lanarkshire Local Child Poverty Ac�on Plan details the ac�ons the council and other services are undertaking to support the Sco�sh Government to achieve its stated targets for reducing child poverty by 2030. Although there is a downward trend in the number of working age popula�on with no qualifica�ons, there remains 12.8% of North Lanarkshire’s working age popula�on (around 27,600) who are restricted from accessing employment opportuni�es. The propor�on of the working age popula�on who are economically ac�ve had shown signs of improvement in the a�ermath of the pandemic, however, this has stalled and will con�nue to be monitored closely for signs of stability. Other factors will require further inves�ga�on in terms of employability, as 69,100 people are currently recorded as being economically inac�ve, with 41% of these recorded as long term-sick and 84% recorded as not wan�ng a job. Within the Ac�on Plan of the 2020 -23 Tackling Poverty Strategy, Funeral Poverty was iden�fied as an issue for people within our community. There was a lack of engagement from Funeral Directors and as a result, this issue will be addressed in terms of accessing bereavement and funeral payments. Within North Lanarkshire there are other challenges which will impact upon our strategy and approach, a key factor being the continued impact of welfare reform from the UK and Scottish Government’s with the migration of Personal Independent Payments to Adult Disability Payment and Disability Living Allowance to Child Disability Payment. Whilst the UK welfare reform changes estimates are that 20% of people won’t remain on benefit following migration, the Scottish versions of the benefits have a more favourable qualification criterion. However, the migration process will Page 233 of 380
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have a significant impact on disabled people, their families and carers and will take at least until late 2024 to be completed. Whilst we had been able to reduce referrals to foodbanks by using the Food Poverty Referral Gateway in North Lanarkshire, evidence from the foodbanks indicate that referrals have started to increase again. Work carried out with the foodbanks has identified that the timescales and process around the administration of universal credit remains to be impacting on this, as well as the pandemic, recovery of the pandemic and the cost-of-living crisis. The Cash First approached adopted by North Lanarkshire in 2015, continues to lead the way across the country with the Scottish Government, Trussell Trust and other Local Authorities adopting the model. An example of how well the Cash First approach works is outlined by a resident who was assisted with the model; “I thought my only option was a foodbank the welfare rights officer helped me get a grant and I could choose what I wanted for my family….When they checked my benefits I didn’t know that I could get help with looking after my daughter……it has made a big difference” Mother with 3 children (Coatbridge) Across Scotland, there are also some early reports of the impact of the Scottish Child Payment benefit on referrals to foodbanks reducing for families, since its introduction in November 2022, for all children under 16. Over the next two years, North Lanarkshire Council are working in partnership with the Trussell Trust and the Third Sector Advice Services in a pilot to augment the exis�ng Food Poverty Gateway, this together with embedding The Pledge and Sco�sh Government and North Lanarkshire’s commitment to “cash first” approaches will ensure no one is left without food. The strategy and ac�on plan 2023-26 will build on our achievements and work towards mee�ng the challenges our communi�es face. Page 234 of 380
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LOCAL CHILD POVERTY ACTION REPORT – ACTION PLAN 2023 - 2026 Appendix One – Cost of Living Survey – Quotes From Children and Young People In North Lanarkshire How is the Cost of Living Affecting You? Page 235 of 380
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Comments Made In Respect of Food Number of Comments Comments Regarding Activities Number of Comments Comments Re Energy/ Fuel Number of Comments Comments on clothing & Other Issues Number of Comments I cant really afford as much food as I used to, I must ration and save some 3 I am unable to afford out of school activities/socialising with friends 8 Being told to switch off lights and appliances to use less electricity 50 Cannot afford to buy clothing / buy clothing that I would like 7 Affording school meals is tough with how much everything costs 7 I am unable to afford driving lessons 5 Increase in heating prices and heating is on less 40 Less treats / treats are too expensive 4 I am unable to get the things I want in a weekly shop, like snacks or branded foods 22 Less time watching TV 5 Waking up cold and going to bed cold 40 Tutoring is expensive 2 Unable to heat food 2 Can’t play on my consoles as much 21 Using more blankets to stay warm 1 I never get the treats that I used to get 5 Less money is given to me for lunch 2 Less or no money to buy things for the house 19 Being told to be quicker in the shower 45 Unable to replace things (school clothing/equipment) 3 Harder to afford food and electricity as I now have a brother 1 Unable to charge my phone/games as often as I did 20 I need to put on more clothes rather than using the heating 6 My pet food is really expensive 2 I am told not to waste food as it costs too much now 1 Less or no money when I am going out 1 Not able to travel as petrol costs too much 6 The strawberry and chocolate milk has been taken away at school 1 My food costs more 5 Prices have gone up at football 1 Energy saving hour 1 Vet bills are expensive 2 School dinners are too expensive 7 Travel costs to and from school are increasing 1 Put less water in the bath 1 I am not allowed to spend money in shops 4 There is not a lot of food in my house 14 Having less friends because you can’t afford to go out 1 Told to always close the door to keep the heat in 11 More arguments at home 7 Food and drink is more expensive 13 Can’t afford to do sports 1 No longer use heaters or dryers to dry clothing 1 More worry in the household to keep everything working 1 Not getting the food I want as it is getting dearer 2 I am not allowed to have the heating on 20 Cost of lunch is rising 5 Buying cheaper food, not branded, not good quality 7 More cautious about using electricity and lights 4 Travel too expensive 1 Buying less food and fridge rarely stocked 3 I am told that gas and electric is expensive 2 Not able to go out with friends 6 Food prices are rising 11 Wary about using heating 2 Less going out for meals 6 Takeaway food costs rising 3 Cant afford to heat home 4 Things cost a lot of money/ price increase 2 Smaller portion sizes 1 Lack of opportunities at school 6 How Does The Cost Of Living Affect Others In The Community? Comments Made In Respect of Food Number of Comments Comments Regarding Activities Number of Comments Comments Re Energy/ Fuel Number of Comments Comments on clothing & Other Issues Number of Comments People cannot afford to feed family and have 3 meals a day 31 People cannot afford to socialise 8 People cannot heat their homes 41 Unable to afford dental care 3 Page 236 of 380
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Students unable to concentrate on learning as they have not eaten 2 People cannot afford to pay for clubs 2 Elderly unable to heat their homes/bills 2 People are unable to purchase new clothing to keep warm 7 More people relying on foodbanks and having to choose whether to eat or heat their homes 17 House prices and rent increasing, so its harder to buy or keep houses, leading to more poverty 1 Unable to travel to work which leads to unemployment (maintain / fix a care or afford travel) 2 People cannot afford to pay for their house or their rent 23 People are unable to heat their food 1 More unemployment 1 People are unable to heat their food 1 People are unable to give their kids treats 1 Hungry at school because the breakfast club has stopped 1 People are without jobs and cant pay for things 4 Too expensive to travel (public transport / petrol) 16 Unable to socialise due to costs of gas and electricity / petrol 3 Unable to help feed family members due to cost of food 1 Community no longer open 1 People cant heat their homes or their food 16 People can’t afford school supplies 2 People are going days without food 2 House prices and rent increasing, so its harder to buy or keep houses, Can’t afford to wash themselves 1 People can’t afford pet bills 2 People are unable to afford food or hygiene products 6 Cost of travel means unable to see family/friends 7 People are going to bed cold 2 More people becoming homeless 18 People can’t feed themselves or their children 14 Unable to heat or feed themselves which makes the unwell and unable to work 10 More strikes 3 People losing jobs 3 People are having to buy in cheaper shops 3 Costs more for fuel 16 Rise in crime 1 No money to buy lunch 5 Going cold 1 Not a lot of money 1 Rising food prices / branded foods are too expensive 4 Bills increasing 3 Shops closing 3 People unable to afford food and relying more on foodbanks 18 More people taking on second jobs 3 People becoming stressed 2 Unable to help feed family members due to cost of food 1 Making people poorer 3 Debt increasing 1 What Can We Do To Help? The Cost Of A School Number of Comments Financial Education Number of Comments Transport, Fuel and Food Number of Comments Other Comments Number of Comments Lower the cost of school meals 39 Financial Education 36 Free transport 18 Free child care 2 Ensure students get a free meal (Breakfast during or after school) 16 Learning about money within school (how to pay bills, budgeting and managing money) 36 Free electric car charges 1 Reincorporate the library its critical part of the school and gives people a space to read 2 Page 237 of 380
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Free after school activities 18 Taught about money / managing money in school 7 Cheaper trains 1 Ask for opinions from school pupils on new developments before implementing things that don’t get used 2 Free school uniforms 22 How to budget and handle money as part of the WPS course 2 Face problems in front of us and reduce stress, such as school buses arriving on time 1 Clubs for families to get food and heat 1 Free clubs 9 Make everyone feel equal and understand more about poverty and money 2 Help kids with cooking so we can make meals on basic food as opposed to buying pre-made expensive 1 Give people money 1 Free school meals for everyone 67 More foodbanks / food donations 10 Lower prices 25 Free/lower price of school trips 32 Clubs for families to get food and heat 1 Advertise more help 3 Borrow laptops from school to use at home 6 More food donations 8 More homeless places 3 Free after school clubs to allow people to work longer 13 Lower prices of electricity / gas 3 Pay less rent 6 More fundraising 2 Free breakfast clubs 18 Have emergency money to give people for heating 1 Ensure that poverty proofing is in place in all schools 1 Make after school clubs more affordable 7 Cheaper gas prices 2 Lower costs for basic needs 2 All equipment/stationary needed for school should be free 4 Give additional money to those struggling 2 Wages are enough to afford things 4 Give money for school lunches to let us choose what we want 12 More money from government 1 Make a uniform bank 4 More grants to assist with costs 1 Stop school uniform as it costs a lot 1 Reduced days in the school week so people can afford to come to school 1 Lower the price of football parks 1 Lower locker charges 3 Free Glasses 2 Change the requirements for free school meals as salaries are not changing but food is 1 Allow people longer to pay back loans and their rent 1 Lower price of clubs outside school 2 Increase wages and lower taxes 3 Increase our EMA 4 “The Three Questions” Sessions – General Comments From Children and Young People Across North Lanarkshire Buying things causes arguments in my house I get anxious when I go to the shop to buy food. My dad is off work and is on sick pay. In the next couple of months, he will be on half pay and I am worried how we will Dad is usually out of money when is on full pay. I’m worried what will happen if he runs out of money half way through the month Money is becoming a controversial subject between friends Granpa who has grandchildren staying at hi h h h d t t People are being bullied My gran has went for surgery and needs hea�ng on all the �me which is very expensive My aunty needs to stay over or wash at ours because she cant afford her bills or cousins needs Page 238 of 380
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My mum panics and cries about money Harder to afford food and electricity as I now have a brother I worry about if we can afford my needs now rather than my wants More worry / stress for adults at home I only have one meal per day as its too expensive I am poor now Buying things causes arguments in my house My clubs cost to much You need to think about trips and how much they are My brother needs help to pay for his electricity Our gas isn’t las�ng as long as it used to, needing topped up more o�en I go to bed cold My house is cold I am cold in my room My neighbour is very sick and he is worried about the cost of his rent My neighbour is very sick and he is worried about the cost of his rent During the strikes, students taking exams were struggling because teachers were off so much to get paid more because of rising costs Page 239 of 380
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Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Lead Team Monitoring Information North Lanarkshire to increase the number of people employed and receiving the real living wage Payment of the living wage by employers is amongst those interventions that can support people out of poverty and is part of wider Fair Work commitments There is an increase in the number of NL employers in public, business and community and voluntary sectors with real living wage accreditation Workforce for the future Economic Regeneration Plan Brighter Futures 123 employers have achieved accreditation, with 7053 employees benefiting from the living wage Ongoing Ongoing NLC Employability VANL for CVS * Number of employers paying the living wage * Number of employees receiving the living wage Social Values North Lanarkshire will look to integrated social values and the objectives into the tendering process that will allow the weighting for fair work to be flexible to ensure that social values and community benefits are embedded in the contract . An increase in NL residents receiving the “real living wage”. Workforce for the future transforming places 5% current weighting applied Ongoing on Procurement Number of tenders where higher weighting was applied to living wage providers Parental Employment Support Fund Support families who are in or at risk of poverty to support/ access into work. Refreshed publicity to partners and public required An increase in parents entering and progressing in employment * Workforce for the Future * Economic Regeneration Plan * Local Child Poverty Action Plan Brighter Futures 22/23 - 40 parents have secured employment. Further 18 employed parents have progressed within employment. 104 parents have registered and are engaging with the Project. subject to annual funding from the SG - further activity planned for 2023/24 2023 / 24, however, subject to funding may continue beyond this Employability Routes to Work Number of parents entering and within target groups progressing in employment Identify pathways within labour market growth sectors or areas of high replacement demand which will provide progression routes out of low pay in North Lanarkshire. As part of the Council's Workforce for the Future Strategy and associated plan, work progression pathways will be identified for key labour market growth sectors or those with high replacement demand. These will focus on progression routes out of low pay and strategies for engaging young people (in schools) and those economically active in the labour market (through Routes to Work) to consider increasing their qualification levels and job prospects to improve average weekly wage levels and alleviate “in work” poverty. Progression pathways identified for key growth sectors with qualifications and progression routes agreed, published and funded. * Workforce for the Future * Economic Regeneration Plan * Developing the Young Workforce Brighter Futures Average weekly wage in North Lanarkshire £548.90 Ongoing The gross weekly pay for local residents is now higher than the national average for the first time ever - an increase of 10% (£63.90 per week) for North Lanarkshire residents from the previous years results Enterprise Team Number of people progressing to higher paid jobs within North Lanarkshire Noomis statistics for levels of qualifications within working age population and average weekly wage Supported Enterprise Targeted employability support on people with disabilities or other significant barriers to help them secure fair and sustained work. Also support for disabled parents to enter employment. Reduction in the disability employment gap in NL * Workforce for the Future * Economic Regeneration Plan * Developing the Young Workforce Brighter Futures 22/23 - Supported Employment currently supporting 210 people on the different stages of the 5 stage employment model - 129 people currently receiving various levels of work support 41 people currently job finding Ongoing Continued support planned for the next 3 years Employability Number of people progressing to higher paid jobs within North Lanarkshire Noomis statistics for levels of qualifications within working age population and average weekly wage No one Left Behind Targeted employability support for vulnerable young people who have mental health problems, the BAME community and over 50s, with delivery through CVS organisations Rise in employment figures in targeted groups * Workforce for the Future * Economic Regeneration Plan Brighter Futures 22/23 - Engaged with 101 people and supported 49 into employment. The focus is on 2 groups, the over 50s and those of any age who are long term unemployed. ongoing continued support planned for the next 3 years Employability Number of people in targeted groups employed No One Left Behind Phase 2 implement grant programme in 2022/23 to distribute £1.6 million to employment projects across North Lanarkshire which target support on groups who may be in poverty due to unemployment Rise in employment figures in targeted groups Workforce for the future Economic Regeneration Brighter Futures N/A Ongoing Continued support planned for the next 3 years Employability Number of people in target groups employed North Lanarkshire Youth Guarantee Scheme Deliver a range of employment focused activities eligble for funding under the Scottish Youth Guarantee guidelines to support 868 young people aged 16 - 24 into employment, training or education Number of young people on the scheme with positive destinations and outcomes * Workforce for the Future * Economic Regeneration Plan * Developing the Young Workforce Brighter Futures 22/23 - 200 unemployed 16-24 year olds supported into employment from a range of target groups including those with additional support needs, care experienced and those with barriers to entering employment. Subject to annual funding from the SG but further activity planned for 23/24. ongoing Employability Number of people from target groups in employment Living Hours Adequate income is reliant on both living wage rate and also sufficient working hours to provide a liveable income. Living hours are part of wider Fair Work commitments There is an increase in the number of NL employers in public, business and community and voluntary sectors with real living wage accreditation. Workforce for the future Economic Regeneration Brighter Futures n/a ongoing ongong NLC Employability VANL for CVS number of employers providing living hours employment. Number of employees working living hours Local Child Poverty Action Plan 2023 - 2026 INCREASE INCOME VIA EMPLOYENT Page 240 of 380
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Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Lead Team Monitoring Information Increase uptake of School Clothing Grants Introduce online application form for FSM & CG Continue to automatically award where we have customer consent Use automation to process our auto award caseload The number of School Clothing Awards are increased from The Plan for North lanarkshire Brighter Futures 12,784 Clothing Grants awarded from June 2022 - May 2023 For School Pupils. An additional 937 Grants for made for nursery pupils Ongoing Ongoing Reveneues and Benefits The number of clothing grants claimed and distributed Increase uptake of Free School Meal Awards Introduce online application form for FSM & CG Continue to automatically award where we have customer consent Use automation to process our auto award caseload The number of Children entitled to Free School Meals increases The Plan for North Lanarkshire Brighter Futures 12,151 FSM awards in 2020, 11,176 awards in 2021, 10,683 awards in 2022 Ongoing Ongoing Revenues & Benefits The number of Children in receipt of Free School Meals Club 365 Promote Activities and meal provision through Club 365 Initiative Numbers of Children attending and meals provided. £2.50 per day paid during school holidays to those in receipt of FSM The Plan for North Lanarkshire Brighter Futures Club 365 has provided over 88, 000 meals and activity sessions since inception Ongoing Ongoing Revenues & Benefits Number of meals and activity sessions delivered Increase uptake of education maintenance allowance (EMA) Ensure full take of Education Maintenance Allowance. Promotion of EMA through Education Newsletter to schools and locally within schools to raise pupil awareness. Review publicity - posters leaflets etc not distributed recently Discussion within EMA and SMT meetings on improving up-take. Young People can access EMA Financial Strategy Brighter Futures in 22/23 1327 applications. 876 awards. 66% award rate (down from 73% award rate in 21/22) Ongoing ongoing Revenues & Benefits The number of EMA grants claimed Increase take up of Free School Meals In situ g g with parents and carers, e,g attend parent council meetings and inviting parents for a school meal and information session • New management information system to give insights into trends, most popular choices, which ages take up free meals • Work with other local authorities developing menus, to improve sustainability and better safety and choice for those with special diets (>>ASIST and APSI) • Work with schools around different “sittings”, and overflow areas. • Capital investment to return more schools to Production kitchens • Continued roll out of electronic menu notifications to parents and carers • Consultation with secondary school pupils via a QR code (promoted via a ‘Tell us what you think’ poster displayed around schools allowing pupils to scan / access via mobiles) • Primary school parents online survey (targeted via menu email / Percentage of Children taking up free school meals when they have entitlement is increased Poverty Proffing in our Schools Brighter Futures As at May 2023 at 65-70% Ongoing launched and ongoing Facilities Support Services Take up rates of free school meals Fuel Poverty Provision of a short term funded Energy Advice Service to comprehensively alleviate the levels of fuel poverty evperienced by vulnerable households Number of households assisted Local Housing Strategy Sustainable Futures Unknown as SHCS data unavailable for Local Authorities however, zero has been used as the starting point for the introduction of this service 2 years launched and ongoing Housing Solutions will be monitored via NLAN and Wise Group reporting Affordable Credit To promote credit unions across North Lanarkshire employers and communities to encourage more people to join to increase access to affordable credit. To widen access to payroll deduction for credit unions and access to affordable credit to increase credit union membership and reduce payday lending in North Lanarkshire Establish credit union forum in North Lanarkshire The Plan for North Lanarkshire Resilient People 5 credit unions affiliated to the Scottish League of Credit Unions have 9,642 adult members and 1,462 junior members. Unable to get contacts for ABCUL credit unions at present. ongoing ongoing The Tackling Poverty Team The number of employers promoting payslip deductions The number of people joining the credit union Debt Advice Advice and support in relation to debt and budgeting advice provided by Council and Externally commissioned advice services assist people out of debt and provide them with the tools to budget accordingly The Plan for North Lanarkshire Resilient People 1744 referrals received in 2022/23 Ongoing Ongoing The Tackling Poverty Team Number of referrals to the Debt Advice Team Level of debt assisted REDUCE THE COST OF LIVING Local Child Poverty Action Plan 2023 - 2026 Page 241 of 380
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New Affordable Homes Deliver 5000 new affordable homes by 2035 reduce the cost of living by increasing the supply of energy efficient, affordable homes Local Housing Strategy 2021-2026. Transforming Places At 1 December 2022, 1,566 homes delivered (970 new build + 596 OMPS) 2035 Ongoing Housing New Supply Number of new homes built New Affordable Homes Support housing association and co- operative partners to deliver new homes reduce the cost of living by increasing the supply of energy efficient, affordable homes Local Housing Strategy 2021-2026. Transforming Places 2126 homes have been delivered ongoing Ongoing Housing New Supply Number of new homes built Improved Energy Efficiency Ensure all housing stock is EPC D or above by 2025 by improving energy efficiency all housing stock is EPC D or above by 2025 Local Housing Strategy 2021-2026. Sustainable Futures At 2021/22, 99.2% of the homes are at D or above Ongoing Ongoing Housing Investment all housing stock is EPC D or above by 2025 Improve Energy Efficiency to owner occupied properties Utilise ECO4 funding to improve energy efficiency of owned stock Reduce the cost of living by increasing the energy efficieny of homeowners housing stock Local Housing Strategy 2021-2026. Sustainable Futures At 2021/22, £0.1 m spent Ongoing Ongoing Housing Solutions number of homes approved Support homeowners to adapt, repair and maintain their homes reduce the cost of living by preventing and addressing disrepair and improving health and wellbeing by suporting owners to adapt their homes reduce the cost of living by preventing and addressing disrepair and improving health and wellbeing by suporting owners to adapt their homes Local Housing Strategy 2021-2026. Transforming Places 187 disabled adaptations grant provided in 2022 - the scheme has been revised with no funding available for owner grants Ongoing Ongoing Private Sector Housing reduce the cost of living by preventing and addressing disrepair and improving health and wellbeing by suporting owners to adapt their homes. *Revision of scheme of assistance completed. Other than mandatory (Disabled Adaptation Grants) no funding available for owner grants for disrepair. Current grant funding for NLC capital programmes is scheduled to end this year and no new financial assistance has been identified. Owners will continue to be provided with advice/ assistance when possible but no financial assistance Free Transport for Under 22's Promote and Maximise uptake of Free Bus Travel for 5-21 year olds Number of travel cards issued and in use Active Travel Strategy Resilient People 42,160 total number issued, 61.75% overall uptake ongoing ongoing CLD Number of travel cards provided Improved and accessible walking, wheeling and cycling network. Creating or enhancing active travel routes will improve the ability of all people to walk, wheel or cycle for any journey purpose within North Lanarkshire Equity of access for all our communities with mid term target of 50km to be created by 2026/27 Active Travel Strategy Resilient People 7.8 kms of active travel routes created in 2021/22 125kms to be created by 2032 Ongoing Transportation / Planning Number of travel routes Address Period Poverty Provide women with access to sanitary products within education and other public buildings Develop Peer Support Programme Expand number of council building access points-expand community group partnerships from 8- 10 areas- develop recording to better understand demand and distribution- consider period card scheme. Distribution across all of North LanarkshireNo of products distributed The Plan for North Lanarkshire Resilient People 311, 767 products to NLC establishments (excluding education and culture venues >> AC to Clarify and get timescale) 87396 to education Ongoing Ongoing Enterprise and Communities Number of products delivered and taken up Support people to stop smoking to reduce outgoings Stopping smoking can have a positive impact of finances as well as health. Brief intervention and referral to the Quit Your Way service in Lanarkshire can support people to successfully quit smoking. Pregnant women are a particularly key target group. Yearly target 23/24 for 52 pregnant women who live in 40% most deprived areas to successfully stop smoking at 12 weeks (to be reviewed in 2024 after national tobacco control action plan is published). Awareness raising training sessions to be completed with Tackling Poverty staff. NHS Cost of Living Strategy Resilient People 24 pregnant women living in the 40% most deprived areas successfully quit smoking at 12 weeks (April 2022-Dec 2022 data). Published and confirmed data for April 2022 – March 2023 will be available in January 2024. NL % of pregnant women smoking at booking in appt 12.6% year ending Dec 2022 (scotland rate 11.9%) Ongoing Ongoing NHS Lanarkshire Quit Your Way Service Number of Tackling Poverty staff members trained. Number ofpregnant women supported to stop smoking. Recycled Bicycle Initiatives Individuals subject to unpaid work work within the bicycle recycling project Bicycles provided to low income families and donated to the Christmas Toy Appeals Justice Partnership Resilient People 320 biscyles reconstructed ongoing ongoing Restorative Justice Number of bikes restored Page 242 of 380
