Agenda Document Pack - Policy and Strategy Committee - 25/09/2025
North Lanarkshire Council · 25 September 2025
Back to Policy and Strategy Committee — 25 September 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Clerk Name: Mark Hamill Clerk Telephone: 07811294702 Clerk Email: committee@northlan.gov.ukk 16 September 2025 Members of the Policy and Strategy Committee Chief Executive’s Office Rachel Blair 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, 25 September 2025 at 14:00 PM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal & Democratic) Members : J Logue, T Fisher, L Roarty, C Barclay, A Beveridge, H Brannan-McVey, A Bustard, T Carragher, C Costello, P Di Mascio, K Duffy, W Goldie, D Johnston, J Leckie, G Lennon, H Loughran, M McBride, M McPake, L Nolan, G Robinson, A Smith, A Stubbs, R Sullivan, S Watson, G Woods. Page 1 of 212
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Minutes 2 Minute of Meeting of Audit and Scrutiny Panel of 28 August 2025 Submit the minute of the Meeting of Audit and Scrutiny Panel held on 28 August 2025. 5 - 10 Operational 3 Eat Well, Be Well Policy Submit report by the Chief Officer (Community Operations) seeking approval of the Eat Well, Be Well Policy 2025 / 2030. 11 - 70 4 Brighter Futures Progress Update Submit report by the Chief Officer (People Resources) describing the consolidated activity being progressed under the Brighter Futures Programme of Work. 71 - 94 5 Delivering the Programme of Work for 2023 to 2028 Submit report by the Chief Executive (copy to follow) 6 Best Value Thematic Audit: Transformation Submit report by the Chief Officer (Strategy and Engagement) detailing the outcome of the Best Value Thematic Audit on Transformation, together with the audit recommendations and the planned next steps. 95 - 126 7 Digital and IT Strategy 2024-27 update as at September 2025 Submit report by the Chief Officer (Finance and Technology) providing an update on the Digital and IT Strategy 2024-27. 127 - 150 8 Scotland’s Public Service Reform Strategy – Delivering for Scotland Submit report by the Chief Officer (Strategy and Engagement) highlighting the publication of Scotland’s Public Service Reform Strategy – Delivering for Scotland in June 2025 by the Scottish Government. 151 - 156 Page 3 of 212
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9 Review of the Council’s Democratic, Committee, and Decision-Making Governance Procedures Submit report by the Chief Officer (Legal and Democratic) seeking agreement of the approach to undertake a phased review of the Council's governance arrangements. 157 - 166 10 Complaints Handling - Update Submit report by the Chief Officer (Strategy and Engagement) seeking approval of the Customer Complaints Policy - Managing Unreasonable Customer Demands Policy. 167 - 200 Financial 11 Review of Capital Delivery 2024/25 Submit report by the Chief Officer (Finance and Technology) identifying some of the key programme delivery highlights for 2024/25. 201 - 208 Contracts 12 Contract awarded below Committee approval threshold Submit report by the Chief Officer (Assets and Procurement) advising of a contract awarded since the last meeting of the Committee. 209 - 212 Page 4 of 212
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AUDIT AND SCRUTINY PANEL - 28 AUGUST 2025 1 28 August 2025 at 2 pm. A Meeting of the AUDIT AND SCRUTINY PANEL PRESENT Councillor Watson, Convener; Councillor Kelly, Vice-Convener; Councillors Costello, Hughes, Hume, D. Johnston, Leckie, M. McCulloch, McLaren and Robinson. CHAIR Councillor Watson (Convener) presided. IN ATTENDANCE Chief Officer (Audit and Risk); Chief Officer (Finance and Technology); Chief Officer (Legal and Democratic); Chief Officer (People Resources); Chief Officer (Strategy and Engagement); Audit Manager; Strategy and Customer Experience Manager, Information Risk Manager; Legal Manager (Enterprise); Senior Education and Families Manager; Strategy and Performance Manager; and Democratic Co-ordinator. APOLOGY Councillor Duffy-Lawson. DECLARATIONS OF INTEREST IN TERMS OF THE ETHICAL STANDARDS IN PUBLIC LIFE ETC. (SCOTLAND) ACT 2000 1. The meeting noted that there were no declarations of interest. The Convener used their discretion to vary the order of business as hereinafter minuted. STATUTORY PERFORMANCE REPORTING REQUIREMENTS 2. There was submitted a report by the Chief Officer (Strategy and Engagement): (1) reminding Panel that, complying with the Accounts Commission’s Direction has been a statutory requirement for over 30 years not only from a transparent public performance reporting perspective, but also from the Council fulfilling its duty to secure Best Value to demonstrate improvement in terms of improving the lives of, and services for, local people and ensuring effective use of resources; (2) intimating that following the latest three yearly review, a new Direction has been published for 2025/26 to 2027/28 which places additional requirements on Councils and also comprises supplementary guidance for Local Authorities which - while purporting to be something that does not seek to instruct or advise Councils on how to implement their arrangements for performance reporting - does not, however, define the extent to which Councils are required to demonstrate specific compliance or the extent to which auditors will use this guidance for assessment purposes; (3) advising that as the Council now has well established performance management and reporting arrangements, including public performance reporting, it is not the intention to develop anything new to support the new Direction, or to make any significant changes to existing arrangements; and (4) attaching in the appendices to the report, the updated framework and schedule which sets out the wide range of performance reporting expected to be carried out by Chief Officers. Decided: (1) that the statutory requirements of the Accounts Commission’s Direction for 2025/26 to 2027/28 be acknowledged; Item 2 Page 5 of 212
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AUDIT AND SCRUTINY PANEL - 28 AUGUST 2025 2 (2) that it be noted that, where appropriate, the additional requirements from the Direction have been integrated within the existing non-negotiable standards for performance management and progress monitoring and performance reporting to minimise the impact on Council resources and ensure processes remain aligned and practicable; and (3) that the updated framework and schedule which sets out the wide range of performance reporting expected to be carried out by Chief Officers, and corporately, for 2025 to 2026, and which supports the performance assurance review reports submitted to the Panel on a quarterly basis. AUDIT AND RISK RELATED ITEMS: ACTION LOG 3. There was submitted a report by the Chief Officer (Audit and Risk): (1) enabling the Panel to track implementation of requests and recommendations made by it in respect of Audit and Risk related items; and (2) attaching, as an Appendix to the report, the action log, recording the requests and recommendations by the Panel, and when these had been addressed and/or were expected to be addressed. Decided: that the content of the report be noted. INTERNAL AUDIT: PROGRESS REPORT 4. There was submitted a report by the Chief Officer (Audit and Risk): (1) providing an overview of Internal Audit activity and reporting the results of Internal Audit outputs finalised since the last update to the Panel in May 2025; (2) highlighting the progress with the 2025/26 Internal Audit plan; and (3) providing an update on performance management. During discussion on this matter, questions were asked in respect of which Officers committed to respond outwith the meeting:- “Can the non-compliant percentage figures be provided in respect of non-contractual spend.” (Cllr Robinson). “Can the Cyber Security and Information Governance Risks be provided to the Panel once approved.” (Cllr Hume). “Can Information Security Awareness Risk training be available to all elected members?” (Cllr Watson). Decided: (1) that the Internal Audit reports, with the associated management responses be noted; and (2) that further reports be submitted to future meetings of the Panel on progress being made in implementing agreed management actions categorised as high or medium. INTERNAL AUDIT: FOLLOW-UPS OF IMPLEMENTATION OF AUDIT RECOMMENDATIONS 5. 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 contained within Internal Audit reports, where those actions were due to be completed in the period up to 30 June 2025; (2) advising that Internal Audit had concluded that of the 26 actions agreed in response to relevant Internal Audit recommendations during the period 14 had been fully completed, Page 6 of 212
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AUDIT AND SCRUTINY PANEL - 28 AUGUST 2025 3 one was considered no longer relevant and of the 11 recommendations that remained outstanding, four have an implementation date which are more than 12 months overdue; (3) explaining that of the 14 actions due in respect of external outputs, five had been completed, three had been partially implemented, and six were not due yet; (4) attaching, in Appendix two to the report, the register of outstanding Internal Audit Recommendations; and (5) enclosing in Appendix two to the report, Internal Audit recommendations transferred to risk register. During discussion on this matter, a question was asked in respect of which Officers committed to respond outwith the meeting:- “Can future updates include completed actions or the reason for delay be included within the Management update narrative in “Register of Outstanding Internal Audit Recommendations””. (Cllr Hume). Decided: (1) that the contents of the report be noted; and (2) that the recommendations made by Internal Audit, as set out in Appendix two to the report, be noted. RISK MANAGEMENT UPDATE 6. There was submitted a report by the Chief Officer (Audit and Risk); (1) providing an overview of the recent annual review of the Corporate Risk Register and developments on Corporate Risks since the last update to the panel in May 2025; and (2) including a high-level overview of Service Risk Registers, comparing the current residual risk profile with the profile reported to the Panel in February 2025, together with a summary of the key considerations of the Risk Management Corporate Working Group within the reporting period. During discussion on this matter, questions were asked in respect of which Officers committed to respond outwith the meeting:- “Can the Risk Management Register be benchmarked with other Local Authorities?” (Cllr Robinson). “Can an amendment to the format of the Corporate Risk Register be considered to include information on the mitigating actions?” (Cllr Hume). Decided: (1) that the review process for the Corporate Risk Register 2025/26 and outcome set out in sections 2.1 – 2.4 of the report be noted; (2) that the Corporate Risk Register for 2025/26 be acknowledged; (3) that the key developments set out in the Corporate Risk Register for 2025-26 as detailed in sections 2.5-2.11, be noted; (4) that the overview of service high scoring service level risks as detailed in section 2.12 and Appendix two to the report, be noted; and (5) that the summary of key discussion points of the Risk Management Corporate Working Group as detailed in sections 2.13 of the report, be acknowledged. Page 7 of 212
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AUDIT AND SCRUTINY PANEL - 28 AUGUST 2025 4 NATIONAL FRAUD INITIATIVE – UPDATE 7. There was submitted a report by the Chief Officer (Audit and Risk): (1) advising of the progress made to date by the Council in response to the 2024 National Fraud Initiative data matching exercise and highlighting where further action is required by the Council and/or relevant Services; and (2) providing details of the progress made to date and future planned action in relation to the follow-up of matches. During discussion on this matter, a question was asked in respect of which Officers committed to respond outwith the meeting:- “Can a review of the “Tell Us Once” be undertaken to include the return of Blue Badges?” (Cllr D Johnson). Decided: that the progress made to date and future planned action in relation to the follow-up matches be endorsed. SELF-EVALUATION OF THE AUDIT AND SCRUTINY PANEL – OUTCOME REPORT 8. There was submitted a report by the Chief Officer (Legal and Democratic): (1) explaining that the Council’s governance arrangements are reviewed on an annual basis through the Strategic Governance Framework and throughout the year as part of the Internal Audit programme of audit work; (2) reporting that an Internal Audit review in 2021 considered that there was a risk that “the Council may not be able to adequately demonstrate that it has effective Audit Committee arrangements and/or arrangements to ensure Elected Members have the skills, knowledge and, where appropriate or required, access to relevant training and resources to effectively undertake their role”; (3) advising that, to this end, Internal Audit recommended that the Panel should, in line with good practice, periodically undertake a self-evaluation of how effectively it is discharging its role; (4) reminding the Panel that a self-evaluation of the Audit and Scrutiny Panel was subsequently undertaken in 2023 with implementation of the resultant improvement plan approved by the Panel in November 2023; (5) informing that a follow up self-evaluation exercise was carried out in July 2025, with the findings presented in this outcome report for due consideration; and (6) attaching in the appendices (a) a synopsis of the self-evaluation of the Panel; (b) good practice questions used in the online survey, showing where comparisons are available from the 2023 to 2025 questions, and (c) the Audit and Scrutiny Panel terms of reference. During discussion on this matter, questions were asked in respect of which Officers committed to respond outwith the meeting:- “Can details of the Audit and Scrutiny Panel Membership from 2022 to the present day be provided?” (Cllr M McCulloch). “Can clarification on self-evaluation responses in comparison to other Local Authorities be provided?” (Cllr Hume). Decided: (1) that the outcome from the self-evaluation which demonstrates the extent to which the Panel is effective in discharging its Audit and Scrutiny roles, be recognised; (2) that the results from the 2025 self-evaluation exercise be reviewed, with comparisons to the 2023 exercise where relevant, and to identify any further developments required to inform the improvement plan and next steps to ensure the Panel continues to demonstrate that it is effective in discharging its role; and (3) that the next steps outlined at paragraph 2.16 to ensure that the Panel remains effective in discharging its Audit and Scrutiny roles in relation to the functions of an Audit Committee as per the CIPFA documents Audit Committees: Practical Guidance for Local Authorities (2022), Page 8 of 212
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AUDIT AND SCRUTINY PANEL - 28 AUGUST 2025 5 and to ensure that the Council can demonstrate Best Value through the existence of robust arrangements for performance reporting and scrutiny be endorsed. Page 9 of 212
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref LR/AH Date 25/09/25 Eat Well, Be Well Policy (formally known as – The Diet & Nutrition Policy) From Lyall Rennie, Chief Officer (Community Operations) E-mail RennieR@northlan.gov.uk Telephone 07855193500 Executive Summary This report provides an update on the Council’s revised 2019 – 2024, Diet & Nutrition Policy, which has since been renamed the Eat Well, Be Well Policy 2025 - 2030. This revised policy was developed by Facility Support Services, in conjunction with representatives from multi-sectorial council and partner services such as NHS Lanarkshire, Lanarkshire Community Food and Health Partnership and other key stakeholder groups. This updated Eat Well, Be Well Policy outlines the work across the Council, NHS and Community Partners of achievements since 2019 and progress in ensuring that the Communities of North Lanarkshire Council are being assisted by cross partnership working on improving Health and Wellbeing across the ages from birth to older adults. Recommendations It is recommended that the Policy and Strategy Committee: (1) Approves the contents of this report. (2) Approves the contents of the Eat Well Be Well Policy 2025 / 2030 for publication. (3) Approve monitoring of progress through the Eat Well, Be Well working group. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work Resilient People Item 3 Page 11 of 212
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1. Background 1.1 The Plan for North Lanarkshire was approved at Policy and Strategy Committee in February 2019. Supporting the plan is the Strategic Policy Framework which followed an exercise to assess strategies, policies, and plans in place to support achievement of the council’s priorities. All strategies and policies within the framework are subject to a regular review and update exercise. 1.2 Accordingly, the 2019 – 2024 Diet and Nutrition Policy has been updated to align with the Plan for North Lanarkshire and reflect changes in Scottish Government strategy and regulation. The working group which comprises representatives from NLC, NHS and Community Partnership Groups agreed to update the name of the policy in line with a new focus on the “Ages and Stages of our Lifetime Model” to the Eat Well, Be Well Policy. 1.3 Utilising “The Ages and Stages of our Lifetime Model” firmly represents the key areas where cross party working across many sectors is undertaken, recorded, and monitored. This model allows a clear pathway to following the work undertaken by the many sectors responsible as part of the ongoing work set out in the Policy. These are: • Pregnancy and Parenthood • Nursery and Schools • Training and Adulthood • Work life and Employment. • Retirement and Care 1.4 North Lanarkshire has areas with significant levels of deprivation and therefore is affected disproportionately by high levels of health inequalities. Improving the diet and nutrition of our communities will assist in closing the gap between the health of those living in our more deprived and affluent communities. Food provision must not only be healthy, but affordable, readily available, and easily accessible to the population. 2. Report 2.1 The purpose of the Eat Well Be Well Policy is to ensure the range of policy measures introduced by Scottish Government, along with the priorities of the Plan for North Lanarkshire, lead to an improvement in the health and wellbeing and in particular the diet and nutrition of communities within North Lanarkshire. 2.2 National Context Scottish Government is continuing to introduce a variety of policy measures aimed at improving the health and wellbeing through changes in diet and nutrition of the people in Scotland. • A Healthier Future – Scotland’s Diet and Healthy Weight Delivery Plan - a vision for a Scotland where everyone eats well and has a healthy weight. There is also an aim to significantly reduce health inequalities. • As of 2025, childhood obesity remains a significant concern in Scotland, with approximately 18% of children aged 2-15 at risk of obesity, highlighting the urgent need for effective policy interventions. Page 12 of 212
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• Prevalence of Obesity: In 2022, about 18% of children aged 2-15 were identified as at risk of obesity, with 10.5% specifically classified as obese. This trend indicates a growing concern, as the rates have been alarmingly high. • Inequality in Obesity Rates: Children from the most deprived areas are more than twice as likely to be at risk of obesity compared to those from the least deprived areas, with rates of 13.9% in deprived areas versus 6.8% in affluent areas. • National Ambition: Scotland has set a national goal to halve childhood obesity to 7% by 2030. However, the current trajectory suggests that achieving this target will require significant policy action and community engagement. • The statistics indicate a pressing need for comprehensive strategies to address childhood obesity in Scotland. This includes enhancing the food environment, implementing regulations to limit the promotion of unhealthy foods, and ensuring that all children have access to healthy, affordable food options. The ongoing efforts to monitor and address these issues are crucial for the health and well-being of future generations in Scotland. In summary, while the statistics for 2025 are not explicitly available, the trends and data from recent years highlight the critical situation regarding childhood obesity in Scotland, necessitating urgent and effective policy responses. • The Public Health Priorities for Scotland sets, as one of the main priorities, a Scotland where we eat well, have a healthy weight and are physically active. To achieve this, we will focus on reducing inequalities, empowering people, and communities but also through prevention and early intervention, fairness, equity and equality, collaboration and engagement, intelligence, evidence, and innovation. • The Scottish Dietary Targets for 2025, aim to improve the health of the Scottish population by reducing diet related diseases such as heart disease, stroke, and type 2 diabetes. These goals focus on rebalancing dietary intake to include more fruits, vegetables, starchy carbohydrates, and fibre whilst reducing overall calories, fat, salt, and sugars. • The Scottish Government has implemented the National Good Food Nation Plan, which sets out the overarching outcomes for a Good Food Nation and details various food related policies and initiatives. Actions include developing legislation to improve the retail food environment, business led reformation of foods to reduce fat, salt and sugar and increasing the availability and affordability of healthy foods. The Plan also focuses on ensuring everyone in Scotland can access nutritious and affordable food. This includes addressing individual food insecurity concerns and increasing uptake of school meal provisions. 2.3 Local Context The council is committed to ongoing efforts to achieve the dietary goals for Scotland. • The statutory duty to meet the nutritional requirements for Healthy Eating in Schools is regulated by the nutritional requirements for Food and Drink in Schools (Scotland) Regulations 2020. These regulations aim to improve the nutritional quality of food and drink available to pupils in schools across Scotland. The regulations cover Page 13 of 212
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various aspects including fruit and vegetable provision, red meat consumption, sugar reduction and the types of food and drink offered. These audits are undertaken by Health and Nutrition Inspector’s (HNi) as part of Education Scotland’s inspection portfolio. • North Lanarkshire Council have been working towards developing local plans to contribute to Scotland becoming a Good Food Nation and the review of this policy, ensures that this better reflects current public health priorities and tackling poverty issues along with including a significant number of new national and local developments. • The Eat Well, Be Well Policy 25/30 outlines many of the fantastic initiatives going on cross North Lanarkshire in its aim to meet both National and Local ambitions of reducing obesity and making North Lanarkshire a healthier place to live, learn, work, invest and visit. The working group will meet later in 2025 to review the current action plan and then on a six-monthly basis update all progress, so the policy is an up-to-date live document. 2.4 The Eat Well, Be Well working group will continue to update this information as and when any fresh data is available. The policy is due for full review again in 2029. 3. Measures of success 3.1 The council is one of the multi-agency stakeholders that developed the vision, aim and strategic objectives for the Lanarkshire Healthy Weight Strategy. All actions and outcomes will be picked up through the Eat Well Be Well Policy Action Plan. 4. Supporting documentation 4.1 Eat Well Be Well Policy 2025-2030 (Appendix 1) Lyall Rennie Chief Officer, Community Operations Page 14 of 212
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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 working group have ensured that all aspects of the policy take into consideration all elements of the Equality Impact Assessment and this will be updated by the group later in 2025 when the Eat Well, Be Well Action Plan is set out for 2025 to 2030. The Policy itself meets the needs of those most in need of assistance with NL. 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. The working group are due to meet in October, and the Action and Policy will be published on the Councils website. 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 Page 15 of 212
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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? 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 16 of 212
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Yes ☐ No ☐ Page 17 of 212
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EAT WELL, BE WELL POLICY 2025 – 2030 Page 18 of 212
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Version Control Name of Document: Eat Well Be Well Policy Author Anne Hanlon, Facility Support Services Manager Owner Lyall Rennie, Chief Officer (Community Operations) Date 1 August 2025 Version No. 01 Document Status Draft Version Governance Committee Policy & Strategy Committee Date Approved Change Record Date Version Record of Changes Made Page 19 of 212
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Contents Section Page Foreword 4 – 5 Introduction 6 National Context – Legislative and Policy Landscape 6 – 8 Local Context – North Lanarkshire Priorities 8 – 10 Food and Health 10 – 11 Eat Well, Be Well through the Ages and Stages: 11 • Pregnancy & Parenthood 12 – 15 • Nursery & School 15 – 22 • Training & Adulthood 22 – 24 • Work life & Employment 24 – 25 • Retirement & Care 25 – 27 Monitoring progress 27 Appendices / Further Reading Appendix 1: Pregnancy and Parenthood Appendix 2: Nursery and School Appendix 3 Training and Adulthood Appendix 4: Work life and Employment Appendix 5: Achievable Outcomes 2019/20 – 2023/24 Page 20 of 212