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Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Lead Team Monitoring Information The Tackling Poverty Team and other council services to continue to maximise the income of the residents of North Lanarkshire All residents are offered income maximisation and we continue to promote the "no wrong door" approach Residents will be directed to the tackling poverty team to ensure income is fully maximised The Plan fo North Lanarkshire Resilient People 18,521 benefit checks carried out in 2022/23 - £35,480,020 generated in addtiional income Ongoing Ongoing The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Work with all social work services to ensure income maximisation is carried out for all vulnerable client groups Social Work staff refer people to the Tackling Poverty Team who will carry out all income maximisation work Referrals to the tackling poverty team from all social work staff The Plan fo North Lanarkshire Resilient People 4888 benefit checks carried out in 2022/23 Ongoing Ongoing The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated MacMillan Advice Service Maximise the income of cancer patients, their families and carers Provide an income maximisation and debt advice service The Cancer Strategy Resilient People 700 referrals in 2022/23 Ongoing Ongoing The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Food Poverty Referral Gateway Mitigate the need for foodbank use by ensuring access to advice services and claims to crisis grants A decrease in the use of foodbanks The Plan fo North Lanarkshire Resilient People not available Ongoing Ongoing The Tackling Poverty Team Number of referrals to foodbanks Number of Crisis Grant applications Food Poverty Action Group Group to consider uniform recording across all emergency food providers Uniform recording adopted by all emergency food providers The Plan fo North Lanarkshire Resilient People n/a 2023 ongoing The Tackling Poverty Team Number of foodbanks recording Welfare Reform Group The welfare reform group to ensure serviceds, elevted members etc are kept fully abreast of welfare reform changes and their impact on our communities updates are provided and action taken when necessary The Plan fo North Lanarkshire Resilient People Ongoing Ongoing North Lanarkshire Advice Network Issues raised / campaigns Health Staff including those from Integrated Community Nursing services - refer to income maximisation and debt advice services Health Staff will ensure money issues are addressed and referrals are made to the tackling poverty team patients will be directed to the tackling poverty team to ensure income is fully maximised NHS Cost of Living Resilient People 394 referrals 22/23 Ongoing Ongoing The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Improvement Service Project - GP Practices GP Practices identified by the Improvement Service have a welfare rights officer in situ, with access to GP records The welfare rights service is integrated into the GP Practice The Plan fo North Lanarkshire Resilient People 357 referrals 22/23 Ongoing Ongoing The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Relaunch Health Visitor & District Nurse Referral Pathway Poverty Awareness Training and pathway training to take place health visitor and district nurses make referrals to the tackling poverty team NHS Cost of Living Resilient People n/a Ongoing Ongoing The Tackling Poverty Team number of referrals to the tackling poverty team GP Community Link Worker Programme community link worker embedded within GP practices across North Lanarkshire making referrals to information and advice services embed link workers and increase support to patients The Plan fo North Lanarkshire Resilient People 482 welfare rights referrals (22/23) 146 debt advice referrrals (22/23) Ongoing Ongoing The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Commissioned Services - Income Maximiation via Benefit Uptake All residents are offered income maximisation and we continue to promote the "no wrong door" approach the successful commissioned service offer income maximisation to the residents of North Lanarkshire The Plan fo North Lanarkshire Resilient People £5,267,650 income generated for north lanarkshrie residents 2022/23 Ongoing Ongoing The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Rent Assistance Fund Rent Assistance Fund – to assist people who have experienced/are experiencing financial difficulty due to the increase in the cost of living. If tenant has received a previous award of funding from SG – TGF or SC Lacer Fund – they will not be eligible. Tenants can receive a maximum award of £2250 and this funding is not re- payable (fund allocation £1,000,000) Fund directed to people in need Local Housing Strategy Resilient People 522 tenants awarded in 22/23 Ongoing Ongoing Housing Number of people Assisted Universal Credit Assistance Fund UCAF award is to assist tenants who have fallen behind with their rent due to the 5 week waiting period, and tenants who are in receipt of Universal credit are eligible to apply People can access the fund, it requires to be paid back, however, this is at an affordable level - the fund ensures that people can remain in their own home with their arrears being managed. Local Housing Strategy Resilient People n/a ongoing Ongoing Housing Services number of loans provided / loan repayments Uptake of Scottish Child Payment Work with the Registrar Offices throughout North Lanarkshire to promote the Scottish Child Payment when registering the birth Uptake of Scottish Child Payment increases The Plan fo North Lanarkshire Resilient People 77% national uptake Ongoing Ongoing The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Uptake of Bereavement Benefits Work with the Registrar Offices throughout North Lanarkshire to promote Bereavement Benefits when registering a persons' death Accessing all bereavement benefits to help alleviate funeral poverty The Plan fo North Lanarkshire Resilient People Ongoing Ongoing The Tackling Poverty Team Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Community Solutions Community Connectors 10 Community Connectors working across North Lanarkshire to refer residents to sources of income support as part of a wider support package Number of referrals Community Solutions Strateegy and Investment Plan 2022-25 and HSCNL Commissioning Strategy 2023-26 Resilient People n/a Autumn 2023 for two year pilot Ongoing VANL Number of people referred Universal Credit Campaign Awareness raising campaign re changes to Universal Credit widening entitlement to benefit Increase in universal credit claimants The Plan fo North Lanarkshire Resilient People 7420 people claiming in work benefits (Dec 2022) Ongoing ongoing The Tackling Poverty Team Number of people claiming in work Universal Credit Local Child Poverty Action Plan 2023 - 2026 INCREASE INCOME VIA SOCIAL SECURITY Page 243 of 380
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Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Lead Team Monitoring Information Sustain Tenancies Deliver increased financial advice and assistance via 8 income maximisers increase incomes from social security, reducing rent arrears and sustaining tenancies in social rented homes Local Houisng Strategy Resilient People £15,041,070 income generated - 4007 benefit checks completed Ongoing Ongoing Housing Solutions Number of Benefit Checks / Benefit Claims / Resolutions Income Generated Whole Family Support To create a flexible, reliable and integrated support for families to ensure that every famly who needs support gets the right support at the right time. People have access to income maximisation, employability and money advice services at the right time. Childrens Services Plan Resilient People n/a 2023 - 26 ongoing Education, Children and Families inter service referrals Arrest / Referral Service The North Lanarkshire Arrest Referral Service is focussed on early intervention by providing support to people whilst held in police custody and connecting them to services within the community to address individual needs. Number of referrals to the tackling poverty team Community Justice Improvement Plan Resilient People n/a 2025 ongoing The service is delivered by Scottish Drugs Forum and Phoenix Futures and funded by North Lanarkshire Alcohol and Drug Partnership for a period of 18 months as a Test of Change. number of referrals / income generated / debt advice provided / financial education Poverty Awareness Sessions Bespoke poverty awareness sessions for council, nhs and third sector partners Number of people attending the sessions and ultimately the number of referrals this leads to The Plan for North Lanarkshire Resilient People n/a onggoing ongoing The Tackling Poverty Team number of sessions delivered / number of people attending / referrals following the training Community Solutions Programme Wide ranging community supports provided by Community and Voluntary Sector organisations to support residents wellbeing including those in poverty or at risk of poverty including; food, mental health and wellbeing improved wellbeing Community Solutions Strategy and Investment Plan 2023 and HSCNL Commissioning Plan 2023 - 26 Resilient People n/a ongoing ongoing VANL Learning and impact reports Financial Education Following the "three questions" delivery of financial education to our young people Young people asked for financial education - the programme will ensure that we meet the needs and requests of our young people The Plan for North Lanarkshire Resilient People n/a in development in development The Tackling Poverty Team number of sessions completed in schools Number of young people who attend the sessions Revamp of MACA for younger children Following the "three questions" delivery of a revamped MACA session for the primary children the younger children asked for financial educaiton - the programme will ensure that we meet the needs and requests of our children Resilient People n/a in development in development The Tackling Poverty Team number of sessions completed in schools Number of young people who attend the sessions Local Child Poverty Action Plan 2023 - 2026 HOLISTIC SUPPORTS Page 244 of 380
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Action Brief Description How We Measure Success Links to Other Strategies Link to Programme Of Work Baseline Timescales Status Lead Team Monitoring Information Tackling Poverty Awareness Sessions Bespoke awareness sessions delivered to internal and external services - relevant to care group and locality People aware of the drivers to tackle poverty and how to access appropriate services The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing The Tackling Poverty Team Number of staff in attendance Staff using the referral gateway The Tackling Poverty Officers Action Group (TPOAG) to deliver the Action Plan The TPOAG will support cross sector deliver the action plan/report on the strategy and will review the action plan every quarter Meet the requirements of internal audit The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing TPOAG internal audit recommendations implemented "The Three Questions" Communities and children are asked "the three questions" which will help shape our services services act upon the requests of our residents The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing The Tackling Poverty Team number of sessions completed in schools Number of sessions completed in the community Community Boards to support the tackling poverty agenda Through tackling poverty awareness sessions and delivery of the councils tackling poverty agenda the community boards will support the Strategy Those representing communities understand their roles and responsibilities in raising awareness of key poverty messages, challenging stigma The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing Local Planning Partnership Teams Community Board Sub Groups Reports Heat Map identifying services within the locality services and information we hold on our communities to be layered to identify areas to direct resources accordingly Direct resources and become more proactive The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing The Data Group Heat map establised and number of hits A Local Information System for Scotland (ALISS) VANL is promoting use of ALISS across NL CVS to share online information on sources of local support for people in poverty /at risk of poverty System is adopted and implemented The Plan for North Lanarkshire Resilient People n/a Spring 2023 - onwards Ongoing VANL Number of NL groups listed Number of people accessing information Childrens Rights and Wellbeing Impact Assessments (CRWIA) CRWIAs aim to ensure reasoned and evidence based policy and decision making into account the rights and wellbeing of children and young people. Policies and strategies being impact assessed The Plan for North Lanarkshire Resilient People n/a Ongoing Ongoing Education, Children and Families Number of CRWIA completed Local Child Poverty Action Plan 2023 - 2026 SUPPORTING THE PLAN Page 245 of 380
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Appendix 3 NLC Interim Impact Assessment form Public Sector Equality Duty and Fairer Scotland Duty Section 1. About the Policy 1.1 Name of the policy / strategy / function / procedure: Tackling Poverty Strategy – Forward to a Fairer North Lanarkshire/Action Plan Is this a: - A new policy /strategy / function / procedure / service Budget saving Review of policy /strategy / function / procedure Review of Service Other (please specify) Is this is a key strategic decision subject to the Fairer Scotland Duty Yes No 1.2 Person Responsible for the policy etc. Name: Job Title and Service / Team: John Campbell Business Manager Tackling Poverty 1.3 What is the scope of the assessment? Detail where appropriate Whole of the organisation All Council Services, CPP’s and External Services Service specific Discipline specific Other Wider Partners including Third Sector, Community Groups and residents. 1.4 What is the policy/ strategy/ function/ saving trying to achieve / do? Poverty is a significant feature of Scottish society and affects many people in different ways. Whilst low income and material deprivation are issues rightly at the forefront of the poverty debate, we recognise that poverty should not merely be reduced to a question of income or material well-being alone; it is also a matter of health and well-being. There is a complex, interlinking relationship between factors that define and influence poverty and these cannot be considered in isolation. Page 246 of 380
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The Plan for North Lanarkshire sets out the committed to focus on the things that will significantly improve the quality of life and well-being for all our residents, but the supporting evidence base highlights that challenges remain. A Programme of Work to 2028 has been developed to ensure a heightened and more strategic focus on not only sustaining the economic and community aspects that will enable local people and communities (and the place that is North Lanarkshire) to thrive, but also on ensuring a more targeted approach to improving social, health, and economic conditions and maximising opportunities to escalate the delivery of improved outcomes for those that need it most, thus turning the vision of inclusive growth and prosperity into a reality. Moving forward, the Tackling Poverty Strategy is a key area of activity in the Programme of Work and a major step in ensuring that our residents are offered opportunities, support, advice, and information that will address the drivers of poverty through: - • Increasing income via employment; • Maximising income via social security benefits; • Reducing the cost of living; and • Holistic Supports. The Action Plan within the Tackling Poverty Strategy details the key elements and priorities of the new Towards a Fairer North Lanarkshire – Tackling Poverty Strategy 2023 to 2026. In addition, the Strategy encompasses the statutory requirement to prepare and publish a Local Child Poverty Action Report for North Lanarkshire for 2022/23. (Appendix 2) and reflects the ambition of the national Tackling Child Poverty Delivery Plan 2022-26 – Best Start/Bright Futures published by the Scottish Government in April 2022 as the second of 3 delivery plans required by the Child Poverty (Scotland) Act 2017. In delivering these priorities we will ensure that our policies and procedures have been “poverty proofed” to ensure maximum impact and avoid unintended consequences in line with our Fairer Scotland duties and effective and co-ordinated approach to tackling poverty. 1.5 If this is a budget saving, how will the saving be achieved? N/A Section 2. What do I know now? 2.1 Who are the stakeholders and beneficiaries? All Residents in North Lanarkshire, All Council Services, NHS Lanarkshire, Community Planning Partners, Third Sector and Private Businesses. 2.2 What data, consultation, research and other evidence or information is available relevant to this assessment? (This is a desktop exercise) North Lanarkshire is the fourth largest authority area within Scotland, with a population of 340, 180. It is situated in the heart of Scotland with connectivity to the rest of Scotland, the UK and the world. As the fifth most densely populated council area, North Lanarkshire is divided into 21 wards which are represented by 77 elected members. Historically the local authority has experienced higher than average levels of deprivation with the Scottish Index of Multiple Deprivation (SIMD) published in January 2020 identified that across North Lanarkshire, 50,897 people are income deprived, that equates to 15% of Page 247 of 380
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our population as opposed to the Scottish average of 12%. Of the 50,897-income deprived population; 28,426 live in the 20% most deprived datazones and 18,251 live in the 15% most deprived datazones 22,426 income deprived people live outside the 20% most deprived datazones 32,646 income deprived people live outside the 15% most deprived datazones. North Lanarkshire is ranked 6th in terms of its share of datazones in the 20% most deprived, sitting behind; Inverclyde, Glasgow, North Ayrshire, West Dunbartonshire and Dundee. 5 North Lanarkshire datazones are within the 1% most deprived areas of Scotland. Two of these datazones have moved into the worst 1% from their position in the 2016 SIMD; Greenend (SO1011609) and Coatbridge Time Capsule (SO1011561) Other data considered were, Child Poverty Rates, Housing data, educational data, Employability data, internal data for income maximisation, economic data and Health and Wellbeing data. Over the past number of years, progress in developing local approaches to tackling poverty and reducing inequality in North Lanarkshire, have been strengthening with activity focused on the key drivers of poverty, via the ‘Towards a Fairer ‘North Lanarkshire Tackling Poverty Strategy. We know that poverty is experienced disproportionately by particular groups of people: • Older women are more likely to be poor. In 2015-18, after housing costs are accounted for, 24% of children, 20% of working age adults and 15% of pensioners in Scotland were living in relative poverty • Disabled people are more likely to live in poverty. In 2015-18, the poverty rate after housing costs for people in families with a disabled person was 24%. This compares with 17% of people in a family without a disabled person who were in poverty. Disabled people are twice as likely to be out of work and earn less than non-disabled people o Women are more likely to live in poverty. o 90% of lone parents are women o More likely to work part time in low wage jobs o Greater impact from Welfare reform o In 2016 to 2017 women earned on average £1.90 an hour less than me • People from minority ethnic (non-white) groups were more likely to be in poverty, both after and before housing costs, compared to those from the 'White - British' group. After housing costs 38% of people from 'Mixed, Black, Black British and Other' ethnic groups and 34% of 'Asian or Asian British' ethnic groups were in relative poverty after housing costs. In comparison 18% of 'White British' people were in relative poverty. Page 248 of 380
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• Gay men are more likely to experience poverty than heterosexual men. Muslims most likely to be living in poverty. In 2015-18, 41% of people who identified their religion as Muslim were living in poverty after housing costs This Tackling Poverty strategy focuses on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living and increase income from social security benefits 2.3 Considering the information in Section 1 and 2.1 and 2.2 2.3.1 If this policy is subject to the FSD what does it suggest about the impact or potential impact on socio-economic disadvantage? (please refer to FSD Interim Guidance) Low income The Strategy aims to increase the income of unemployed and employed residents of North Lanarkshire Low wealth The Strategy will provide financial inclusion and improve residents ability to deal with the cost of living Material deprivation The Strategy will reduce material deprivation among residents Area deprivation The Strategy will target areas of deprivation 2.3.2 Are any of the people/communities listed below likely to be more affected by this policy than others? People who share one or more of the protected characteristics of the Equality Act 2010 Yes Details No Details Don’t Know Age (a particular age or range of ages) Older People and Children and Young People can be more affected by poverty than other age groups e.g. Older women experience poverty worse than older men, underemployed young people and those on zero hours contracts etc. Disabled people and people with long term health conditions Approximately, 30,000 people in North Lanarkshire are in receipt of a disability benefit and the cost of living with a disability costs on average £550 per month than a non- disabled person. All of this means that 47.5% of disabled people live in poverty. Women and men, girls and boys The welfare reforms changes and cost of living crisis, in particular Page 249 of 380
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Universal Credit, 2 child rule and under occupancy rules, can have a worse impact on women. People defined by their race, colour and nationality, ethnic or national origins. Unemployment rates for BME people is higher in NL than for white people. Married people and civil partners The welfare reforms changes and cost of living crisis, in particular Universal Credit, can have on people. Pregnant women and new mothers The welfare reforms changes and cost of living crisis, in particular Universal Credit, 2 child rule and under occupancy rule, can have an impact on women. Lesbian, gay and bisexual people The welfare reforms changes and cost of living crisis, in particular Universal Credit and under occupancy rule, can have an impact on lesbian, gay and bisexuals. Gay men are known to experience greater poverty than straight men. People transitioning from one gender to another The welfare reforms changes and cost of living crisis, in particular Universal Credit and work commitments/sanctions, can have an impact people transitioning. People of different religions or beliefs or non-beliefs Muslim people are more likely to experience poverty than other religious groups. Other groups Children and families The welfare reforms changes and cost of living crisis, in particular Universal Credit, 2 child Page 250 of 380
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rule and under occupancy rule, can have an impact on children and families. Homeless people The welfare reforms changes and cost of living crisis, in particular Universal Credit, work commitments and under occupancy rule, can have an impact on homeless people. Looked after and accommodated people The welfare reforms changes and cost of living crisis, in particular Universal Credit, can have an impact on looked after and accommodated people. Care leavers The welfare reforms / changes and cost of living crisis, in particular Universal Credit, can have an impact on Care leavers. Carers – paid / unpaid, family members It is well documented that many carers are living in poverty. Asylum seekers People seeking asylum are very limited in their ability to access benefits and employment with limited rights so are at great risk to extreme poverty. Employees – full and part time. Including SES, MAs etc. Some of our employees may be experiencing in work poverty. Others 2.4 Do you have evidence or reason to believe that this policy will, or may potentially affect the Council’s duty to: (Please tick all that apply). Yes No Don’t Know 1. Eliminate unlawful discrimination, harassment and victimisation and any other conduct prohibited by the Equality Act 2010? 2.Advance equality of opportunity between people who share a relevant protected characteristic and those who do not Page 251 of 380
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3. Foster good relations between people who share a protected characteristic and those who do not? 4. Protect and promote human rights? 5. Reduce socio-economic disadvantage Please provide details. The purpose of the Tackling Poverty Strategy is to ensure that there is an overall strategic approach to tackling poverty and inequality across North Lanarkshire. There has been and is good work being done by all services and partners, however, this is fragmented and at times duplicated or in fact at odds with other policies and approaches we are taking. The Tackling Poverty Strategy will ensure the one council approach within the Plan for North Lanarkshire is being delivered, with all tackling poverty initiatives falling under the umbrella of this strategy and associated policies and plans; Economic Regeneration Delivery Plan Community Engagement Strategy Education and Families Improvement Plan Children Services Partnership Plan Local Housing Strategy Equality Strategy Section 3. What else do I need to know /find out? 3.1 Further consultation – Please use the table directly below to say who you will consult with (tick Yes or No). Consider those groups from section 2.3 where you ticked yes or don’t know. Once consultation has taken place provide the details below. People and communities Yes No Describe what you did, with whom and when. Please provide a brief summary of the responses gained and links to relevant documents, as well as any actions Age (a particular age or range of ages) Please see section Other Groups about the consultation and engagement process. 43% of the respondents were aged between 25 and 39, followed closely by 39% aged between 40 and 49. Only 2% of those responded were aged 65 and over The main household types responding were: • 35% were couple living with child(ren) in education and/or working age children • single adults living with dependent child(ren) (20%) • single adults living alone (13%) • working age couples (16%) Disabled people and people with long term health conditions Please see section Other Groups about the consultation and engagement process The main concern for this group pressures of paying household bills (fuel), transport, cost of food, Page 252 of 380
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employment for disabled people, mental health impact and benefits, in particular disability benefits Women and men, girls and boys Please see section Other Groups about the consultation and engagement process People defined by their race, colour and nationality, ethnic or national origins. Please see section Other Groups about the consultation and engagement process. 3,369 respondents less than 5% told us their ethnicity. Married people and civil partners Please see section other groups about the consultation and engagement process. We do not know if there were married and civil partners who responded, however, of the respondents: • 50% were couple living with child(ren) in education and/or working age children • working age couples (16%) Pregnant women and new mothers Please see section Other Groups about the consultation and engagement process. We do not know if there were any pregnant or new mothers who responded. However, of the respondents 20% were single adults living with dependent child(ren). Lesbian, gay and bisexual people Please see section Other Groups about the consultation and engagement process We do not know the sexual orientation of the respondents People transitioning from one gender to another Please see section Other Groups about the consultation and engagement process. We do not know the transgender status of the respondents People of different religions or beliefs or non-beliefs Please see section Other Groups about the consultation and engagement process. We do not know the religions or belief of the respondents. Other groups / general consultation √ In addition to the facts and figures about North Lanarkshire, it is important that we dig much deeper and continue to listen and learn from the lived experience of the people living in poverty in our communities. Page 253 of 380
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In the previous strategy a survey was carried out asking people “what makes life more difficult for you financially?”. Following the impact of the covid 19 pandemic and in the middle of the cost of living crisis, the survey was carried out again, asking the same questions. The council developed and re-issued the survey in March 2023. Both an online and paper version asked what makes life financially difficult for the people of North Lanarkshire. The results have helped shape and inform this Tackling Poverty Strategy and our response to addressing poverty. See Appendix 2 of the Tackling Poverty Strategy. The survey went live on 15th March 2023. It was published on the NLC consultation page of our website, advertised on social media and sent by text message to parents and carers. NHSL, One Parent Families Scotland, Routes to Work, Voluntary Action North Lanarkshire and North Lanarkshire Advice Network partners disseminated the survey via their own platforms. Paper surveys were supplied to those who could not access the online version and in particular to English for Speakers of Other Languages (ESOL) groups. This was useful in reaching those within our communities who otherwise may not have their views represented. A total of 3,369 responses were prepared for analysis, with a representation from all Community Board Areas. 50% of people who responded to the survey were from families of a couple living with child(ren) in education and/or working. 34% were from families of a single adult living with dependent child(ren). Of the 3,369 respondents over 90% said they were ‘White/Scottish or White British’. With less than 5% indicated they were people defined by their race, colour and nationality, ethnic or national origins. When looking at reducing the cost of living 43% of respondents reported that repaying debts contributed to their financial difficulties – 20% also reported high interest debt repayments were an issue. This will inform our work around affordable credit and forming closer links with local credit unions. Childcare remains a barrier to employment with a third of respondents reporting that childcare is not Page 254 of 380
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affordable, while 22% found childcare did not meet their needs. The Tackling Poverty Team have embarked on a communications programme called “The Three Questions” across all our communities, this will be a continuous programme which will become the heartbeat of our Strategy, shaping and underpinning everything we are doing across the local authority. The “Three Questions” have been shaped around the cost of living crisis, we simply ask; “How is the cost of living impacting you?” “How is the cost of living impacting others in the community?” “What would you like us to do about it?” The Three Questions have been taken to schools, both Primary and Secondary, as it is important that our children and young people’s voices are heard in the shaping of our Strategy. Children and families Please see section Other Groups about the consultation and engagement process. When asked what the children and young people wanted us to do about it, the top two answers from the children and young people were: Free School Meals for everyone and financial education. The children and young people expressed that they wanted to learn about money “make everyone feel equal and understand more about poverty and money….learn about money, how to pay bills, budgeting and money management”. When asked how the cost of living affected them, the impact on socialising was a major issue for the children and young people, whilst 21% stated that they could no longer afford after school activities and socialising with friends, 56% stated that they could no longer play their consoles, charge their phones as much, all forms of socialising for younger people. Homeless people Please see section Other Groups about the consultation and engagement process We do not know if any of the respondents were homeless. Looked after and accommodated people Please see section Other Groups about the consultation and engagement process We do not know if any of the respondents were looked after and accommodated. Page 255 of 380
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Care leavers Please see section Other Groups about the consultation and engagement process We do not know if any of the respondents were care leavers Carers – paid / unpaid, family members Please see section Other Groups about the consultation and engagement process 10% of respondents stated that they were a carer. Trade Unions Employee Equality Forum Others 3.2 What additional research or data is required? The Council is about to undergo an extensive community engagement exercise into the lived experiences of the BME communities of North Lanarkshire and this will inform our strategy. This engagement will also have the added benefit of being disaggregated by age, sex and religion. 3.3 What does the additional research and data tell you about potential or known effects? The research into the lived experiences of NLs BAME people and communities confirmed the following: >Language is a key barrier in making effective use of services especially for those who have little or no proficiency in the English language. >There are concerns about the ability of the older generation to cope with the increase in services provided online since the pandemic. Older BAME women in particular lack digital skills and experience exclusion. >The cost of living crisis is of great concern to the Afro-Caribbean community – Black African males in NL have the highest rates of unemployment of all ethnicities. This tells us that any actions to tackle poverty need to: • Recognise that where language is a barrier people may be excluded from accessing support and information. • Where people are excluded digitally, information and access to support will need to be provided in ways that meet needs. • Recognise that poverty among some ethnicities will further reduce their access to digital inclusion. • For some groups the exclusion can be tripled because of all of the above - language barriers, lack of digital access and lack of wealth. We will include the recommendations for action from the community engagement and research into the Tackling Poverty Strategy Action Plan. Page 256 of 380
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Section 4. Assessing the impact and strengthening the policy Considering all the evidence you now have from section 1-3, how will the policy affect different people and communities in relation to equality, socio-economic disadvantage and human rights? 4.1 How does/will the policy and resulting activity affect those with the characteristics listed below (including employees)? Please use the table below to provide details. Detail any Positive impact Detail any adverse impact If adverse how can we mitigate this? Where no mitigating action is planned please say why not Age (a particular age or range of ages) We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, Holistic supports and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Disabled people and people with long term health conditions We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, Holistic supports and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social Page 257 of 380
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security benefits and assisting them to reduce their cost of living, given them more disposable income. Women and men, girls and boys We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, holistic support and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. People defined by their race, colour and nationality, ethnic or national origins. We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, holistic support and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Married people and civil partners We have focused on the key drivers to reduce poverty Page 258 of 380
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which are; Income from employment, reduce the cost of living, Holistic supports and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Pregnant women and new mothers We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, holistic support and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Lesbian, gay and bisexual people We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, Holistic supports and increase income from social security benefits. Therefore we would expect to Page 259 of 380
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see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. People transitioning from one gender to another We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, Holistic supports and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. People of different religions or beliefs or non-beliefs We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, Holistic supports and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them Page 260 of 380
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more disposable income. Other groups Children and families We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, holistic support and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Homeless people We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, Holistic supports and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Looked after and accommodated people We have focused on the key drivers to reduce poverty which are; Income Page 261 of 380
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from employment, reduce the cost of living, holistic support and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Care leavers We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, holistic support and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Carers – paid / unpaid, family members We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living, holistic support and increase income from social security benefits. Therefore we would expect to see peoples income Page 262 of 380
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increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Employees – full and part time. Including SES, MAs etc. We have focused on the key drivers to reduce poverty which are; Income from employment, reduce the cost of living holistic support, and increase income from social security benefits. Therefore we would expect to see peoples income increase either via employment, income from social security benefits and assisting them to reduce their cost of living, given them more disposable income. Others N/A 4.2 What measures could be taken to strengthen the policy / strategy to help advance equality of opportunity, foster good relations, promote human rights and reduce socio-economic disadvantage. It is clear that North Lanarkshire need to address poverty, additional research will be needed through the period of the strategy to ensure that the planned outcomes are being met. We would also require any additional update research from a national basis. Internal Audit carried out an audit of the adequacy and effectiveness of the Council approach to progressing the Tackling Poverty and the associated key corporate risk. Internal Audit assessed the audit as providing ‘reasonable assurance’ as they considered that the Tackling Poverty Strategy and action plan have been appropriately integrated into the Council’s wider plans and appropriate governance and risk management arrangements in place and identifying a small number of areas where scope for improvement exists. Consideration will need to be given to target particular groups in ways that meet their needs. For instance – Connect with local Mosques and Muslim Women’s Groups/ DPOs / Older people’s organisations etc. to ensure they are targeted as part of any campaigns / Page 263 of 380
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income maximisation efforts, / opportunities etc. Make sure information is accessible to different people. 4.3 Considering questions 4.1 and 4.2 what actions / measures will be put in place before introducing this policy please provide details. Action Timescales Responsible Officer Review details (include timescales) The Strategy will have an Action Plan that outlines the actions required to reduce poverty in North Lanarkshire 2023 - 2026 John Campbell Business Manger Tackling Poverty Yearly (March 2024) Section 5. Monitoring, evaluating and reviewing 5.1. How will you monitor the impact and effectiveness of the new policy? The Strategy has a number of key measures which we will work together to fulfil, with the responsibility for monitoring this detailed. Our communities and protected groups will know we are getting things right by having; An improvement in the health and wellbeing of our residents Fewer households living in poverty Reduction in child poverty Fewer people unemployed and in receipt of out of work benefits Reduction in the number of people economically inactive An increase in the number of people paid at least the real living wage An increase in the number of affordable homes Fewer young people who are not in education, employment or training Improved education attainment Fewer people with no qualifications or skills training Fewer households in fuel poverty Maximise income through social security benefits Maximise income via new Scottish social security benefits for children More people with numeracy skills enabling them to manage their money Reduce number of people in debt Increase number of people who have access to affordable credit Effective heat maps to inform residents of access to services Increase community consultation Section 6. Making a decision and sign-off Recommendation Tick Comment (where applicable, please give more information e.g. where to pilot, what modifications, etc.) Timescales Page 264 of 380
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Introduce the policy September 2023 Adjust the policy then introduce Introduce the policy with justification regarding potential adverse impact Stop and withdraw the policy Name of Policy Tackling Poverty Strategy – Forward to a Fairer North Lanarkshire Head of Service /Senior Manager sign-off: Name Job title and division/ team Date Signature Alison Gordon Chief Officer - Education & Families - Integrative Practice (CSWO) For further information please contact: Name: John Campbell Job title: Business Manager Tackling Poverty Service: Education and Families Contact details: campbelljohn@northlan.gov.uk 01698-332566 Page 265 of 380
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Children’s Rights and Wellbeing Impact Assessment, North Lanarkshire Council If having read the Report template guidance you have identified that your report has an impact on children and young people’s rights and wellbeing, the following Children’s Rights and Wellbeing Impact Assessment (CRWIA) template should be completed. Where an impact has been identified, a summary of the impact identified following completion of the impact assessment (and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC)) requires to be included in the Report at section 5.11. Where an impact has been identified, a copy of the last section in this template (i.e. the CRWIA - Stage 3 Publication Template summary) should be as an Appendix to your report. If you require further support or guidance in order to complete this section of the report template - or to complete the Children’s Rights and Wellbeing Impact Assessment (CRWIA) template - please e-mail the Community Learning and Development team at CLD@northlan.gov.uk 1. Name the policy and describe its overall aims. North Lanarkshire Tackling Poverty Strategy “Toward a Fairer North Lanarkshire” This is a high level plan outlining the focus and priorities for NL and its partners for 2023 – 26 ; • To tackle poverty across our communities using the 4 drivers; Increase income from employment, reduce the costs of living, increase income from social security benefits and holistic supports • To reduce child poverty across North Lanarkshire 2. What aspects of the policy/measure will affect children and young people up to the age of 18? The Articles of the UNCRC and the child wellbeing indicators under the Children and Young People (Scotland) Act 2014 apply to all children and young people up to the age of 18, including noncitizen and undocumented children and young people. The Tackling Poverty Strategy is relevant to all children, young people and families in North Lanarkshire. This includes non citizen and undocumented children and young people. The Tackling Poverty Strategy incorporates the Local Child Poverty Action Report and the work being done across North Lanarkshire to eradicate poverty in our communities, working with partners in NHSL and the third sector to achieve the outcomes detailed within the Action Plan. Page 266 of 380
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Children’s Rights and Wellbeing Impact Assessment, North Lanarkshire Council 3. What likely impact – direct or indirect – will the policy/measure have on children and young people? ‘Direct’ impact refers to policies/measures where children and young people are directly affected by the proposed changes, e.g. in early years, education, child protection or relevant to care experienced children. ‘Indirect’ impact refers to policies/measures that are not directly aimed at children but will have an impact on them. Examples include: welfare reforms, parental leave, housing supply, or local transport schemes. The priorities and actions seek to improve the experience of services and outcomes for all children and young people. Although relevant to all children and young people, in the most part, target those who are identified as disadvantaged or in need of additional support. Through the fourth driver “holistic supports” there is clear legislative and strategy links with the Childrens Services Plan. Direct Impact – work identified within the action plan in relation to income maximisation and financial education will have a direct impact on children and young people Indirect Impact – the tackling poverty strategy identifies areas within the action plan, such as parental support to employment initiatives, house building programmes which are not directly aimed at children but will have an impact on them. 4. Which groups of children and young people will be affected? Under the UNCRC, ‘children’ can refer to: individual children, groups of children, or children in general. Some groups of children will relate to the groups with protected characteristics under the Equality Act 2010: disability, race, religion or belief, sex, sexual orientation. ‘Groups’ can also refer to children by age band or setting, or those who are eligible for special protection or assistance: e.g. preschool children, children in hospital, children in rural areas, looked after children, young people who offend, victims of abuse or exploitation, child migrants, or children living in poverty. All children and young people in North Lanarkshire, and a small number of children and young people who live outside of NL that have connections e.g. through family, placement or education. We know that children and young people who have protected characteristics under the Equalities Act are more likely to require additional or intensive supports at stages in their lives or throughout their lives. An Equalities Impact Assessment process has taken place alongside the development of the planning process. There is information in the JSNA about particular groups of children and young people that are known to encounter barriers to their wellbeing and realising their rights. This is not exhaustive or exclusive and children and young people can associate with multiple ‘groups’ or experience disadvantage. Local research and data tell us that there are persistent and pronounced inequalities in some health and wellbeing outcomes among children and young people in North Lanarkshire. Poor outcomes in Page 267 of 380
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Children’s Rights and Wellbeing Impact Assessment, North Lanarkshire Council one area of wellbeing are often accompanied – and potentially compounded – by poor outcomes in another. All children and young people including ‘groups’ of children and young people are supported by our GIRFEC approach and keeps children at the heart. As part of this approach the Tackling Poverty Strategy works to ensure that the systems, processes and pathways that are in place (and continually improving) in universal servicers to identify at the earliest possible stage if the needs of a child are core, additional or intensive. When support is planned each child is considered within their individual circumstances. 5. Will this require a CRWIA? Explain your reasons. CRWIA Declaration-Tick the relevant section and complete the form CRWIA required. YES- the plan will impact on children and young people in NL CRWIA not required. Authorisation-Policy lead Name, title, division (or equivalent) Date Alison Gordon, Chief Social Work Officer, Education and Families July 2023 Person or group completing paperwork. John Campbell, Manager Tackling Poverty Team On behalf of Tackling Poverty Officers Action Group July 23 CRWIA Stage 2 The CRWIA – key questions 1. Which UNCRC Articles are relevant to the policy/measure? List all relevant Articles of the UNCRC - All UNCRC rights are underpinned by the four general principles: non-discrimination; the best interests of the child; the right to life, survival and development; and the child’s right to have their views given due weight. The articles can be viewed here: UNCRC_summary-1_1.pdf (unicef.org.uk) Article Four – The state must do all it can, through passing legislation and creating administrative systems, to promote and protect children’s rights. With regard to economic social and cultural rights. Parties shall undertake such measures to the maximum extent of their available resources. Article Six – Right to life, survival and development Article Eighteen - Parties shall take all appropriate measures to ensure that children of working parents have the right to benefit from child care services and facilities for which they are eligible. Page 268 of 380
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Children’s Rights and Wellbeing Impact Assessment, North Lanarkshire Council Article Twenty Four – Right to the highest attainable standard of health Article Twenty Six – Right to benefit from social security Article Twenty Seven – Right to a standard of living adequate for a child’s physical, mental, moral and social development Article Thirty One – Right to rest and leisure and to engage in play and recreational activities and to participate freely in cultural life and the arts Article Thirty Two – The right to be protected from economic exploitation and performing any work that is likely to be hazardous or to interfere with the child’s education or be harmful to the child’s health 2. What impact will the policy/measure have on children’s rights? Positive/negative/neutral. The Tackling Poverty Strategy will have a positive impact on children’s rights. The Tackling Poverty Strategy incorporates the principles of the Best Start, Bright Futures policy to reduce child poverty across Scotland by 2030. The Strategy augments the commitments made in The Promise and Whole Family Support to ensure that children will not grow up in poverty. Implementation of the Tackling Poverty Strategy will be progressed by task groups and working groups. We will continue to ask these groups to consider the articles most relevant to their actions and the impact on children’s rights as part of the planning and reporting process. Where appropriate, Children’s Rights and Wellbeing Impact Assessments will be undertaken. As a partnership we promote the use of Children’s Rights and Wellbeing Impact Assessments (CRWIA) to support partners and partnerships to apply these in all areas of policy, strategy and development. 3. Will there be different impacts on different groups of children and young people? Which groups of children will be affected by the policy/measure? Are there competing interests between different groups of children and young people, or between children and young people and other groups? There is potential for competing interests and exclusions. The priorities and actions seek to improve outcomes for all children and young people, and, although relevant to all children and young people, on the most part, target those who are identified as disadvantaged or in need of additional support. Page 269 of 380
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Children’s Rights and Wellbeing Impact Assessment, North Lanarkshire Council Getting it Right for Every Child (GIRFEC) is the national approach that is embedded in practice across the Tackling Poverty Officers Action Group. This approach includes preventative measures and working to identify those who may need additional support at the earliest possible stage. In identifying the priorities that are included in the Strategy there are completing demands on what should be included and finite capacity and resources to deliver. The processes to arrive at the priorities encourage broad representation and consultation. Despite best efforts, not all groups and voices will be represented and reflection on the process will identify improvements. The children and young people that are most vulnerable are often least visible and seldom heard. Although the Tackling Poverty Officers Action Group recognises and applies practices to promote inclusion there remains unmet and hidden needs. 4. If a negative impact is assessed for any area of rights or any group of children and young people, what options have you considered to modify the proposal, or mitigate the impact? If options to modify the policy/measure are included here, include associated resource implications where relevant. The Tackling Poverty Strategy includes priorities and actions that will amplify the incorporation of children and young people’s voices in the planning and decision-making processes for individual children and young people and representative groups. Members of the Tackling Poverty Officers Action Group are represented on the Childrens Services Partnership and work together in raising awareness and making sure everybody is aware of UNCRC and children’s rights, this will lead to an increased awareness of where children’s rights are not being upheld and therefore opportunities to act on this. Where issues arise these will be monitored through the Childrens Services Partnership Continuous Improvement Group and reporting on children’s rights. 5. How will the policy/measure contribute to the wellbeing of children and young people in Scotland? Outline how the implementation of the policy/measure will support our duties to safeguard, support and promote the wellbeing of children in their area, with wellbeing defined by eight wellbeing indicators. The indicators are: Safe, Healthy, Achieving, Nurtured, Active, Respected, Responsible, and Included. More information is available via the link below. SHANARRI+-+Wellbeing+wheel+-+full+text.pdf (www.gov.scot) Page 270 of 380
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Children’s Rights and Wellbeing Impact Assessment, North Lanarkshire Council The Tackling Poverty Strategy directs resources and supports to tackle child poverty and in doing this this will promote the wellbeing of children. Tackling poverty in our communities will help achieve the eight well being indicators for the children of North Lanarkshire. 6. How will the policy/measure give better or further effect to the implementation of the UNCRC in Scotland? This will inform the duty to report what has been done to further and better children’s rights under the Children and Young People (Scotland) Act 2014. The Tackling Poverty Strategy will assist in both the prevention and lifting children out of poverty, the Action Plan will be updated on an annual basis and reported on. 7. What evidence have you used to inform your assessment? What does it tell you? The evidence base may include demographic information, academic research, service monitoring/inspection reports, service evaluation reports, user surveys, etc. In particular, look at what existing evidence tells you about children and young people’s views and experiences of the relevant service(s); and/or what it tells you about children and young people’s views of the policy proposal. Identify any gaps in the evidence base and set out how you will address these. The Tackling Poverty Strategy considered the following information and evidence to update the Strategy and Action Plan; Our population and emerging needs DWP information Economic activity The voice of the community via the Three Questions The voice of our children and young people via the Three Questions School Initiative What is currently working well The evidence base is continually evolving and will develop further during the lifetime of the Tackling Poverty Strategy. 8. Have you consulted with relevant stakeholders? This would include public or targeted consultations with children and young people, their parents/carers and the children’s workforce. Consultation has taken place in the community and with children and young people within our schools, asking the Three Questions; “how is cost of living affecting you”, “how is cost of living affecting others in the community” and “what would you like us to do about it”. Page 271 of 380
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Children’s Rights and Wellbeing Impact Assessment, North Lanarkshire Council 9. Have you involved children and young people in the development of the policy/measure? Is there enough information on the views of the children and young people who will be affected by the policy/measure that enables you to make an informed assessment of impact? Children and young people have been consulted on the Three Questions; “how is cost of living affecting you”, “how is cost of living affecting others in the community” and “what would you like us to do about it”. With a programme being developed to ensure that this is a continual process throughout the school clusters. Page 272 of 380
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Children’s Rights and Wellbeing Impact Assessment, North Lanarkshire Council CRWIA – Stage 3- cannot complete until final copy – draft from pervious CRWIA below Publication Template CRWIA title: North Lanarkshire Children’s Services Plan 2023-26 Publication date: Summary of policy aims and desired outcomes. The Tackling Poverty Strategy 2023-26 outlines the priorities for the next three years, to tackle poverty in our communities. It includes actions under the drivers to tackle poverty; Increase income via employment Reduce the costs of living Increase income via social security benefits Holistic Supports Executive summary In North Lanarkshire we recognise that tackling poverty and inequality does not fall to one Service, or one Sector, we must therefore work together to use our resources effec�vely and efficiently to ensure that all our communi�es have access to opportuni�es that will lead to beter outcomes for people in terms of employment, wellbeing and inclusive growth. This CRWIA was undertaken alongside an Equalities Impact Assessment. Background The Tackling Poverty Strategy 2023-26 is the current plan. It builds on the previous plan, with the Action Plan reviewed annually. Scope of the CRWIA, identifying the children and young people affected by the policy, and summarising the evidence base. The priorities and actions seek to improve outcomes for all children, young people and families, and although relevant to all children and young people and families, on the most part,our priorities target those who are identified as disadvantaged or in need of some support. Children and young people’s views and experiences These are included through the Three Questions asked of the children and young people in schools across North Lanarkshire. Page 273 of 380
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Children’s Rights and Wellbeing Impact Assessment, North Lanarkshire Council Key findings, including an assessment of the impact on children’s rights, and how the measure will contribute to children’s wellbeing. The Tackling Poverty Strategy will help tackle the impact poverty has on children and young people. The Action Plan within the Strategy brings together shared priorities and actions that will impact positively on children, young people and families. Monitoring and review The Action Plan will be updated on an annual basis by the Tackling Poverty Officers Action Group, with regular updates being provided to the Wellbeing and Tackling Poverty Committee. CRWIA Declaration Authorisation Lead John Campbell Manager – Tackling Poverty Date July 2023 Chief Officer Date Page 274 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/MF Date 28/09/23 Update: United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Bill and embedding UNCRC in North Lanarkshire From Alison Gordon, Chief Social Work Officer (Education and Families, Justice and Integrated Practice) and, Archie Aiken, Chief Officer (Legal & Democratic) E-mail gordonal@northlan.gov.uk & aitkena@northlan.gov.uk Telephone 01698 332001 Executive Summary On 16th March 2021 the United Nations Convention on the Rights of the Child (Incorporation)(Scotland) Bill passed the final stage within the Scottish Parliament with unanimous support however implementation was subsequently delayed by a referral to the Supreme Court, requiring amendment to ensure all associate provisions sit within the competence of the Scottish Parliament. This report provides an update on the outcome of the reconsideration by Scottish Government and potential implications for all public authorities. In the interim associated practice, policy and system change has continued to be foundational to developments within children’s services and beyond including the Promise’ s transformation programme. Reporting requirements on UNCRC are also already embedded within national children’s services planning requirements. This report therefore also advises on ongoing activity and developments to promote UNCRC and embed this in practice and systems within North Lanarkshire. This is not only to ensure the Council can meet current and future obligations and duties with respect to UNCRC but because this is critical to our ambition to ‘support all children and young people to realise their full potential’ and to the approach to the new Resilient People programme of work which supports the Plan for North Lanarkshire. A report on progress in embedding UNCRC locally was considered by the Education, Children and Families Committee in May 2023 however whilst much of the work relation to UNCRC is lead through the Education and Families Service it is important to note that obligations and duties with respect to UNCRC sit with the council as a whole and thus also with elected members. This report therefore also addresses the role of elected members in supporting, scrutinising, and realising children’s rights in North Lanarkshire. Recommendations It is recommended that Policy and Strategy Committee: (1) Note the content of this report. (2) Endorse continued engagement through COSLA and professional associations with the UNCRC (Incorporation)(Scotland) Bill process. Item 10 Page 275 of 380
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1. Background 1.1 The United Nations Convention on the Rights of the Child (UNCRC) is considered the global ‘gold standard’ for children’s rights, and was ratified by the UK in 1991 and therefore already provides a framework for the consideration of children’s rights. In Scotland this is reflected in the national approach for supporting children, Getting it Right for every Child (GIRFEC) and in areas of existing legislation notably the Children and Young People (Scotland) Act 2014. The UNCRC (Incorporation) (Scotland) Bill passed by the Scottish Parliament in March 2021 heralds however a significant step change in the commitment to children’s rights by seeking to directly incorporate the UNCRC into domestic law, with the intent of ensuring a maximalist approach as far as this is compatible with the powers of the Scottish Parliament. 1.2 It was originally anticipated that this new legislation be enacted in October 2021, within 6 months of gaining royal assent, however the timetable has been impacted by a referral to the Supreme Court by the UK government who consider that specific provisions within the Bill may encroach on reserved matters. This position was upheld by a supreme court judgement in October 2021. It has however remained the intention of Scottish Government to incorporate the UNCRC into Scots Law as far as this is possible within devolved competence as soon as is practicable and preparations have continued to return the Bill to the Scottish Parliament to address these issues. In the interim a significant programme of work continues at national level to support implementation and full realisation of children’s rights by public authorities as outlined at 1.6 below. 1.3 The Bill which received unanimous cross-party support is intended to promote and ensure compliance with the rights of children under 18 in decisions, actions (and inactions), and makes these rights enforceable through the courts. Specifically, it intends to: make it unlawful for public authorities to act incompatibly with the incorporated UNCRC requirements. give power to the Children and Young People’s Commissioner to take legal action if children’s rights under the UNCRC are breached. require Ministers to produce a Children’s Rights Scheme and to review this annually. require listed public authorities (including councils) to report every three years on what they have done to meet the UNCRC requirements, building on the existing duties of the Children and Young People (Scotland) Act 2014. 1.4 Whilst the UNCRC includes 42 wide ranging substantive articles, there are 4 general principles, critical to implementation: apply rights without discrimination (Article 2) best interests of the child to be a primary consideration (Article 3) right to life, survival and development (Article 6) right to express a view and have that view taken into account (Article 12) 1.5 The commitment to UNCRC and the promotion of children’s rights is fundamentally interwoven with the delivery of the Promise, to which full Council (3) Approve the actions set out as Next Steps in section 2.13 of this report. The Plan for North Lanarkshire Priority Support all children and young people to realise their full potential Ambition statement (7) Enhance collaborative working to maximise support and ensure all our children and young people are included, supported, and safe Page 276 of 380