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Foreword North Lanarkshire Council (NLC) The Plan for North Lanarkshire is a shared ambition for inclusive growth and prosperity for all, where people choose North Lanarkshire as a place to live, learn, work, invest and visit. One of the five priorities set to achieve our shared ambition is to improve the health and wellbeing of our communities and a key aspect to achieve this is through empowering people to make healthier choices for their diet and nutrition. I am delighted to present the reviewed Eat Well Be Well Policy for North Lanarkshire. The Public Health Priorities for Scotland sets as one of the main priorities a Scotland where we eat well, have a healthy weight and are physically active. To achieve this, we will focus on reducing inequalities, empowering people and communities but also through prevention and early intervention, fairness, equity and equality, collaboration and engagement, intelligence, evidence and innovation. The 2018-19 Programme for Government committed the Scottish Government to halve the level of childhood obesity by 2030 meaning that approximately 56,000 fewer children will be at risk of being obese. The Good Food Nation Bill sets out our aspiration that Scotland’s second nature will be to serve, sell and eat fresh, healthy food. The national agenda to improve health and wellbeing places local authorities at the heart of health improvement. The Diet and Nutrition Policy continues to feature a wider-ranging approach to health improvement, ensuring that the importance of improving diet and nutrition is raised across all council services. The policy will be reviewed on an ongoing basis to reflect any further directives, and a four-year action plan will be developed to support the additional recommendations. Food insecurity is a dimension of poverty that has specific consequences for diet, health and wellbeing and a range of negative health outcomes across the life cycle. Household food insecurity is linked to inadequate intakes of certain nutrients and fruits and vegetables. Studies have shown poorer mental health and poorer health in adults living in food insecure households are more likely to suffer from chronic conditions such as diabetes, hypertension and mood and anxiety disorders. There are a variety of measurements that we will be taking to tackle poverty and food insecurity, and these include providing free meals to all P1-P5 primary school children and free breakfast for pupils who are from low-income families. North Lanarkshire Council will continue to work with partners such as NHS Lanarkshire as well as the voluntary, community and private sectors which is the key to achieve any changes. Councillor Jim Logue, Leader of the Council, North Lanarkshire Council Page 21 of 212
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Foreword National Health Service (NHS) As the Director of Public Health and Health Policy for NHS Lanarkshire, I very much welcome the Eat Well, Be Well Policy for 2025-2030. Having good physical and mental health ensures people can live longer, healthier and more fulfilling lives. Enabling healthier lives is a key priority for all partners within the newly published National Population Health Framework. Supporting access to good food is key to that. A high proportion of the Lanarkshire population are living with overweight or obesity, which can lead to poorer health. The costs to individuals, our communities, the NHS, Social Care, employers and wider society is significant. By working together as a whole system to improve nutrition and the food environment, we can support healthier diets and promote healthy weight to prevent cardiovascular disease, cancer, Type 2 diabetes and other chronic conditions. The policy aligns with work that we are taking forward with partners through the Healthy Weight Public Health Action Team (PHAcT) and will contribute to our local plans to become a Good Food Nation. As a partnership, we acknowledge the challenges. However, we are also very committed and hopeful that we can turn the tide and create the environment for healthier choices, particularly focussing on our most disadvantaged communities. Professor S. Josephine Pravinkumar, Director of Public Health and Health Policy, NHS Lanarkshire Page 22 of 212
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Introduction North Lanarkshire Council is Scotland’s fourth largest local authority area with a rising resident population of 339,390 and is ideally situated in the heart of Scotland. The Plan for North Lanarkshire is a shared ambition for inclusive growth and prosperity for all, where people choose North Lanarkshire as a place to live, learn, work, invest and visit. Improving the health and wellbeing of communities is one of the five key priorities set to realise this ambition through empowering people to make healthier choices. In 2000, North Lanarkshire Council was one of the first local authorities in Scotland to develop a diet and nutrition policy demonstrating the council’s commitment to improving diet and nutrition for service users, residents and staff. During 2024/25, North Lanarkshire Council have been developing local plans to contribute to Scotland becoming a Good Food Nation and the review of the 2019-2014 Diet and Nutrition Policy, ensures that this better reflects current public health priorities and tackling poverty issues along with including a significant number of new national and local developments. Considering these changes, it was considered by the Working Group to change the policy to ‘Eat Well, Be Well’ Policy. This document is tailored to reflect food themes at each life stage throughout the life cycle, from birth to older people. The next few sections will layout both the National and Local context in a multiagency approach to helping communities achieve a healthier future. National context - Legislative and Policy Landscape The importance of diet and nutrition and frameworks / plans to support an improved approach to this, is a focus at both local and national level. There are several key areas which must be taken into consideration in the development of the Eat Well, Be Well Policy. Good Food Nation The Scottish Government have set out a vision for Scotland to be “a Good Food Nation, where people from every walk of life take pride and pleasure in, and benefit from, the food they produce, buy, cook, serve, and eat each day.” A Good Food Nation Bill to transform Scotland's food system The Good Food Nation (Scotland) Act 2022 provides the legislative framework enabling Scotland to take steps towards realising our vision. The Act underpins in law the work that is already being done across the Scottish Government to make Scotland a Good Food Nation. Good Food Nation plans (Scottish Government, 2024) “The Act places duties on Scottish Ministers, local authorities and health boards to produce Good Food Nation Plans. These Plans will set out the main outcomes to be achieved in relation to food-related issues, the policies needed to do this and the measures that will be used to assess progress” These Plans will help deliver the following outcomes: • Our nation’s social and economic wellbeing • The environment Page 23 of 212
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• People’s health and physical and mental wellbeing • Economic development • Animal welfare • Education • Child poverty Scotland Public Health Priorities The public health priorities represent important milestones underpinning the agreement between the Scottish Government and Local Government about the importance of focusing our efforts to improve the health of the population. The priorities connect strongly to and will help accelerate wider work including local strategic planning and partnership activity; the refreshed National Performance Framework and related National Outcomes Scotland's public health priorities - gov.scot. The priorities are: Priority 1 – A Scotland where we live in vibrant, healthy and safe places and communities Priority 2 – A Scotland where we flourish in our early years Priority 3 – A Scotland where we have good mental wellbeing Priority 4 – A Scotland where we reduce the use of and harm from alcohol, tobacco and other drugs Priority 5 – A Scotland where we have a sustainable, inclusive economy with equality of outcomes for all Priority 6 – A Scotland where we eat well, have a healthy weight and are physically active. Priority 6 is of key importance in the context of this policy. To achieve this priority, an evidence based, and collaborative approach will be taken. Focus will be given to reducing inequalities and empowering people and communities but also in prevention and early intervention. It should be noted that a Population Health Framework was published in June 2025. This is a Joint publication between Scottish Government and COSLA and a review of this will be required, in line with the policy as this framework may supersede the public health priorities. Scotland's Population Health Framework - gov.scot A Healthier Future - Scotland’s Diet and Healthy Weight Plan (Scottish Government) There is a vision for a Scotland where everyone eats well and has a healthy weight and aim to significantly reduce health inequalities, focussing on the following five key outcomes: - Children have the best start in life - they eat well and have a healthy weight - The food environment supports healthier choices - People have access to effective weight management services - Leaders across all sectors promote healthy weight and diet and finally Page 24 of 212
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- Diet-related health inequalities are reduced For further information on the plan, please visit A healthier future: Scotland's diet and healthy weight delivery plan - gov.scot. Page 25 of 212
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The Scottish Dietary Goals (Scottish Government) The Scottish Dietary Goals aim to improve the health of people in Scotland by reducing the incidence of diet related illness such as heart disease, strokes, type 2 diabetes and some cancers. Since they were set in 1996, there has been little or no progress towards achieving the goals as the Scottish diet remains too high in calories, fats, sugar and salt and too low in fruits, vegetables, oil rich fish and fibre. The above national policies combined with local priorities and goals provide a comprehensive, robust and integrated framework from which to direct local policies and actions aimed at improving the diet, health, wellbeing and longevity of everyone in North Lanarkshire. Scottish Index of Multiple Deprivation (SIMD) North Lanarkshire has areas with significant levels of deprivation and therefore is affected disproportionately by high levels of health inequalities. The Scottish Index of Multiple Deprivation (SIMD) is a relative measure of deprivation across 6,976 small areas (called data zones). The data zones relate to income, employment, health, education, skills and training, geographic access to services, housing, and crime. If an area is identified as ‘deprived’, this can relate to some people having a low income, but it can also mean fewer resources or opportunities for the people who live there. It is important to be mindful that not everyone living in the most deprived areas (data zones 1 and 2) is experiencing adversity and/or poverty (Scottish Index of Multiple Deprivation 2020 - gov.scot). SIMD ranks data zones from most deprived (ranked 1) to least deprived (ranked 6,976). Agencies using SIMD will tend to focus on the data zones below a certain rank, for example, the 5%, 10%, 15% or 20% most deprived data zones in Scotland. North Lanarkshire is currently the 6th most deprived area and is followed by Glasgow, Inverclyde, North Ayrshire, West Dunbartonshire and Dundee in terms of the local share of data-zones in this 20% most deprived category. North Lanarkshire has 447 named data zones which cover the council area, including 78 intermediate data zones. The SIMD is made up of: • An overall SIMD rank, where 1 = most deprived and 6,976 is least deprived • 144 (35%) data zones in North Lanarkshire are within the 20% most deprived communities in Scotland. This share has increased since the 2016 SIMD. Local Context - North Lanarkshire Priorities Improving the diet and nutrition of our communities will assist in closing the gap between the health of those living in our more deprived and affluent communities. Food provision must not only be healthy, but affordable, readily available and easily accessible to the population. Page 26 of 212
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Improving diet and health in North Lanarkshire will be challenging, therefore partnership working is key to the implementation of this Eat Well, Be Well Policy. The Policy, and the actions within, are being considered in conjunction with the actions of key partners including NHS Lanarkshire, the voluntary and private sectors, as well as the communities we serve. These will be reviewed and considered through the Eat Well, Be Well Working Group. North Lanarkshire Council is committed to the ongoing efforts to achieve the dietary goals outlined by the Scottish Government and becoming a Good Food Nation and intend on making the use of nutritious food easily achievable by ensuring that the healthier choice can be the easy choice. The authority is also committed to providing healthy balanced school meals and adapted menus for special diet requirements, as this can impact on a child’s health, growth, mood and academic achievement. The whole school approach to health and wellbeing ensures that our children and young people are given the right facts and information on the importance of making positive food and drink choices as they develop and grow. Furthermore, the council recognise the short and long-term advantages of breastfeeding for both mother and baby and support breastfeeding as the optimal infant feeding choice. with significantly improved employer support through the introduction of the new Breastfeeding Policy. This provides appropriate support for mums to continue to breastfeed on their return to work. NHS Lanarkshire and North Lanarkshire Council have worked in collaboration with the Scottish Government Maternal and Infant Nutrition Policy Team to pilot new Breastfeeding Friendly Scotland schemes. Breastfeeding Friendly Scotland Early Learning is a scheme for Early Learning and Childcare establishments. Establishments require to meet specified criteria such as having a breastfeeding champion, completing training, having a breastfeeding and return to work policy and take opportunities to talk to learners about breastfeeding. All Early Learning Settings have this award. The Breastfeeding Friendly Schools Award has also been piloted in over 80% of North Lanarkshire schools meeting the same criteria and includes breastfeeding within curriculum learning throughout the school years. In addition to this, North Lanarkshire Council have worked to be a Breastfeeding Friendly Scotland Local Authority. This is a whole systems approach whereby a framework, including each department throughout the council, meets criteria and can evidence a Breastfeeding Friendly approach with a bronze, silver and gold criteria. This includes supporting babies to be breastfed wherever they may be, staff breastfeeding and returning to work policy, staff training and communications. North Lanarkshire have been awarded "Gold” in February 2024. North Lanarkshire Council and NHS Lanarkshire are committed to meeting the diet and nutritional needs of the community through all stages of life from: • Pregnancy & Parenthood • Nursery & School • Training & Adulthood Page 27 of 212
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• Work life & Employment • Retirement & Care A Trauma Informed Approach Developing a trauma informed organisation and trauma informed service delivery is identified as a theme within North Lanarkshire Council’s programme of work. This embeds Trauma Informed Practice (TIP) within the council's operating model. This policy addresses the importance of delivering diet and nutrition approaches in a manner consistent with the principles of Trauma Informed Practice. Being ‘Trauma Informed’ means being able to recognise when someone may be affected by trauma, collaboratively adjusting how we work to take this into account and responding in a way that supports recovery, does no harm and recognises and supports people's resilience. Many people experience trauma, and it is not always known to services who may be affected by trauma in any given set of circumstances. It must be recognised that food can play a part in the experience of traumatisation and its ongoing effects. The delivery of this policy to the people who use council services must therefore be carried out in a way that is consistent with the principles of TIP. These are: • Choice • Collaboration • Empowerment • Trust • Safety People using council services must be approached and worked with in a way that promotes trust and a feeling of safety, this applies to all aspects of the way we interact with people, including the provision of food. This policy encourages healthy relationships with food and drink. All staff should work collaboratively with service users to promote choice and should always be aware of the possibility of the experience of trauma impacting on people’s reactions to certain foods or circumstances around the serving of food. Services across the council are working towards being ‘Trauma Informed’. Food and Health – Eatwell Guide There are strong links between food and health, and how diet can affect risk of developing conditions such as type 2 diabetes, heart disease, stroke and some cancers. According to The Health Foundation, 2023, Scotland has some of the worst health inequalities in Western Europe. Life expectancy for females in the most deprived areas of Scotland is 10.5 years less than females in the least deprived, with a difference of 13.2 years for males. This disparity is even more apparent when looking at National Records of Scotland, healthy life expectancy, with a Page 28 of 212
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difference of 25 years for females and 26 years for males (Life Expectancy in Scotland 2021- 2023 - National Records of Scotland (NRS)). It is therefore important to support individuals and communities in making healthier informed diet choices, and to consider the factors influencing individual food choice, such as social and economic factors, location and access to food, and individual knowledge and beliefs. The Importance of Eating Well The Eatwell Guide - NHS gives a visual representation of the types and proportions of foods and drinks that should be consumed for a healthy and well-balanced diet. Following these recommendations can assist in the prevention of diet related conditions. It applies to most people over 2 years old; those under 2 require different amounts of energy, protein and fat to support their growth and development, and those aged 2-5 years will move towards following the Eatwell Guide as they adopt the diet of their caregivers. The Eatwell guide is based on the five food groups: • Fruit and vegetables: eat at least 5 portions of a variety of fruit and vegetables every day • Potatoes, bread, rice, pasta and other starchy carbohydrates: choose wholegrain or higher fibre versions with less added fat, salt and sugar • Beans, pulses, fish, eggs, meat and other proteins: eat more beans and pulses, 2 portions of sustainably sourced fish per week, one of which is oily. Eat less red and processed meat • Dairy and alternatives: choose lower fat and lower sugar options • Oil and spreads: choose unsaturated oils and use in small amounts. General – Ages and Stage of our Lifetime North Lanarkshire Council aims to support an Eat Well, Be Well community through five groups of Ages and Stages. 1. Pregnancy and Parenthood 2. Nursery and School 3. Training and Adulthood 4. Work Life and Employment 5. Retirement and Care Public Health Priorities Scotland - A Scotland where we flourish in our early years. - A Scotland where we will eat well, have a healthy weight and are physically active. The following sections will outline areas of general information, achievements and future plans for each of the ages and stages of this policy. The last updated policy was for the time period 2019 – 2024. The new policy will be from 2025/26 – 2029/30 therefore the information contained within this report will detail achievements over the previous policy period. Page 29 of 212
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Due to the volume of data being gathered for each of the different categories within this policy, there is a timelapse in the most accurate up to date information. This work is collated as a partnership between NHS, Lanarkshire Community Food and Health Partnership and North Lanarkshire Council services and the benchmarking data for this report and the latest data for this current version of the policy is based on outcomes for 2022/23. This data going forward will be collected as part of the Eat Well Be Well working group and will be updated in the policy on an annual basis. The policy will be kept online as a live document. 1. Pregnancy & Parenthood Inclusive Statement “This document uses the words pregnant women, mother or mum to describe those pregnant and/or parent who is breastfeeding. We acknowledge that there are pregnant parents and parents who are breastfeeding who may have a gender identity other than female and may use terms other than ‘mother’ to describe themselves. We also know that some parents may prefer ‘chest feeding’ to ‘breastfeeding’. We are clear that all parents should be treated with dignity and respect when accessing support. When we are asked to use pronouns, terms, and descriptors other than those in this document we will use the preferred words as part of individualised care” (NHS, 2024) Infant and Maternal Nutrition Nutrition is important at every stage of life, however, pregnancy and the months after can create unique dietary needs for both women and infants (Koletzko et. al 2019). During preconception and pregnancy stages, a healthy balanced diet with supplements is key to optimal nutritional status. It is recommended that women increase their intake of foods high in iron (red meat, green vegetables, fortified bread and cereals) to meet the demands on iron stores in pregnancy and to reduce the risk of anaemia. Increasing the consumption of folate, is equally as important (for instance, bread, fortified cereals, green leafy vegetables and pulses) (British Nutrition Foundation, 2024). In addition, a healthy weight can improve chances of becoming pregnant and reduce risks of any pregnancy complications. It is important that women enter pregnancy within a healthy weight range. Maternal obesity (defined as a BMI 30kg/m2 at the first booking appointment) poses a significant risk to the health of both mother and baby. NHS Lanarkshire support women by providing a Healthy Lifestyle in Pregnancy Service which provides evidence-based multidisciplinary support and person-centred care, for further information please see contact details below. The NHS Healthy Lifestyle in Pregnancy Service provides additional lifestyle support. Women can either self-refer via 07770698955 or ask their midwife for more information. NHS Healthy Lifestyle in Pregnancy Service https://www.nhslanarkshire.scot.nhs.uk/services/healthy-lifestyles-in-pregnancy-service/ NHS Inform: https://www.nhsinform.scot/healthy-living/womens-health/middle-years-around- 25-to-50-years/pregnancy-and-maternity/planning-for-pregnancy/ Page 30 of 212
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Important Vitamins and Supplements Summary of Achievements: 2019-20 / 2020-21 / 2021-22 / 2022-23 / 2023-24 NHS (Public Health Nutritionist / Specialist Dietitian) / NLC (Community Learning & Development) - Universal maternal and postnatal vitamin scheme for all pregnant, postnatal (up to 1 year) and breastfeeding women. All those eligible receive free Healthy Start vitamins with distribution mainly via community midwives but also approx. 100 community venues and groups across Lanarkshire. - CLD Family Learning Team support the Vitamin Distribution Scheme. NHS Lanarkshire provides free Healthy Start vitamins for pregnant women throughout their pregnancy and for the first year after their child’s birth. Healthy Start vitamins are available free to all pregnant women who live in Lanarkshire and contain the recommended dosage of folic acid, vitamin D and vitamin C. Women should obtain these from their midwife. In the first year after birth, women can obtain their free vitamins from their Health Visitor, family nurse or numerous health centres and community venues. Their health visitor or family nurse can provide an up-to-date list of where to obtain them. For further information on nutrition during pregnancy and vitamins and supplements, please refer to APPENDIX 1: PREGNANCY AND PARENTHOOD. Breastfeeding Breastfeeding is one of the most effective ways to ensure child health and survival. The World Health Organisation (WHO) recommends that breastfeeding mothers exclusively breastfeed their babies up to six months of age (Breastfeeding). Thereafter, breastfeeding should continue alongside the introduction of appropriate solid foods, for up to two years of age or for as long as the mother chooses (Complementary feeding). Summary of Achievements: 2019-20 / 2020-21 / 2021-22 / 2022-23 / 2023-24 NHS (Public Health Nutritionist / Specialist Dietitian) PHS Annual National Infant Feeding Statistics 2022/23 Infant Feeding Statistics Scotland Breastfeeding Initiation has increased to 66% in 2022/23, a rise of 1 percentage point from last year. - North Lanarkshire has increased to 48.8%, a rise of 2.8 percentage points from last year. - NHS Lanarkshire has increased to 52.9% in 2022/23, a rise of 2.2 percentage points from last year. Breastfeeding Rates at First Visit (10-14 days) increased to 57% in 22/23, a 2-point increase since last year. - NHS Lanarkshire rates have increased to 43.3% in 2022/23 a rise of 2.4 percentage points since last year. - North Lanarkshire has increased to 39%, a rise of 2.5 points since last year. Breastfeeding Rates at 6-8 weeks - increased to 47% in 2022/23, a rise of 1 percentage point from last year. Healthy Start Vitamins Page 31 of 212