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pledged its commitment in August 2020 and the Promise Plan 21-24 published in March 2021 and is embodied in the ‘foundation’ of ‘voice’ and the ‘fundamentals’ of ‘what matters to children and families’, ‘listening’, ‘poverty’, ‘children’s rights’ and ‘language’. The most recent planning guidance for Children’s Services Partnerships also places significant emphasis on UNCRC. 1.6 The Scottish Government has made available a range of resources to support public bodies progress the culture, systems and practice changes required to deliver on children’s rights in Scotland. These include Introductory Guidance; a 20 minute training resource; Advice and Guidance on enabling children and young people’s participation in decision-making and the establishment of a Children’s Rights Knowledge Hub. In addition, work continues on a Skills and Knowledge Framework, Statutory Guidance and a capacity building programme with an Innovation Fund launched in late spring to promote creative approaches to embedding children’s rights. 1.7 At a local level as detailed below embedding of children’s rights is a thread running through a range of improvement activity and is aligned with current and future programmes of work. The Corporate Management Team (CMT) in considering the implications of prospective legislation and the benefits of a rights-based approach in 2021 endorsed this work and in particular proposals to move towards adoption of Children’s Rights and Wellbeing Impact Assessments (CRWIAs) to support key decision-making. In recognition of the need to promote awareness and ownership of children’s rights across all council services. UNCRC was also the focus of a session of the Council’s full operational management team in November 2022. 2. Report Update on the approach to UNCRC (Incorporation)(Scotland) Bill and potential impacts 2.1 On 27th June 2023 the Cabinet Secretary for Social Justice made a parliamentary statement explaining both the reasons for the delay in returning the Bill to the Scottish Parliament and the Scottish Government’s intentions and approach to progress the legislation forthwith. This has followed both legal advice and discussion with UK counterparts as well as consultation with key bodies including the Scottish Human Rights Commission, Children’s Commissioner and UNICEF UK with the aim of maximising the protection of children’s rights and making the law as accessible as possible for users whilst avoiding a further referral to the Supreme Court. These discussions have primarily centred on the compatibility test intended to ensure decisions and actions of public authorities are compliant with UNCRC and in particular the position where authorities are acting under powers arising from a UK Act but within devolved areas. Whilst consideration was given to the potential to apply the compatibility tests in areas where a UK Act itself required authorities to act compatibly or provided potential discretion this has now been rejected on the basis of both complexity and risk of rereferral to the Supreme Court. Instead it is now proposed that the compatibility duty will only apply when Public Authorities are delivering duties under powers arising from an Act of the Scottish Parliament. The aim therefore is to return the Bill for parliamentary reconsideration relatively quickly where the Equalities, Human Rights and Civil Justice Committee will offer scrutiny. 2.2 Whilst recognising the challenges in finding a workable solution which maximises the protection of children’s rights, COSLA in consultation with professional associations has identified a number of concerns around this approach which itself risks creating a potentially complex legal landscape for public authorities. This is in part because a number of foundational areas of legislation on which subsequent legislation has been developed predate the Scottish Parliament. Key examples of these relevant to local authority duties include the Education (Scotland) Act 1980 and the Children (Scotland) Page 277 of 380
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Act 1995 which would remain out with the scope of the Bill whilst other areas of support for children and young people experiencing care and education provision governed by subsequent Scottish Acts would be in scope. It is inevitable this will create operational complexity in implementation with the potential that this may itself consume resource and detract from the ability to promote and exercise clear messaging and practice on the protection of children’s rights. 2.3 The Cabinet Secretary’s statement left open the potential, suggested by some organisations, of future conversion of some UK Acts into Scottish Acts however this itself would be complex and take time, in the interim there is yet to be a full audit of which public authority functions would be in and out of scope an exercise which would appear critical to support progression and implementation planning. The Cabinet Secretary has agreed to consider the possibility of the Scottish Government commissioning such an audit but has not yet committed to doing so. Progressing Children’s Rights in North Lanarkshire 2.4 Whilst the national position remains complex as outlined above over recent years work within Children’s Services in North Lanarkshire has had increasing focus on involvement and participation and embedding children’s rights in our processes and delivery of services. Whilst Community Learning and Development colleagues have been key to much of this work, this has now become much more integrated across services and the Children’s Service Partnership. 2.5 In 2018 the Children’s Services Partnership and young people worked together to develop a ‘Partnership Agreement’ marking the intention of moving away from episodic consultation with children and young people to a framework to support meaningful engagement and participation, built around 7 golden rules developed though the Children’s Commissioner’s office: understanding my rights; a chance to be involved; remember it’s my choice; value me; support me; work together, keep in touch. 2.6 Further to this work the Children’s Services Partnership also made changes to its structures and arrangements with, from 2019, young people being directly represented on the Children’s Services Partnership Board via North Lanarkshire Youth Council and Partnership Board representatives also committing to attending wider Youth Council meetings. Today Not Tomorrow, representing Care Experienced Young People, are also linked into these arrangements and from early 2020 the Children’s Champions Board has also provided a forum for this group to engage with Senior Leaders. More recently the Voice Task Group has been established with a remit to ensure ‘voice’ is embedded in all service development and improvement activity within the partnership, whilst the small team of Promise Development Workers created in 2021 have had a critical role in ensuring developments are informed by lived experience and in challenging stigma. 2.7 Multiple strands of work are being progressed to ensure all children and young people have the opportunity to be heard and involved in decisions which impact on their lives. This ranges from involvement in service development to the use of tools such as the MOMO (Mind of my Own) app to support young people express their views. A key element of support is also the provision of independent advocacy to support young people involved in child protection, experiencing care or with additional support needs including mental health issues. Historically commissioned through social work there has been an increased demand also for advocacy for education matters. Whilst significant progress has been made there however remains much work to be done to address some of the barriers children and young people experience and to make the system changes required to ensure voice and children’s rights are fully embedded in our service and policy development and delivery. Page 278 of 380
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2.8 In November 2020, to support the development of our previous Children’s Services Plan (2021-2023), North Lanarkshire Youth Council led a survey of local children and young people to gather views about UNCRC, awareness of children’s rights and which rights children and young people felt were most important. This was issued via various networks and channels and led to over 400 responses which identified gaps in awareness amongst young people and with respect to how they felt adults understood their rights. A key and innovative area of work progressed in response to this was the awareness raising Make it Right campaign Children's Rights | North Lanarkshire Council produced and led by a mixed group of young people involved in Future Fridays supported by staff from corporate communications and education and families. The campaign which was launched in February 2022 used a range of media to promote awareness of children’s rights and has gained recognition nationally as an example of good practice including by the Children’s Commissioner and a representative on the UN Committee on Children Rights. 2.9 Awareness amongst children and young people in North Lanarkshire is also supported by a strong commitment to the Rights Respecting Schools Programme. National funding for this programme supported by UNICEF across all state primary and secondary schools was confirmed in May 2022. As of May 2023, 123 schools in North Lanarkshire had gained a Rights Respecting Schools Award, 17 of these at Gold level. 2.10 Other key actions and system changes to support the realisation of children’s rights in North Lanarkshire have focussed on the further enhancement of participation with the Youth Participation Wheel approved by Education, Children and Families Committee in August 2022, see diagram below. Page 279 of 380
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Children’s Rights and Wellbeing Impact Assessments 2.11 A Children’s Rights and Wellbeing Impact Assessment (CRWIA) is designed to support assess the potential impact of any policy/measure on children’s rights and wellbeing. It covers all children and young people under 18 and has been developed as an improvement approach, tool and published output, following a similar framework to an Equality Impact Assessment. Guidance and a template for CRWIAs was published by the Scottish Government in March 2019. These were originally developed to support Ministerial Duties under Part 1 of the Children and Young People (Scotland) Act 2014 but are also intended for use by other public bodies and children’s services. Whilst use outside of government has not been mandatory over this period, CRWIAs are a useful tool in ensuring that children’s interests and rights are championed and going forward will be an essential vehicle to support and evidence compliance with the new legislation. 2.12 It is important to highlight that CRWIAs are relevant to all new policies and measures which may impact on children and not only to developments within children’s services. They are framed not only around the UNCRC considerations but also around the GIRFEC wellbeing indicators (Safe, Healthy, Achieving, Nurtured, Respected, Responsible, Included), recognising the intrinsic links between these. The process followed is in line with EQIA practice with an initial Stage 1 Screening to identify relevant aspects, likely impact and which groups of children or young people may be impacted, with the scope and potential consequences as well as impact on those most vulnerable used to support a proportionate decision on the need for undertake a Stage 2 Assessment. Should this be required there is a need to consider all relevant articles on the UNCRC and supporting protocols, the impact on children’s rights and wellbeing, the evidence base including stakeholder consultation and the involvement of children and young people in the assessment. Page 280 of 380
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2.13 Within North Lanarkshire the use of CRWIAs have been used in respect of our previous and new Children’s Services Plan, and were also tested to support a small number of reports during 2022/23. Following this and development work involving Education and Families and Chief Executive Services, including legal services, these have now been incorporated into the standard reporting template for the Senior and Corporate Management Teams and for Committee reports. The adoption of this measure in advance of a statutory requirement is a key step and signal of intent and commitment on the journey to fully realise children’s rights in North Lanarkshire. Role of Elected Members 2.14 The Improvement Service has developed a web-based resource to support elected members understand UNCRC and their role in the realisation of children’s rights and ensuring the relevant duties of the local authority in this regard are met. Understanding Children's Human Rights (arcgis.com). This highlights the importance of hearing children’s views within political and decision-making processes and highlights that many changes in society have a disproportionate and often negative impact on our children. It suggests the importance of Elected Member’s in: Championing children’s rights Remembering that these are a relevant consideration in all areas of business which may impact on children and young people, for example in areas such as housing, transport and tackling poverty. Creating opportunities to listen to children and young people within their communities. Understanding their legal obligations to protect rights and to take action where these are abused. Considering and prioritising children’s rights within council and partnership planning including in budget decisions. 2.15 It is important, as highlighted above, that children’s rights are considered within all areas of council business and Elected members will increasingly see CRWIAs referenced within reports, most frequently but not exclusively in the business of the Education, Children and Families Committee. Elected Members participating in some of the key structures referenced above including the Children’ s Services Partnership, Children’s Champions Board and Future NL will also have additional opportunities to support and scrutinise the delivery of children’s rights in North Lanarkshire. Next Steps 2.16 As is clear from the information set out action to realise children’s rights through best practice, culture and system change will continue to be integrated across a range of improvement activity. It is planned however that key actions at this point include: Complete the introduction of CRWIAs into the standard report format for all reports to council committees from Committee Cycle 3 of this year. Development of staff and member training inputs on UNCRC, drawing on national resources as appropriate. Continued support for the roll out of the Rights Respecting Schools Award across all North Lanarkshire Schools. Completion of reporting on the delivery of children’s rights in North Lanarkshire over in line with Children’s Service Planning requirements. Further engagement with young people involved in the Make it Right campaign to inform next phase. Page 281 of 380
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Further engagement through COSLA and relevant professional associations (SOLACE/SOLAR/SAS/ADES) with the UNCRC (Incorporation) (Scotland) Bill process to address areas of concern and potential implementation challenges. 3. Measures of success 3.1 Improved awareness of UNCRC and Children’s Rights. 3.2 The council is well prepared to meet its legal duties under new legislation. 3.3 Number of CRWIAs completed. 3.4 External and internal evaluation and feedback from children and young people demonstrate progress towards fully realising children’s rights. 4. Supporting documentation 4.1 UNCRC Introductory Guidance Children's Rights and the UNCRC in Scotland: An Introduction (www.gov.scot) Alison Gordon Archie Aitken Chief Social Work Officer Chief Officer (Children, Families, Justice & Integrated Practice) Legal & Democratic Page 282 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The introduction of CRWIAs will complement these existing impact assessments 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? Sections 2.1- 2.3 of this report addresses the legal impacts of the UNCRC (Incoprporation) (Scotland) Bill. Activity reflected in the report supports the council in its current legislative duties and the introduction of CRWIAs will support also meet new duties associated with the new legislation when implemented. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 283 of 380
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for 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? Work to evaluate and build on the successful Make it Right campaign will be undertaken in consultation and collaboration with the corporate communications team T 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? Section 2.2 of this report reflects some of the risks for local authorities associated with the Scottish Government’s approach to implementation of this new legislation. These will become clearer during the scrutiny process and reconsideration by the Scottish Parliament and this will inform consideration on whether it is appropriate and necessary to record these through the corporate risk/service risk register. Adopting CRWIAs in advance of new legislation/statutory guidance carries some risk that further adaptation may be required at a future date however this is outweighed by the benefits of these in supporting the council in its existing duties and in its readiness for the new legislation. Using these as a vehicle to progress children’s rights in North Lanarkshire both supports the council in its own key ambitions and reduces future vulnerability to potential actions for non-compliance. 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 Page 284 of 380
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Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 285 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref KA/LA/P&S/Sep23 Date 28/09/23 Review of Anti-Fraud Policy / Proposed new Counter Fraud Policy From Ken Adamson, Chief Officer (Audit and Risk) E-mail adamsonk@northlan.gov.uk Telephone 07939 280602 1. Background 1.1 North Lanarkshire Council has a zero-tolerance approach to fraud, bribery and corruption, and aims to design, implement and operate effective systems to counter these. The Anti-Fraud Policy details the Council’s approach to the prevention, detection and investigation of fraud across all Council service areas. Executive Summary The Council’s Anti-Fraud Policy details the Council’s approach to the prevention, detection and investigation of fraud across all Council service areas. The current version of the Policy was previously approved at the Policy and Resources Committee in June 2017. This report provides the Policy and Strategy Committee with the outcome of a recent review of the Council’s Anti-Fraud Policy. The review was intended to ensure that the document remains consistent with good practice and continues to properly reflect the Council’s attitude, approach and response to fraud, bribery and corruption. Much of the previous policy remains unchanged but a number of amendments have been made, the most significant of which are summarised in the main body of this report, with a full updated version of the proposed Policy provided at Appendix 1. Part of the proposed changes is that the ‘Anti-Fraud Policy’ be renamed as the ‘Counter Fraud Policy’. The proposed revised Counter Fraud Policy was recently approved by CMT. Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledge the proposed key changes to the Anti-Fraud Policy; and (2) Approve the revised Counter Fraud Policy (at Appendix 1). The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Item 11 Page 287 of 380
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1.2 This report advises the Policy and Strategy Committee of the outcome of the recent review of the Anti-Fraud Policy, noting the main proposed amendments to the policy. 2. Report 2.1 A comprehensive review of the Anti-Fraud Policy was recently undertaken to ensure that the policy remained relevant and up-to-date. The review included comparison of the Council’s policy against good practice and a range of other councils’ policies to ensure that the document remains consistent with good practice and continues to properly reflect the Council’s attitude and response to fraud, bribery and corruption. The results of this review has resulted in the Policy being updated and refreshed, including being renamed as the ‘Counter Fraud Policy’ to better align with good practice. 2.2 It is proposed that the revised Counter Fraud Policy (attached at Appendix 1) updates and replaces the previous version which was approved in 2017. Main changes following the review of the Anti-Fraud Policy 2.3 The most significant aspects of the proposed Counter Fraud Policy which differ from the previous version include: • a change in the name of the policy from Anti-Fraud Policy to Counter Fraud Policy; • incorporation of the Fraud Response Plan into the main body of the Policy through the inclusion of a section on the Council’s approach to the prevention, detection, notification, investigation and reporting of fraud; • raising awareness and understanding by the inclusion of definitions for additional key words/phrases in relation to fraud risk which are becoming more widespread including corruption, money laundering, insider threat and serious organised crime and tax evasion; • the addition of new sections on joint working and fraud awareness; and • an additional appendix which provides examples of identified sources of common fraud risks facing councils. 3. Measures of success 3.1 Up to date policies and associated processes will contribute towards having effective counter fraud arrangements which are an important part of the framework designed to help prevent and detect fraud and to deal with it effectively where it occurs. 4. Supporting documentation Appendix 1 – Proposed Counter Fraud Policy Ken Adamson Chief Officer (Audit and Risk) Page 288 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Sections relating to investigations and the relationship between this policy and other relevant HR policies have been discussed and agreed with HR. 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 been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a summary of the impact? Sections relating to investigations and the relationship between this policy and other relevant policies and statutes have been discussed and agreed with Legal Services. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? 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 ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ 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 ☒ 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ Page 289 of 380
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Appendix 1 COUNTER-FRAUD POLICY Page 290 of 380
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[Title] 5 Appendix 1 Document control Title Counter Fraud Policy Owner Ken Adamson, Chief Officer (Audit & Risk) Contact adamsonk@northlan.gov.uk Governance Group Policy and Strategy Committee Author Ken Adamson, Chief Officer (Audit & Risk) Contact adamsonk@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description/record of change 1.0 Ken Adamson June 2023 Update and refresh of full policy Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) 1.0 Policy and Strategy October 2023 Consultation Record (for most recent update) Status of document consulted upon N/A Stakeholders consulted/date N/A Strategic Alignment The Counter Fraud strategy highlights the Council’s zero tolerance approach to fraud and outlines how fraud risks will be managed across the organisation and how suspected or identified fraud will be managed as part of robust corporate governance arrangements designed to enable and support the delivery of all Council ambitions and priorities. Next review date Review Date October 2025 Page 291 of 380
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Counter Fraud Policy 6 Contents 1 Introduction 2 Definitions 3 Who Does This Policy Apply To? 4 Who is Responsible? 5 North Lanarkshire Council Approach 6 Joint Working 7 Fraud Awareness 8 Conclusion Appendix A – Identified Sources of Fraud Risks for Councils Appendix B – Flowchart for Reporting and Responding to Fraud Appendix C – List of Related Documents Page 292 of 380
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Counter Fraud Policy 7 1. Introduction 1.1 The Counter Fraud Policy details the Council’s approach to the prevention, detection and investigation of fraud across all the Council’s service areas. 1.2 North Lanarkshire Council has a zero-tolerance approach to fraud, bribery and corruption (hereafter, referred to as ‘fraud’) and implements and enforces effective systems to counter these. 1.3 The Council expects its staff at all times to act honestly, with integrity and to safeguard public resources for which they are responsible. The Council aims to conduct all its business in an honest and ethical manner and is committed to acting professionally, fairly and with integrity in all its dealings and relationships wherever it operates. 1.4 The Council takes it legal obligations seriously and aims to uphold all laws relevant to countering fraud. Any instances of fraud will be investigated thoroughly and dealt with appropriately. Every opportunity will be taken to seek to recover any loss suffered by the Council as a result of fraud. 1.5 The Council is committed to ensuring that opportunities for fraud are minimised wherever practicable and, where appropriate and legal, will actively co-operate and share information with other local authorities and public sector bodies to assist in the prevention, detection and investigation of fraud. 2. Definitions 2.1 Fraud 2.1.1 Fraud refers to the deliberate use of deception or dishonesty to disadvantage or cause loss to another person or party and includes a wide variety of dishonest behaviour such as theft, false accounting, embezzlement, forgery, bribery, corruption, deception, false representation, concealment of material facts and other dishonest actions which result in loss. Fraud can occur within the Council or can be perpetrated against the Council by outside parties. 2.2 Bribery 2.2.1 A bribe is an offer, promise, gift or receipt of a financial or other advantage, designed to induce another person to act improperly in the performance of their functions, to reward them for acting improperly or where the recipient would act improperly by accepting the advantage. 2.2.2 An advantage includes money, gifts, loan fees, hospitality, services, discounts, the award of a contract or anything else of value. 2.2.3 A person acts improperly where they act illegally, unethically, contrary to an expectation of good faith or impartiality, or where they abuse a position of trust. The improper acts may be in relation to any business or professional activities, public functions, acts in the course of employment, or other activities by, or on behalf of, any organisation of any kind. 2.2.4 The Bribery Act 2010 is a UK-wide legislation that: • Makes it a criminal offence to give, promise or offer a bribe and to request, agree to receive or accept a bribe at home or abroad; Page 293 of 380
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Counter Fraud Policy 8 • Sets out a maximum penalty for bribery of 10 years imprisonment, with an unlimited fine; and • Introduces a corporate offence of failure to prevent bribery by persons working on behalf of a business. 2.3 Corruption 2.3.1 Corruption is the abuse of entrusted power or position for personal gain. 2.4 Money Laundering 2.4.1 Money laundering is the process by which criminally obtained money or other criminal property is exchanged for ‘clean’ money or other assets with no obvious link to their criminal origins. The aim of this activity is to legitimise the possession of such monies through circulation and this effectively leads to ‘clean’ funds being received in exchange. 2.5 Insider Threat and Serious Organised Crime 2.5.1 Insider threat is a perceived threat to an organisation that comes from people within the organisation who have inside information concerning the organisation’s security practices, data and computer systems. The threat may involve fraud, theft of confidential or commercially valuable information, theft of intellectual property or sabotage of computer systems. 2.5.2 Serious organised crime (SOC) refers to criminal activity that is planned, co-ordinated and committed by individuals or groups. The motivation for these crimes is often financial gain. Examples of SOC include money laundering, fraud, bribery and corruption, cyber-crime, illegal firearms, illegal drugs, child sexual exploitation, modern slavery and human trafficking. 2.5.3 The Council has recognised insider threat as a potential risk and has put arrangements in place designed to prevent and manage this risk including participating in a number of multi-agency groups to counter the threat from SOC and counter terrorism (CT) and the creation of an internal SOC/CT Group. 2.6 Tax Evasion 2.6.1 The Criminal Finances Act 2017 created two new corporate criminal offences in relation to the failure to prevent facilitation of UK and of foreign tax evasion. Tax evasion is defined as the deliberate and dishonest evasion of tax or knowingly taking steps to facilitate another person to evade tax. The Council would be guilty of an offence if a person commits a UK tax evasion facilitation offence when acting in the capacity of a person associated with the Council. Examples of this are referenced at appendix A. 3. Who Does This Policy Apply To? 3.1 The scope of this policy extends to all employees, elected members, service users, contractors, agencies and suppliers and other partner organisations, including the voluntary sector. 4. Who is responsible? 4.1 The Chief Executive has overall responsibility for the operations and activities of the Council. This includes overall responsibility to ensure that the Council’s management arrangements in Page 294 of 380
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Counter Fraud Policy 9 respect of fraud are adequate and effective and that any lessons to be learned corporately from any fraud occurrences arising are appropriately addressed. 4.2 The Deputy Chief Executive and each Chief Officer is expected to display high personal standards of conduct in accordance with the Chief Officers’ Code of Conduct and is responsible for establishing and maintaining a sound system of internal control within his/her areas of responsibility which supports the achievement of Council policies, aims and objectives. The system of internal control is designed to respond to and manage the wide range of risks which the Council faces, including minimising the scope for fraud. Chief Officers should ensure that their employees are made aware that they should report any matter arising which involves, or is thought to involve, a fraud or irregularity (see section 5.4 – notification). 4.3 The Chief Officer (Finance) has a duty, in accordance with Section 95 of The Local Government (Scotland) Act 1973, to make proper provision for the administration of the Council’s financial affairs. Proper administration includes ensuring that an adequate system of financial control exists and operates effectively throughout the Council. 4.4 The Chief Officer (Audit and Risk) is responsible for ensuring that the Council: • Operates an effective control environment to, wherever possible, prevent fraud; • Establishes and maintains an effective counter fraud policy, commensurate to the level of fraud risk identified, including establishing appropriate mechanisms for: o Staff to report suspected fraud risk issues; o Reporting significant incidents of fraud to the Chief Executive and Audit and Scrutiny Panel, acting in its role as the Council’s audit committee; and o Co-ordinating assurances about the effectiveness of anti-fraud arrangements to support the Statement of Internal Financial Control and the Council’s Annual Governance Statement; • Disseminates the Council’s Counter Fraud Policy to all staff to ensure that they are aware of their responsibilities in relation to preventing and combating fraud; • Liaises on fraud matters with other relevant stakeholders, including the Risk Management Corporate Working Group and Audit and Scrutiny Panel; and • Ensures that vigorous, prompt and proportionate investigations are carried out where fraud occurs or is suspected. 4.5 All Council managers are responsible for: • Assessing the types of likely fraud risks in the areas for which they are responsible; • Ensuring that an adequate system of internal control exists within their areas of responsibility and that controls are operating effectively and are being complied with; and • Ensuring that any fraud or suspected fraud or irregularity is reported promptly. 4.6 Elected members and employees are responsible for: Page 295 of 380