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- NHS Lanarkshire Breastfeeding rates have increased to 34.4% a rise of 4.1 percentage points from last year. - North Lanarkshire rates have increased to 30.4% a 3.8-point increase since last year. Sustained rate of Exclusive breastfeeding at 6-8 weeks 32% in 22/23 (2-point increase since 16/17). - NHS Lanarkshire Exclusive Breastfeeding 23% in 22/23, a 1.5-point increase since last year. - North Lanarkshire Exclusive Breastfeeding 20.2% in 22/23, a 1.5-point increase since last year. - NHS Lanarkshire maternity unit together with North and South Health and Social Care partnerships were delighted to be awarded the “Baby Friendly Achieving Sustainability Gold award” the assessors praised the work going on in Lanarkshire to improve experiences for families and stated it was the most comprehensive application they had ever received. - 8 Community Learning & Development (CLD) Family Learning Team members are Breastfeeding Champions. - CLD Homelink Workers attend Locality Breastfeeding Improvement Groups to ensure ongoing development. NHS Lanarkshire has invested in a permanent Breastfeeding Support Service. This, alongside the Breastfeeding Friendly Scotland Local Authority Scheme, creates a community where breastfeeding is supported and enabled is making a difference. Lanarkshire has historically had one of the lowest breastfeeding rates in Scotland, however local breastfeeding support services has resulted in a gradual but sustained rise in rates. In 2017/18, 26.6% of babies were breastfed at 6-8 weeks compared to 2022/23 where 34.4% of babies were being breastfed at 6-8 weeks. The Breastfeeding (Scotland) Act 2005 now makes it an offence to prevent or stop a person in charge of a child under the age of 2 years, who is otherwise permitted to be in a public place, from feeding milk to that child. In 2004, North Lanarkshire Council signed up to NHS Lanarkshire’s Breastfeeding Friendly Scotland Campaign. This ensures all Council establishments will welcome and support any mother who wishes to breastfeed her baby, making certain they are undisturbed by both staff and other service users whilst doing so. Breastfeeding Friendly Scotland The Breastfeeding Friendly Scotland scheme is a Scottish Government supported national scheme, implemented locally by NHS Boards which aims to: • Provide mothers with positive experiences of breastfeeding when out and about, enabling mothers to feel confident and supported. • Raise awareness of the Breastfeeding etc. (Scotland) Act 2005 and the Equality Act 2010. • Ensure that organisations are aware of their responsibilities under this legislation. Summary of Achievements: 2019-20 / 2020-21 / 2021-22 / 2022-23 / 2023-24 NHS (Public Health Nutritionist / Specialist Dietitian) / NLC Community Learning & Development Page 32 of 212
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- NHS Lanarkshire and North Lanarkshire Council have worked in collaboration with the Scottish Government Maternal and Infant Nutrition Policy Team to pilot and test 3 new Breastfeeding Friendly Scotland schemes. Breastfeeding Friendly Scotland Early Learning - a scheme for Early Learning and Childcare establishments (including childminders) where settings have met a criterion to have a breastfeeding champion, completed training, have a breastfeeding and return to work policy and take opportunities to talk to learners about breastfeeding - 100% of NLC Early Learning Settings have the award. - Breastfeeding Friendly Scotland Schools - a scheme for Primary and Secondary Schools (including ASN) 80% of NLC schools have the award - as above criteria with different resources to support age and stage throughout the curriculum. - Breastfeeding Friendly Scotland Local Authority - a whole systems approach whereby a framework including each department throughout the LA meets criteria and can evidence a Breastfeeding Friendly approach with a bronze, silver and gold criteria - this includes supporting babies to be breastfed wherever they may be, staff breastfeeding and returning to work policy, staff training and communications. NLC were awarded "Gold" in February 2024. - North Lanarkshire Council has signed up all premises and arm’s length external organisations (ALEOs) to the Breastfeeding Friendly Scotland Scheme so that wherever breastfeeding families may be, they will receive a warm welcome. - CLD Homelink Workers attended Introduction to Solids Training to ensure delivery is up to date and relevant when discussing weaning. Healthy Schools resource has key messages around breastfeeding embedded across every stage with appropriate links to quality teaching resources and current Health Improvement messages contained in the suggested activities. This means that messaging is introduced to the learners throughout their school journey before any negative attitudes are formed. Specifically, the council has implemented several changes including: • Improved employer support through the introduction of a corporate breastfeeding policy with workplaces. This is set up to enable women to continue breastfeeding/expressing in a private room if required, with refrigeration facilities when returning to work. • Established nine community breastfeeding champions of mixed gender, who work with health colleagues in communities to promote and support breastfeeding. • All early year’s establishments achieved Breastfeeding Friendly Scotland Early Learning and Childcare award and 80% of all school establishments achieved Breastfeeding Friendly Schools award. This includes NHS breastfeeding awareness training, embedding breastfeeding in the curriculum and play environments in nurseries. Early years have also been redesigned to promote an environment where breastfeeding is seen as the biological norm for feeding infants and young children. • All new-build facilities including community hubs will have breastfeeding facilities designed in at the planning stage. • Foster carers completed NHS training on responsive feeding, financial support and social work staff trained on infant nutrition and benefits of breastfeeding. • Libraries, leisure and sport facilities provide a warm welcome space and facilities for breastfeeding on site. • Road signage, public buildings and fleet vehicles will have BFS signage in place. Notably, North Lanarkshire has seen a rise in initiation of breastfeeding since the implementation of this work and has increased 7% since 2016/2017 to 50.7% in 2023/2024, Page 33 of 212
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meaning for the first time, more than half of all babies in North Lanarkshire have had some breastmilk after birth. (PHS, 2024). For more information on Breastfeeding diet, see APPENDIX 1: PREGNANCY AND PARENTHOOD. Best Start Foods Summary of Achievements: 2019-20 / 2020-21 / 2021-22 / 2022-23 / 2023-24 NHS (Public Health Nutritionist / Specialist Dietitian) - Promotion of this benefit where relevant which is also included in all local Health Improvement and Community partner work. No national data currently available on local uptake and eligibility which continues to be requested from the national team. Best Start Foods is a payment for pregnant women and families with children under 3 to help towards the costs of healthy foods such as fresh milk, fresh, plain frozen and tinned fruit and vegetables, eggs, pulses and first infant formula milk. It is for those in receipt of certain benefits, no access to public funds or those under 20 years’ old. Best Start Foods is paid every 4 weeks onto a prepaid card. To find out more and/or how to apply visit here, or go to https://www.mygov.scot/best-start-grant-best-start-foods. 2. Nursery and School Early Years and Young Children During the early years, young children require a well-balanced diet, and from 2 years onwards can follow the Eat Well Guide. Children require nutritious meals to support growth and development, that aids learning and social skills, and can encourage continuation of healthy habits later in life (Schwarzenberg et al. 2018). Food and drinks provide young children with the energy they require to grow and be physically active. It is important that there is a balance between energy intake from food, and expenditure through growth, activity, and play. This will help children reach and maintain a healthy weight. The amount of energy a child needs can vary and is dependent on age, gender, growth rate, and activity levels (NHS 2023). Children who eat fruit and vegetables, some wholegrain / wholemeal foods, and pulses (peas, beans, and lentils) are likely to be consuming an adequate level of vitamins, minerals and dietary fibre. High- fibre foods, such as wholemeal bread, wholemeal pasta and brown rice tend to be bulky and can fill young children up too quickly. Therefore, care should be taken to ensure young children are not given excessive amounts of high-fibre foods before the age of 2 years (NHS 2023). Consumption of added sugar, also known as free sugars, now (historically this was referred to as non-milk extrinsic sugar), should be restricted. These sugars are harmful to teeth, can contribute to unnecessary weight gain, increase the risk of other health conditions. Free sugars are found in confectionery, biscuits, cakes, table sugar, soft drinks, fruit juice, yogurts, and some breakfast cereals. Plain milk, natural yogurt, fruit, and vegetables in their natural form Page 34 of 212
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contain only natural sugars (intrinsic) and are therefore less harmful to teeth (Mahboubi et al., 2021). Summary of Achievements: 2019-20 / 2020-21 / 2021-22 / 2022-23 / 2023-24 Universal Children's Vitamin D (ProHealth) - free Vitamin D drops to all infants and children from birth until their 3rd Birthday. Distribution via health visitors, family nurse, health improvement and over 100 community venues across Lanarkshire including health centres, libraries and community partner and 3rd sector groups. Uptake increased over the years as awareness increases and through partnership working and learning from tests of change. 2023/24 data table available for all products (including for pregnancy). - CLD deliver Family Learning Groups with a focus on nutrition e.g., Big Chef, Little Chef. - CLD Family Learning Team delivered workshops in partnership with Specialist Dietitians from ND service to look at eating challenges with ASD children. - CLD Family Learning Team delivered Food for Mood Programme in partnership with LCFHP authority wide. Funding provided by Bellshill Consortium. Number of Nursery Meals Provided (No of children / no of meals served) 2019-20 2020-21 2021-22 2022-23 2023-24 No. of children n/a 2,587 5,045 5,200 5,200 Meals served n/a 491,506 958,467 977,600 982,800 1140 hours Early Learning & Childcare In line with the Children and Young People (Scotland) Act 2014, all three to five-year-olds, as well as some two-year-olds, are entitled up to 1140 hours Early Learning and Childcare. Nursery Menu Eating well is essential for children in their early years; Setting the Table Guidance (2024) provides nutritional standards and practical guidance for Early Learning and Childcare Providers in Scotland. These standards support Facility Support Services to create healthy meals based on scientific evidence. This guidance ensures that all children in early years’ settings receive nourishing meals, snacks, and drinks to support learning and development. Setting the Table Guidance, 2024 https://www.gov.scot/publications/setting-table-guidance/documents/ The council nursery menu provides a healthy balanced meal containing a minimum of two portions of vegetables, one portion of fruit and a glass of water and milk or milk alternatives. For further information on the nursery menu, please visit: https://www.northlanarkshire.gov.uk/schools-and-learning/school-meals-0/nursery-school- menu Scottish Milk and Healthy Snack Scheme Any child aged five years and under, who attends a registered setting for two hours or more a day, will be entitled to receive milk and a healthy snack (such as a piece of fruit) for free. Page 35 of 212
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Eligible childcare settings which are registered with the Care Inspectorate, who register for the new scheme, will receive agreed funding via local authorities to provide cow’s milk (or, where children cannot drink cow’s milk, a specified alternative) and a portion of fruit or vegetables to pre-school children who are in registered daycare for two hours or more (Care Inspectorate, 2018). Children will receive the milk and healthy snack once a day, even if they attend more than one setting in a day. Parents and providers will be responsible for discussing how this should be managed in line with existing arrangements for agreeing division of responsibility for meals, with the expectation that the first setting that the child attends will provide the milk and snack. The Scheme is open to all organisations or individual childminders who meet these requirements and not just those who work in partnership with the council. This includes playgroups or other early years organisations that look after young children for more than two hours a day. School Children and Young People School Meals in Scotland School meals in Scotland were transformed by the Hungry for Success Initiative and the schools (Health Promotion and Nutrition) Scotland Act 2007. These influential strategies supported health promotion guidance for local authorities and schools to improve health and wellbeing. Schools represent one of the best places to educate children around food and health to promote positive health behaviours in a meaningful way providing opportunities to explore new tastes and textures of different foods. School can also play a fundamental part in developing a child’s relationship with food and to understand the broader elements of food and environment such as the food chain, climate change, economy and health. The council recognises that food in school matters - both what children and young people eat and what they learn about. Over the last few years, Scottish Government have provided funding to all Scottish Local Authorities to assist with the priority of supporting ways in which to reduce child poverty across Scotland. Universal Free School Meals are now available for all Primary 1 – Primary 5 pupils. In February 2025, a further investment was undertaken to ensure that all children whose parents received the Scottish Child Payment benefit also received a universal free school meal. There has been a massive investment in capital to invest in the infrastructure across Scottish schools in preparation for the further roll out of Primary 6 and Primary 7 universal free school meals. At the moment no date has been agreed for this. Scottish Government are also operating pilots at the moment in relation to primary school breakfast and pilots in secondary schools regarding the roll out of UFSM expansion. However, NLC has also invested to ensure that all primary school children who are entitled to a free school meals are also entitled to a free breakfast. Again, this is a council initiative to ensure those children and others who may be living in poverty are receiving all the nutritional benefits in being provided with a breakfast before starting the school day. The added value to providing these free nutritional meals ties in with the national goal to reduce child obesity across Scotland. Page 36 of 212
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School Meals and Health - National Context The Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020 place obligations on schools to provide healthy and nutritious food. Local authorities have further obligations to meet children’s healthcare needs under the Education (Additional Support for Learning) (Scotland) Act 2004. Children and young people with additional health needs may require an adapted school menu, such as support for food allergies or diabetes etc. For further information see Appendix 2: Nursery and School. The standards required by the Act are closely linked to the health and wellbeing aspects of Curriculum for Excellence and place health at the heart of school learning and school life. The Curriculum for Excellence was launched in 2010 and provides a framework for learning and teaching including maintaining a holistic approach to health and wellbeing, which also provides experiences and outcomes for children around food and health. Better Eating, Better Learning sets school food in a strategic context and by doing so shows how everyone involved in school food can have an impact (Scottish Government, 2014 Better Eating Better Learning A New Context for School Food). Beyond the School Gate guidance provides practical advice on how we can work together to positively influence the food environment outside of schools looking to provide better support for children and young people, and the wider community, to make healthier choices. United Nations Convention on the Rights of the Child (UNCRC) The United Nations Convention on the Rights of the Child (UNCRC) is a legally binding international agreement setting out the civil, political, economic, social, and cultural rights of every child, regardless of their race, religion or abilities. For further information on the UNCRC, please refer to APPENDIX 2: NURSERY AND SCHOOL. Healthy Schools The Healthy Schools approach aims to support children and families to improve their health and wellbeing. Through a partnership approach designed to build healthy lives within and beyond the curriculum. The approach works in several ways. The first part is a teaching framework that has been developed by NHS Lanarkshire working with North and South Lanarkshire Education Services. It has been designed specifically to address the need for a coordinated holistic approach to health and wellbeing education in our schools and early year’s establishments. The Healthy Schools resource has key healthy eating messages embedded across all levels with appropriate links to quality teaching resources and suggestions for practical activities. Care Experience Children, Young People and Young Adults Corporate Parents Support Care experienced children are likely to have lived through trauma, neglect and poverty. These experiences might come with higher levels of health inequalities compared to their typically Page 37 of 212
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developing counterparts. In terms of food and health children may also have a negative relationship with food. The responsibilities continue to apply until the care leaver reaches their 26th Birthday - Corporate parents have many of the same roles as parents do. Guiding document Guidance was taken from Health & Social Care Standards: My Support, My Life. This document outlines guiding principles and standards in working with care experienced young people and young adults. There are outlined in the table below: Guiding Principles - Dignity and respect - Compassion - Be included - Response care and support - Wellbeing Guiding Standards 1. I experience high quality care and support that is right for me. 2. I am fully involved in all decisions about my care and support. 3. I have confidence in the people who support and care for me. 4. I have confidence in the organisation providing my care and support 5. I experience a high-quality environment if the organisation provides the premises. For more information on the specific standards, see APPENDIX 3: TRAINING AND ADULTHOOD. School Meals and Health – Nutritional Context School Meals in North Lanarkshire Council Facility Support Services in 2024-25 reviewed both primary and secondary school menus to ensure all the children’s favourite dishes were incorporate but also ensuring that several new dishes were supported on the menu. The menu was implemented at the beginning of June 2025 and ran until the end of term to allow feedback and consultation with catering managers, parents and children. The menu was slightly adapted to incorporate some of the further suggestions from the children. Please find below links to both primary and secondary menus. Primary school menu | North Lanarkshire Council Secondary school menu | North Lanarkshire Council To find out more about this resource, please see APPENDIX 2: NURSERY AND SCHOOL (Healthy Schools). Special Diets Special or therapeutic diets provide support in managing diagnosed conditions, with the aim of improving symptoms and preventing further health complications. Depending on the condition in question, such diets may be either long-term or short-term, but in any case, they should be monitored by a qualified health professional or dietician. Most prescribed diets are for conditions such as Type 1 Diabetes, Coeliac Disease, Food Intolerances and/or Food Allergies. Page 38 of 212
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Food allergies affect approximately 1-10% of the global population. For several reasons, prevalence levels vary between cohorts and populations (Gupta et al., 2023). Food allergy is increasing annually and represents a growing problem in industrialised countries such as the UK. The councils Facilities Support Services staff cater for a variety of special dietary needs which are required for many reasons, including medical, cultural, religious and ethical purposes. The Service provides an adapted menu to suit an individual child’s needs, such as children with a milk allergy, require a dairy-free menu or alternatively, children with diabetes require a carbohydrate-count menu. Facility Support Services have recognised a significant increase in the number of children, both nursery and school, with allergens and intolerances to food. Council services are required to provide for children with different food allergies and special diets, however, restrictions for some should not result in restrictions for all. Best practice requires good food-safety procedures and hygiene methods being in place, to minimise risk of reaction or cross contamination, alongside regular training and update sessions for partners and staff in this rapidly changing area of dietary provision. For more information on special diets see APPENDIX 2: NURSERY AND SCHOOL. Summary of Achievements: 2019-20 / 2020-21 / 2021-22 / 2022-23 / 2023-24 - All catering managers within ASN, primary and high school settings with textured and modified diets underwent Dining with Dignity training. - All catering staff undertake allergy training (Natasha’s Law). - All catering staff will either receive REHIS training or Introductory Food Hygiene training (est. 433 catering staff trained per annum) - FSS provide a training gateway for succession planning for Catering Manager roles (SVQ Kitchen Skills SCQF Level 5). Approx. 10 staff per annum. ACTUAL NUMBER OF MEALS SERVED (Free / Paid / Total) 2019-20 2020-21 2021-22 2022-23 2023-24 Free 2,087,333 Free 1,068,549 Free 2,289,658 Free 2,702,590 Free 2,829,283 Paid 1,671,406 Paid 545,611 Paid 819,458 Paid 842,047 Paid 971,303 Total 3,758,739 Total 1,614,160 Total 3,109,116 Total 3,544,637 Total 3,800,586 TOTAL VOLUME OF MEALS SERVED 2019-20 2020-21 2021-22 2022-23 2023-24 3,758,739 2,105,666 4,067,583 4,522,237 4,783,386 NUMBER OF SPECIAL DIETS (Medical Diets) 2019-20 2020-21 2021-22 2022-23 2023-24 81 78 312 390 425 Oral Health (Childsmile) Childsmile – Improving the oral health of children in Scotland Childsmile is a national programme designed to improve the oral health of children in Scotland and reduce inequalities both in dental health and access to dental services. Childsmile – Improving the oral health of children in Scotland Page 39 of 212
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It is funded by the Scottish Government and has three main elements: - Toothbrushing - Community and Practice - Fluoride Varnish Currently nursery establishments and primary schools are taking part in the national Childsmile Programme to prevent dental disease. Consideration should be given by both catering staff and teaching staff to help reduce children’s overall access to sugar whilst in the care of education. The consumption of drinks and snacks containing sugar between meals is a concern. Staff should reinforce that the only safe drinks for teeth are plain water and milk and snacks between meals should be sugar free, including those brought from home. Although dental decay (caries) is a preventable disease, Scotland still has high levels of tooth decay. Appendix 6a and 7 is the % (of people) with no obvious decay experience in permanent teeth. (Public Health Scotland, 24 October 2023) which shows that there has been progress made both nationally and in Lanarkshire since 2005, but there remains much work to do. National targets are currently set at 75% of Primary 1 children and 80% of Primary 7 children with no obvious decay experience in permanent teeth by 2024 (The Minister for Public Health and Women's Health, 2023). This means, the targets for Lanarkshire by 2024 are 74.6% for P1 and 74.9% for P7 with no obvious decay experience in permanent teeth (Minister for Public Health and Women's Health and Health, Social Care and Sport Committee, 2023). Although NHS Lanarkshire has already met the target for P7 (NDIP 2023 P7 detailed report, reported that 77.6% had no obvious decay experience) (Public Health Scotland, 24 October 2023), there remains an inequalities gap. There has been an improvement in the inequality measures, but dental health inequalities persist. Only 71.9% (49.9% in 2009) of P7 children living in the most deprived quintile have no obvious decay experience compared to 88.0% (76.2% in 2009) living in the least deprived quintile (Public Health Scotland, 24 October 2023). The percentage of Primary 7 children with no obvious decay experience in permanent teeth inspections since 2017 in North and South Lanarkshire can be seen in appendix 6b (% with no obvious decay experience in permanent teeth) (Public Health Scotland, 24 October 2023). If the dental health of Scotland’s children and young people is to improve, then a collaborative preventative approach to reducing tooth decay is required and key oral health messages should be promoted in a variety of settings. Messages should not only encourage the reduction in the overall volume of sugar but also a reduction in the frequency of sugar consumption, brushing twice daily with fluoride toothpaste and regular dental visits, as per Healthier Scotland's Oral Health Improvement Plan (Scottish Government, 2018 Oral health improvement plan - gov.scot). Summary of Achievements: 2019-20 / 2020-21 / 2021-22 / 2022-23 / 2023-24 NHS (Health Improvement) The National Dental Inspection Programme (NDIP) reports 2020 - 2023. NDIP 2020 P1 report, informed that in school year 2019/20, 72% of P1 children in Lanarkshire had no obvious dental decay experience (73.5% in Scotland). The report states that 72.4% of P1 children in North Lanarkshire and 72% of P1 children in South Lanarkshire had no obvious dental decay experience. Page 40 of 212