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Counter Fraud Policy 10 • Complying with relevant codes of conduct, council policies and procedures (see Appendix C for the full list of relevant policies and procedures), including declaring and registering relevant conflicts of interest and offers of gifts or hospitality; • Ensuring that the Council's procedures and management arrangements designed to mitigate fraud and corruption risks facing the Council operate effectively; and • Reporting any suspicion of fraud or irregularity promptly. 4.7 Audit and Risk is responsible for: • Ensuring that management has considered and identified the possibility of fraud as a business risk and has included any such fraud risks in their risk register; • Assisting in the deterrence and prevention of fraud by examining and evaluating the effectiveness of controls in line with the Annual Internal Audit Plan; • Investigating reported instances/suspicions of fraud or irregularity within the Council and reporting to the Service, Chief Executive and Audit and Scrutiny Panel on the outcome of any investigations; and • Notifying the Council’s External Auditors regarding all frauds over £5,000. 5. North Lanarkshire Council Approach 5.1 Managers, staff and elected members must always be alert to the risk of fraud. The prevention, detection and notification of fraud are the responsibility of all members, officers and employees. 5.2 Prevention 5.2.1 Chief Officers and managers should, in line with the Council’s Risk Management Strategy, identify and analyse any potential fraud risks for their service area and design and implement appropriate internal controls to mitigate those risks. 5.2.2 Internal Audit will undertake reviews to examine and evaluate the adequacy and effectiveness of controls in line with the Internal Audit Annual Plan and in accordance with the Public Sector Internal Audit Standards (PSIAS). 5.3 Detection 5.3.1 The Council will actively seek to detect fraudulent activity through a number of means including: • appropriate management oversight and review of the extent of compliance with key management arrangements and/or the effectiveness of key controls; • regular checks on the adequacy of internal controls and reviews by Internal Audit; • encouraging whistleblowing by employees, Elected Members and members of the public; and • participating in the National Fraud Initiative. 5.4 Notification Page 296 of 380
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Counter Fraud Policy 11 5.4.1 Employees 5.4.1.1 The Council accepts that, to enable the process for reporting concerns of serious wrongdoing within the Council to have credibility, employees must have the confidence that any matter highlighted will be treated confidentially and handled with discretion and tact. 5.4.1.2 In the first instance, employees should report any issue or suspicion of fraud (definition provided at section 2) or irregularity at the earliest possible stage, to their Line Manager or Chief Officer. If they do not feel that this is appropriate, they may contact the Chief Officer (Audit and Risk) or email the Internal Audit mailbox internalaudit@northlan.gov.uk. Anonymous reports will be accepted and followed up by Internal Audit where possible, however, this should be avoided as it could hinder the investigation if further information is required. 5.4.1.3 Alternatively, an employee wishing to raise any matter on a confidential basis may do so using the Council’s ‘whistleblowing’ arrangements, which are part of the Public Interest Disclosures Policy. This Policy is consistent with the Public Interest Disclosure Act 1998, with respect to the disclosure of information by employees, and all matters highlighted under these arrangements will be dealt with in confidence and in strict accordance with the terms of the policy. This statute protects the legitimate personal interests of staff irrespective of how an allegation is highlighted. The Policy is located at Whistleblowing Procedure. 5.4.1.4 Individuals who refuse to accept or offer a bribe, wish to raise concerns or report another’s wrongdoing are sometimes worried out possible repercussions. The Council aims to encourage openness and will aim to support anyone who raises genuine concerns in good faith under the Public Interest Disclosures policy. Whilst reports of fraud/suspected fraud will be dealt with sensitively, it may not always be possible to deal with fraud allegations on a confidential basis, however, the Council will, wherever possible, observe the wishes of an employee raising concerns who does not wish his/her identity to be disclosed. 5.4.1.5 The Council is committed to ensuring that no-one suffers any detrimental treatment as a result of refusing to take part in bribery or corruption or reporting suspicion of fraud. Detrimental treatment includes dismissal, disciplinary action, threats or other unfavourable treatment connected with raising a concern. If someone believes that they have suffered such treatment, they should inform the officer who received the original report immediately. If the matter is not remedied, this should be raised formally using the Dignity at Work Policy. 5.4.2 Elected Members, Third Parties and Members of the Public 5.4.2.1 The Council is committed to dealing with any allegation of fraud brought to its attention by Elected Members, third parties (e.g. contractors, suppliers, organisations) and members of the public. Any concerns in relation to fraud can be reported by email to internalaudit@northlan.gov.uk. 5.4.3 Benefit Fraud 5.4.3.1 The Single Fraud Investigation Service (SFIS) work with the DWP and Social Security Scotland and have responsibility for investigating Housing Benefit Fraud. All matters relating to the allegation of fraud in respect of Housing Benefit should be reported directly to the DWP via the DWP online referral form, which can be found at https://www.gov.uk/report-benefit- fraud or via the Scottish Fraud Hotline on 0800 158 2071. Further information on reporting benefit fraud can be found here. Page 297 of 380
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Counter Fraud Policy 12 5.4.3.2 Fraud referrals from Council staff should initially be made to the Council’s Appeals and Adjudication team by telephoning 01698 403218 where the report will be added to the official SFIS referral form and passed for investigation. 5.5 Procedure for Managers Notified of Fraud 5.5.1 Managers and Chief Officers notified of instances of fraud or irregularity must immediately notify the Internal Audit Section at internalaudit@northlan.gov.uk. 5.5.2 On being informed by an employee of a fraud/suspected fraud, it is important that the manager receiving the information deals with it appropriately. In particular, the manager should: • Deal with the employee giving the information in a way that shows that their concerns are being taken seriously; • Not belittle or dismiss the information; • Respect, as far as possible, the confidentiality of the employee; • Attempt to identify where any evidence may be but should not attempt to obtain it, or question anybody; • Follow the procedure for passing the information on, namely to the Chief Officer or Internal Audit 5.5.3 Line managers should not conduct their own investigations before informing Internal Audit as this may compromise any later investigation, invalidate evidence and consequently enable someone who has committed fraud to avoid punishment. 5.5.4 Circumstances may require the temporary relocation or suspension of an employee. Such decisions rest with the appropriate Chief Officer and must be in accordance with relevant Council policies including the Discipline Policy. It is recommended that Employee Relations are consulted before a member of staff is suspended. They are also available to provide relevant HR advice at all stages of a fraud investigation. In circumstances where an employee is suspended, he or she should be escorted from the premises immediately, only being allowed to remove personal belongings under supervision. All IT devices held by the employee should be retrieved and the employee’s access to the Council’s network should be suspended. Internal Audit must be advised of any such action taken by the Chief Officer as soon as possible. 5.6. Investigation 5.6.1 The Chief Officer (Audit and Risk) is responsible for determining what course of action should be taken when allegations or concerns of possible fraud are brought to his attention. The course of action taken will depend greatly on the specific nature of the allegations. 5.6.2 Internal Audit’s role in relation to fraud is to act as an independent investigator to establish whether there is any substance to allegations made. This role includes establishing the facts as far as possible, quantifying any loss, identifying any control weaknesses or failures, recommending improvements to address control weaknesses, providing a written factual report on the fraud/suspected fraud to the relevant Chief Officer and attending any subsequent disciplinary proceedings, where appropriate, in the role of witness. Page 298 of 380
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Counter Fraud Policy 13 5.6.3 Once Internal Audit has been informed and has ascertained the relevant background information, a decision regarding the approach to the investigation will be taken by the Chief Officer (Audit and Risk) or his nominated representative. The audit approach to the investigation of a potential fraud is likely to vary depending on the nature and complexity of the fraud, the number and seniority of employees involved and the nature of the Service in which the suspected fraud has occurred. 5.6.4 The Council’s Financial Regulations and approved Internal Audit Charter give Internal Audit staff unrestricted access to all Council records and authority to enter all Council premises or land at all reasonable times. Internal Audit staff can also require and expect to receive any explanations from Council staff as considered necessary to fulfil their role and responsibilities. 5.6.5 As part of any fraud investigation, Internal Audit may require to interview Council employees. This may take the form of a general fact-finding interview or the employee may be called to an investigative interview to answer questions specifically in relation to the alleged or suspected fraudulent activity. In the latter case, the employee will be notified in advance of his/her right to Trade Union or other representation at the interview. In either type of interview, the employee will be advised of the reasons for the interview and, where appropriate, cautioned by Internal Audit staff, thus ensuring any statement taken and subsequently used as evidence in disciplinary proceedings or in court, will not be rejected as inadmissible. 5.6.6 Two officers will always be present when conducting any such interviews, one asking questions and one taking notes. 5.7 Reporting 5.7.1 On completion of an investigation, a written report will be prepared by the Chief Officer (Audit and Risk) and sent to the relevant Chief Officer detailing the findings of the investigation. Where possible, the report will include recommendations to improve controls, thus mitigating the threat of similar frauds re-occurring in the future. 5.8 Investigation Outcomes 5.8.1 Fraud is a serious offence against the Council and several outcomes are possible depending on a number of factors. 5.8.2 The Council will seek to recover any financial loss it has suffered through fraudulent or corrupt activity, either through court compensation or by pursuing civil action. Any party or person committing fraudulent activity or behaviour against the Council may be subject to relevant measures as available to the Council and other relevant agencies under the law. These may include warnings, recovery of losses through legal action, fines, interest charges and custodial sentences. 5.8.3 If there is evidence to support involvement in an alleged criminal offence, the Chief Officer (Audit and Risk) may make the decision to refer the case to Police Scotland. Any such decision requires to be approved by the Chief Executive. Where the incident involves a break-in, Services are authorised to contact the Police immediately. 5.8.4 For cases involving an employee, the Chief Officer should consult with Employee Relations staff to consider whether any disciplinary process is required as a result of the investigation. Page 299 of 380
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Counter Fraud Policy 14 A member of Internal Audit staff who was involved in the investigation, will attend any subsequent disciplinary hearing as a witness, if requested. 5.9 Media Control 5.9.1 The Chief Officer (Strategic Communications and Engagement) has been designated by the Chief Executive as the appropriate officer to manage all contact with the media to ensure that the release of information is properly co-ordinated. No statements relating to fraud or suspected fraud should be given or made to the press by any member of staff unless through the Strategic Communications and Engagement team, who will liaise with the Chief Executive, Deputy Chief Executive and the Chief Officer (Audit and Risk). 6. Joint Working 6.1 The Council participates in the National Fraud Initiative, a comprehensive data matching exercise between public bodies to highlight potential frauds and errors. Internal Audit plan and co-ordinate the submission of data and investigation of matches identified. 6.2 The Council is an active member of the National Anti-Fraud Network (NAFN) and the Scottish Local Authority Investigator’s Group (SLAIG) and liaises closely with other public sector bodies and anti-fraud professionals to raise awareness of the risk of fraud and share up to date information, knowledge and good practice regarding common fraud risks. 6.3 The Council, where appropriate, provides information to other public bodies which has been requested under Schedule 2 part 1(2) of the Data Protection Act 2018 to assist in the prevention and detection of crime. Internal Audit co-ordinate all known requests and maintain a log of all requests received, together with appropriate documentation. For some requests, Internal Audit may pass the request to another Service for responding directly. 7. Fraud Awareness 7.1 Internal Audit will undertake exercises to raise fraud awareness amongst Council employees on a periodic basis. 8. Conclusion 8.1 The Council recognises the importance of making best use of public resources and of demonstrating high standards of corporate governance. The Council takes fraud seriously and all cases of actual and suspected fraud will be vigorously and promptly investigation and appropriate action taken. 8.2 The policy will be reviewed every two years and updated, as appropriate, to reflect any requirement amendments. 8.3 Recognised sources of fraud risk for Councils are included at Appendix A. 8.4 A flowchart detailing the steps for reporting and responding to fraud is contained at Appendix B. Page 300 of 380
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Appendix A [Title] 15 IDENTIFIED SOURCES OF FRAUD RISKS FOR COUNCILS Examples of fraud, bribery and corruption risks associated with Council Services Payroll False employees; fraudulent overtime claims or expenses Employees Misappropriation of money, equipment, expenses; time recording irregularities; undeclared conflicts of interest Tenancy Fraudulent applications for housing or successions of tenancy; subletting of properties Benefits (responsibility of DWP) Fraudulent applications; failure to declare sources of income or capital; failure to declare changes of circumstances Council tax Fraudulent applications for discounts and exemptions or council tax support Business rates Fraudulent applications for exemptions and reliefs; unlisted properties Procurement Tendering issues including conflicts of interest, collusion, disclosure of sensitive information; attempting to influence Council processes and/or decision-making Payment of creditors False invoices, inappropriate changes of bank details; double invoicing Social care fraud, including personal budgets Overstatement of needs through false declaration; multiple claims across authorities; third party financial abuse by carer, family or organisations; posthumous continuation of claims Schools Theft of monies Identity fraud False identity/fictitious persons applying for services/ payments Blue badges Use of counterfeit/altered badges; use when disabled person is not in the vehicle; use of deceased person’s badge; badges issued to institutions being misused by employees Grants Claiming when not responsible; work not carried out; funds diverted; ineligibility not declared Cyber dependent crime Enables a range of fraud types resulting in diversion of funds, creation of false applications for services and payments Insurance Fraud False claims, including slips and trips Concessionary travel schemes Use of concession by ineligible person Immigration False entitlement to services and payments, sham marriages Tax evasion Failing to identify workers/contractors that should be paid via payroll (IR35), failure to deduct income tax at the correct rate, Construction Industry Scheme – suppliers submitting artificially low labour breakdown on their invoices to avoid tax being deducted on labour element Page 301 of 380
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Appendix B Counter Fraud Policy 16 REPORTING AND RESPONDING TO FRAUD All other types of fraud bribery and corruption Benefit fraud Line Management notify Chief Officer (Audit and Risk) Investigation and interviews carried out Senior Management take appropriate action including disciplinary action as appropriate Employee has suspicions of fraud, bribery or corruption Notify Appeals and Adjudications Team Chief Officer (Audit and Risk) determines approach to issues raised Single Fraud Investigation Service (SFIS) carry out investigation and notify Appeals and Adjudications Team of outcome Notify line management Report findings to relevant Senior Management Appeals and Adjudications Team process adjudication and create overpayment (as required) Record details of referral on database and notify DWP using Single Fraud Investigation Referral form Appeals and Adjudications Team decide whether to accept admin penalty or prosecute Page 302 of 380
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Appendix C [Title] 17 LIST OF RELATED DOCUMENTS The following list of documents includes other existing policies, procedures and guidance notes which touch upon issues which are of relevance, or are closely related, to fraud matters. The list is not exhaustive and will be subject to periodic update without requiring a formal review of this policy. • Scheme of Delegation • Contract Standing Orders • Financial Regulations • Public Interest Disclosures Policy • Discipline Policy • Chief Officers’ Code of Conduct • Employees’ Code of Conduct • Councillors’ Code of Conduct • Acceptable Use of ICT Policy • Information Security Policy • Money Laundering Policy • Policy and Procedure on Directed Surveillance, Use of Covert Human Intelligence Sources and Obtaining Communications Data • Procurement Journey Route maps and tender toolkit Page 303 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref AMcP/KMcB/YP Date 28/09/23 Management Rules for Council Facilities 2023 From Andrew McPherson, Chief Officer (Community Operations) E-mail mcphersona@northlan.gov.uk Telephone 07939 280 467 1. Background 1.1 Management Rules are in place across North Lanarkshire Council facilities to regulate the use and conduct of persons while on or in associated land or premises owned, occupied, managed, or controlled by the Council to which the public have access, whether on payment or not. 1.2 The Management Rules were last reviewed, and revisions approved by the Council in 2013. Management Rules come into force when they are agreed by the Council and signed by a Proper Officer of the Council unless revoked or amended by new legislation and shall continue in force for a period of 10 years. Executive Summary The purpose of this report is to seek Committee approval of the review, revision and adoption of the Management Rules covering Council facilities coming under the responsibility of Enterprise and Communities and Education and Families, i.e. libraries, museums & heritage centres, theatres, sports centres, cemeteries, parks, MOT centre and taxi test centre, public convenience, recycling centres and town and community hubs / community facilities. The current rules were reviewed and approved by Council and implemented in 2013 with a statutory ten-year review cycle thereafter. Recommendations It is recommended that the Policy and Strategy Committee: (1) Approve the Management Rules as reviewed and revised and listed at Appendix 1 of this Report. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (24) Review and design services around people, communities, and shared resources Item 12 Page 305 of 380
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1.3 For the approval of Management Rules in terms of section 112 of the Civic Government (Scotland) Act 1982 as amended, the Council must give notice by advertisements circulated in its area and make copies of the proposed rules available for public inspection without payment at their offices of the: • Intention to make management rules. • General purpose of the proposed rules. • Detail a place where a copy of the proposed rules can be inspected. • The time period within which objections can be made. • Address to which objections may be sent. 1.4 Within one month after the notice has first been given by the Council, any person may notify in writing their objection and the grounds of that objection. Before the management rules are agreed, the Council should take into consideration any objection received and give any objector the opportunity to be heard by the Council. 1.5 The Management Rules for Sport and Leisure Centres, Community Centres and Cultural Centres when part of the Council were approved in 1998. These services were subsequently outsourced to a Charitable Trust and in 2021 returned into the Council’s management under Active & Creative Communities. 1.6 Town and Community Hubs are a new addition to the Management Rules. 1.7 The Management Rules attached within Appendix 1 have gone through items 1.3 and 1.4 and were reviewed with service input, supported by colleagues within Legal, Corporate Communications and Equalities. 2. Report 2.1 Housing Solutions’ Business Intelligence Team co-ordinated the review of Management Rules in conjunction with input from frontline services, Legal Services, Corporate Communications and Equalities. 2.2 A programme was set out to ensure the review and approval process was conducted and completed within the 10-year period defined within the Civic Government (Scotland) Act 1982. Public Consultation 2.3 In line with section 112 of the Civic Government (Scotland) Act 1982 and the programme a notice was placed in local press on 31st May 2023, identifying where the public could view the Draft Management Rules and how to comment. 2.4 Draft rules were made available in the Council’s libraries in each of the Community Board areas, on the Council’s website and on the relevant Microsoft Teams area for Elected Members. 2.5 North Lanarkshire Council received a total of 9 written responses from the public consultation from local businesses and other interested parties. This resulted in 4 amendments to the publicised draft rules. Page 306 of 380
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2.6 The main themes raised cover impacts of rules upon business users’ practices in Council facilities, rules relating to public performances and information posting by users in/at facilities. 2.7 Appendix 2 sets out the representations and Services’ response to the Management Rules public consultation. 2.8 The final Management Rules for approval and publication incorporating the four amendments are attached as Appendix 1. 2.9 If approved a copy of the Management Rules will be made available for members of the public and in the Microsoft Teams area for Members. 3. Measures of success 3.1 Approval and Implementation of the Management Rules. 3.2 Enhanced perception of safety by customers and facility users and the empowerment and safety of service staff and management. 4. Supporting documentation Appendix 1 - List of and links to all Management Rules 2023 Appendix 2 - Link to Management Rules Public Consultation Representations and Service Response Andrew McPherson Chief Officer (Community Operations) Page 307 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 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 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 been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Management Rules have been considered by legal services to ensure they are fit for purpose, enforceable and provide protocols to protect Council staff and users of Council facilities. 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? Page 308 of 380
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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? Implementation of Management Rules provide controls for management of Council facilities and associated Risks therein mitigating the potential impact to the Council. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 309 of 380
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Appendix 1 – List of and Links to all Management Rules Active & Creative Communities Management Rules - Active & Creative Communities Cemeteries & Burial Grounds Management Rules - Cemeteries and Burial Grounds Greenspace and Country Parks Management Rules - Greenspace and Country Parks MOT Centres, Reception Areas & Public Convenience Management Rules - MOT Centres, Reception Areas & Public Convenience Recycling Centres Management Rules - Recycling Centres Town and Community Hubs / Community Facilities Management Rules - Town and Community Hubs - Community Facilities Appendix 2 – Link to Management Rules Public Consultation Representations and Service Response Management Rules Public Consultation Representations and Service Response Page 310 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref AMcP/VA/CM Date 28/09/23 Burial Space Strategy and Cemeteries Creation/Extension From Andrew McPherson, Chief Officer (Community Operations) E-mail McPhersona@northlan.gov.uk Telephone 07939 280467 Executive Summary This report presents committee with updated information on burial space needs within North Lanarkshire, and actions proposed to provide sufficient new burial space on a community basis. The Burial Space Strategy monitors annual changes in lair capacity at each cemetery and lair sales projections allowing the council to plan ahead with the aim of providing sufficient space before capacity runs out as close to our communities as possible. The original 2020-2025 cemeteries capital program contained three major projects. • Wishaw Area - Pather Farm New Cemetery Creation – Replaces Cambusnethan Cemetery which cannot be extended and has a run out date of September 2026 • Coatbridge Area - Coltswood Cemetery Extension – Run out date June 2026 • Airdrie Area - New Monklands Cemetery Extension. – Run out date July 2031 Current cost estimates show these cannot all be delivered in full within the existing capital allocation. Pather Farm Cemetery has been in design since 2017. Various factors, including ground water levels and access restrictions have impacted on the project resulting in several rounds of redesign work. The estimated costs have risen steeply, and any further delays will likely lead to further increases. Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledge the projected demand for burial space. (2) Note the significant capital resource required to develop burial space and the restricted availability of appropriate land. (3) Agree the proposed approach for prioritising delivery of new lairs as resources allow. (4) Approve, in advance of tender returns, awarding contract to construct the new cemetery at Pather Farm (see section 2.10 of this report). Following tender returns a full update will be provided to committee. Item 13 Page 311 of 380
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1. Background 1.1 North Lanarkshire Council has a legal obligation to provide burial space. 1.2 The agreed Burial Space Strategy outlines the most effective ways to do this with the aim of: • Providing sufficient burial space within a reasonable distance of each community to enable bereaved families to visit graves regularly and without undue cost. • Prioritising utilising any appropriate existing space in active cemeteries and then extending existing cemeteries as a cost efficient and functionally effective means of providing sufficient burial space in each community. 1.3 Annual monitoring of burial space uptake enables the council to project ahead to estimate future burial space needs and plan delivery of sufficient space. This identifies several cemeteries where space is running out. A previous report to the Environment and Transportation committee in May 2019 highlighted action needs to be taken and that committee: • Agreed to secure land for the extension of New Monkland and Coltswood Road cemeteries. • Approved the development of a new cemetery for Wishaw at Pather Farm. 2. Report Overview 2.1 Projects designed to address the identified needs were proposed in the last capital program, with budgets based on historic costs from previous projects. Following site investigations and design work this budget is insufficient to enable all three sites to be constructed. A breakdown of cost estimates is given in Table 1. Table 1 Project Name Current Cost Estimate Pather Farm including design costs £5,060,000 Coltswood Extension- including design costs £2,747,350 New Monklands Extension – including design costs £4,054,900 TOTAL £11,862,250 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 Page 312 of 380
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Current Capital Allocation £4,967,432 Pather Farm New Cemetery Creation Project 2.2 The proposed new cemetery at Pather Farm has been in development since 2017. It will replace Cambusnethan when the main section of that cemetery becomes full (projected Sept 2026) serving the community of Wishaw and surrounding areas. Planning permission for the development has been secured subject to conditions, including agreement with SEPA on proposed layout. Following a series of required redesigns, vehicular access will now be through Pather Village and a mix of six and seven foot deep lairs will be available. Six foot lairs allow two tiers of standard sized coffins to be interred, seven foot lairs allow for three. The difference in available depths is due to the water table on site and approximately 30% of the cemetery will be six foot lairs. As detailed in the Cemeteries Management paper our operations team propose offering a reduced lair purchase price of £800 for these six foot lairs. The projected costs of phase 1 of the project are currently in the region of £5 million and this cost will be confirmed when tender prices are returned Autumn 2023. Works are projected to start on site in early 2024 and conclude the same year. This would enable the construction phase to finish six months before space in Cambusnethan is projected to run out and offer approximately 10 years of capacity. A phase 2 can be delivered to the south east of phase 1 and would deliver a further 10+ years capacity with development costs being significantly lower for phase 2 as all the major infrastructure will be delivered through phase 1. Coltswood Cemetery Extension 2.3 Coltswood Cemetery is projected to run out of burial space in June 2026. The extension of the site into land at Morven Street is currently in design. Site investigations have highlighted issues with made up ground and contamination which require further investigation to assess the viability of the project. Estimated costs for the whole project are currently £2.7million. The proposed phase 1 costs are estimated at £1m. Delivery could start late 2024, depending on site viability and budget availability. 2.4 To reduce the risk of burial space running out for this community, while the external extension is still being assessed, the cemeteries team are proposing opening up additional burial space through changes to the soft landscaping design of the existing cemetery. This could provide approx. 600 additional lair spaces equating to 5+years burial space. The mature trees surrounding the cemetery will be retained but creating the new lairs will involve the removal of some existing shrubs and semi mature trees along with ad hoc memorialisation that has been placed upon them. This will be done as sensitively as possible, but as these are not lairs there are no records of the memorialisation. Social media channels, community boards and on-site notices will all be used to raise awareness of changes along with engagement with residents who identify with the memorialisation. New Monklands Cemetery Extension 2.5 New Monklands Cemetery is projected to run out of burial space in July 2031. The extension of the site into nearby farmland acquired by the council is in the early stages of design and ground investigation. The estimated costs for the whole project are £4 million and the proposed phase 1 costs £0.74m. Bedlay Cemetery Extension Page 313 of 380
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2.6 Bedlay Cemetery is currently closed to new burials. A potential extension site has been identified and provisional planning permission granted however the site is not owned by the council and further progress requires the conclusion of a Section 75 agreement linked to the development of neighbouring land. Progress on this is currently stalled with no active negotiations in place with house builders. Planning permission for the potential extension was renewed in June 2023 so the council is in a position to progress with plans at such time as the development progresses provided resource is available in the capital programme. Cambusnethan Faith Section 2.7 The Muslim and Faith section of Cambusnethan has capacity to continue to operate until 2043 but will require investment from the capital program to continue with installation of headstones foundations and paths. Bothwellhaugh Cemetery Extension 2.8 Projected run out date for currently developed space in phase 1 of this cemetery is April 2027, however within phase 1 there are existing areas which can be delivered by adding foundation strips for headstones. If capital resources allow this could extend run out dates at this site to 2033. Eastfield Cemetery Replacement 2.9 This site currently has a forecast run out date in 2029. Adjacent council land appears highly unsuitable for extension due to geotechnical issues and an alternative new cemetery for this community should be considered. The service will start to work with property colleagues to identify possible sites. Proposed approach to prioritisation. 2.10 The service has considered not only the revised run out dates for burial space but also the anticipated risks associated with costs and timescales for delivery of projects to address this identified need. Committee is asked to approve the following recommended approach: • Continue to construction phase of Pather cemetery. Tender returns for this project are due to be returned autumn 2023 and would be awarded, subject to affordability and a report to committee providing details of the award once complete. • Continue with site investigations and design for Coltswood and New Monklands cemetery extension projects as budget allows and seek to utilise all appropriate space in existing cemetery footprints. 2.11 As resources allow in the new capital programme the service will seek to: • Finalise design and enter into construction of Coltswood and New Monklands Cemetery external extensions, or investigate alternative sites if required. • Action internal extension plans for Cambusnethan Faith Section, and Bothwellhaugh Cemetery. • Investigate alternative sites to replace Eastfield cemetery. • Design and construct Bedlay Cemetery if and when S75 concluded. Page 314 of 380
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3. Measures of success • Burial space available within reasonable reach of each community. • Burial provision achieved in the most cost-effective manner possible. 4. Supporting documentation Appendix 1: Cemetery run out dates from Burial Space Strategy data – updated April 2023. Andrew McPherson Chief Officer (Community Operations) Page 315 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? In order to deliver the full program additional capital resources are required. Should Pather tender costs exceed the estimate it will not be achievable within the current capital programme 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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 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 316 of 380
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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? If the full program is not deliverable communities may need to travel further, increasing funeral poverty. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 317 of 380
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Appendix 1 – Burial Space Strategy run out dates across cemeteries Cemetery Area served Runout Date of Developed Lairs (April 2023) Runout Date of Lairs being Developed During 2023/24 Potential Additional Life Span Runout Date of Developed Lairs + Potential lairs Bedlay Cemetery Northern Corridor Closed at present time for new lairs - Extension could be developed, subject to section 75 agreement with developer, currently redirecting burials to other cemeteries Approx 20 years capacity, once developed Pather Farm Cemetery Wishaw and surrounding area In development - Procurement underway for construction to commence spring 2024 and completion autumn 2024 Approx 10 years capacity in Phase 1, once developed Coltswood Road Cemetery Coatbridge and surrounding area Jun-2026 - Extension under investigation Feb-2036 Cambusnethan Cemetery Wishaw and surrounding area Sep-2026 - None Sep-2026 Cambusnethan Cemetery Muslim Burial Space Southern area Mar-2027 - Further development of remaining Muslim area May-2043 Bothwellhaugh Cemetery Motherwell, Bellshill and surrounding area Apr-2027 May-2031 Phased development within cemetery boundaries Jun-2049 Eastfield Cemetery Cumbernauld and surrounding area Feb-2029 - Alternative sites required. Jul-2062 Kilsyth Cemetery Kilsyth and surrounding area Feb-2031 - Development of lairs along northern wall of existing cemetery. Jan-2036 New Monkland Cemetery Airdrie and surrounding area Jul-2031 - Area to north Jan-2053 Benhar Cemetery Shotts and surrounding area May-2035 - Potential extension into council-owned land to north Aug-2086 Eastfield Cemetery Muslim Burial Space Northern area Jul-2116 - Potential to include in wider cemetery extension above Jul-2116 Page 318 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref AMcP/VA Date 28/09/23 Cemeteries Management Update From Andrew McPherson, Chief Officer (Community Operations) E-mail McPhersonA@northlan.gov.uk Telephone 07939 280467 1. Background 1.1 Memorial Stabilisation is a high priority for North Lanarkshire Council following the lessons learned from the fatal accident in Glasgow City Council in 2015. Executive Summary The purpose of this report is to provide an update on changes to memorial management to improve health and safety across the authority and to outline proposed improvements to cemetery infrastructure, management and operations. Recommendations It is recommended that committee: (1) Endorses the progress in addressing the risk associated with unsafe memorial stones. (2) Endorses progress in making Health & Safety improvements across all cemeteries. (3) Endorses the proposed new management rules to restrict the height of memorials. (4) Endorses progress in increasing choice and affordability of interment options. (5) Approves a range of new burial options and charges. (6) Approves changes to summer funeral appointments. (7) Approves differential charges for Saturday and Public holiday interments. (8) Approves the permanent closure of a number of cemetery toilets. (9) Approves the removal of armistice wreaths in the last two weeks of March. (10) Notes delivery of infrastructure improvements across a number of cemeteries. (11) Endorses a trial of biodiversity enhancements in selected areas of old lairs and cemetery margins. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (17) Ensure we keep our environment clean, safe, and attractive Item 14 Page 319 of 380
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1.2 A previous report to committee in August 2022 outlined our approach to memorial safety and undertook to bring a further report to committee in 2023. 1.3 A restructure in 2021 increased the Cemetery Asset team to five FTE. Their initial priority has been the trenching of headstones which have been ‘orange-fenced’. These are classed as Category 1 in terms of risk and when found immediate action is taken to fence and then, as soon as possible, trench these stones. Work within this area continues and the estimated completion date for all known Category 1 headstones is late 2023. 1.4 In recognition of the importance which cemeteries are held within the community, additional permanent funding was provided to the service as part of the budget setting process for 2023/24. This additional funding has allowed the recruitment of an additional 8 cemetery asset operatives to undertake additional memorial inspection and stabilisation during the winter months. It is anticipated by Spring 2024 we will be able to instigate an ongoing pro-active inspection and remediation policy aiming to mitigate memorial risk as it is discovered, which will follow the Scottish Government memorial management guidance issued in 2019. This revised policy is dependent on improvements being brought forward through the current Digital NL sprint. This should ensure that instances of memorial fencing and banding remain low, and regular progress reports will be brought to committee. 1.5 The 2023/24 budget also awarded funds for four additional gravediggers. This additional resource, combined with the cemetery asset operatives, will allow the maintenance and grass cutting of all cemeteries to be undertaken exclusively by the cemeteries team as opposed to the Land Services team. Although the principle of cutting all grass to a similar frequency and standard was a sensible one, in practice it has become very clear that the grass covering the cemetery of a loved one cannot, and should not, be treated the same as that of a general greenspace site. 1.6 At the same time as addressing safety concerns within the existing cemeteries assets, there is also a need to improve regulation of the memorial work that is undertaken by external companies to reduce the risk of reintroducing any safety concerns. 1.7 While the majority of memorial risk lies within the older cemetery estate, a recent incident where a large newly installed headstone failed with potentially fatal consequences, has led to a review of both the memorial masons’ permits and attendance, and the management rules for memorialisation within cemeteries. Although the service has an open gate policy to allow grieving families unrestricted access to their family lair, this should not be extended to any third parties undertaking headstone erection work within the cemeteries and they should always be under the supervision of council employees. 1.8 A report to Environment and Transportation committee in February 2022 highlighted the issue of lawn memorialisation outwith the 12-inch area in front of the headstone that is allowed in the management rules. The report highlighted the issues this presents for efficient maintenance, and committee agreed that enforcement of management rules should take place where this is an issue. 1.9 Funeral costs remain a concern for families and a greater range of choice in interment options can assist families in making choices about a fitting end of life tribute that is affordable. The service has reviewed practice across the country to inform this report and proposes to start to introduce a greater range of interment options as appropriate and deliverable across our cemeteries. This will also assist in efficient use of our cemetery space and potentially reduce the pressure on burial space. Page 320 of 380
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1.10 Charges for Saturday and public holiday interments are currently the same as weekday services. Many burial authorities across Scotland charge a premium for Saturday and public holiday interments to reflect the higher staffing costs incurred. In the current financial climate this is a burden on the service that can be mitigated by establishing a higher charge for these appointments in cemeteries. 1.11 Toilets have been closed since the pandemic, and the service has been unable to reopen across all sites due to costs of upgrading toilets facilities to be fit for purpose and difficulty in recruiting cleaning staff to take up limited hours in sometimes harder to reach locations. 1.12 As part of the 2022/23 budget a one off spend of £975K was awarded to cemeteries to improve infrastructure and assist long-term maintenance. The service has completed spend across several cemeteries. 1.13 Our cemeteries represent a considerable land holding of the council and have the potential to contribute significantly to our Local Biodiversity Action plan. We have a Cemeteries and Burial ground plan, and the council have committed to the objective of considering management changes to conserve and enhance biodiversity in cemeteries. Other authorities are improving their cemeteries for wildlife with new management case studies across the country. Any change in management regime needs to be acceptable to cemetery visitors and we will consider emerging best practice around engaging with the diverse community that uses cemeteries and explaining the benefits of naturalised management in certain areas. 2. Report Memorial Stabilisation Progress 2.1 Memorial stabilisation is progressing toward the trenching of all current orange fenced memorials. We currently have approximately 500 stones with orange fencing and the memorial team are working towards completing this by 1st September 2023. 2.2 The second phase of memorial stabilisation is to identify and contact lair holders for smaller memorials that have been banded due to being identified as unsafe when a neighbouring lair has been opened for an interment. A stone is banded using stakes either side of the memorial and a banding around them to aid stability. There are approximately 800 banded memorial stones. The completion date for this is 31st December 2023. 2.3 The provision of the additional 8FTE as part of the investment within cemeteries has allowed acceleration of these remedial works. Improvements to Health & Safety 2.4 North Lanarkshire Council’s open gate policy in cemeteries has allowed contractors, clients, and members of the public unlimited access. Councils have statutory duties to ensure the health and safety of employees and visitors in burial grounds both in terms of the Health and Safety at Work etc Act 1974 and the Occupiers Liability (Scotland) Act 1974. Ensuring that memorials are in a safe state is a vital part of adhering to these duties and that necessarily includes having oversight of work which is conducted to memorials. Page 321 of 380
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2.5 The service operates a Memorial Mason Registration Scheme which aims to establish a uniform and best practice standard of workmanship and working practices throughout all North Lanarkshire Council's cemeteries and churchyards. The scheme addresses the standards needed for the installation, repair, and maintenance of memorials, both new and existing. It ensures health and safety, and administrative requirements are met, with a view to producing a common approach at every cemetery or churchyard under the Council’s management. 2.6 Following an internal Health and Safety review of memorial management, it has been agreed that there must be a Council employee present on site when masons are arriving to start work that involves erection, removal, or stabilisation of a memorial. On arrival, the Memorial Mason will present their Permit to Work and Fixer’s Licence to the chargehand who will then ensure that the mason is attending the correct lair and, where applicable, a suitable foundation has been installed ready for the erection of a headstone. 2.7 No headstone erection, stabilisation or removal works will be permitted in the absence of a chargehand which will prevent any memorial works on site over the weekend when no chargehand cover is available. The majority of this work undertaken by masons is delivered Monday to Friday so this will have limited impact on the industry, but it will remove the previous risk that existed when masons attended cemeteries at the weekend to undertake works without any supervision. Masons will be permitted to undertake engraving and lettering works at the weekends, provided they have attended with their permit, and confirmed the work location with the chargehand on the Friday preceding or by arrangement on a Saturday if there are staff available. This scheme has been in place since early 2023 and is being proposed to be formalised through the management rules consultation. Memorial masons are currently working successfully with this change. Permit to Work Application Process 2.8 As part of the corporate move to digital processes, we will be moving the issuing of memorial permits online as opposed to the current phone booking system. 2.9 Moving to online booking will enable recording and issuing permits, booking appointments and co-ordinating the memorial masons coming into the cemeteries through one system. This will give the service a better overview and control of the memorial work being carried out within cemetery premises. 2.10 This process has been trialled in two cemeteries and initial issues around the booking process resolved in discussion with participating memorial masons. This will be rolled out to all cemeteries once a digital solution is fully in place. Management rules 2.11 A review of management rules across the council has taken place. The review has taken the opportunity to improve the clarity of the management rules and ensure updated rules are included. 2.12 In addition to the statutory consultation, the service undertook additional consultation with memorial masons to gain feedback on the management rules. A drop-in session was arranged at Strathclyde Park on 6 June 2023 and all registered memorial masons were contacted to advise of drop in arrangements, hard copy consultation via libraries and the web location of the online consultation. At the drop-in event, one query was raised regarding the proposed new rule to introduce a memorial height restriction of 4 Page 322 of 380
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ft with a suggestion that 5ft would be more acceptable as it would have only limited effect on the choice offered and would allow companies to utilise existing stock. Further written comments were also received highlighting issues of customer choice and existing stock. The service has looked at practice across Scotland and has amended the proposed rules changing the restriction to new memorials to 1500m (approx. 5ft) in height. Restriction to 1500mm still greatly reduces the liability of memorial failure in cemeteries, while providing a range of choice in line with the Charter for the Bereaved. Burial Choice 2.13 Giving a greater range of burial choice enables families to have a range of choice for both end-of-life preference and financial consideration. Across Scotland, authorities are now offering a wider range of options for full coffin burial and interment of cremated remains. 2.14 Additional burial ground is increasingly hard to find within council resources due to the constraints such as drainage, previous mineral working, slope, access for communities etc. Land identified as suitable often has competing priorities such as housing or leisure. A wider range of choices also allows the service to better utilise space in existing and new cemeteries. With identification of additional burial space becoming increasingly challenging this is an important step in becoming more environmentally responsible in our use of land for interment. 2.15 In developing new cemeteries, cemetery extensions and areas within existing cemeteries, the service intends to explore the use of cremation remains only plots which will be smaller in size, columbarium for cremated remains and lairs for single or two coffin burials and gardens for scattering ashes. Previously we have designed cemeteries around the ability of lairs to accommodate 3 full coffins, which restricts which areas of a cemetery can be developed. Committee is asked to approve these principles of greater choice in burial options for future developments and a further paper will be presented to Committee when further detailed proposals are available. Changes to Fees and Charges 2.16 Outwith the standard lair charges currently in place, the service has looked at charges for cremated remains, single/two coffin lairs and columbaria in other authorities and balanced this with the desire to give families affordable alternatives and encourage sustainable choices in burial preferences. 2.17 As detailed above, the costs associated with funerals on a Saturday or public holiday come at an increased cost to the service through the necessity of overtime payments etc. The majority of other local authorities apply an additional charge for funerals on such days and it is proposed that this uplift is now also applied within our own cemetery facilities. 2.18 Table 1 below provides details of the proposed charges to reflect the proposals in paragraphs 2.17 and 2.18 above: Page 323 of 380
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Table 1 Service Provision Fee Notes 5-foot depth lairs (up to two interments) £800 Option to purchase two adjoining plots to be allowed if only one interment possible Cremated remains lair (up to 6 interments £540 New burial option (currently only a full lair purchase available) Scattering ashes in communal rose garden £40 New burial option (currently only scattered where a full lair is purchased) Uplift in charges for Saturday and Public Holiday interments 25% uplift on interment fee Currently no uplift applied 2.19 To provide context to how our current charges compare to other authorities, Table 2 shows the current combined charges for new coffin lair purchase and first interment. Table 2 Coffin Interment Burial Authority Coffin lair purchase (£) Coffin interment (£) Total Cost (£) City of Edinburgh 1515.00 1322.00 2837.00 East Renfrewshire 1391.87 1245.00 2636.87 City of Glasgow 1481.00 1103.00 2584.00 East Dunbartonshire 1321.00 1088.00 2409.00 Aberdeenshire 1248.00 1091.00 2339.00 South Lanarkshire 1308.82 967.91 2276.73 North Lanarkshire 1083.00 1059.00 2142.00 Midlothian 1140.00 992.00 2132.00 Scottish Borders 1227.80 877.00 2104.80 West Dunbartonshire 1178.00 904.00 2082.00 Dundee City* 1424.00 625.00 2049.00 Argyll and Bute* 1103.00 936.00 2039.00 Inverclyde 1050.15 974.70 2024.85 Aberdeen City 1100.00 918.00 2018.00 Perth and Kinross 962.00 1003.00 1965.00 East Lothian 1010.00 950.00 1960.00 Moray 906.58 1044.58 1951.16 Clackmannanshire 991.00 960.00 1951.00 Renfrewshire 999.50 913.00 1912.50 Page 324 of 380
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Highland 894.00 959.00 1853.00 South Ayrshire 919.00 919.00 1838.00 Dumfries and Galloway 910.00 910.00 1820.00 Stirling 562.30 1242.40 1804.70 North Ayrshire 902.00 846.00 1748.00 Falkirk 922.00 822.00 1744.00 Fife (Kirkcaldy/Dunfermline) 868.00 836.00 1704.00 West Lothian 808.33 771.54 1579.87 Angus 718.80 772.00 1490.80 East Ayrshire 637.00 665.00 1302.00 Orkney Islands 661.00 605.00 1266.00 Shetland Islands 653.94 609.23 1263.17 Western Isles 600.00 475.00 1075.00 Scottish LA Average 1015.53 918.92 1934.45 2.20 To provide context on how our proposed new charge for a cremation lair compare to other authorities, Table 3 shows the current combined charges for new cremation lair purchase and first casket interment. Table 3 Cremation Casket Lair and Interment Burial Authority Cremation casket lair purchase (£) Cremation casket interment (£) Total Cost (£) Scottish Borders 1227.80 336.00 1563.80 East Dunbartonshire 676.50 516.00 1192.50 East Renfrewshire 805.56 375.71 1181.27 City of Edinburgh 892.00 281.00 1173.00 Aberdeen City 814.00 321.00 1135.00 West Dunbartonshire 891.00 199.00 1090.00 Dundee City 842.00 200.00 1042.00 Aberdeenshire 767.00 251.00 1018.00 City of Glasgow 683.00 324.00 1007.00 Midlothian 534.00 341.00 875.00 North Lanarkshire 540.00 290.00 830.00 Stirling 482.20 336.30 818.50 Clackmannanshire 538.00 267.00 805.00 Falkirk 582.00 223.00 805.00 South Lanarkshire 502.50 268.78 771.28 Page 325 of 380
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Moray 520.61 246.84 767.45 Inverclyde 578.60 163.20 741.80 North Ayrshire 495.00 239.00 734.00 Highland 481.00 224.00 705.00 Dumfries and Galloway 482.00 223.00 705.00 East Lothian 442.00 248.00 690.00 South Ayrshire 478.00 201.00 679.00 Angus 409.00 246.70 655.70 Fife (Kirkcaldy/Dunfermline) 365.00 279.00 644.00 Shetland Islands 326.96 304.61 631.57 East Ayrshire 427.00 163.00 590.00 Argyll and Bute 227.00 211.00 438.00 West Lothian 232.36 166.46 398.82 Renfrewshire 0.00 258.00 258.00 Perth and Kinross 0.00 232.00 232.00 Orkney Islands 0.00 175.00 175.00 Western Isles 0.00 170.00 170.00 Scottish LA Average 507.57 258.77 766.33 2.21 To provide context on the new burial choices outlined above, table 4 provides information on other authorities’ charges where these are published through webpages. Some authorities only have data for one service and rather than reproduce all these, a Scottish average of the data available has been provided. Table 4 Burial Authority Cost of 6ft Lair or smaller lair (£) Scattering of Ashes (£) Weekend Uplift (%) Dundee City 1424.00 54.00 50% South Lanarkshire 1250.00 39.00 10% Scottish Borders 1227.00 65.00 15% Argyll and Bute 1103.00 162.00 50% Highland 894.00 50% North Lanarkshire 800.00 40.00 25% Perth and Kinross 481.00 75.00 Fife (Kirkcaldy/Dunfermli ne) 329.00 50% Shetland Islands 326.00 201.00 South Ayrshire 201.00 50% Page 326 of 380
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City of Edinburgh 245.00 25% City of Glasgow 93.00 Scottish LA Average 803.50 90.45 41% 2.22 The service still operates as a subsidised service with approximately £1.3M of revenue expenditure not recovered through fees. To reach full cost recovery a combined new lair and first interment costs would be in the region of £3200 and a new cremation lair and casket interment in the region of £940. Implementing these new choices may lead to a shift in burial preferences which would require a dynamic approach to pricing structure and staff resources. A recent survey through the Scottish Bereavement Benchmarking Group show that only one authority is operating at full cost recovery, and it is not clear if this includes ground care. Changes to summer hours to standard year-round service 2.23 Previously the cemetery service offered Mon – Friday 3pm burial slots April to October and 12 noon slots on Saturdays. These slots are becoming increasingly hard to staff as they depend on non-contractual overtime to enable staff to complete the interment process. This can be as much as 6 hours for a Saturday 12pm appointment. Staff consultation has indicated that there is increasing reluctance to take on these additional hours. A review of uptake of these slots over the last two years has shown a low uptake with less than 2 slots per month requested for 3pm in total across our cemeteries and less than one Saturday 12 noon slot per month requested. 2.24 The committee is asked to approve a year-round schedule with the latest appointments being 2pm on weekdays and 11am on Saturdays. Significant days of family remembrance 2.25 It is recognised that there is a significant attendance at our cemeteries on Mother’s Day and Father’s Day as well as around Christmas and Easter with families visiting loved ones. The committee is asked to note that the cemetery teams are now well aware of this increased usage over these periods and every attempt will be made to ensure that the cemeteries are well presented at this time and the additional FTE will assist in the enhanced resourcing over this time. Cemeteries Public Toilet Facilities 2.26 All cemetery toilets were closed during the pandemic. The service has faced challenge in reopening public toilets in cemeteries due to the aged state of some facilities and the require for upgrade to reach an acceptable standard. In addition, our Facility Services team have difficulty in recruiting cleaning staff to the short hours contracts in sometimes harder to access sites. As visits to cemeteries are generally of short duration, the service proposes to permanently close all cemeteries toilets that are no longer fit for purpose with the exception of those recently upgraded facilities at Bothwellhaugh and Coltswood which would remain open. Cemeteries upgrades 2.27 Following one off spend allocated to cemeteries in financial year 2022/23, a number of improvement works have taken place. To date the following projects have been completed: • Holytown Cemetery wall. Page 327 of 380
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• Red Ash paths topping up in various cemeteries. • Eastfield Cemetery, Cumbernauld - Drainage section D. • Various smaller scale design, drainage and path finishes across several cemeteries. • Bothwellpark path works. • Cambusnethan Pathworks/drainage at section G. • Kilsyth cemetery drainage. • Property Repairs. The following works are in development to complete spend this financial year • Old Monkland drainage. • St Patricks's phase 3 drainage. • Bothwellhaugh foundations within section D. • Cambusnethan Reconstruction of footpaths including gullies and drainage. • Cambusnethan Pathworks and drainage at section K. • Cambusnethan infrastructure to enable additional lairs. In addition, the service has been awarded £250K to make upgrades to staff bothies and ensure the expanded workforce has fit for purpose welfare facilities. Armistice wreaths 2.28 A motion was passed by full council on 16 December 2021 stating that “This Council understands that Remembrance Sunday is a poignant and moving day of reflection when we commemorate the great sacrifices of our servicemen and women who paid the ultimate price in defending our country at home and abroad. Further understands that it can be upsetting to residents when memorial wreaths are left to deteriorate over a period. Therefore, a paper will be brought to the appropriate committee with a suitable recommendation for the sensitive and appropriate time for the removal of memorial wreaths by Council colleagues”. 2.29 At present the removal of wreaths is currently undertaken at the discretion of the service and can vary depending on the severity of weather. Following observations of the appearance of wreaths in late winter 2022 and early 2023, the service proposes that armistice wreaths will be removed during the last two weeks of March across all memorial sites. Biodiversity enhancement 2.30 To contribute to the council objective of management changes to enhance biodiversity in cemeteries, the service proposes to trial wildflower sowing and naturalised management in the oldest section of St Joseph’s cemetery and in edge areas not suitable for lair space in Bothwellhaugh cemetery. The project will also consider other nature recovery interventions such as bat and bird boxes. The project will start with raising awareness amongst cemetery visitors of the proposals and working with cemetery chargehands to identify the most appropriate areas and management regimes. Care will also be taken to ensure onsite information is in place to explain the management changes as they are implemented. Full funding is available through the Scottish Governments Nature Recovery funding. 3. Measures of success • Improvements in health and safety and management across all cemeteries. Page 328 of 380