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NDIP 2022 P1 report (school year 21/22), stated that due to the COVID-19 public health measures that were in place until January 2022, it was agreed that dental staff would only undertake a Basic Primary 1 inspection. The main points in NDIP 2022 P1 report and summary report are: - 73.1% of P1 inspected in 2022 were estimated to have no obvious decay experience. The experience by board table shows the results for NHS Lanarkshire as 74% of P1 children had no obvious decay experience. - The proportion of children estimated to have severe decay or abscess increased from 6.6% in 2020 to 9.7% in 2022. - Inequalities remain, with 58.4% P1 children in Scotland estimated to have no obvious decay experience in the most deprived areas (SIMD 1), compared with 85.8% in the least deprived areas (SIMD 5). - Lanarkshire is reported to have had an inequalities gap with 61.5% of Primary 1 children in Scotland estimated to have no obvious decay experience in the most deprived areas (SIMD 1), compared with 88.6% in the least deprived areas (SIMD 5). The NDIP 2023 P7 report, reported that in school year 22/23 77.6% (81.9% in Scotland) of P7 children in Lanarkshire had no obvious decay experience. The report stated that 77.3% of children in North Lanarkshire and 78.1% in South Lanarkshire had no obvious decay experience. For further information on Childsmile please refer to APPENDIX 2: NURSERY AND SCHOOL. 3. Training and Adulthood Physical Activity Staying physically active is one of the absolute best things we can do for our physical and mental health. It helps to prevent heart disease, strokes, diabetes, and several cancers as well as playing an important part in helping us maintain a healthy weight and reduces the risk of developing depression (Chan et la. 2019); Posadzki, et al. 2020) Physical activity and sport have a transformative effect on individuals and communities. They provide opportunities for people to connect with their neighbourhoods and come together in shared activities which inspire and motivate. Sport and physical activity provide a powerful means of addressing isolation, building community cohesion and developing confidence (www.gov.scot/policiesphysical-activity-sport) Physical activity is also fundamental to energy balance and weight maintenance. Adequate physical activity levels can reduce the risk of cardiovascular disease and promote positive physical and mental health and well-being (NHS, 2024). Adults should aim to be active daily. Over a week activity should add up to 150 minutes (2 ½ hours) of moderate intensity activity (Scottish Government, 2019). One way to approach this is to do 30 minutes over 5 days with an additional 2 strength sessions per week. This is the same advice for older adults but adding on a flexibility session. Children should engage in at least 60 minutes of moderate to vigorous intensity activity every day (Scottish Government, 2019). Page 41 of 212
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The Council is committed to achieving their strategic physical activity outcome of more people enjoying the benefits of having a physically active life by increasing participation in community based physical activity programmes by increasing the uptake of the Active Health Programme, increasing the number of people referred to exercise referral classes participating in these classes and increasing Active NL memberships. Food and Health within Communities The promotion of a healthier diet in tandem with increasing levels of physical activity is key to improving the health of communities and tackling health inequalities within North Lanarkshire and Scotland. There are a range of national and local initiatives which exist to tackle food issues in low-income communities including the availability and affordability of healthy food, shopping skills, cooking skills, and food culture for example LCFHP. Increasing the availability of healthy food in low-income and rural communities needs to address quality as well as cost, particularly in terms of fruit and vegetables. Affordability of transport to and from shops and markets can be just as important as the cost of food itself. Improving cookery skills and challenging ingrained habits which have led to poor dietary health, are central to community action. In collaboration with partners such as NHS Lanarkshire and LCFHP, the council is committed to supporting projects which aim to address food poverty and poor diet through community action. This includes: • Supporting LCFHP to provide fresh fruit and vegetables, as well as deliver a range of healthy eating activities for children, parents and families. • Supporting LCFHP to train staff and partners to deliver a range of cooking skills and nutritional advice sessions targeting low-income groups within community settings across North Lanarkshire. • Supporting the work of community cafes, food co-ops and other community food and health initiatives by, for example, providing kitchen equipment, expert advice and training. • Providing support for the development of healthy living projects, with improving diet as their key aim. • Ensuring diet and nutrition is central to wider plans for social inclusion and community regeneration. The table below outlines the summary of achievements in relation to Training and Adulthood. Summary of Achievements: 2019-20 / 2020-21 / 2021-22 / 2022-23 / 2023-24 - Over the 5-year period 2019 to 2024, provision of a range of targeted programmes has been delivered by North Lanarkshire Leisure Ltd and following a return to North Lanarkshire Council (Active & Creative Communities) in 2021 which contribute to PHP6 – ‘A Scotland where we will eat well, have a healthy weight and are physically active. - Active Health, funded through NHS Lanarkshire and Communities Solutions but sitting within NLC, has provided a consistent and successful programme of activity to connect and support individuals with a range of low to high-risk health conditions back into physical activity. Over the 5-year period of the strategy, these programmes have linked 17436 individuals to activities to help maintain a healthy lifestyle while increasing physically Page 42 of 212
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activity levels and reducing sedentary behaviours. Additionally, 75408 attendances have been recorded through the Specialist Health Class programme for high-risk individuals with long term conditions. Captured within both of these figures are specific areas of work addressing healthy weight through the Weigh to Go Programme, a Tier 2 programme at a community level which is part of the Lanarkshire Weight Management Service. This programme delivers 14 weekly courses looking at changing behaviour, education and physical activity and operates both on a referral and self-referral basis. 1286 specific referrals have been processed for W2G over the 5-year period of the strategy. A separate 891 people had ‘Reduce Body Weight’ as a main reason for referral noted on their Active Health referral Form. Additional Tier 3 support has been offered to Children and Adults with high BMI levels linking them to intensive dietetic, psychological and personal training sessions. - Health improvement referral programme 2021-2024 - Pre COVID this 12-week Nutrition and exercise programme was introduced it is aimed to tackle prediabetes, high blood pressure or any other condition that can be improved through a change in diet and regular exercise. The programme consists of an initial consultation appointment then 3 further face to face appointments (weight and bodyfat/BMI check) over the course of 12 weeks. Throughout the programme there is constant diet support through food diaries and check ins. There is also support into exercise and 6 months free ActiveNL membership included. - Active NL – there are membership options to support people into physical activity. Reduced passport to leisure rates for students and people in receipt of benefits, corporate discounts, over 60s membership (£60 per year) and active teens (£5 per month). Active NL have several leisure centres and swimming pools and over 700 fitness classes per week to help support people into physical activity. Customer Journey is included in every membership, where members are encouraged to book in for a programme to help facilitate exercise and create a focus in the gym. This programme is followed up and reviewed every 12 weeks. Total health and fitness membership base to date is 30,706 across NLC. - Slim Start - Weight management class (new for 2024) - Classes are charged per time and create a group environment. For accountability there are weekly food diaries. The class uses calorie counting to ensure sustainability and healthy habits. - Full of Beans (2019-present) - Ran by our sports development department. 10 week running blocks in community hubs and leisure centres. This is a free programme, and anybody can attend, it is parent and child participation at set days/times. Each week the children are encouraged to take part in some exercise then there is a brief talk/discussion on a nutrition/healthy eating topic, centred around the Eatwell plate. 4. Work life and Employment Wellbeing of Employees North Lanarkshire Council is committed to improving the health and wellbeing of all its employees, particularly through the promotion of a healthy diet and lifestyle. This will be done by creating a supportive and healthy work environment, promoting health improvement initiatives, and providing health benefits for staff. NLC Cafes will adopt the principles of the Eating Out, Eating Well initiative (Eating Out, Eating Well). This will aid the transition to a healthy, sustainable, and affordable balanced diet throughout all the Council’s hospitality establishments. Page 43 of 212
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On-site catering The main principle of onsite catering is to offer healthy food and drink options. The use of promotion and marketing activities is adopted to support and encourage healthier eating. Further actions and goals are set out in the ‘Café, Coffee and Sandwich Shops - action and top tips publication’ (PHS, 2024). This sets out clear guidelines on the approach and expected delivery which include actions already achieved, but also sets out further actions such as calorific information, sustainable food choices, healthier choices for children, employees, and the public. These principles will become the cornerstones of the menu offerings for NLC catering premises moving forward. For more information see APPENDIX 4: WORK LIFE AND EMPLOYMENT. Summary of Achievements: 2019-20 / 2020-21 / 2021-22 / 2022-23 / 2023-24 - Against our objectives outlined in the 2019 Diet and Nutrition Policy we set out to maintain and improve on the methodology set out within the 'Healthy Living Award'. All units were set a minimum of 50% 'Healthy' foods to 'Unhealthy' foods. In most venues, (Civic Centre, Strathclyde Park, Drumpellier Park, Summerlee Museum, Dalziel Building, Dalziel Pod, Houldsworth Building) all offered more than the pre-requisite number of 'Healthy' foods and over a quarter of these reduced fried foods by 100%. - Where we serve hot food at minimum of 50% are lower fat, vegetarian or vegan based, and higher fat foods were added as a 'Daily Special' as a treat. All proteins served within the various sandwiches and products are the lowest fat available. Vending suppliers that we operate must supply a strict 50/50 healthy/low fat products to ensure that staff have a balanced choice available to them. 5. Retirement and Care Adults and Older Adults Social Work Services in North Lanarkshire play a lead role in supporting and safeguarding communities. Income maximisation and tackling poverty are key strands in the delivery of social work and social care services across all localities. These priorities are integrated into day-to-day practice and service delivery and have a strong fit with the core values of social work of: • Promoting independence • Self-help and self-reliance Equally important and threaded through Adult Services activity is a commitment to strength, relationship based and trauma-informed practice. In North Lanarkshire, NHS Lanarkshire and North Lanarkshire Council have integrated the planning and delivery of all community health and social care services. Community health, Page 44 of 212
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social care and social work functions are delegated to the Integration Joint Board (IJB) by North Lanarkshire Council and NHS Lanarkshire, through the University Health and Social Care North Lanarkshire (UHSCNL). Community based services include: • Mental health services • Adults with disability and long-term conditions • Addiction services • Occupational therapy • Health and wellbeing improvement • Care homes • Adult and Child Protection • Carers service • Community care assessment and planning • Contracted support services • Equipment and adaptations, technology and telecare • Intermediate care service • Aspects of housing support • Day opportunities and day services • Homecare services • Children and families’ social work • Community Justice social work The IJB’s Strategic Commissioning Plan for 2023-26 sets out 5 key priorities: • Increased focus on prevention, early intervention and tackling inequalities by working with people and communities • Do the right thing first time. • Develop and support a workforce for the future. • Improve mental health and wellbeing. • Support people through a whole family approach Page 45 of 212
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The outcomes the partnership has a duty to deliver are reflected in an agreed set of nine national Health and Wellbeing Outcomes. These are: The IJB’s Strategic Commissioning Plan 2023-2026 plan sets out how community health, social care and social work functions delegated to the Integration Joint Board by North Lanarkshire Council and NHS Lanarkshire will be planned and delivered over the medium term. Older Adults North Lanarkshire council follow the Caroline Walker Trust principles for eating well for older people. The Caroline Waljker Trust is dedicated to the improvement of public health by means of good food. Established in 1988 to continue the work of Caroline Walker and in particular to protect the quality of food, it is a charitable trust that has produced several publications, training materials and computer packages which provide practical guidance on eating well for those who care for vulnerable people within our society. In general, the nutritional requirements of older adults (aged 65 years and over) who are healthy and active are like those of the adult population (NHS, 2016). However, where people are subject to ill health, this can lead to a lack of appetite and a reduction in food consumption that may result in dietary deficiency of certain nutrients. Some long-term illness and treatments can adversely affect a person’s food intake and lead to older adults becoming undernourished, requiring them to have diets that are more energy and nutrient dense (WHO, 2024). This means that the same amount of energy (from fat and carbohydrate), protein, vitamins, minerals, and trace elements must be provided in a smaller volume of food. Page 46 of 212
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Lunch Clubs Older adults are encouraged to live independently in their own homes for as long as they can safely do so (Age UK, 2024). Community meals, such as those provided by integrated day services, lunch clubs and home support services are therefore increasingly valuable for supporting those living at home in older age. Many older adults who use Housing and Social Work Services may be undernourished because of social and economic factors such as poverty and social isolation which in turn can lead to psychological problems such as depression. It is recognised that there are several common health problems that can be avoided or improved by the promotion of a healthy diet. These include coronary heart disease, stroke, osteoporosis, osteomalacia (softening of the bones), anaemia (floate, iron and B12) diabetes, obesity and constipation (WHO, 2020). A healthy diet and sufficient levels of physical activity can minimise potential health problems and can help older adults to recover more quickly from illness. It is also important to ensure sufficient fluid intake in older adults (approximately 1.5 - 2 litres per day) as this can also assist in preventing dehydration and constipation (BDA, 2024). As mentioned before vitamin D is required for bone health and sunlight helps synthesise this important vitamin. Older adults who have limited exposure to sunlight (particularly those who rarely go outside or are fully covered with thick clothes when they do so) may be at risk of deficiency. In addition, the ability to convert vitamin D to its active form is impaired with ageing (UK Government, 2012). Evidence suggests that the prevalence of malnutrition is higher in older adults in long-term care, compared to those living at home, because of higher levels of physical and mental ill health (Scottish Government, 2011). Older Adults can be ‘nutritionally vulnerable’ if they: • Are undernourished • Have unexplained or unintentional weight loss • Have physical difficulty eating and/or drinking • Have acute or chronic illness affecting appetite and food intake • Have cognitive or communication difficulties • Have increased nutritional requirements (e.g. due to an injury) • Require the texture of food and/or fluid to be modified Monitoring progress and setting objectives for 2025/26 – 2029/30 The Eat Well, Be Well Working which comprises of representatives from NHS, third party and North Lanarkshire Council will meet again by the end of 2025 to set out the objectives for 2025/26 to 2029/30. The current policy is a live working document, when these re agreed by the group, they will be implemented into the policy and the group will work towards meeting on a six-monthly basis to monitor progress and ensure the outcomes identified are achievable. Page 47 of 212
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The Policy will be reviewed on an annual basis to reflect on any new, changed or adapted Government legislation and to provide an update on the progress of outcomes in relation to the following key areas: 1. Pregnancy & Parenthood 2. Nursery & School 3. Training & Adulthood 4. Work life & Employment 5. Retirement & care The Eat Well Be Well Policy will be shared across all Council services and all, services, stakeholders and partners will be encouraged to comply with this policy. Page 48 of 212
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Eat Well, Be Well Policy Appendices / Further Reading Page 49 of 212
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Appendix 1: Pregnancy & Parenthood Nutrition During Pregnancy During pregnancy, women are advised to avoid certain foods and drinks as they may cause illness or result in harm to the infant. These include: • Limit intake of tuna (to no more than 2 fresh tuna steaks or 4 medium-sized cans each week) and avoid shark, marlin and swordfish. This is due to the levels of toxins and mercury they may contain which can harm the baby’s developing nervous system. • Avoid pate (including vegetable pate), liver and liver products, and certain types of cheese (Camembert, Brie, soft blue cheeses), raw shellfish, raw and undercooked meat, undercooked ready meals. Eggs can be eaten provided they have the British Lion stamp. • Limit caffeine intake to less than 200 milligrams each day (equivalent to 2 mugs of instant coffee, 2 mugs of tea, 5 cans of cola or 2 cans of ‘energy’ drink) • Avoid alcohol completely. Alcohol Drinking in pregnancy can lead to long-term harm to the baby. The best advice is to NOT drink during pregnancy as this can lead to brain damage (NHS, 2023). Drinking alcohol passes from the blood through the placenta to baby and can seriously affect brain development. Baby does not have a fully developed liver and cannot process alcohol. Drinking alcohol during pregnancy increases the risk of miscarriage, premature birth and having a low birthweight. Drinking during pregnancy can cause your baby to develop a serious life-long condition called Fetal Alcohol Spectrum Disorder (FASD). FASD can cause problems with: • Learning and behaviour • Hyperactivity and impulse control • Communication, such as problems with speech • Managing emotions and developing social skills • Joints, bones, muscles and some organs For further information and support please see link: Alcohol and pregnancy | Ready Steady Baby! Vitamin supplementation Some groups may require special consideration in relation to vitamin supplementation, specifically, pregnant and breastfeeding women, children and older adults. Research indicates that many people in Scotland have low vitamin D levels. The groups who are at greater risk of vitamin D deficiency and should take a daily supplement of 10 micrograms (μg) (all year round is the following: Page 50 of 212
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• All babies and young children from birth to 5 years. • Babies who are fed infant formula will not need vitamin drops unless they are drinking less than 500ml of formula milk a day, as these products are fortified with vitamin D. • All those who are pregnant and breastfeeding. • People who are not exposed to much sunlight, including those who are housebound or stay indoors for long periods, those in an institution such as a care home, and those who cover their skin for cultural reasons. • People who have darker skin and therefore need to spend longer in the sun to produce vitamin D. NHS Lanarkshire provides free ProHealth Vitamin D supplements to all babies from birth until their 3rd birthday. These can be accessed from their health visitor, family nurse or many community health settings. As well as those most at risk, everyone aged 5 years and over should consider taking a daily supplement of 10 micrograms (μg) vitamin D, particularly during the winter months October to March (NHS, 2023). Children It is recommended that all children from birth to five years of age should receive a daily supplement of 10μg (400 IU) vitamin D and 233μg vitamin A unless, contrary to recommendations, they are consuming more than 500ml of formula milk a day3. Everyone (children and adults) age 5 years and above should consider taking a daily supplement of 10 micrograms(μg) vitamin D, particularly during the winter months (October – March). Vitamin supplementation is the responsibility of the child’s parent or carer; however, staff should be aware of the recommendations in relation to vitamin supplementation in children and can raise awareness and discuss with parents or carers. Important Vitamins and Supplements The NHS recommend women should take a daily folic acid supplement of 400 micrograms (mcg) per day when trying to conceive. This is to help prevent neural tube defects (NTDs) such as Spina Bifida and ideally should be taken at least 3 months before becoming pregnant. These are easily available in chemists and supermarkets, with no difference between branding and cost. Some higher risk groups, those living with obesity, diabetes or epilepsy, may be at higher risk of neural tube defects and therefore require a higher dose of 5 milligrams (mg) of folic acid (RCOG, 2018). This requires a prescription therefore should be discussed with their midwife or GP (RCOG, 2018). Furthermore, some women may be at a higher risk of NTDs and therefore require a higher dose of 5 milligrams (mg) folic acid, which is obtainable from their GP. This includes: • Couples where either partner has spina bifida, or a family history of NTD • Women that have had a previously affected pregnancy. • Women that have diabetes. Page 51 of 212