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• Communities access a wider choice of burial options. • Overall improvement in the appearance of cemeteries and memorials across the North Lanarkshire area. Andrew McPherson Chief Officer (Community Operations) Page 329 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The proposed charges will have an impact on income. We have reviewed the charges with finance and benchmarked against other authorities and anticipate the changes will have a limited but positive impact on overall revenue costs 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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 been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Legal Services have advised on the changes to the memorial masons registration scheme and Management Rules and any impacts to the council 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 330 of 380
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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? The memorial inspection programme is part of the current Digital sprint in Greenspace and digital solutions are being identified to improve the inspection and remediation process 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? Increased burial choice may reduce the demand for full lair burial which would have an environmental benefit for land use. 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? The updated management rules will be promoted through all channels. 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? Progress on memorial remediation and forward planning has reduced a key service risk. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 331 of 380
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 332 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref RMcG/LS Date 28/09/23 Strengthening links between Universities and NLC From Ross McGuffie, Chief Officer, Health and Social Care for North Lanarkshire E-mail ross.mcguffie@lanarkshire.scot.nhs.uk Telephone 01698 858143 1. Background Executive Summary This report provides an update on discussions to formalise explicit links between North Lanarkshire Council (NLC) and the University of Strathclyde (UoS) and Glasgow Caledonian University (GCU). Going forward it is intended that this partnership could potentially be extended into other areas of related interest. Recommendations It is recommended that the Policy and Strategy committee: (1) Approve the Memorandum of Understanding (MoU) document setting out the partnership arrangements between NLC and UoS. (2) Approve the Memorandum of Understanding (MoU) document setting out the partnership arrangements between NLC and GCU. (3) Approve the approach to progress a similar MoU with the University of the West of Scotland (UWS). (4) Approve that NLC seek University status in conjunction with NHS Lanarkshire (NHSL) for the Health and Social Care Partnership. (5) Endorse the aspiration to continue to work with the universities with the potential to gain university status for the council going forward. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (23) Build a workforce for the future capable of delivering on our priorities and shared ambition Item 15 Page 333 of 380
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1.1 The councils Programme of Work (PoW) to 2028 as approved at Policy and Strategy committee on 16 March 2023, sets out the council’s renewed strategic direction and outcomes. It recognises that, to evolve our approach to the Programme of Work, public services and their partners must go much further in their collective thinking, and action, to better support people and communities, their needs, aspirations, capacities, and skills. This links directly to the proposal within this paper to work with University partners to deliver for our communities. 1.2 Specifically within the PoW, the item “Brighter Futures” sets out to prepare young people and the wider community for the future through an interconnected programme covering specialised education, voluntary work and enterprise which will give them the skills, knowledge, and confidence to successfully transition to further education, training or employment. The programme will shape innovative employment pathways and maximise key industry growth sectors to boost North Lanarkshire's economy, providing opportunities to develop real-world job skills. 1.3 The Care Academy which now sits under the Brighter Futures PoW is continuing to evolve. As detailed at Policy and Strategy in March 2023, a MoU has been signed between North Lanarkshire Council, South Lanarkshire Council and NHS Lanarkshire requiring all parties to work together to attract, retain, develop and support a workforce for the future passionate about working in Health and Social Care. 1.4 Directly related to this work is a series of discussions which have taken place over the past 18 months by the Chief Officer Health and Social Care for North Lanarkshire to identify opportunities that may exist to form a partnership arrangement between the council and the UoS and GCU. The same discussions have also been taking place with the South Lanarkshire Health and Social Care Partnership. 1.5 This follows an established formal Strategic Partnership Agreements which are in place between NHS Lanarkshire and University of Strathclyde and Glasgow Caledonian University that encompass all areas of health care, including the health care responsibilities managed and delivered through both Lanarkshire HSCP’s. These agreements provide a framework for discussing and agreeing to implement a range of initiatives of mutual interest in healthcare, including research projects, secondments of staff, student recruitment and projects, MSc or PhD programmes, knowledge transfer partnerships and education / training programmes. 1.6 Some service specific examples include: • South Lanarkshire HSCP and Occupational Health Service – working with the Sir Jules Thorn Centre for Co-Creation of Rehabilitation Technology at UoS, who are researching rehabilitation for those affected by a stroke. • North Lanarkshire HSCP and Speech and Language Therapy Service – UoS is providing valuable professional expertise and research-based strategies to a review being undertaken to contribute to recovery post-pandemic. • Psychological services have a number of programmes in place, including research, academic trials, clinical placements and the development of clinical research posts, with a multidisciplinary conference being organised for January 2024. 1.7 Developments like these have had a significant impact on recruitment. The Podiatry department at NHSL has university status and has pioneered a number of Page 334 of 380
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developments, including split posts between the service and university, which has supported significant recruitment gains over the last 18 months. 1.8 Rather than continue to develop university partnerships at a local service level, this agreement also provides an opportunity for the North Lanarkshire Health and Social Care Partnership (HSCP) to gain university status as it is a joint delivery vehicle between NHSL and NLC, widely expanding the potential impact. 2. Report 2.1 To strengthen the academic links in support of health and social care, draft MoU documents have been prepared. These documents mirror those set out by South Lanarkshire Health and Social Care Partnership in terms of format and content. The draft documents are attached at appendix 1 and appendix 2. 2.2 The MoU’s set out the commencement of close collaboration in joint projects between the council and the universities. The key objectives for the MoU’s are to formalise the working relationship between NLC and the universities such that over an agreed period, there is a process in place for identifying, defining and progressing potential opportunities for engagement through collaboration. To achieve this, the scope of the MoU’s covers interactions such as research collaborations, honorary appointments, Graduate Apprenticeships, student placements, jointly funded posts, secondments of staff, student recruitment, student projects, education, continuing professional development and policy and practice. 2.3 The key features of the MoU’s are: • A signed MoU linking North Lanarkshire Council and UoS and a signed MoU linking North Lanarkshire Council and GCU. • Agreed PR announcements on the benefits of the MoU’s. • Nominated single points of contact between the organisations. • A schedule of development meetings at which opportunities can be identified. • An agreed programme of action in respect of agreed strategic priorities. • Joint commitment to looking for external funding support (where available) for projects. • Processes for putting in place any required business contracts. • Arrangements for review and feedback of benefits of the MoU’s. • A process for developing case studies based on project successes. 2.4 NHSL has recently renewed its Strategic Partnership Agreements with the UoS and GCU and confirmation of the partnership arrangement with NLC would allow both universities to grant the HSCP university status, in a similar way to the main acute hospitals across Lanarkshire, e.g., University Hospital Wishaw, University Hospital Monklands etc. 2.5 It is therefore proposed that the name of the NL HSCP changes to University Health and Social Care, North Lanarkshire. The Chief Officer of the NL HSCP and NLC Chief Executive will communicate the change of title to relevant Scottish Government officials. 2.6 It should be noted that similar discussions around forming a partnership arrangement are also underway with the University of the West of Scotland. Discussions to date have been positive and we anticipate that an additional MoU will be formed between NLC and UWS similar to that set out in appendices 1 and 2. Page 335 of 380
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Next steps 2.7 It is envisaged the next steps would be for the NHS Board Chief to request University status from the University Principal. Moving forwards, the council can then look to develop a Strategic Partnership Arrangement with the Universities to further strengthen the partnerships. 2.8 Going forward, the council would wish to develop the university partnership across all service skills development activity with links back through to services Strategic Workforce Plans and further develop links from further and higher education into schools. 3. Measures of success 3.1 These developments will directly support the success of the Care Academy which in itself will strengthen existing links, reduce duplication, streamline engagement with partners, share learning and enable a more structured approach to be developed in the mutual interests of all partners, current and future staff. 4. Supporting documentation 4.1 Appendix 1 – MoU between NLC and UoS 4.2 Appendix 2 – MoU between NLC and GCU Ross McGuffie Chief Officer – Health and Social Care for North Lanarkshire Page 336 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 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 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 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 337 of 380
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Communications in terms of publicity around the University status will be jointly agreed between the Universities and the council. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 338 of 380
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Appendix 1 – MoU between NLC and UoS MEMORANDUM OF UNDERSTANDING University of Strathclyde, incorporated by Royal Charter and having its Principal Office at 16 Richmond Street, Glasgow, G1 1XQ (“the University”). and North Lanarkshire Council having its headquarters at Civic Centre, Windmillhill Street, Motherwell, ML1 1AB (“the Council”) hereinafter also collectively and individually referred to as “Parties” and “Party”, respectively. Context WHEREAS (A) The University of Strathclyde and NHS Lanarkshire have an established Strategic Partnership Agreement in place that encompasses all areas of health care, including the health care responsibilities managed and delivered through the North Lanarkshire Health and Social Care Partnership. That Strategic Partnership Agreement provides a framework for discussing and agreeing to implement a range of initiatives of mutual interest in the area of healthcare, including for example: research projects, knowledge transfer collaborations, secondments of staff, student recruitment, student projects, sponsored degree, MSc or PhD programmes, knowledge transfer partnerships, (KTPs), consultancy and education/training programmes. (B) The North Lanarkshire Health and Social Care Partnership (“HSCP”) is a joint delivery vehicle by which NHS Lanarkshire and the Council operationalise the functions and services as detailed within the North Lanarkshire Integration Scheme. The HSCP is an integral and substantial operating division both of NHS Lanarkshire and of the Council. (C) Given the now well-established integrated health and social care arrangements in place between NHS Lanarkshire and the Council through the vehicle of the HSCP, discussions have identified opportunities and interest to develop a corresponding strategic co-operative arrangement between the University and the Council in respect of social care principally through the vehicle of the HSCP. (D) The Parties hereby acknowledge and agree their shared interest in establishing a discrete memorandum of understanding (MoU) that is designed to operate in tandem with the existing Strategic Partnership Agreement between the University and NHS Lanarkshire so as to Page 339 of 380
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encompass and enable collaborative activity in the areas of integrated health care and social care and social care in its broadest sense. (E) This MoU is between the University and the Council with the primary focus being social care as principally delivered through the HSCP. This MoU also provides a mechanism by which other areas of social care as well as other areas of related and mutual interest can be pursued with the agreement of both Parties. (F) The HSCP is led and will be represented, for the purposes of discussions under this MoU by Professor Ross McGuffie, the Chief Officer of Health and Social Care for North Lanarkshire (“the HSCP Representative(s)”). THE PARTIES hereby agree to cooperate as follows. 1. Discussions under this MoU will be supported by both Parties in good faith and on the following understandings. 1.1. That the HSCP Representative(s) may represent the Council’s interests. 1.2. That the Council may be represented for the purposes of signing this MoU and any subsequent agreements by the Chief Executive of the Council. 2. That this MoU will provide a framework for discussing and agreeing to implement a range of initiatives of mutual interest in the area of social care, including but not limited to those referred to in clauses 6-8, including policy and practice and such other topics as may be agreed between the Parties from time to time, but always consistent with each Party’s constitution, powers and objects. 3. The aim of this MoU is to align the various cooperation initiatives between the Parties, with the objective to benefit from synergy between them and to be a fruitful platform for new initiatives. 4. Each Party will use reasonable efforts to facilitate contacts with other parts of their organisation with a view to potential collaborations. 5. The Parties will enter into discussions with each other to improve the awareness of each other’s expertise and needs and assist in building networks to facilitate mutual cooperation. Page 340 of 380
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6. The Parties, recognising that there is mutual interest to establish honorary appointments, joint posts and staff secondments, will discuss and jointly explore the potential for honorary appointments, joint posts and staff secondments. 7. The Parties, recognising the potential for cooperation in delivering research, education and continuous professional development seminars, workshops and lectures will keep each other informed regarding possibilities to deliver jointly such events. 8. The Parties, recognising that there is mutual interest to undertake joint research and projects, will discuss and jointly explore the potential for research and projects. If any research or projects are identified by the Parties, the Parties will negotiate in good faith the terms and conditions for such research or projects including but not limited to ownership of intellectual property rights, exploitation of intellectual property rights and rights of publication. 9. The Parties will discuss combining efforts to access external funding and other networks. Where appropriate, they will work together to make proposals to research funders, Government, industrial parties and similar funding or partnering organisations. 10. The arrangements for all joint projects as outlined in this MoU will be by mutual written agreement. No additional funding will be required from either Party except as mutually agreed in writing. The Parties agree that all financial arrangements will have to be negotiated for each specific case and will depend on the availability of funds. 11. For the avoidance of doubt any rights of ownership to or title in any intellectual property shall not transfer under this agreement and all costs and expenses incurred will remain with the respective Party. 12. The Parties will discuss and agree efforts to promote their partnership, both internally within their organisations and externally to other stakeholders. Where appropriate, the Parties will seek to combine their efforts to do this. 13. The Parties agree that each Party shall be free to carry out activities similar to the ones mentioned herein with any third party. 14. Representatives of the Parties shall meet as required to review the status of the activities as set forth in this MoU and take initiatives as and when considered appropriate by the Party in question. They will keep an overview of projects and initiatives. Projects falling under the agreement will be managed autonomously but by both parties collaboratively on a case-by-case basis. Page 341 of 380
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15. Each Party will use all reasonable endeavours not to disclose to any third party any confidential information unless such disclosure is made with the prior written consent of the other Party or as a requirement of law or of a taxation authority. For the purpose of this clause: 15.1. ‘confidential information’ means information the disclosure of which would or might reasonably prejudice the rights of the Party whose information is disclosed, even when not so marked or labelled; and 15.2. ‘information’ means: - 15.2.1. any information written, generated or prepared by the Parties or either of them or on their behalf pursuant to this MoU or any of the co-operation initiatives undertaken or established as envisaged by the MoU. 15.2.2. any information provided by one Party to the other pursuant to this MoU or any such co-operation initiative; and 15.2.3. includes all and any specifications, drawings, circuit diagrams, tapes, discs and other computer-readable media, documents, information, reports, techniques and know-how. 15.3. That both Parties confirm their shared interest in exploring the potential for this MoU to be developed over time into a Strategic Partnership Agreement, including the possibilities of encompassing other areas of local government delivery; and/or entering into an extended Strategic Partnership with the University, NHS Lanarkshire and [North/South] Lanarkshire Council, such discussions to be conducted on behalf of the Council through the HSCP Representative(s). 16. This MoU will become effective upon the date of signature by the representatives of each Party. Either Party can withdraw from this MoU at any time by giving 3 months’ prior notice in writing to the other Party. 17. With the exception of Clauses 10 and 13, which shall be legally binding on the Parties under Scots law and the jurisdiction of the Scottish Courts, neither Party intends to be legally bound by any other provision of this MoU. Page 342 of 380
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Signed for and on behalf of University of Strathclyde Signed: Name: Date: Signed for and on behalf of North Lanarkshire Council Signed: Name: Date: Page 343 of 380
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Appendix 2 – MoU between NLC and GCU MEMORANDUM OF UNDERSTANDING Glasgow Caledonian University, incorporated by Royal Charter and having its Principal Office at Cowcaddens Road, Glasgow, G4 0BA (“the University). and North Lanarkshire Council having its headquarters at Civic Centre, Windmillhill Street, Motherwell, ML1 1AB (“the Council”) hereinafter also collectively and individually referred to as “Parties” and “Party”, respectively. Context WHEREAS (A) Glasgow Caledonian University and NHS Lanarkshire have an established Strategic Partnership Agreement in place that encompasses all areas of health care, including the health care responsibilities managed and delivered through the North Lanarkshire Health and Social Care Partnership. That Strategic Partnership Agreement provides a framework for discussing and agreeing to implement a range of initiatives of mutual interest in the area of healthcare, including for example: research projects, knowledge transfer collaborations, secondments of staff, student recruitment, student projects, sponsored degree, MSc or PhD programmes, knowledge transfer partnerships, (KTPs), consultancy and education/training programmes. (B) The North Lanarkshire Health and Social Care Partnership (“HSCP”) is a joint delivery vehicle by which NHS Lanarkshire and the Council operationalise the functions and services as detailed within the North Lanarkshire Integration Scheme. The HSCP is an integral and substantial operating division both of NHS Lanarkshire and of the Council. (C) Given the now well-established integrated health and social care arrangements in place between NHS Lanarkshire and the Council through the vehicle of the HSCP, discussions have identified opportunities and interest to develop a corresponding strategic co-operative arrangement between the University and the Council in respect of social care principally through the vehicle of the HSCP. (D) The Parties hereby acknowledge and agree their shared interest in establishing a discrete memorandum of understanding (MoU) that is designed to operate in tandem with the existing Page 344 of 380
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Strategic Partnership Agreement between the University and NHS Lanarkshire so as to encompass and enable collaborative activity in the areas of integrated health care and social care and social care in its broadest sense. (F) This MoU is between the University and the Council with the primary focus being social care as principally delivered through the HSCP. This MoU also provides a mechanism by which other areas of social care as well as other areas of related and mutual interest can be pursued with the agreement of both Parties. (F) The HSCP is led and will be represented, for the purposes of discussions under this MoU by Professor Ross McGuffie, the Chief Officer of Health and Social Care for North Lanarkshire (“the HSCP Representative(s)”). THE PARTIES hereby agree to cooperate as follows. 18. Discussions under this MoU will be supported by both Parties in good faith and on the following understandings. 18.1. That the HSCP Representative(s) may represent the Council’s interests. 18.2. That the Council may be represented for the purposes of signing this MoU and any subsequent agreements by the Chief Executive of the Council. 19. That this MoU will provide a framework for discussing and agreeing to implement a range of initiatives of mutual interest in the area of social care, including but not limited to those referred to in clauses 6-8, including policy and practice and such other topics as may be agreed between the Parties from time to time, but always consistent with each Party’s constitution, powers and objects. 20. The aim of this MoU is to align the various cooperation initiatives between the Parties, with the objective to benefit from synergy between them and to be a fruitful platform for new initiatives. 21. Each Party will use reasonable efforts to facilitate contacts with other parts of their organisation with a view to potential collaborations. 22. The Parties will enter into discussions with each other to improve the awareness of each other’s expertise and needs and assist in building networks to facilitate mutual cooperation. Page 345 of 380
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23. The Parties, recognising that there is mutual interest to establish honorary appointments, joint posts and staff secondments, will discuss and jointly explore the potential for honorary appointments, joint posts and staff secondments. 24. The Parties, recognising the potential for cooperation in delivering research, education and continuous professional development seminars, workshops and lectures will keep each other informed regarding possibilities to deliver jointly such events. 25. The Parties, recognising that there is mutual interest to undertake joint research and projects, will discuss and jointly explore the potential for research and projects. If any research or projects are identified by the Parties, the Parties will negotiate in good faith the terms and conditions for such research or projects including but not limited to ownership of intellectual property rights, exploitation of intellectual property rights and rights of publication. 26. The Parties will discuss combining efforts to access external funding and other networks. Where appropriate, they will work together to make proposals to research funders, Government, industrial parties and similar funding or partnering organisations. 27. The arrangements for all joint projects as outlined in this MoU will be by mutual written agreement. No additional funding will be required from either Party except as mutually agreed in writing. The Parties agree that all financial arrangements will have to be negotiated for each specific case and will depend on the availability of funds. 28. For the avoidance of doubt any rights of ownership to or title in any intellectual property shall not transfer under this agreement and all costs and expenses incurred will remain with the respective Party. 29. The Parties will discuss and agree efforts to promote their partnership, both internally within their organisations and externally to other stakeholders. Where appropriate, the Parties will seek to combine their efforts to do this. 30. The Parties agree that each Party shall be free to carry out activities similar to the ones mentioned herein with any third party. 31. Representatives of the Parties shall meet as required to review the status of the activities as set forth in this MoU and take initiatives as and when considered appropriate by the Party in question. They will keep an overview of projects and initiatives. Projects falling under the agreement will be managed autonomously but by both parties collaboratively on a case-by-case basis. Page 346 of 380
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32. Each Party will use all reasonable endeavours not to disclose to any third party any confidential information unless such disclosure is made with the prior written consent of the other Party or as a requirement of law or of a taxation authority. For the purpose of this clause: 32.1. ‘confidential information’ means information the disclosure of which would or might reasonably prejudice the rights of the Party whose information is disclosed, even when not so marked or labelled; and 32.2. ‘information’ means: - 32.2.1. any information written, generated or prepared by the Parties or either of them or on their behalf pursuant to this MoU or any of the co-operation initiatives undertaken or established as envisaged by the MoU. 32.2.2. any information provided by one Party to the other pursuant to this MoU or any such co-operation initiative; and 32.2.3. includes all and any specifications, drawings, circuit diagrams, tapes, discs and other computer-readable media, documents, information, reports, techniques and know-how. 32.3. That both Parties confirm their shared interest in exploring the potential for this MoU to be developed over time into a Strategic Partnership Agreement, including the possibilities of encompassing other areas of local government delivery; and/or entering into an extended Strategic Partnership with the University, NHS Lanarkshire and [North/South] Lanarkshire Council, such discussions to be conducted on behalf of the Council through the HSCP Representative(s). 33. This MoU will become effective upon the date of signature by the representatives of each Party. Either Party can withdraw from this MoU at any time by giving 3 months’ prior notice in writing to the other Party. 34. With the exception of Clauses 10 and 13, which shall be legally binding on the Parties under Scots law and the jurisdiction of the Scottish Courts, neither Party intends to be legally bound by any other provision of this MoU. Page 347 of 380
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Signed for and on behalf of Glasgow Caledonian University Signed: Name: Date: Signed for and on behalf of North Lanarkshire Council Signed: Name: Date: Page 348 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref: GMcL/MD Date 28/09/23 Club 365 – Review of Holiday Programmes and Future Proposal Report (2023) From Gerard McLaughlin, Chief Officer (Education - North) E-mail mclaughling@northlan.gov.uk Telephone 01236 812269 1. Background 1.1 The Service has an approved core budget of £1.090m to deliver Club 365 activity, established in the budget setting process for 2021/22. Until this point, the programme had previously operated under short term internal funding arrangements. 1.2 The Scottish Government rolled out a funded Summer Programme in 2021. In that year, North Lanarkshire received £1.104m from an overall quantum of £15m. This funding supplemented the approved core budget to create an expanded delivery programme. It was agreed at Policy and Strategy Committee in June 2023 (Appendix 1) that a future report will be presented to Committee with an evaluation of the Summer 2023 programme with recommendations for a future operating model. Executive Summary Following the previous Policy and Strategy meeting in June 2023, the service was asked to explore options for the utilisation of the remaining Club 365 balance following agreement around the summer operating model linked to reductions in Scottish Government funding. This report provides options based upon remaining balances. There remains clear uncertainty regarding any Scottish Government funding commitment to national Summer Programmes moving forward given developments earlier this year. Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledge the latest funding position for Club 365 and associated impacts. (2) Consider and agree the proposed future delivery model for holiday programmes. The Plan for North Lanarkshire Priority All priorities Ambition statement (10) Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential Item 16 Page 349 of 380
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1.3 The Scottish Government refined the Summer Programme during 2022/23 with authorities directed to achieve more targeted outcomes. For 2022, the overall funding quantum was £10m with North Lanarkshire receiving £0.766m. 1.4 In the 2022/23 financial year, the Club 365 / Summer Programme had total resources of £1.856m represented by core Council funding of £1.090m and £0.766m direct grant. A wide-ranging pupil support programme (Universal, Additional, Intensive) was rolled out during 2022/23 funded from within this total resource. 1.5 At the inception of Club 365 there was no provision of free school meal payments for entitled pupils out with school terms. In 2020 the Scottish Government implemented payments to children eligible for free school meals out with term time as a measure to address Covid impacts. The Scottish Government subsequently announced these payments would continue as a measure to combat holiday hunger. During the most recent holiday period, the number of children attending a mainstream hub for Club 365 declined, suggesting the holiday payments may have had an impact on attendance. 1.6 Parent/carers whose children qualify for free school meals will receive this allowance for 55 days of the 2023/24 financial year amounting to £137 per pupil. This payment will be paid directly into bank accounts or by voucher. 1.7 In the budget setting process for 2023/24, the Service was instructed to carry out a review of Club 365 to establish the efficacy of its current operating model. As in previous years, there was an expectation that Scottish Government would provide funding to local authorities for Club 365 similar activity. The expectation was based on the Scottish Government’s explicit Ministerial commitment in 2022 to make holiday childcare provision available to all children from low-income families from 2023. 1.8 On Wednesday 7 June, the day prior to Policy and Strategy Committee, the Scottish Government confirmed initially that there would be no funding to local authorities for summer programmes for 2023/24. As a result, a paper reviewing Club 365 could not be agreed at Committee, with a request to bring a further report to Council for approval. Given the timelines involved and all related planning activity to date, it was agreed by Committee that the ASN component of the summer programme be protected and prioritised. Officers were tasked to bring forward options for the utilisation of the remainder of core funding, on the understanding that without guarantee of a continuing funding stream from government, the programme would have to be realigned to the revised budget conditions. 1.9 On 14 June, two weeks before the commencement of the summer break, the Scottish Government confirmed an amended award for summer programmes for 2023 with an overall national funding envelope of £4m with North Lanarkshire Council receiving £0.294m (7.35%). This funding has supplemented the Council’s core revenue budget of £1.090m with an overall Club365 Summer Programme reduced funding envelope of £1.384m available for financial year 2023/24. 1.10 In the absence of sustained and comparable Scottish Government funding, combined with inflationary increases over the last year, the Council was unable to deliver the level of programme originally envisaged. 1.11 A review of the Club 365 Summer Programme delivery model was completed and options were presented to Council, June 2023. Council approved the option to reduce the mainstream provision from 18 to 12 hubs and offer 6 ASN specific hubs. It was agreed that options for the utilisation for any remaining balance during 2023/24 would be presented to the Policy and Strategy Committee for consideration in due course following all related summer outcomes. Page 350 of 380
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2. Report Holiday Hunger / Cost of Living support 2.1.1 The Service has managed the resources available through the core Club 365 budget and Summer Programme grant to deliver a Universal, Additional, and Intensive offer. 2.1.2 A summary of the offer is highlighted below: Universal: Weekday holiday provision for primary aged pupils across 18/12 venues. At weekends there were eight hubs operating. The service has data on the uptake for provision – there is clearly a pattern of peaks and troughs, with the current weekend provision having particularly low uptake and continued general decline in attendance. Additional: The council previously ran as a pilot three ASN hubs across the north, central, and south localities over the summer period. This gave sessions of respite to families and structured support to young people by staff who could cater for their specific needs. This was developed in response to a particular need of parents of vulnerable children who engaged with senior officers in an ASN Parent Forum and requested that such provision be created. These were parents of children with significant need in our current ASN establishments. The demand for and success of this provision suggested a case for expansion. Intensive: Through the Virtual School there is tailored support offered to families experiencing chronic disadvantage, including barriers in relation to accessing social activities which nurture positive family relationships and enhance mental health and wellbeing. This has been coordinated through the Virtual School and supported by Active and Creative Communities and Social Work. 2.1.3 During Summer 2023 the following attendances were recorded: • Mainstream Hub – 10,411 • ASN Hub – 1,280 • ASN Intensive – circa 80 Programme Proposal 2.2.1 Following delivery over the summer, the remaining funding balance is now circa £400k. Based on decisions around ASN and wider demand profiles, it is proposed that the balance be utilised as follows until financial year end March 2024 (at which all programmes would cease): 1) 12 mainstream and 6 ASN holiday hubs operating in close alignment during all holiday periods, Monday to Friday, totalling 15 days of provision until March 2024. Delivery periods will include the October, Winter and February holidays. 2) Capacity within the ASN offer will be supplemented through targeted packages to support our most vulnerable learners across the ASN estate as follows: Page 351 of 380
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• 3rd Sector Provision • Vocational Skills Based interventions. • Care experienced support packages. • Increased ASN hub provision. • Activity related offerings inclusive (Cinema, Swim and Skate) Planning Assumptions 2.2.2 As outlined within section 5.9 the total number of operating hubs and overall capacity will be dependent on the availability of appropriately trained specialist ASN staff and 3rd sector staff. The following table outlines the proposed offer for ASN pupils during the October break: Example ASN Holiday Programme Offer Day 1 Hub Provision Day 2 Activity Pass (Cinema / Activity Park) Day 3 Hub Provision Day 4 Education Experience (Science / Wildlife Centre) Day 5 Sports / Leisure Pass Next Steps 2.3.1 The service will work to maximise delivery capacity within the 2023/24 funding envelop. The future of Club 365, given developments in Scottish Government policy around free school meals and more recently, the significant reduction in summer programme funding, will be a matter for 2024/25 budget consideration. 3. Measures of success 3.1 Attendance and participation of children and young people in this targeted provision. 3.2 Successful partnership working to support children and young people. 3.3. Future evaluation of the programme. 4. Supporting documentation 4.1 Appendix 1 - Club 365 – Review and Summer Proposal Report (2023) Microsoft Word - 09. Club 365 - Summer 2023 (002)_.docx (northlanarkshire.gov.uk) Gerard McLaughlin Chief Officer (Education - North) Page 352 of 380
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The implementation of the findings of the options appraisal presented to Committee January 2020 will support children and families most affected by poverty and help to mitigate the impact of the welfare reform changes within North Lanarkshire. This will meet the requirements of the Fairer Scotland Duty by reducing inequalities caused by socioeconomic 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? The Club 365 programme has an existing core budget of £1.090m for 2023/24. The Service will also receive an allocation of in-year Scottish Government Summer Programme grant funding of £0.294m during 2023/24. The Scottish Government’s long term commitment to Summer Programme funding is uncertain with the overall grant allocation reducing each year from £15m in 2021, to £10m in 2022 with a further reduction to £4m in 2023. The funding/costs linked to the 2023/24 approved programme will continue to be tracked via the budget monitoring process. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 Page 353 of 380
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Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Corporate Communications are represented on the Club 365 strategic planning group and support promotional activity related the Club 365 programme. Communication and promotional activity prior to all delivery periods included: • Direct SMS messaging to parents and carers of target pupils. (10K+ contacts sent. • Social media advertising. • Email contact with to Councils distribution list. • Local press. • ASN parent Council meetings To support Summer 2023 delivery in addition to existing communication activity significant focus will be placed upon engagement with key stakeholders. Key influencers within Education, Community Learning & Development and Social Work will be asked to support communication activities. 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 354 of 380
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A programme risk register is maintained and monitored by the project team. The Councils Safety and Wellbeing team are represented at strategic planning meetings and support risk assessments at Club 365 sites. The ASN offer, and hub capacity is driven by staff with experience and training within the ASN sector. The service has not delivered the ASN offer over the proposed October, Winter & February holidays periods previously. Availability of staffing has still to be determined and presents the most significant challenge and risk to delivery. The service will consider a range of controls and contingencies. High level Risk Matrix Identified Risk Inheren t Risk Planned Actions Residu al Risk • ASN Staffing • Early engagement, 3rd sector, contingency offer. • Timescale for implementation • Early engagement with internal and external partners with extensive delivery experience. • Procurement, engage with contracted partners for the programme. • CMT approval and support, stakeholder voice in design. • Committee Approval • Communications strategy should enable key messages around statutory consultations. • Service not meeting the members expectations. • Review on a timeously manner to identify risks. • Financial viability • Strategic model for programme delivery built on continuation of SG Summer Activity Funding. • Communication • Stakeholders awareness of opportunities • HR Staff • Fewer staff availability and in substantive posts. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 355 of 380
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The council previously recognised there was a need to provide additional holiday hunger support to young people and this was achieved through the Club 365 programme. In addition in recent years the Scottish Government has also introduced a number of initiatives to help alleviate holiday hunger. This report outlines options for continuing the council’s holiday hunger programme within the updated funding envelope which is available. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 356 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref JMcK/MMcB Date 28/09/23 Transforming Places - Orbiston Community Hub Contract Award From James McKinstry, Chief Officer (Assets and Procurement) E-mail McBrideMark@northlan.gov.uk Telephone Mark McBride Property Manager (Estate Development) 07583 094 928 Executive Summary The purpose of this report is to advise Committee of the status of the contract pricing and commercial activities for Orbiston Community Hub and to seek approval to progress to Contract Award for the project. Recommendations It is recommended that the Policy and Strategy committee: (1) Approve that the Property Manager (Estate Development) will conclude the contract activities to finalise the commercial costs necessary for contract award as described in Section 2 of this report for the Orbiston Community Hub. (2) Acknowledge the Design and Build Development Agreements with Hub South West for the design and construction of Orbiston Community Hub as referred to in Section 2 of this report, on terms to be agreed by Chief Officer (Legal and Democratic) and subject to terms representing Best Value. (3) Approve the contract award in accordance with the contents of this report. (4) Acknowledge that regular Town & Community Hub updates are presented to the Education, Children and Families Committee. The Plan for North Lanarkshire Priority All priorities Ambition statement (10) Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential Item 17(a) Page 357 of 380
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1. Background 1.1 In February 2019, the councils Policy and Strategy Committee approved the use of the existing Hub South West Scotland partnership agreement as the ‘preferred’ procurement route for the then Schools and Centres Investment Programme (now referred to as the Town & Community Hub Delivery Programme) where those projects comply with the qualifying criteria set out in the Territory Partnering Agreement and subject to a check against the prevailing regulations to ensure compliance. 1.2 The Hubco model is seen as a strategic long-term approach to the procurement of public sector-based infrastructure projects across Scotland. By delivering value for money projects through Hub South West, the development timescales would be met while value for money could be ensured through a tested procurement route by early involvement of a Tier 1 contractor. As signatories to the Territory Partnering Agreement, the council contract with Hub South West and Hub South West contract directly with the successful tenderers. 1.3 A New Project Request was issued by the council to Hub South West in September 2021 to design and deliver the Orbiston Community Hub. Following a competitive tender process, the project was awarded to a team consisting of Morgan Sindall (Tier 1 Contractor) and Keppie Architects (principal designer). 1.4 Orbiston Community Hub will deliver new learning and teaching facilities for the young people and wider community in the Orbiston area of Bellshill. The facilities are designed for use by both nursery and primary school age pupils during the day, with ‘daytime community facilities’ also being incorporated into the development. The Community Hub will create a new Lawmuir Primary School, Sacred Heart Primary School, a Family Learning Centre and a variety of community facilities including a sports pitch and community hall. The facility will also provide staff touchdown zones which will be accessible to council staff and public sector partners who will be able to use this space when working within this locality. 2. Report 2.1 A planning application for the development has been submitted with a decision anticipated mid-September 2023. The construction contract will not be entered into unless planning consent is granted. 2.2 A full stage 2 submission from Hub South West is expected at the early September 2023. 2.3 The tendered work packages were subject to competition. Only minor commercial queries remain as part of the overall Hub South West financial close process. A final contract price will be concluded by the early October 2023. 2.4 The design and technical information is currently being checked for compliance and ongoing clarifications will be concluded by the early October 2023. There are not anticipated to be any significant derogations or departures from the Authority’s Construction Requirements. 2.5 Due to the demolition of the existing facilities on site, the council will retain the risk for the ground conditions below the existing buildings (Lawmuir and Sacred Heart Primary Schools), any asbestos contained with these buildings until such time as these can be quantified later in the construction period. The existing facilities need to be vacant Page 358 of 380
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before disruptive investigative work can be carried out. Due to the footprint of these buildings, we do not anticipate that the commercial exposure associated with these risks to be significant in the context of the overall construction contract value. 2.6 The project is due to start on site in November 2023. 2.7 The current indicative construction contract value, subject to finalisation is: - £40m 2.8 The Orbiston Community Hub project has a bespoke suite of community benefits proportionate to the scale of the project written into the Design & Build Development Agreement (DBDA) contract, placing a duty on Hub South West and their Tier 1 contractor Morgan Sindall to deliver on their community benefit commitments. Regular Town & Community Hub community benefits progress updates are provided to the Education, Children and Families Committee. 3. Measures of success 3.1 Delivery of projects in line with the guiding principles linked to this programme of work, which in turn are designed to deliver against the strategic priorities within the Plan for North Lanarkshire. 4. Supporting documentation Nil. James McKinstry Chief Officer (Assets and Procurement) Page 359 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Budget available within the Town and Community Hub Programme’s capital budget. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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 been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Legal and Democratic have been involved in the contractual negotiations to reach Financial Close with Hub South West. 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 360 of 380
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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? Yes, existing technologies will be installed within the new facility and there may be a requirement at a later date for the incorporation of any new technologies. 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? Details of residual project risks are contained within 2.5 of this report and are recorded project risk registers. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Page 361 of 380
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Yes ☐ No ☐ Page 362 of 380
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Contract Award for Advertising, Recruitment Advertising and Public Information Notices (2023-2027) North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref: NLC-CPT-23-043 Date: 28/09/23 From Stephen Penman, Chief Officer, Strategic Communications & Engagement E-mail penmanste@northlan.gov.uk Telephone: 07947 997750 Executive Summary Committee is asked to approve the award of a contract to a supplier responsible for the management and delivery of Advertising, Recruitment Advertising and Public Information Notices (PINS) 2023- 2027 (The ‘Contract’) to Spirit Media Scotland Ltd. This contract is for an initial period of 24 months, anticipated to commence on 11 October 2023. The council reserves the right to extend the Contract for additional extension periods up to a maximum of a further 24 months (12 + 12 months). The maximum value of the contract shall not exceed one million, thirty-nine thousand pounds sterling (£1,039,000) exclusive of VAT. Recommendations It is recommended that Committee approves the award of the contract to Spirit Media Scotland Ltd, to the maximum value of one million, thirty-nine thousand pounds sterling (£1,039,000) exclusive of VAT. This recommendation follows the completion of a procurement procedure, where the tenders recommended for award have been evaluated as providing the most economically advantageous tender in terms of price and quality for the council. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition Statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Policy and Strategy Item 17(b) Page 363 of 380
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1. Background 1.1 To ensure residents, businesses and other relevant stakeholders have appropriate access to information, the council has a statutory requirement to engage with the public in relation to information notices which can include, but are not limited to, road closures, planning applications, property notices and licensing, as well as to inform people of changes to services. While the council increasingly uses digital channels, it remains a legal requirement that many of these notices are placed in local newspapers. 1.2 Due to the volume of this form of advertising and to ensure that advertising has the best possible reach to the intended target audience, it is important that the council procures this space within specific timeframes while ensuring value for money. 1.3 In line with the council’s recruitment requirements, promotion of council employment opportunities through a range of print and digital outlets sometimes require paid-for media support on websites, print supplements and specialist publications. There may also be additional requirements for enhanced services to promote recruitment, such as online and social media campaigns or broadcast media. 1.4 To fulfil these requirements, the council uses a specialist external supplier to facilitate the planning, costing, booking and management of display and promotional space for recruitment advertising, public information notices and campaign advertising across a range of digital and traditional physical formats. The supplier ensures publication of advertisements to the correct specifications within a required timescale in traditional and online media in Scotland, UK and Ireland and overseas as required. 1.5 It is anticipated that the current level of service will continue and as the current contract with the incumbent supplier is due to end, a renewal procurement exercise has been carried out. 1.6 The current measured term contract approved by Committee on 26 September 2019 was awarded to Spirit Media Scotland Ltd for a period of 2 years, with additional 24 months extension terms at the sole discretion of the council. This contract is due to expire on 27 September 2023 with the contract detailed within this report due to supersede it. 2. Report 2.1 A group of technical and procurement representatives was formed to develop and agree the procurement strategy for the Agreement to enable the council to achieve maximum benefit for the requirements. 2.2 The initial estimated value of the Agreement dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. An advert for the procurement opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.3 The procurement procedure was undertaken as an “Open Procedure”. Invitation to Tender documentation published by the council received a total interest from 20 companies with the council receiving 4 tender submissions. 2.4 Based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement documents, an evaluation of tender responses received was completed by members of staff within the service with support from corporate procurement. Selection stage responses were assessed first and compliant tenderers that satisfied / Page 364 of 380
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declared that they met the published minimum selection stage criteria progressed to the award stage evaluation. Following identification of the recommended tenderer(s), their selection stage responses were assessed in more detail to ensure they satisfied the minimum selection stage criteria applied. 2.5 This recommendation to award the Contract follows the completion of a procurement procedure where Spirit Media Scotland Limited has been scored as representing the most advantageous tender for this Contract by the evaluation team and was deemed as demonstrating best value for the council. 2.6 Appendix 1 confirms the scoring achieved by each tenderer and further details of the procurement procedure is provided in Appendix 2, with the SME status and location of all tenderers in Appendix 3. 2.7 The value of the contract will not exceed one million, thirty-nine thousand pounds sterling (£1,039,000) exclusive of VAT including any option to extend the Contract. Financial / Budget Consideration 2.8 The pre-tender wholelife estimate budget for the Agreement was £1,039,000. The figures used for evaluation purposes based on estimated quantities is £590,955.93. However, the volume of advertising is subject to change throughout the contract lifetime which is why the maximum value has been set as the ceiling for this agreement. 2.9 The costs associated with delivery of the Contract will be contained within the budgets identified by each individual service. Price Stability 2.10 All rates entered on the Pricing Schedule are exclusive of VAT and remain fixed and unchangeable for the first 12 months of contract. Thereafter, prices will be subject to review annually until the contract end date. Community Benefits 2.11.1 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 The selection and delivery of community benefits as part of the Contract will be agreed with the approved tenderer, with education and training opportunities a priority. Fair Work First 2.12 Within their tender submission, Spirit Media Scotland Limited advised that it is committed to a number of work practices within the “Fair Work First” initiative. Page 365 of 380
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Contract Management 2.13 Officers from Strategic Communication and Engagement will be responsible for managing the Contract which will be undertaken in accordance with the contract and supplier management conditions applied within the Contract. 3. Measures of success The Contract will deliver the following outcomes: 3.1 Support the council and service priorities. 3.2 Demonstrate and achieve Best Value by ongoing performance review and management by way of completing and assessing a balanced scorecard. 3.3 The council’s contract mobilisation procedures will be adhered making sure best practice is followed. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME Status and Location of All Tenderers Stephen Penman Chief Officer, Strategic Communication & Engagement Page 366 of 380
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts 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 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 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? 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 ☐ Page 367 of 380
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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? The council requires this service to ensure residents, businesses and other relevant stakeholders have appropriate access to information. Appropriate reach to the intended target audience for the best value for money. 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 368 of 380
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Appendix 1 – Summary of Tender Evaluation Process Final Rank Tenderer Name Total Tender Score (%) Recommended for Award (Y / N) 1 Spirit Media Scotland Ltd 97.40 Y 2 Advertisingworks Scotland Ltd 88.42 N 3 Havas People Ltd 64.32 N 4 Alexander Advertising (International) Ltd 64.05 N Page 369 of 380
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-CPT-23-043 Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 20 July 2023 Tender Platform Utilised: PCS-Tender (PCST) Date Contract Notice Published: 25 July 2023 Total Expressions of Interest Received: 20 SME % of Expressions of Interest: 75% NLC Based Expressions of Interest: 1 Tender Return Deadline: Tuesday 29 August 2023, 12noon Number of Tenders Received: 4 Tenders Received from SME’s: 4 Tenders Received from NLC Based Tenderers: 0 Number of Non−compliant Tenders: 0 Number of Compliant Tenders: 4 Number of Recommended Tenderers: 1 Basis of Award: Quality: 30% Price: 70% Evaluation Team: Corporate Communications Staff Anticipated Start Date of the Agreement: 11 October 2023 Total Agreement Period (Months): 48 (24 months, with option to extend for 12 + 12 months extension periods at the council’s discretion) Maximum Value of the Agreement: Maximum value - £1,039,000 (Evaluation figure based on estimated quantities and rates provided £590,955.93) Page 370 of 380
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Advertisingworks Scotland Ltd Micro South Ayrshire Alexander Advertising (International) Ltd Micro Oxfordshire Havas People Ltd Medium Greater Manchester Spirit Media Scotland Ltd Small Edinburgh Page 371 of 380
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref BF/JMcK Date 28/09/23 Contracts awarded below Committee approval threshold From Chief Officer (Assets and Procurement) Email mckinstryj@northlan.gov.uk Telephone James McKinstry 07939 281102 1. Background 1.1 The Councils General Contract Standing Orders (the ‘GCSOs’) outline financial approval thresholds for contracts for goods, works and services. Contract awards above £500,000 for Supplies and Services and above £2,000,000 for Works require approval by the Committee. These contract awards are considered by the Committee on a case-by-case basis. 1.2 Where the value of a contract award is between £50,000 and £500,000 for Supplies and Services and between £500,000 and £2,000,000 for Works, GCSOs require that the Chief Officer of Assets and Procurement award these contracts on behalf of the appropriate Chief Officer. 1.3 The Chief Officer of Assets and Procurement is required to notify Committee on a regular basis of any such contracts awarded on behalf of Procuring Service Areas. Executive Summary This report notifies the Committee of the contracts awarded between 1 April 2023 to 30 June 2023. It sets out those contracts awarded with a value below the financial threshold requiring Committee approval. Recommendations It is recommended that the Policy and Strategy Committee: (1) are advised of the Contracts awarded below Committee approval threshold between 1 April 2023 to 30 June 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 (17) Ensure we keep our environment clean, safe, and attractive Item 18 Page 373 of 380
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2. Report 2.1 The GCSOs require that contracts in excess of £500,000 for supplies and services and £2,000,000 for works are approved, on a case-by-case basis, by the Committee before award. 2.2 The GCSOs require that contracts with a value above £50,000 but less than £500,000 for Supplies and Services and above £500,000 but less than £2,000,000 for Works are awarded by the Chief Officer of Assets and Procurement on behalf of the appropriate Chief Officer. 2.3 The contracts awarded by the Chief Officer of 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 April 2023 to 30 June 2023 are detailed in Appendix 1. 3. Measures of success 3.1 Contracts support the delivery of Council and service priorities. 3.2 Appointment of contractors who have suitable experience and capability to deliver the required supplies, services or works. 3.3 Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 3.4 The Council’s Contract Register is kept updated by services and management information is comprehensive and accurate. 3.5 Best Value is both demonstrable and achieved. 4. Supporting documentation 4.1 Appendix 1 - Summary of contracts awarded. James McKinstry Chief Officer (Assets and Procurement) Page 374 of 380
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 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 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 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 Page 375 of 380
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addressed in each specific Contract Strategy and incorporated into the project. Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All contracts listed have been assessed by the Enterprise Architecture Governance Group (EAGG). Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☒ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Sustainable procurement is one of the key objectives of the Council’s Procurement Strategy and will have a positive impact, including, embedding sustainable procurement as business as usual and incorporating community benefits into the Councils contracts. Supporting local businesses and SMEs through closer working with colleagues in the Council’s Enterprise department and by making our processes more streamlined and accessible. Where Environmental/Carbon impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Page 376 of 380
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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 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 377 of 380
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APPENDIX 1 – SUMMARY OF BELOW THRESHOLD CONTRACT AWARDS Contract Description Contract Award Date Contract Start Date Contract End Date Contract Extension Contract Value (inc extension) (£s) Successful Tenderer Supplies Services Works No of Tenders Received Route* Provision of a Committee Management ICT Solution 18/05/2023 03/07/2023 02/07/2026 02/07/2027 £52,000.00 Astech Consultants Ltd Services 1 *DAF3 *Direct Award from the Crown Commercial Services RM1557.13 GCloud Multi Supplier Framework, Lot 2 - Cloud Software to best value provider. 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 Page 378 of 380
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N - Negotiated Contract EXT - Extension to Contract/Framework Page 379 of 380
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