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• Women taking certain anticonvulsants for epilepsy. • Women with coeliac disease or other conditions that affect the absorption of nutrients. • Women that are overweight (BMI over 30kg/m2). • Women that recently received bariatric surgery. They need to delay pregnancy for 2 years to reduce the risk of NTDs. Vitamin D All pregnant and breastfeeding women should take a daily supplement containing 10 micrograms(μg) of vitamin D, to ensure the mother’s requirements for vitamin D are met and to build adequate foetal stores for early infancy to ensure optimal bone health. Women at greatest risk of vitamin D deficiency include women from ethnic minority groups (particularly of African, African-Caribbean and South Asian origin) and women who are not exposed to much sun (for example, women who cover their skin when outside or who spend large amounts of time indoors). Prior to and during pregnancy, women should avoid taking supplements containing vitamin A and fish liver oil supplements (which contain high levels of vitamin A) as these may be harmful to the growth and development of the baby. Further information on Vitamin D: https://www.gov.scot/publications/vitamin-d-advice-for-parents/ Breastfeeding • Infant health: Breastfeeding protects children from a vast range of illnesses, including infection, diabetes, asthma, heart disease and obesity, as well as cot death (sudden infant death syndrome) • Maternal health: Breastfeeding can reduce the risk of breast cancer, ovarian cancer, and heart disease • Relationship-building: Breastfeeding supports the mother-baby relationship and the mental health of both baby and mother • Worldwide benefits: The benefits are seen in both high- and low-income countries, with a study published in The Lancet in 2016 finding that increasing breastfeeding rates around the world to near universal levels could prevent 823,000 annual deaths in children younger than five years and 20,000 annual maternal deaths from breast cancer • Cost savings: Due to the significant health benefits of breastfeeding for both mum and infant, there is a reduction in the requirement of NHS services such as GP consultations and hospital admissions. This in turn contributes to significant savings for the NHS, with initial breastfeeding service investments paying off within just a few years (UNICEF, 2016). Women are advised to follow general healthy eating advice before and during pregnancy and for the duration of breastfeeding. There are also specific recommendations on vitamin supplements during this time. Caffeine and breastfeeding: • Caffeine can reach your baby through your breast milk. Caffeine is a stimulant, if mothers consume a lot, it may make baby restless and keep them awake. • Caffeine occurs naturally in lots of foods and drinks, including coffee, tea and chocolate. It's also added to some soft drinks and energy drinks, as well as some cold and flu remedies. Page 52 of 212
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• There’s not enough information to say how much caffeine is too much, and babies respond to caffeine differently. But it’s a good idea to reduce caffeine intake, especially when baby is less than 6 months old. If breastfeeding, it’s recommended to have no more than 200mg a day. This may include 1 mug, 1 can or 1 bar of: • instant coffee (100mg) • filter coffee (140mg) • tea (including green tea, which can have the same amount of caffeine as regular tea) (75mg) • cola (40mg) • energy drink (a 250ml can is 80mg) • plain dark chocolate (a 50g bar is less than 25mg) • plain milk chocolate (a 50g bar is less than 10mg) Pregnant and breastfeeding women are advised to eat a variety of foods, including: • Plenty of fruit and vegetables • Plenty of starchy foods (especially wholegrain varieties) such as bread, pasta, rice and potatoes • Protein such as lean meat and chicken, fish, eggs and pulses • Dairy foods such as milk, cheese and yoghurt, or calcium-fortified alternatives • At least two portions of fish each week including one of oily fish (however, no more than two portions of oily fish should be eaten each week, including, fresh tuna, mackerel, sardines and trout) • Foods high in fat, sugar and salt should only be consumed in small amounts and less often (please see section on ‘Eating well’ on page x for further information). Peanuts and breastfeeding Eating peanuts or foods containing peanuts, such as peanut butter, while breastfeeding can be enjoyed as part of a healthy, balanced diet (unless allergic to them). If you have any questions or concerns about food allergies, you can talk to your GP, midwife or health visitor (NHS 2022). Further information can be found at: NHS Food Allergy https://www.nhs.uk/conditions/food- allergy/ and Infants & new mums — First Steps Nutrition Trust Complementary Feeding Complementary feeding is the introduction of solid foods to a baby’s diet (also known as weaning) should take place at around six months, but not before 4 months. Alongside continuing breastfeeding and/or formula feeding as recommended by the World Health Organisation (WHO, 2024). Solid foods are gradually introduced to provide adequate nutrition and provide new tastes and textures. Additionally, variety of textures at age-appropriate levels help develop oral motor skills needed for speech and language development (Department for Education (DfE), 2024) When introducing solids over a period of months, babies can eat generally normal family meals by their first birthday (Public Heath Scotland, 2024). There are certain foods to avoid before the age of 12 months, for example, honey, due to risk of botulism, and cow’s milk as a drink due to nutritional imbalances and potential kidney strain. However, a small amount of cow’s milk can be used during cooking, but only if this is pasteurised and full-fat milk (NHS, 2023). Page 53 of 212
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It is important babies consume energy-dense foods, as they have smaller appetites and generally eat less at one sitting (WHO 2024). Children under five are therefore likely to require regular meals as well as healthy snacks (NHS 2023). For more information on introduction of solid foods, please visit: NHS Health Scotland resource - Fun First Foods https://publichealthscotland.scot/publications/fun- first-foods-an-easy-guide-to-introducing-solid-foods/ Ready Steady Baby www.readysteadybaby.org.uk Parent Club What is weaning? | Parent Club Appendix 2 - Nursery & School The UNCRC (incorporation) (Scotland) Act 2024 states that: • Article 12 (respect for views of the child): Every child has the right to express their views, feelings and wishes in all matters affecting them, and to have their views considered and taken seriously. The right applies at all times including […] the child’s day to day home life. • Article 23 (children with disabilities): A child with a disability has the right to live a full and decent life with dignity and, as far as possible, independence and to play an active part in the community. Governments must do all they can to support disabled children and their families. • Article 24 (health and health services): Every child has the right to the best possible health. Governments must provide good quality health care, clean water, nutritious food, and a clean environment and education on health and well-being so that children can stay healthy. Richer countries must help poorer countries to achieve this. More specifically Article 24 mentions that every child has the right to the best possible health. Local authorities must provide good quality health care, clean water, nutritious food, and a clean environment and education on health and well-being so that children can stay healthy. Nursery and School (Healthy Schools) The Healthy Schools resource supports co-ordination across the school and progression throughout the learner journey from Nursery though to Senior Phase. It brings together GIRFEC principles and values, as well as eight Wellbeing (SHANARRI) indicators. The United Nations Convention on the Rights of the Child (UNCRC) has been embedded in this approach since its conception as well as all Health & Wellbeing Experiences and Outcomes from Curriculum for Excellence. This high-quality teaching resource is currently being used by the majority of schools across North Lanarkshire. The second part of the approach is called Healthy Schools Partnerships and aims to put the child at the centre of a community context. This extracurricular component acts as a focal point for the creation of home-school-community links. It facilitates a connected, cohesive, and consistent approach to child and family Health and Wellbeing (HWB) across learning communities. The Cluster Planning for HWB has been developed to facilitate seamless partnership work and partner agencies have the opportunity to offer unifying communal cluster activities that impact on whole communities. Health Enhancing School Environment is the third part of the approach allowing schools to support and further enhance the environment in which children and young people grow and develop. Page 54 of 212
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Additional Support Needs Healthy Schools resource is constantly being updated and expanded in line with latest advice and guidance from both education and NHS staff. Recently, specific Additional Support Needs (ASN) content has been added to the teaching and planning framework. Additionally, healthy lifestyle pathways are being created between schools and healthy lifestyle services run in the community. This will allow schools quick and easy access to local services and health professionals who can provide targeted hands-on support. Scottish Ministers have made additional funding available for local government to provide universal school meals for all children in primary 1 to primary 5, across Scotland, to help ensure every child has the best possible start in life (Scottish Government, 2024). The council promotes the uptake and benefits of school meals, particularly free school meals for children in primary 6 to high school. Additionally, the council ensures school lunch menus are nutritionally analysed and comply with national nutrient standards (Scottish Government, 2020). Special Diets Medically Prescribed Diets When devising an adapted menu, the nutrition team within Facility Support Services liaises with NHS Health Professional and Caregivers as appropriate, to discuss ways of making meals more appetising, varied and nutritious. Consideration is given to carefully planning menus in advance so that the food offered will be suitable for individual dietary needs and where possible, food provided for special diets aims to continue to follow healthy eating principles. When a medical diet is required, the dietary request form is completed with supporting evidence from a Dietitian, Speech and Language Therapist, GP or the appropriate Health Professional and sent to North Lanarkshire’s Facility Support Services. Details on the Special Diet Procedures can be found on the North Lanarkshire website: Special Diets Food Allergy Food allergy is where the immune system has an adverse reaction to harmless proteins within food such as those contained in peanuts for instance. Before developing into an actual food allergy primary sensitisation needs to occur in the immune response to an allergen. The Immunoglobulin (IgE)- mediated response to allergic food allergen starts within the environment whereby the allergen gains access through bodily systems such as oral consumption or (absorption thought the) skin (O'Hehir et al., 2023). Furthermore, reactions are linked to a range of signs and symptoms that can include skin, gastrointestinal and respiratory tracts, as well as the cardiovascular system. When the IgE-mediated allergic response takes place, this is a leading trigger for anaphylactic shock, the onset can occur in seconds and/or minutes which can be life threatening if untreated (Packi et al., 2023). In contrast, when the symptoms are more delayed (appears after two hours and up to a couple of days) the reaction does not usually involve the production of Ig-E antibodies against a particular food, but a different type of immune reaction involving other cells of the immune system. These types of reactions are most frequently gastrointestinal (vomiting, diarrhoea, constipation) and/or skin reactions (atopic eczema) and are known as non- Ig-E mediated food allergies (BDA, 2021). Page 55 of 212
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Food Intolerance Food intolerance is where the body finds it hard to digest certain compounds in foods causing unpleasant reactions such as abdominal pain, bloating, diarrhoea, nausea, headache and fatigue as well as skin rashes and itching. Unlike food allergies, the immune system is not involved, and the reaction is not life-threatening. The most common food intolerances tend to be to milk and gluten, for example lactose intolerance which occurs because these individuals have either too little or no lactase which is the enzyme that helps to digest milk sugar lactose. However, there are many food intolerances with unknown mechanisms such as intolerance to food additives (BDA, 2021). Coeliac Disease Coeliac is an autoimmune disease where the immune system attacks a substance found in gluten, damaging the lining of the small intestine (small bowel). This results in inflammation within the small intestine and causes malabsorption of nutrients, for example calcium. All these symptoms can be preventable by following a gluten-free diet. Gluten is found in all products containing wheat, barley and rye. Some individuals may also find that oats can trigger symptoms as well due to cross contamination (NHS, 2023). Some oat milk products may contain gluten. Examples of food products containing gluten: • Pasta • Cakes • Breakfast cereal • Most breads • Sauces and gravies • Ready meals • Process meats may contain gluten such as sausages Diabetes Diabetes UK is the largest support organisation for people with diabetes. They have an excellent website and call service where most questions can be answered. There are many types of diabetes, however, the most common are Type 1 and Type 2 Diabetes. Management of diabetes can be unique for each individual, based on their diagnosis, stage of the condition and treatment regime. Type 1 Diabetes Type 1 Diabetes Mellitus is also a lifelong autoimmune condition (when a person's immune system mistakenly attacks their own body cells). This condition can develop at any age. Diabetes occurs when the pancreas is unable to produce the hormone insulin, which is needed to control glucose by moving it from the bloodstream into the body's cells to support brain function and moving muscles (Grasso et al., 2024). Insulin is the key to unlocking the glucose so that a person can function. Without insulin, blood glucose levels run high causing damage to other systems in the body and cause the person to become very unwell. All carbohydrate foods provide glucose for energy. Page 56 of 212
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Children and young people with Type 1 Diabetes are required to have insulin injections or an insulin pump to manage their glucose levels. As part of their care plan, they need to know how many carbohydrates are in each meal, so their insulin can be matched appropriately. This will be supported by the family and by a trained health professional. Food Safety and Labelling Laws 14 Allergens Food businesses and providers need to advise customers if any food they provide contain any of the listed allergens as an ingredient by food law 2014. There are 14 common food allergens including: • Celery • Cereals containing gluten (such as wheat, rye, barley, and oats) • Crustaceans (such as prawns, crabs and lobsters), • Eggs • Fish • Lupin • Milk • Molluscs • Mustard • Tree Nuts (such as almonds, hazelnuts, walnuts, brazil nuts, cashews, pecans, pistachios and macadamia nuts) • Peanuts • Sesame seeds • Soya • Sulphites (if the sulphur dioxide and sulphites are at a concentration of more than ten parts per million) Natasha's Law The UK Food Information Amendment, also known as Natasha's Law, came into effect on the 1st of October 2021. Meaning all food businesses are required to provide a list of all ingredients and allergens in a form of a label for direct sale on the premises. This applies to Catering within North Lanarkshire Council. Cook Safe Cook safe is a food safety assurance system in Scotland which helps catering businesses understand and implement HACCP-based systems. HACCP (Hazard Analysis and Critical Control Point), which is a widely accepted food safety management system that can easily be adapted to suit all sizes and types of food businesses (FSS, 2021). International Dysphagia Diet Standardisation (IDDSI) and Modified Texture Diets The International Dysphagia Diet Standardisation Initiative is a global standard with terminology to describe modified textured foods and thickened liquids. Page 57 of 212
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This global terminology should be used for individuals with dysphagia of all ages in different settings. The framework aims to improve clinical safety by offering care providers standardised terminology. This is a standardised framework and contains levels for fluids as well as foods allowing for consistent terms within one framework. The IDDSI framework consists of 8 levels (0-7) (Appendix 10). Levels are identified by text labels, numbers and colour codes to improve safety and identification. The standardised terminology and testing methods will allow for consistent approaches throughout different care settings (IDDSI, 2024). Additional Support Needs The Healthy Eating in Schools Supplementary guidance on diet and nutrition for children and young people with additional support needs (Scottish Government, 2011). Provides support and practical guidance for all schools and recognises the complex and diverse range of eating and drinking difficulties that children and young people with additional support needs can encounter. For instance, many establishments cater for those who have chewing and swallowing difficulties or require additional support with eating and drinking and in this scenario, foods are adapted to ensure they are of an appropriate texture and consistency. All food and drinks provision in schools are in accordance with national nutritional standards and these will be adhered to wherever possible. However, some children that are neurodiverse such as autism can have unique choices or challenges relating to food that may result in a restrictive diet. In this instance, the Council will implement reasonable adjustments to support children during the school meal provision. Lifestyle and Religious Diets Vegetarians and Vegans A vegetarian is someone who lives on a diet of grains, pulses, nuts, seeds, vegetables and fruits, with or without the use of dairy products and eggs. A vegetarian does not eat any meat, poultry, game, fish, shellfish or crustacea, or slaughter by-products (The Vegan Society, 2024). A vegan is someone who eats a plant-based diet free from all animal products, such as meat, animal milks, eggs, honey and gelatine (The Vegan Society, 2024). North Lanarkshire Council provides a vegetarian alternative daily in nursery, primary and secondary schools. Religious and Cultural Diets Many individuals have various cultural and religious beliefs which can influence the choice of foods they eat. People following the Muslim faith are only permitted to eat foods that have been slaughtered in the correct Islamic way (Halal). Meat from pigs and other meat-eating animals is strictly forbidden. Fish, eggs and dairy foods are permitted; however, cheese should not contain animal rennet. Muslims will avoid food items thought to contain lard or fat from animals not slaughtered in the correct way (for example, cakes, biscuits and pastries). Alcohol and gelatine are also forbidden. Page 58 of 212
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People following the Jewish faith will only eat meat which is Kosher. Only meat from cloven hoof animals may be eaten (beef and lamb), meat from pigs is strictly forbidden. Most Jews will eat eggs and fish; however, only fish with fins and scales are permitted. Meat and milk foods must be kept apart when cooking and eating. Cooking and eating utensils for milk and meat are kept separately. Most people following the Hindu faith are vegetarian, and many (especially women) avoid eggs. The cow is sacred and even Hindus who are non-vegetarians will not eat beef. Non-vegetarian Hindus will eat lamb, pork, chicken and some fish. Staple foods include baked cereal products (chapattis and breads), rice, pulses, milk, yoghurt and cheese (made without animal rennet). Lard and other carcass- derived fats are strictly forbidden. The Childsmile Community and Practice programme Childsmile Dental Health Support Workers (DHSWs) in Lanarkshire work closely with health visitors and Public Health Nurses and General Dental Practices to encourage registration of children with a dentist from an early age for the delivery of preventive care. The Childsmile Community and Practice programme is designed to address oral health inequalities, through embedding DHSWs within the more disadvantaged communities and offering oral health support to families with young children, in the family home (NHS Scotland. Healthier Scotland, 2024a). Tooth decay is preventable, if Childsmile can support families to remove barriers that prevent daily, routine, toothbrushing; this can reduce the need to see a dentist. Childsmile Toothbrushing Programme (Nurseries and Schools) Healthy Schools resource has key healthy eating and oral health messages embedded across early level with appropriate links to quality teaching resources and current health improvement messages contained in the suggested activities. • Support and encourage children to develop good oral health practices by the continued delivery of the Nursery Toothbrushing Programme (NHS Scotland Healthier Scotland, 2024d). • Support children in practicing good oral health routines by continuing toothbrushing activity in primary schools (NHS Scotland Healthier Scotland, 2024d). The toothbrushing programme component of the programme in Lanarkshire is offered to: • Two-year-old children receiving free place at nursery • Every three and four-year-old child attending nursery • 20% of P1 and P2 classes of schools situated in areas with the highest level of need Childsmile Fluoride Varnish Applications Fluoride Varnish Applications should be offered at least twice-yearly from the age of two years by dental practices. They are safe and an added protection to children’s teeth. Lanarkshire Extended Duties Dental Nurses also attend nurseries and schools in disadvantage twice yearly to apply fluoride varnish. This is a targeted programme (NHS Scotland Healthier Scotland, Page 59 of 212
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2024b). The fluoride varnish applications received in nursery and school are in addition to fluoride application offered in dental practices. Childsmile Universal Pack Distribution Every child receives a dental pack and free flow cup at around six months. This is followed by oral health packs at eight months, 13 – 15 months and 27 – 30 months. In addition, oral health packs are provided at age two years, and at ages three and four in nursery, where children receive at least two dental packs, In Primary 1, at least one dental pack will be distributed to all children (NHS Scotland Healthier Scotland, 2024c). Appendix 3 – Training and Adulthood Health & Social Care Standards: My Support, My Life 3.1 Specific Standards Standard 1 is most relevant to the policy, which outlines specifically 1: I experience high quality care and support that is right for me. Wellbeing: 1.33 I can choose suitably presented and healthy meals and snacks, including fresh fruit and vegetables, and participate in menu planning. 1.34 If I need help with eating and drinking, this is carried out in a dignified way and my personal preferences are respected. 1.35 I can enjoy unhurried snack and mealtimes in as relaxed an atmosphere as possible. 1.36 If I wish, I can share snacks and meals alongside other people using and working in the service if appropriate. 1.37 My meals and snacks meet my cultural and dietary needs, beliefs and preferences. 1.38 If appropriate, I can choose to make my own meals, snacks and drinks, with support if I need it, and can choose to grow, cook and eat my own food where possible. 1.39 I can drink fresh water at all times. In striving to meet these standards North Lanarkshire Council will: 1. Provide at least five portions of a variety of fruit and vegetables every day. 2. Base meals on potatoes, bread, rice, pasta or other starchy carbohydrates; choosing whole grain versions were possible. 3. Have some dairy or dairy alternatives (such as soya drinks); choosing lower fat and lower sugar options. 4. Include some beans, pulses, fish, eggs, meat and other proteins (including 2 portions of fish every week, one of which should be oily). 5. provide water, fruit juices and smoothies to ensure children, young people and young adults can maintain hydration and improve vitamin and mineral intake. 6. provide a choice of unsaturated oils and spreads and eat in small amounts. 7. Offer support to children, young people and young adults who have known or suspected food allergies. Or who need to take food before medicine is administered. 8. provide for religious and cultural considerations including, halal and kosher meal options where needed. Page 60 of 212
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9. Provision will be made for children, young people and young adults who are vegetarian or vegan. 10. offer minimum high-fat processed foods, such as burgers, sausages, chicken nuggets, fish fingers, pies and pastries. These foods should be served no more than twice per week, and healthier options should be made available. 11. Provide healthier snacks and drinks to children, young people and young adults ensuring crisps, carbonated drinks and confectionery are not purchased unless as part of a planned outing or activity as a treat. 12. Ensure services are free from unhealthy vending machine options. 13. Give consideration to health conditions including eating disorders or food addiction. It is recognised that difficulties arising from life stresses, such as anorexia, bulimia or being overweight and obesity may need to be catered for within all services. This is especially so for residential childcare practitioners and social work colleagues. Workers should consult with a GP or Registered Dietitian, should they have serious concerns about a young person’s weight or eating patterns, and where this is part of a multi-agency care plan decision. 14. Provide children, young people and young adults healthy breakfast options, including cereals with milk, toast, fruit or pure fruit juice. 15. Ensure that Traditional breakfasts are grilled where possible to reduce fat content. 16. Ensure that Food labelling is considered for pre-packaged foods accounting for salt, sugars, fats, energy and saturated fats. 17. Encourage young people to share in the social aspect of mealtimes by eating with other young people and staff, developing good table manners, setting the table, and clearing plates away following a meal. Appendix 4 – Work Life and Employment 4.1 The following are the menu offerings for NLC catering premises moving forward: • A selection of fresh fruit and vegetables. • Salad, including salad bars, plated/ boxed salads, salad in sandwiches, and as a meal accompaniment. Low fat salad dressings should always be available. • Where breakfast is served, wholegrain and low- sugar cereals. • A variety of brown and wholemeal bread and rolls. • A non-fried, non-processed alternative to chips, fried or processed potato products. • Baked potatoes with lower fat fillings. • Lean protein items in salads and sandwiches, such as lean meat, poultry, fish (including oil- rich varieties), lower fat cheese. • A selection of vegetarian options. • Lower fat dairy products, including semi-skimmed and skimmed milk, low fat yoghurt, and lower fat cheese (e.g. Edam, mozzarella, cottage, reduced fat cheddar). • Lower fat spreads and alternatives to sugar (sweeteners). • Water, milk and pure fruit juice. Where high sugar drinks are available, a sugar-free alternative should always be offered (free, fresh drinking water should be available to all staff on a daily basis). • Lower fat, lower salt varieties of savoury snacks, such as reduced fat crisps, unsalted nuts, plain crackers, bread sticks. Page 61 of 212
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• Alternatives to chocolate and sugar confectionery, including fresh fruit, dried fruit, low fat yoghurt/ mousse, lower sugar cereal bars, and home baking (scones, pancakes, carrot cake, and fruit loaf). These options which are available in the main NLC council outlets meet the majority of the main principles of the Eating Out, Eating Well scheme, namely: • Increase fruit and vegetables • Increase fibre • Increase oil rich fish • Reduce fat • Reduce salt • Reduce sugar • Action on promotions and availability • Action on portion size • Action on calories • Action on sustainable food • Code of practice for children’s menus Vending Food Vending machines offer a useful and alternative service point for the provision of food and drinks within the workplace. Where food vending is available, selling items such as breakfast cereals, sandwiches and pasta/ salad pots, the above criteria should apply. Confectionery Vending units selling confectionery and crisps are available in many Council workplaces. Confectionery and crisp provision should be kept to a minimum. Healthier alternatives should always be available, including, fresh fruit, dried fruit, low fat yoghurt/ mousse, lower sugar cereal bars, lower fat crisps, crackers, unsalted nuts, and seeds. At least 25% of options within this type of vending unit should be healthier alternatives to confectionery and standard crisps. Drinks • Plain water (still or sparkling) • Skimmed or semi-skimmed milk • Pure fruit juices • Lower fat yoghurt and milk drinks (with less than 10g sugar per 100ml) • Still or carbonated soft drinks with less than 0.5 grams of sugar per 100ml (e.g. sugar-free flavoured water, sugar-free fruit juice drinks, and diet carbonated drinks) • Herbal/fruit tea • Tea and coffee (decaffeinated is preferable) • Combinations of the above Any soft drink (still or carbonated) containing more than 0.5 grams of sugar per 100ml should be kept to a minimum and should only form a maximum of 50% of all drinks vending provision Page 62 of 212
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Premises without on-site catering facilities Many staff work in locations without access to on-site catering facilities. Where possible, these staff should be provided with appropriate kitchen facilities and utensils to allow them to prepare their own lunch. This may include a microwave, kettle, toaster, refrigerator, sink, hot and cold water, eating utensils, and an appropriate dining area. Hospitality Hospitality for staff and visitors is provided by Facility Support Services for business meetings, staff conferences and corporate events. Healthy options should always be available in such instances. Hospitality within schools will also follow the principles set out above. A healthy eating policy for employees has been developed to provide information to staff about eating healthily in the workplace (Health and Safety Arrangement Section 35A - Employee Healthy Eating 01 April 2017). This policy can be accessed from MyNL and search for Heathy Eating. Work well NL Work well NL is fully committed to the health and wellbeing of NLC colleagues and to support colleagues to be at their best, energised, motivated and resilient. It is a digital one stop shop that has been created to provide NLC council staff with quick and easy access to health and wellbeing information. Work well NL home page (images below) contains links ranging from health and lifestyle checks to podiatry to the importance of sleep. Private Sector Trading There are numerous private sector outlets selling foods and drinks throughout North Lanarkshire (for example, local shops and mobile catering outlets/street traders). Many of these outlets operate within the vicinity of Council catering units, particularly secondary schools. Due to the national and local drive to improve diet, the choice and availability of foods and drinks provided by some local shops and street traders is a growing concern. The Council constantly strives to improve school meals and maximise their uptake by children and young people, in order that they receive full benefit from healthy and nutritious food provision. However, the Council is aware that some young people may choose to leave school at lunchtime to utilise other food outlets, including mobile units and local shops. Neighborhoods can play a part in influencing our dietary choices if we are able to increase access to healthy food and limit access to unhealthy food. Good Places Better Health for Scotland’s Children (Our Place, 2011) recommends identifying mechanisms to limit the number of fast-food outlets in neighborhoods. Page 63 of 212
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APPENDIX 5: Achievable outcomes 2019 / 2020 – 2023 / 2024 Pregnancy & Parenthood Pregnant and Breastfeeding Women Indicators / Policy: Pregnant and Breastfeeding Women Indicators / Policy - To reduce the drop off in breastfeeding rates at 6-8 weeks by 10% by 2025 - Increase uptake of Healthy Start Vouchers (Best Start Foods from Winter 2019 onwards Childsmile / Oral Health Improvement Challenge for 2024 Child Smile / Oral Health – Oral Health Improvement Challenge for 2024 To improve the oral health of Scotland’s children, specifically the achievement of the national outcomes: - 75% of P1 children with no signs of dental disease by 2024 (this requires a ten-percentage point increase on each NHS Boards last NDIP result). - 80% of P7 children with no signs of dental disease by 2024 (this requires a ten-percentage point increase on each NHS Boards last NDIP result). That means, the targets for Lanarkshire by 2024 are 74.6% for P1 and 74.9% for P7 (detailed inspection). NHS Lanarkshire has already met the target for P7 (NDIP 2023 P7 detailed report, reported that 77.6% had no obvious decay experience). We need to wait for the 2024 P1 report to be published in October 2024 to see whether we meet the target for P1. Childsmile Universal Pack Distribution Every Child receives a dental pack and free flow cup at around six months. This is followed by oral health packs at eight months, 13 – 15 months and 27 – 30 months. In addition, oral health packs are provided at age two years, and at ages three and four in nursery, where children receive at least two dental packs, In Primary 1, at least one dental pack will be distributed to all children. Childsmile Community and practice. Our Dental Health Support Workers will visit family homes to: - Use a person-centred, empathic method to support families living in disadvantaged areas to understand the everyday barriers and facilitators to adopt child, oral health promoting behaviours. - Develop tailored practical ideas for parents to support behaviour change. - Provide the central link between dentists, the family and the health visitor/public health nurse. - Give additional oral health support to children and families most in need. - Additional support will be given to children and families most in need through home visits, community initiative and primary care dental service. Childsmile Toothbrushing The Childsmile toothbrushing programme is available in Lanarkshire. The toothbrushing programme component of the programme is offered to: Page 64 of 212
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Programme (Nurseries and Schools) - Two-year-old children receiving free place at nursery. - Every three- and four-year-old child attending nursery. - 20% of P1 and P2 classes of schools situated in areas with the highest level of need. In addition, Lanarkshire extended Duties Dental Nurseries (EDDNs) attend nurseries and schools in disadvantage twice yearly to apply fluoride varnish. This is a targeted programme. Oral Health Promotion - Oral Health awareness sections. - Oral Health Training for staff internally and externally. Reducing Oral Health Inequalities - Target areas of deprivation to make sure that everyone, no matter where they live, can have the best oral health. - Find innovative ways to tackle oral health inequalities in Scotland, recognising the need to enable people to have more health promoting behaviours. Improving Information for Patients - Provision of clear advice for people on dental treatments available, the location of general dental practices and benefits advice in relation to dental treatment. - Raise awareness of National Smile Month & Mouth Cancer Action Month in the general population using NHSL’s social media platforms. Meeting the Needs of Specific Priority Populations - Support Homeless or risk of homeless population - Support ageing population through community projects - Provided support to Care experience Children and their families. Nursery and School Recognising the importance of a well-balanced diet for early years and young children, the Council will: Early Years • Ensure all nurseries meet the National Care Standards: early education and childcare up to the age of 16. • Ensure all nurseries are health promoting, providing a safe and healthy environment in which children can learn. • Ensure all food and drinks provision complies with the NHS ‘Setting the Table’ national nutritional guidance for early years. • Deliver training to staff where required, to support the implementation of nutritional guidance. • Through Curriculum for Excellence, support and encourage food activity within early years to increase children’s familiarity with a variety of foods and raise awareness of the importance of healthy eating. • The Scottish Milk and Healthy Snack Scheme (SMHSS), provide any child aged five years and under, who attends a registered setting for two hours or more a day, will be entitled to receive milk and a healthy snack such as a piece of fruit for free. • Improve knowledge of healthy eating by the delivery of free health promotion sessions to children and their parents/ carers. • Support and encourage children to develop good oral health practices by the continued delivery of the Nursery Tooth Brushing Programme. Page 65 of 212
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• Ensure parents and carers are well informed about food and drinks provision within the nursery setting. In addition, and in recognition of the strategic importance of schools both in ensuring a health balanced diet and in education on the topic, the Council will: Early Years • Provide healthy and balance school meals that meet the food and drink regulations. • Promote the uptake of school’s meals especially for those entitled to a free school meal. • Continue to provide a breakfast club service (cereal with milk, toast and fruit) in all primary schools, ensuring children get the best possible start to the day. • Continue to offer a breakfast service in secondary schools • Ensure all tuckshop and vending provision in schools complies with national nutritional standards • Ensure pupils and parents/carers are well informed about food and drinks provision in schools. • Provide information to parents and carers on healthy packed lunches for those who choose to provide children with a packed lunch from home. • Continue to develop children’s knowledge of diet and health and provide opportunities to participate in practical food activity in line with the Curriculum for Excellence to allow them to make informed choices about the food they eat and help to establish lifelong eating habits In providing for people with special dietary needs, the council will: • Provide information and training to staff involved in the provision of special diets. • Consult regularly with those requiring a special diet to ensure provision meets the needs and expectations of all service users. • Support schools to implement the nutritional regulations for any child or young person with a special dietary need or issues related to their additional support need. • Ensure all special dietary needs are catered for appropriately. A vegetarian option will be available daily in schools. Recognising the importance of a well-balanced diet for early years and young children, the Council will: Early Years and Young Children • Ensure all nurseries meet the National Care Standards: early education and childcare up to the age of 16. • Ensure all nurseries are health promoting, providing a safe and healthy environment in which children can learn. • Ensure all food and drinks provision complies with the NHS ‘Setting the Table’ national nutritional guidance for early years. • Deliver training to staff where required, to support the implementation of nutritional guidance. • Through Curriculum for Excellence, support and encourage food activity within early years to increase children’s familiarity with a variety of foods and raise awareness of the importance of healthy eating. Page 66 of 212
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• The Scottish Milk and Healthy Snack Scheme (SMHSS), provide any child aged five years and under, who attends a registered setting for two hours or more a day, will be entitled to receive milk and a healthy snack such as a piece of fruit for free. • Improve knowledge of healthy eating by the delivery of free health promotion sessions to children and their parents/ carers. • Support and encourage children to develop good oral health practices by the continued delivery of the Nursery Tooth Brushing Programme. • Ensure parents and carers are well informed about food and drinks provision within the nursery setting. Training & Adulthood To support adults/older adults the council will: Adults / older adults • Support adults through active health and nutrition advice • Provide a healthy balanced lunch club menu • Deliver training to staff where required, from appropriate professionals, to support the implementation of nutritional guidance. • Ensure that the food offered to service users is culturally appropriate, well presented, tailored to suit individual needs and is available in a form and consistency that ensures a safe and healthy diet. • Ensure that appropriate support is available to those requiring assistance with eating and drinking. • Regularly consult with service users regarding food provision, menu planning, food preferences and ideas for improvement. • Serve meals in an inviting and comfortable environment, allowing service users to enjoy the social aspect of mealtimes. • Ensure service users and their relatives receive adequate information regarding food, drinks and healthy lifestyle provision. In collaboration with partners such as NHS Lanarkshire and LCFHP, the council is committed to supporting projects which aim to address food poverty and poor diet through community action. This includes: Adults / older adults • Support adults through active health and nutrition advice • Provide a healthy balanced lunch club menu • Deliver training to staff where required, from appropriate professionals, to support the implementation of nutritional guidance. • Ensure that the food offered to service users is culturally appropriate, well presented, tailored to suit individual needs and is available in a form and consistency that ensures a safe and healthy diet. • Ensure that appropriate support is available to those requiring assistance with eating and drinking. • Regularly consult with service users regarding food provision, menu planning, food preferences and ideas for improvement. Page 67 of 212
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• Serve meals in an inviting and comfortable environment, allowing service users to enjoy the social aspect of mealtimes. • Ensure service users and their relatives receive adequate information regarding food, drinks and healthy lifestyle provision. Adults / older adults • Supporting LCFHP to provide fresh fruit and vegetables, as well as deliver a range of healthy eating activities for children, parents and families. • Supporting LCFHP to train staff and partners to deliver a range of cooking skills and nutritional advice sessions targeting low-income groups within community settings across North Lanarkshire. • Supporting the work of community cafes, food co-ops and other community food and health initiatives by, for example, providing kitchen equipment, expert advice and training. • Providing support for the development of healthy living projects, with improving diet as their key aim. • Ensuring diet and nutrition is central to wider plans for social inclusion and community regeneration. The Council is committed to achieving their strategic physical activity outcome of more people enjoying the benefits of having a physically active life by increasing participation in community based physical activity programmes by increasing the uptake of the Active Health Programme, increasing the number of people referred to exercise referral classes participating in these classes and increasing Active NL memberships. Worklife and Employment To promote the Health and Wellbeing of Council Employees, the Council and partners will: Council Employees • Continue to promote health improvement and healthy eating within the workplace via commitment to the Healthy Working Lives agenda. • Ensure healthy eating principles are embedded in all staff restaurants and establishments open to the public including country parks, public libraries and leisure facilities, making sure a variety of healthy options are available daily. • Offer healthy options within all vending facilities. • Ensure customers can easily identify healthy options. • Ensure healthy options are promoted and competitively priced to encourage take up. • Maintain and work towards the principles of the Eating Out, Eating Well scheme in each of the establishments. • Ensure that sufficient information is provided to staff in relation to diet and nutrition, particularly to those without access to on-site catering facilities through visual aids and posters from this publication. • Ensure, where possible, that staff without on-site catering facilities have access to appropriate kitchen facilities, equipment and utensils with which they can prepare their own lunch. Page 68 of 212
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Retirement and Care Older adults To support adults/older adults the council will: • Support adults through active health and nutrition advice • Provide a healthy balanced lunch club menu • Deliver training to staff where required, from appropriate professionals, to support the implementation of nutritional guidance. • Ensure that the food offered to service users is culturally appropriate, well presented, tailored to suit individual needs and is available in a form and consistency that ensures a safe and healthy diet. • Ensure that appropriate support is available to those requiring assistance with eating and drinking. • Regularly consult with service users regarding food provision, menu planning, food preferences and ideas for improvement. • Serve meals in an inviting and comfortable environment, allowing service users to enjoy the social aspect of mealtimes. • Ensure service users and their relatives receive adequate information regarding food, drinks and healthy lifestyle provision. Page 69 of 212
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref FW/LS Date 25/09/25 Brighter Futures Progress Update From Fiona Whittaker, Chief Officer (People Resources) E-mail whittakerf@northlan.gov.uk Telephone 07973 728628 Executive Summary Brighter Futures is embedded within The Plan for North Lanarkshire. It focusses on leveraging the combined activities of various services to create a joined-up approach to improving the life outcomes of children, young people and families and to support the growth and sustainability of businesses across the region. Five key themes exist within Brighter Futures; NL Academies, Curricular Pathways, Employability and CLD, Volunteering and Entrepreneurship, all of which contribute to delivering for North Lanarkshire people and businesses and towards several of the council’s health check indicators as detailed in sections 2.1 and 2.2 of this report. Key highlights achieved to date include: • 1544 residents supported via NL Academies funded programmes to provide jobs, upskilling opportunities and attraction activities to key sectors within North Lanarkshire. • 100 supported employment candidates entered employment. • 8714 distinct leaners supported via CLD. • 1038 national qualifications achieved by adults via CLD. • 17 new minority ethnic businesses started. • 98 minority ethnic businesses receiving non-financial support. • 304 start-up businesses supported • 5,698 hours of bookings within the HIVE • 82 social enterprises supported. • 67 businesses accredited to the Employer Charter with 34 currently being assessed. • North Lanarkshire Council’s Social Value Framework under development to enhance the return on procurement. • Opportunities for volunteering expanded within education and within services and training opportunities provided for volunteers. Going forward Brighter Futures will continue to deliver towards the Plan for North Lanarkshire’s ambitions and outcomes in creating opportunities, maximising growth, leveraging resources, providing pathways and supporting the labour market. This report describes the consolidated activity being progressed under the Brighter Futures Delivery Framework’s strategic aims from start of the Programme of Work to date. Item 4 Page 71 of 212
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1. Background 1.1 Brighter Futures is one of the seven Programmes of Work (PoW) established to support the Plan for North Lanarkshire. The Brighter Futures Delivery Framework is in place to ensure alignment and interconnectedness towards achieving the aims of Brighter Futures. A description of the contents of the framework are shown in figure 1 with more detail on the deliverables aligned to the strategic aims in appendix 1. Figure 1 – Brighter Futures Delivery Framework 1.2 The five strategic aims of Brighter Futures are shown in figure 2. Five themes are in place and now established to progress deliverables and activities towards achieving the strategic aims. Going forward, the focus is to continue to deliver against the priorities of Brighter Futures, in ensuring alignment towards demand in priority sectors, building capacity to support The Plan for North Lanarkshire, establishing scalable pathways, programmes and activities and continuing to build strong partnerships to increase impact and create joint funding opportunities. These priorities are now in place and going forward the focus will be on enhancing partnerships, scaling up activity and increasing the numbers of people and businesses benefitting from this programme. Recommendations It is recommended that the Policy and Strategy committee: (1) Endorse and approve the contents of this report, the progress made and next steps. 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 Programme of Work Brighter Futures Page 72 of 212
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Figure 2 – Brighter Futures Strategic Aims 2. Report 2.1 Activity across the Brighter Futures PoW to date has impacted upon several of the 28 Health Check Indicators (HCI) as show in figure 3. Figure 3 – Health Check Indicators relevant to Brighter Futures 2.2 5 of the 8 identified HCI’s relevant to Brighter Futures have improved over the course of the Plan for North Lanarkshire, with 3 showing room for improvement. Positively, recent data has shown a further improvement in C20 (percentage of working age people (aged 16-64 years) claiming one or more of the key benefits) this is now on par with the Scottish average and lower than the UK average of 4.1%. North Lanarkshire’s claimant rate has been consistently higher than the Scottish average every month since January 2008, therefore this recent data showing the rate being on par is significant. In terms of C21 - % of the working age population (aged 16-64) that have no formal qualifications, the recent census data provided a deeper insight into the age breakdown of those without qualifications. As suspected the data shows that the profile is very much a generational issue, with by far the highest proportion in the over 50’s age bracket – see figure 4. Page 73 of 212
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Activities led by Brighter Futures under the Employability theme, Community Learning and Development (CLD) and NL Academies target this demographic from a qualification’s perspective, but this impact will be limited. It is therefore key that we continue to focus activity on the preceding age brackets to prevent a similar picture from arising in future. Figure 4 – census data on qualifications by age group 2.3 The content in the remainder of section 2 of this report details activity and successes aligned to the Brighter Futures strategic aims which have contributed to improvement in the HCI’s and describes activity to tackle those still requiring improvement. Strategic Aim 1 2.4 Creating opportunities for young people and the wider community and connecting them to employment NL Academies 2.5 NL Academies work closely with businesses and partners in industry sectors such as the built environment, health and social care and digital to create innovative but viable pathways to employment, boosting jobs and economic growth. 2.6 The team lead on various projects such as external summer placements, skills training for young people giving them job ready skills to access growth industries, and opportunities for adults in North Lanarkshire to enter training and finish with a well-paid job in a growing industry. Table 1 shows examples of projects delivered by NL Academies, funded via UK Shared Prosperity Funding (UKSPF) or via social value. Page 74 of 212
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Table 1 – NL Academies projects and residents supported Built Environment Academy Project Description No. of NL residents supported SP Energy Networks – Adult Craft Apprenticeships – Year 1 and 2 SP Energy Networks – Overhead Line Inspectors Funding provided to SP Energy Networks (SPEN) and their Supply Chain Partners to permanently employ up to 15 North Lanarkshire residents, to train them via their Adult Craft Apprenticeship programme and continue their employment beyond completion of the training into LV Cable Jointer roles with salary prospects circa £35k/40k pa. Funding provided to SPEN to permanently employ three North Lanarkshire residents, into Overhead Line Inspector roles and to train them accordingly. 11 3 BE-ST – Low Carbon Learning Young learners undertaking Foundation Apprenticeships, or who are interested in the Built Environment - provision of workshops suitable for aspiring young people with an interest in the sector. The sessions cover retrofit, Passivhaus, digital construction and modern methods of construction. Teacher focussed event delivering similar content to above. 162 11 Future In Construction This programme is designed to support anyone aged 16+ from North Lanarkshire to take their first steps into Construction and gain real work experience. 41 BE-ST Next Gen Summit S1 pupils participated in this hands-on experience in sustainable design, aiming to inspire the next generation toward careers in a net-zero carbon built environment. The event featured an Eco School Project by education programme creators ‘Class of Your Own’ integrating the Design, Engineer, Construct curriculum with a focus on sustainability. Pupils worked in teams, taking on real-world roles such as surveyor, director, and architect to design environmentally friendly, energy-efficient school buildings. 172 Build Your Future Aimed at S2 and S3 pupils Build Your Future provides young people with the insight, knowledge and skills they need to develop their awareness and experience of Construction and the Built Environment. Through a mixture of skills masterclasses and re-purposing design challenges, young people are given the opportunity to explore place making and get hands on with skills demonstrations across a variety of trades. 140 Digital Academy Project Description No. of NL residents supported Digital Youth Academy - Cohort 1 and 2 ASN Programme in conjunction with No Limits This programme provided 2 bootcamps over a 4-week period for 16–24-year- olds. The bootcamps completed were “Business” and “Digital Skills” for young people with no or basic IT skills where they learned problem solving, PC passport, office systems user, introduction to digital marketing, web skills, creative content skills and CV building and preparing for interviews. Candidates were supported to find apprenticeship opportunities following completed of the bootcamps. A specific programme was delivered to extend the NLC/QA Digital Youth Academy to a group of young people with additional support needs who were participating in the council’s No Limits programme via the Supported Employment team. The programme was specifically tailored to the digital needs of the participants in a fun and creative learning environment and provided opportunities in both digital and life skills. 47 11 Page 75 of 212
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Digital Labs Flexible, community-based, ‘Digital Labs’ have been set up by the libraries and CLD teams across North Lanarkshire to provide local adults aged 16+ with the relevant skills, confidence, and motivation to get online. Funded to date by the NL Digital Academy, support is given to those who currently have no digital device of their own as well as those who need support with an existing device. Learners are being supported to drop-in to their local ‘Lab’ to learn how to use tablets, laptops, and smartphones through both Public Access Computing (PAC) and ‘bring your own device’ (BYOD) approaches. As Digital Labs does not require a fixed suite of computers, staff are able to respond quickly to local and individual demands. 829 Care Academy Project Description No. of NL residents supported Trainee Social Worker Programme The programme offers existing staff the opportunity to study with the Open University to gain a BA (Hons) in Social Work whilst continuing to work for the council in several rotational placements giving them access to a wide range of meaningful, challenging and supportive situations. This programme is currently running with 9 staff who are training to become fully qualified Social Workers. 8 Equalities Recruitment Identification of target groups via the NLC Resettlement team and Cllr Khan (Equalities champion) – modified recruitment process leading to recruitment of 33 employees from Ukrainian / Congolese backgrounds. 33 Cross cutting activity Project Description No. of NL residents supported Summer Placement Programme (external placements within industry) This programme provided young people of North Lanarkshire the opportunity to learn new skills, develop existing skills and earn money whilst gaining vital work experience during school summer holidays. The students from local high schools, priority groups and New College Lanarkshire were given the opportunity to gain hands-on experience working across a range of employment sectors. External placements in 2024 spanned key industries including the Built Environment, Health & Social Care and Digital Technology, with students working with external construction companies and NHS Lanarkshire. Students who embarked on built environment placements, were supported to gain a Green Labourer CSCS Card. and towards the end of placement, all students attended a “My Skills My Future” workshop. To acknowledge the success of the programme and achievements of all students (internal and external), a celebration event was held at the Ravenscraig Regional Sports Facility on the last day of placement. Over 300 people were in attendance including students, their managers, parents/guardians and external contractors and businesses. In 2025, 53 external placements are taking place across various sectors (built environment, digital, automotive, political, nursing, podiatry, occupational therapy, NHS Admin and care). 2024 – 23 2025 - 53 Total residents supported via NL Academies funded programmes 1544 Curricular Pathways 2.7 The Curricular Pathways theme provides inventive and achievable opportunities for children and young people (3-18) to thrive through individual learning and training Page 76 of 212
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pathways, so they develop real-world job talent and invaluable life skills from day one. This will give them the skills, knowledge, and confidence to successfully transition to further education, training or employment. This theme shapes innovative employment pathways and maximise key industry growth sectors to boost North Lanarkshire’s economy. 2.8 Key achievements to date towards this strategic aim are detailed in table 2: Table 2 – curricular pathways deliverables and activity Expand pathways and progression routes Senior phase leadership academy launched. A catalogue of wider achievement presented to Head Teachers and issued to all schools. Vocational education brochure published and standardised timetable produced. Grow full range of school vocational pathways for key industry sectors in the Built Environment, STEM, Health and Social Care and Digital Renovation of Snap Dragon restaurant and commercial kitchen. Development, growth and expansion of the Bellshill Academy construction campus. Advance equalities within curriculum pathways 3-18 years Developing the Young Workforce taskforce established and review and self-evaluation underway. Positive Destination Manager, 5 Pathways Support Teachers and 2 Job Coaches in place and funded by UKSPF. Map, develop and implement play-based approaches in early years to develop a full play- based learning offer New Education Support Officers established to develop play and enquiry based pedagogical approaches. Collaborations and partnerships in place with Play Scotland, Education Scotland and 26-member working group piloting audits and sharing best practice. 2.9 Future plans within this theme include enhancing the monitoring system for wider achievements, repurposing of “The Bungalow” to create a skills for learning, life and workspace for young people with additional support needs and to progress the young people’s pathways to care workstream under the Care Academy Steering Group. 2.10 Within Vocational Education, next session young people will have access to a wide range of Industry Recognised Awards and Qualifications linked to the creation of 5 industry led pathways that will develop and expand activity in line with labour market intelligence for the North Lanarkshire area. The focus will be on growth employment sectors and sectors with predicted skills shortages. 2.11 These awards and qualifications will cover all activity from L3/4 to L7 which includes - vocational programmes, wider achievement, FA's and HNC's being delivered in partnership with Higher and Further Education establishments, training providers, schools, and employers. We will continue to develop and grow these pathways to ensure all young people have access at the required level and have opportunity on exit point of their choice e.g. FE, HE, employment or further training and will link closely with North Lanarkshire recruitment and NL Academies to align with MA/GA recruitment, the highly successful Summer Placement Programme and other entry level opportunities. Page 77 of 212
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Table 3 – Industry led pathways INDUSTRY LED PATHWAY Construction L4 Auto Mechanic L5 Construction L6 Engineering FA Civil Engineering HNC CADD HNC Construction Managemen t Health/Care L4 Healthcare L5 Early Years & Childcare L6 Dental L6 Fitness, Health & exercise FA Children & Young People FA Healthcare HNC Social Services IT/Business Support L6 Business Skills L6 Intro to Scots Law L6 Engineering L6 Cyber Security FA Software Development HNC Business Skills HNC Cyber Security Creative L4 Photography L4 Creative Industries L5 Social Media Branding Bootcamp L6 Music Technology FA Creative & Digital Media Other L4 Hospitality L5 Hospitality L4 Hairdressing L4 Beauty L5 Hairdressing L5 Beauty HNC Social Sciences 2.12 In addition to these Industry Recognised Awards and Qualifications, young people will have access to a vast range of nationally recognised Wider Achievement awards linked to developing their skills and qualities for the World of Work. These awards will be tracked and monitored alongside national qualifications. 2.13 During 2025-2028, to enhance the quality of these learning experiences, there will be a focus on developing bespoke vocational spaces in schools and establishments in key labour market sectors e.g. built environment, hospitality and any others we think are relevant. Delivery of these awards and qualifications has largely been offered in S5 and S6, these offers will now be introduced at an earlier stage in a young person’s learner journey, particularly for those young people at greatest risk of leaving school with few or no qualifications and the negative impact of long-term unemployment. 2.14 An evaluation of work-related learning and employability within the curriculum in period 2022-2025 saw our best school leaver statistics with 94.7% entering a positive destination with higher and further education increasing to 68.4% employment to 24.3% and the number of ‘unknown’ destinations decreasing. Our annual participation measure was 92.8% - our highest percentage achieved since the measure was introduced in 2017. 2.15 A multi-agency and cross council Developing the Young Workforce Taskforce was established and continues to support schools and families with those young people with multiple barriers and most at risk of entering a negative post-school destination. UKSPF afforded us the opportunity to recruit 5 Pathways Support Teachers to support the work of our Pathways Team and Virtual School as well as a Post School Destinations Project Manager. 2.16 The DYW Delivery Plan for 2025-2028 will be published and launched in August 2025. Employability 2.17 Specialist Supported Employment services continue to work with around 200 residents per annum who have significant disabilities with 100 entering employment, mainly in the private sector, each year and over 80% of these clients sustain their employment. 2.18 In addition, there are specialist services for up to 16 young people aged 16-19 per year who have additional support needs and are in the process of moving from school to the labour market. The No Limits project supports them in this transition and offers long term Page 78 of 212
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paid work placements of up to 12 months. Similarly, the Roots project offers the same support for up to 16 young people aged 16-26 who are care experienced. 2.19 Through its partnership with New College Lanarkshire and NHS Lanarkshire the council delivers Project Search which provides training and work placements for 15 young people aged 19-24 within Monklands and Wishaw Hospitals with routes into jobs in the portering, administration and clinical support roles. 2.20 NL Industries is in the process of increasing its incomes from the additional businesses generated by the development of community hubs and the significant capital investment going into North Lanarkshire projects. This coincides with a change planned in its workforce. As its current long-term employees with disabilities retire some of the places will be used to provide training for supported employment clients on a temporary basis before moving them into long term employment with a start to this in 2025/26. 2.21 The Community Learning and Development (CLD) team works to improve life chances for children, young people, adults, and families through learning, with a particular focus on engaging learners from more vulnerable communities. During the 2024-25 reporting year, the CLD team worked directly with 8714 distinct learners (i.e. each learner counted once regardless of how many times they engaged with the service). Of these learners, 1195 were aged 7 or under, 3779 were aged 8-15 and 3740 were aged 16 or over. 2.22 CLD provision is targeted using Scottish Index of Multiple Deprivation (SIMD) data, although engagement is not confined solely to these data zones as deprivation and a lack of life chances can affect people wherever they live. Approximately 33% of North Lanarkshire residents live in areas classed by the SIMD as being in the most deprived 20% of data zones in Scotland (SIMD 1 & 2). Of the learners that CLD has engaged with over the past year, 44% of 0–7-year-olds, 41% of 8–15-year-olds and 44% of those aged 16 and over lived in SIMD 1 & 2 data zones. In total, 43% of CLD learners were from SIMD 1 & 2 (i.e. higher than the 33% baseline due to targeting). 2.23 As a result of CLD provision, 1038 national qualifications, including 939 SQA units, were achieved by adults, aged 16 and over, during 2024-25. In addition to bespoke SQA programmes around employability, personal development, English for Speakers of Other Languages (ESOL), etc., the CLD team has a strong focus on providing basic core skills. During 2024/25, participants took part in SQA registered core skills courses such as communication (69 learners), numeracy (340 learners), IT (182 learners), working with others (34 learners) and problem solving (30 learners). 2.24 Through CLD programmes targeted at young people, a further 205 SQA units and awards were completed by under 16s in addition to those above. These SQA awards included volunteering, employability and working with others. In addition to SQA awards, a total of 2022 Youth Accredited Learning Awards (such as Duke of Edinburgh’s Awards, Outdoor Discovery Awards and Dynamic Youth Awards) were also achieved through CLD programmes. Across all local D of E centres in 2024/25, a total of 10,059 volunteering hours were generated by young people with a social value of £64,293. Entrepreneurship 2.25 Support for under-represented groups has been implemented with outcomes contained within figure 5. Page 79 of 212
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Figure 5 – business engagement support for under-represented groups 2.26 Linking entrepreneurial activity to the education curriculum is a key deliverable within this strategic aim. The key achievements in the academic year to June 2025 included: • Enterprise Pathway 2024-2025 School Information Pack – issued to all schools containing partner offerings. • Enterprise Celebration Week took place on 9th September 2024 with enterprise resources posted for schools to use. • 74 Schools (up from 54 in previous year) received a NLC Enterprising Schools Award for their 2024-2025 enterprise activities with 8,336 pupil engagements. • All 23 secondary schools engaged in an enterprise activity (up from last year); 54 primary schools engaged (same as last year) and 3 ASN Schools engaged (up 1 from last year) • 18 financial education workshops were delivered by Young Enterprise Scotland • 17 schools received a Social Enterprise Schools Award • Dragons’ Lair – 23 S3 teams took part in the 2024 competition with 6 teams reaching the final to pitch their ideas to a panel of local businesspeople. The winner was a pupil from Cardinal Newman High • 3 S4 Pupils from Cumbernauld Academy won the Kings Trust Award for Scotland for an app they had developed and presented their project during Enterprise Celebration Week 2024. Strategic Aim 2 2.27 Maximise growth and meet the needs of North Lanarkshire’s employers and key sectors NL Academies - employer engagement, partnership working and enhancing equalities 2.28 NL Academies has created partnerships with employers in industry through the formation and progress within the Built Environment Sector Board and Care Academy Steering Group and have created an enhanced approach to realising social value across the council’s procurement activity. 2.29 The Built Environment Sector Board’s purpose is to scope, direct and commission plans and activities to engage and mobilise sector and wider skills and education provider Page 80 of 212
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landscape across North Lanarkshire to work in partnership to tackle known, and yet to be identified skills and workforce gaps. The Board plays a key role in shaping the work, future direction and growth of the Built Environment Academy through agreeing key industry gaps at a local level; commissioning relevant employment and training activities; agreeing existing and new pathway priorities; developing new and innovative solutions and partnerships; driving industry collaboration and engagement and brokering joint approaches to funding. 2.30 The Built Environment Sector Board is progressing 3 priorities: • Demand research into the specific skills and workforce requirements in the industry. • The creation of a Youth Engagement Strategy attracting young people, including underrepresented groups into the industry. • The formation of the North Lanarkshire Built Environment Academy. 2.31 The pan-Lanarkshire Care Academy has been created to respond to opportunities arising from workforce challenges (and future demand) which exist within the Health and Social Care Partnerships across Lanarkshire. The partnership aims to formalise working relationships between the councils (NLC and SLC), NHS Lanarkshire and partners such that there is a process in place for identifying, defining, and progressing potential opportunities for engagement through collaboration. 2.32 The Care Academy Steering Group is progressing 5 workstreams: • Attraction, recruitment, retention and wellbeing. • Young people’s pathways to care. o Includes the creation of the first collaborative apprenticeship with NHS Lanarkshire aligned to workforce needs and gaps, commencing Summer 2025 and the alignment of the Modern Apprentice rate of pay to Fair Work First principles. • Adult pathways to care – including employability activity. • Funding / Procurement – including Community Wealth Building. • Communications – website, branding, a place for reference and future comms. 2.33 Enhancing digital employer engagement towards developing the Digital Academy will be progressed throughout 2025/26. Targeted “Digital Bootcamps” have been delivered using UKSPF monies in 2023/24 and 2024/25 which focused on young people aged 16+ with a dedicated programme providing additionality to the ASN “No Limits” programme. Scoping activity is underway to identify where skills gaps exist in the digital world and whilst UKSPF has significantly reduced, explore options for adding value in the digital sector in North Lanarkshire. Strategic aim 3 2.34 Fully leveraging all resources and seeking opportunity to grow resources and funding Social value 2.35 Increased integration and alignment of social value with the Plan for North Lanarkshire is critical to our ability to deliver our goals in several areas and can bring significant further opportunities. 2.36 Whilst it is recognised that North Lanarkshire Council is committed to maximising social value, there is an opportunity to gain further value from the businesses we engage with Page 81 of 212
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and from the contracts we procure. The council’s capital investment programme along with the Enterprise Contracts provide significant opportunities to maximise the benefits delivered via social value. It is important that existing positive arrangements are maximised, integrated, and align with any new developments. It should also be recognised that it is essential that the social value benefits which contracts seek to maximise deliver the best value as they do come at a cost within the wider contract value. 2.37 To support this ambition, a North Lanarkshire Social Value Framework is under development, led by the NL Academies team, and will be implemented across the council and embedded into future procurement contracts. An update to committee is scheduled for cycle 4 2025. Employability 2.38 The North Lanarkshire Local Employability Partnership (NLLEP) is chaired by North Lanarkshire Council and was established in 2020 to support the alignment of local employability partners, remove duplication and provide more opportunities for partnership delivery of projects. It also acts as the key mechanism for discussing, allocating and monitoring No-One Left Behind (NOLB) grants to third sector providers across North Lanarkshire that deliver employability support. There are established referral processes for DWP to refer their economically inactive and unemployed clients for support from NLLEP stakeholders which is managed by the council to ensure residents get support as quickly as possible. Key partners include DWP, NHS Lanarkshire, New College Lanarkshire and the council’s CLD, Tackling Poverty and Enterprise teams. 2.39 The NLC Employer Charter has become the latest vehicle for aligning local employers with our Fair Work Agenda. The Employer Charter was designed to maintain and support a network of employers across North Lanarkshire, to engage and influence local employers to work fairly and responsibly and to formally acknowledge those employers that already work in a such a manner. At its core the Employer Charter is an employer accreditation scheme, developed to drive forward improvements across North Lanarkshire’s labour market, benefiting employers, employees and the local community and with accreditation assessed objectively on four core areas. 2.40 The scheme membership is free and open to businesses of all sizes within North Lanarkshire and to those out with the local authority area that contribute to the local community and economy. At this point there are 67 businesses accredited with 34 applicants being assessed. A first networking event, bringing these businesses together, was held in April 2025 and another is planned for September 2025 which will have a theme of supporting local employers to work with our schools and in developing the young workforce. 2.41 Supported by external funding (UKSPF), the CLD team’s Sum It Up programme, provides core numeracy skills and qualifications to improve employability prospects. A variety of numeracy opportunities have been provided across all nine Community Board areas, in particular to learners facing multiple barriers and disabilities. These opportunities have ranged from: • Embedding of numeracy into wider CLD programmes (such as parenting, environmental and wellbeing programmes) through to the formal delivery of SQA qualifications in numeracy and mathematics. • Over 450 people being registered as Multiply learners, with many more benefitting from numeracy support within other CLD programmes. Page 82 of 212
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• Currently, 379 Multiply learners have registered for SQA qualifications with 211 SQA units achieved to date. • A further 70 REHIS and 54 First Aid qualifications were achieved. • 95% of learners report an increase in numeracy skills and 98% have been ‘very satisfied’ with their experience. 77% also report an improvement in their personal life and mental / physical health because of their engagement. 2.42 The CLD team’s Young Adult Programme (YAP), supported by UKSPF and employability funding, provides a 12-month programme of paid work placements for 19- to 24-year- olds, whilst also supporting other young people, adults, families and communities through CLD interventions. In 2024/2025: • Eighteen young adults were recruited into CLD Assistant Support Worker posts for 12 hours per week, including time for training, SQA qualifications and 1-to-1 mentoring. • All participants faced multiple barriers to employment. Of the participants, six identified as being disabled, two were New Scots (for whom English is not their first language) and one was a young parent. This was the first experience of paid employment for seven participants and one third of those recruited lived in the lowest 5% data zones. • 14 participants have achieved formal qualifications, each achieving at least 7 qualifications, with the highest level being a PDA in Adult Learning in Scotland at SCQF level 6. • As of May 2025, 8 staff have moved into employment – 6 of whom are with North Lanarkshire Council. Two young adults have moved onto Higher Education, one to study Community Development at the University of Glasgow and another to study Community Education at UWS. 2.43 In addition to supporting New Scots, the externally funded Resettlement team within CLD provide accredited learning programmes focused on English for Speakers of Other Languages (ESOL). In 2024, 453 distinct learners took part in 543 learning sessions provided by as part of Resettlement programmes. These sessions include 2 specific ESOL Employability projects: • 154 individuals have progressed to positive destinations following participation in Resettlement programmes. • Small business workshops have been delivered to 52 New Scots. • Bespoke learning is in place for resettled / unaccompanied asylum-seeking children (UASC) using different methods such as outdoor learning, residential experiences and youth accreditation. 2.44 Supported by youth justice funding, CLD’s recently developed Compass Project uses a youth work approach to engage with young people in conflict with the law who are identified via the Early and Effective Intervention (EEI) pathway. In addition to personal development, the project provides clear routes into education and employment. The development of skills and accreditation in 2024/25 has included: • 41 young people have registered for one or more SQA units, with 62 units achieved so far. • 14 young people completed Fire Reach training with the Scottish Fire & Rescue Service. • 13 young people participated in a weeklong programme with Resilience Through Creativity – Comedy and Confidence gaining SQA units including a unique qualification in comedy. Page 83 of 212
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2.45 With financial and practical support from YouthLink Scotland and the National Lottery Heritage Fund, the Natural Leaders programme was piloted by CLD staff during 2024/25. The programme is aimed at young people aged 11-12 identified as being at risk of disengaging from education at the point of transition from primary to secondary school. Almost all (82%) of candidates' self-evaluation responses reported improvements in their experiences. The Natural Leaders programme also included accreditation through John Muir, Dynamic Youth and Hi5 Awards. 2.46 Supported by national Mental Health and Wellbeing funding, CLD provides various programmes designed to support young people experiencing emotional distress. The primary programme offered is Living Life to the Full (LLTTF), a mental health and wellbeing initiative aimed at helping young people build resilience, improve mental health, and develop coping skills. During 2024/25, 1192 young people participated in CLD mental health and wellbeing programmes, with 71 SQA Wellbeing awards achieved as a result. Of these young people, 51% accessed services due to emotional distress, with the most common reason being exam stress and school-related issues. Among those seeking support for emotional distress, 74% reported improvements in their wellbeing, with the figure rising to 93% for young people classified as being in high-risk groups. Strategic Aim 4 2.47 Providing an alternative pathway for residents to contribute to and support North Lanarkshire’s economy and communities Volunteering 2.48 Establishing a baseline, current activity, training and volunteer opportunities, along with understanding and mapping the current volunteer offering has been progressed via the Brighter Futures volunteering theme. System developments have also been completed to implement and maintain a system to capture volunteers available, skills, training and opportunities. The following activity has completed to date: • Initial analysis of active volunteers. • Engagement with services to understand how they might use volunteers, establish links with community groups, community boards and VANL. • Engagement with Education & Families to better understand the role of volunteering within our schools. • Engagement with local employers to promote the benefits of Employer Supported Volunteering. • Building a campaign with Corporate Communications. • Development of volunteer role profiles and opportunities available. • Engagement with Volunteer Scotland and continued relationship building with VANL – working with local Volunteering Partnership organisation. • Providing direct mentoring support to local community groups, offering support where possible. • Working alongside with VANL to support local groups to undertake the Volunteer Friendly award. • Collaboration has continued with stakeholders to develop accreditation options to improve access to employment or education. • Qualification routes have been developed for volunteers, building pathways to positive outcomes. Page 84 of 212
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2.49 Future plans and next steps within the volunteering theme of Brighter Futures include progressing the final stages of the Invest in Volunteering Award, a prestigious UK standard for organisations who work with volunteers. Work continues towards achieving accreditation as an SQA centre to deliver Volunteering Skills – 3, 4 and 5 and Employee Supported Volunteering is being finalised for NLC. Entrepreneurship 2.50 The in-sourcing of Business Gateway Service took place with 20 staff transferred to NLC to deliver services across Lanarkshire from 1 March 2024. Table 4 demonstrates 2024 to 2025 statistics for Business Gateway: Table 4 – Business Gateway statistics (North Lanarkshire) 1 April 2024 – 31 March 2025 Start ups • 1093 pre-start enquiries • 304 start-ups: 167 Female; 27 young people; 18 Minority Ethnic and 10 disabled persons • 73 high growth start-ups Existing businesses • 457 existing business enquiries • 326 existing businesses supported • 62 growth businesses and 41 local priority businesses receiving intensive support Additional services • 903 attendees at local and national workshops • 93 expert help sessions commissioned • 54 expert surgeries delivered Customer Satisfaction • 83% overall satisfaction • 81% expectations met/exceeded • 81% beneficial to the business • 84% likely to recommend • 86% likely to continue using BG service • 93% satisfied with staff 2.51 Intensive engagement has taken place across North Lanarkshire with internal and external services to support entrepreneurship and self-employment. New funding programmes and expert help services have been delivered via a mix of UKSPF and council funding, for example, business start-up fund, 78 grants paid totalling over £113k and small business and self-employed scheme with 30 approvals at over £47k. 2.52 Entrepreneurship is a key deliverable within Brighter Futures to provide alternative employment pathways as part of strategic aim 4. The HIVE has proven hugely successful since its implementation with the following positive outputs recorded from February to December 2024 shown in figure 6: Page 85 of 212
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Figure 6 – The HIVE outcomes 2.53 Social enterprise developments have been key to supporting alternative pathways for NL residents. Figure 7 highlights key achievements and challenges. Figure 7 – Social Enterprise achievements and challenges Strategic Aim 5 2.54 Support the North Lanarkshire labour market Employability 2.55 Employability are managing the delivery of a ranges of programmes which can offer support to every unemployed or economically inactive resident of North Lanarkshire using council funds, UKSPF and No One Left Behind fund. There is also additional and significant investment on supporting 16–24-year-olds that are unemployed or economically inactive and parents on low incomes whether in work or out of work. These 82 social enterprises supported including 48 not previously engaged Over 120 individuals engaged 59 new social enterprises identified via outreach, marketing and roadshows 8 social enterprises created with 11 more in the pipeline Delivery of Accelerator Programmeswhich included a range of expert led workshops, one to one support and peer collaborations for 8 social entrepreneurs 5 Sector themed events delivered Launch Event Social Enterprise Network Event Celebrate, Collaborate and Network Event ( 5 attendees from 17 organisations) Crowdfunding Event H Event Start Up oadshows attendance was low despite intensive marketing e energising the North Lanarkshire Social Enterprise Network a follow on project funded through UKSPF to 1st March 2026 with ANL has recruited a post to support the development and growth of the Network Page 86 of 212
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programmes work closely with the council’s Tackling Poverty team to ensure residents are better off in work. In 2025/26 these are: • North Lanarkshire’s Working (NLW) – North Lanarkshire wide programme for all unemployed or underemployed residents offering support to access advice, training and employment opportunities within local communities. • No One Left Behind (NOLB) - support for unemployed 16–19-year-olds and additional support to the Education & Families Pathways Programme for school leavers to enter a job or training. • Working for Families (WfF) - support targeted at low-income parents across North Lanarkshire with the long-term aim of increasing families’ incomes from employment. 2.56 These initiatives are delivered within communities by Routes to Work Ltd through a combination of council funds and in 2025/26 will deliver 1,220 job outcomes. This is supported by the management by the employability team of 18 third sector organisations that are also delivering employability support to young people, over 25s and families with the aim of supporting their clients into work or onto Routes to Work programmes. This year targets also include jobs and engagements for numbers of economically inactive residents given the rise in numbers in this group. 2.57 Other specific initiatives include: • A partnership with NHS Lanarkshire to support 25 unemployed parents into non- clinical six month paid work placements. • Clinical Support Worker programme with New College Lanarkshire and NHS Lanarkshire to support 75 unemployed residents into clinical support roles in NHS Lanarkshire, an expansion of an existing and effective project delivered last year. • Increased support to community justice clients alongside social work to ensure their employability is addressed during their release from prison or within their community payback orders. 2.58 Overall, within 2025/26, council funded employability initiatives will engage nearly 3000 residents aged 16-67 and support at least 1,220 into sustainable and fair work. Within the national SLAED indicators report North Lanarkshire is regularly within the top 3 local authorities in supporting the highest proportion of residents into work per population and in the last survey for 2023/24 North Lanarkshire Council accounted for the largest proportion of people assisted into jobs followed by Glasgow City Council and City of Edinburgh Council. Summary 2.59 In summary, Brighter Futures is an interconnected programme delivering economies of scale and connectedness across key themes in NL Academies, curricular pathways, employability, volunteering and entrepreneurship. The Delivery Framework’s strategic aims create structure and commonality across the theme’s, ensuring focus is directed and targeted. 2.60 The activity detailed in this report is contributing to the health check indicators outlined at figure 3 of this report, positively impacting school exclusion rates, gross weekly pay, positive destinations, and percentage of working age people claiming one or more key benefits. Continued focus remains on those indicators which have yet to improve, with relevant activity described throughout this report. This includes working with employers and partners to provide employment opportunities for those unemployed or economically inactive, providing upskilling opportunities for all groups, creating inspiration and Page 87 of 212
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attraction activities for young people into key industries, tacking those with multiple barriers to employment, providing alternative pathway opportunities and supporting new and existing businesses to grow and thrive. 2.61 Performance reporting for Brighter Futures is underway from April 2025 onwards, with the first report due in October 2025 – the list of performance measure for Brighter Futures is highlighted at appendix 2. While reporting to committee on each theme follows the reporting schedule for the Programme of Work, it is suggested that a report is presented to Policy and Strategy on the outcomes of Brighter Futures on an annual basis to reflect the interconnected nature of this key programme of work. 3. Measures of success 3.1 Success in the Brighter Futures PoW is measured via the Brighter Futures Delivery Framework which links to the council’s Strategic Performance Framework. Performance reporting is due to commence in October 2025 to ensure regular monitoring and measurement of success. 4. Supporting documentation 4.1 Appendix 1 – Brighter Futures Delivery Framework 4.2 Appendix 2 - Brighter Futures performance measures by strategic aim Fiona Whittaker Chief Officer (People Resources) Page 88 of 212
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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 89 of 212
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Funding for this programme is a risk due to the heavy reliance upon external funding which can be unstable and time bound, therefore affecting the ability to create sustainable programmes. The risk is highlighted on the Brighter Futures risk documents (PULSE - Programme Uncertainty Level Status Evaluation) and managed via the Programme Board. 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 ’ 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 ights and Wellbeing Impact Assessment (C WIA) been carried out? Yes ☐ No ☐ Page 90 of 212
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Appendix 1 Page 91 of 212
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Appendix 2 – Brighter Futures performance measures by strategic aim Strategic aim Measure Strategic aim 1 No. of people participating in NL Academy programmes (per age group) (per Academy) No. of people participating in NL Academy programmes achieving positive destinations, i.e. further education, training, employment (per academy) No. of NL Enterprise Award submissions No. of young people achieving wider achievement awards. Range of employability wider achievement awards being offered. No. of FA/HN programmes delivered in the senior phase of learning in line with local and national drivers. % positive leaver destinations % of school leavers with no formal qualifications at the point of exit % of pathways young people in positive destinations % attendance in Future Fridays’ programme. % attendance of most vulnerable young people at Future Fridays (SIMD 1-3, Care Experienced & YP with ASN) Range of vocational opportunities offered No. of young people accessing and achieving vocational education awards in key sectors No. of schools using progression pathways available for STEM & Expressive Arts and being used in curriculum design to strengthen pathways. No. of vocational opportunities available to YP with ASN No. of ASN young people accessing vocational education curriculum Attainment of YP with ASN No. of young people engaged in the winter and summer leavers’ pathways programmes No of girls accessing courses in the built environment across Brighter Futures programmes No of boys accessing courses in health & social care/childcare across Brighter Futures programmes No. of early years and primary staff trained in play No. of establishments with play on their improvement plan. National qualifications – no. of qualifications gained by learners 16 and over participating in community learning and development programmes National qualifications – no. of distinct learners 16 and over - participating in community learning and development programmes who have gained a national qualification Adult learning – no. of literacy, numeracy, and digital learning outcomes achieved by participants on community learning and development projects No. of distinct participants engaged on the Multiply/Sum It Up programme No. of SQA qualifications gained through the Multiply/Sum It Up programme No. of young people engaged on the Young Adult Project No. of participants of the Young Adult Project moving into a positive destination Page 92 of 212
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ESOL (English as a second or other language) – no. of ESOL learning outcomes achieved No. of working age adults participating in the Resettlement and UASC programmes No. of working age adults at each stage of the CLD Employability and Learning pathway No. of working age adults participating in the Resettlement and UASC programmes achieving positive destinations, i.e. further education, training, employment. Adult learning - % adults aged 16 and over participating in community learning and development programmes from the 20% most deprived areas Young people – no. of Youth Accredited Learning Awards achieved Young people – no. of distinct individuals achieving Youth Accredited Learning Awards Young people – no. of youth work outcomes achieved in a learning programme through community learning and development No. of distinct learners completing core skills learning across all five core skills areas. Percentage of distinct learners completing each of the five core skills areas from SIMD 1 &2. BAME Entrepreneurial Support – No. of new enterprises created as a result of support Women In Business – The Hive - No. of women registered as users of The Hive over project duration Women In Business – The Hive - No. of women attending events / workshops Women In Business – The Hive - No. of new business starts trading No. of social enterprises in North Lanarkshire per social enterprise census No. of initiatives delivered through enterprise pathways activities No. of young people engaged in entrepreneurial activities No. of schools achieving the Enterprising Schools Award Strategic aim 2 No. of NL Academy employer engagement events No. of work opportunities aligned via NL Academy employer engagement No. of people participating in NL Academy attraction programmes (per age group) (per Academy) Employment support - % unemployed people assisted into work from council operated / funded employability programmes % of persons with supported needs or barriers who successfully obtained and sustained employment for 6 months or more Strategic aim 3 C13: Positive destinations - % of pupils entering positive destinations C17: Gross weekly pay - residents (full-time employees) C18: % of all people economically active (aged 16-64 years) C20: % of working age people (aged 16-64 years) claiming one or more of the key benefits Participation rate - % 16–19-year-olds engaged with an organisation for the purposes of learning, training, or work Living wage - % of people (age 18+) in employment earning less than the real living wage Out of work benefits - claimant count as a % of working age population Out of work benefits - claimant count as a % of the population aged 16 to 24 No. of people engaged on employability programmes supported by the council Page 93 of 212
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No. of people on employability programmes supported by the council moving into employment No of people engaged and supported into employment who were economically inactive No. of organisations engaged in the Employer Charter No. of Employer Charter network events delivered No. of Employer Charter members who have actively engaged in employment and training activities Strategic aim 4 No. of people engaged on S35 programme No. of people who have moved into employment via S35 programme **Social Value performance measure to be developed during 2025 in line with development of the councils Framework Strategic aim 5 Volunteering – no. as a result of support Volunteering – no. of organisations receiving non-financial support other than grants Volunteering – no. of volunteering opportunities supported Volunteering – no. of events/participatory programmes Volunteering – no. of projects successfully completed No. of volunteers participating in learning activities No. of businesses supported by grant funding (Business start-up fund) Amount of grant funding awarded (business start-up fund) Percentage of people economically active aged 16-64 in self-employment (NOMIS) No. of business births (VAT/PAYE registrations only; sole traders are not included in this) per 10,000 16-64 years population (SLAED Indicator) C19: Business survival rates - % of the VAT / PAYE registered businesses that survive for at least three years Business survival rates - % of the VAT / PAYE registered businesses that survive for at least five years No. of Business in North Lanarkshire - Number of businesses No. of businesses in North Lanarkshire per 10,000 population No. of Business in North Lanarkshire - Jobs in those businesses No. of Business in North Lanarkshire - Turnover in those businesses Business Gateway – Start-Up Activity Measures – No. of enquiries received – Start-Up Business Gateway – Start-Up Activity Measures – No. of event attendees – Start-Up Events Business Gateway – Outcome/Impact Measures – No. of viable new business starts Business Gateway – Satisfaction Measures - % of customers satisfied with Business Gateway services Business Gateway - Satisfaction Measures - % of businesses who have found the support of Business Gateway beneficial Page 94 of 212
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/LJ/SL Date 25/09/25 Best Value thematic audit: Transformation From Stephen Penman, Chief Officer (Strategy and Engagement) E-mail PenmanSte@northlan.gov.uk Telephone 07947 997750 Executive Summary This report presents the outcome of the Best Value thematic audit on Transformation, specifically how the council is redesigning services and delivering more efficient services to achieve planned outcomes. This audit has been undertaken as part of a national approach to auditing thematic aspects of the statutory Best Value requirements. This national approach was initially implemented during 2022/23 with the first thematic audit focussing on the leadership of the development of the council’s strategic priorities. This was followed in year two with a thematic audit on workforce innovation. The thematic audit on transformation is year three of the programme which is set by the Accounts Commission. Overall, the key messages in the outcome report following North Lanarkshire Council’s Best Value thematic audit on transformation are extremely positive. This also recognises the key role the Programme of Work plays in transforming North Lanarkshire through a place based strategic approach that aims to improve the lives of its people and communities by changing the area’s physical environment, to bring about economic, social, and health benefits. The Best Value outcome report also contains two audit recommendations for improvement for which include management responses have been provided in respect of the planned next steps actions. Recommendations It is recommended the Policy and Strategy Committee: 1) Note the outcome report attached (see Appendix A) following the Best Value thematic audit on transformation and the positive messages therein in relation to the council’s approach in this respect. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Item 6 Page 95 of 212
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1. Background 1.1 A report to the Audit and Scrutiny Panel in February 2023 provided an outline of the new national approach to auditing Best Value which came into effect as part of the external auditor’s appointment for the five-year term from 2022/23. 1.2 The national approach is twofold: • The integration of Best Value audit work within the wider scope of the external auditor’s annual audit work which is reported in the Annual Audit Report (AAR). This includes risk-based and follow up audit work on Best Value related recommendations from previous audit reports. • Thematic Best Value audit work determined by the Accounts Commission to provide assurance on areas of risk / interest across Scotland as at a defined point in time. 1.3 The national thematic Best Value audit work for year one (2022/23) focused on the leadership of the development of new strategic priorities within all 32 councils in Scotland. The outcome from the North Lanarkshire Council audit in this respect was reported to the Audit and Scrutiny Panel in October 2023 and the Policy and Strategy Committee in December 2023. Nationally the outcome report (Delivering for the future, why leadership matters), following the audit of all 32 councils, was published by Audit Scotland in July 2024: https://audit.scot/uploads/2024-07/nr_240711_best_value_thematic_leadership.pdf 1.4 The national thematic Best Value audit work for year two (2023/24) focused on workforce innovation (specifically how the council is responding to current workforce challenges through building capacity, increasing productivity, and innovation) within all 32 councils in Scotland. The outcome from the North Lanarkshire Council audit in this respect was reported to the Audit and Scrutiny Panel in August 2024 and the Policy and Strategy Committee in September 2024. Nationally the outcome report (Delivering for the future, responding to the workforce challenge) following the audit of all 32 councils, was published by Audit Scotland in August 2025: https://audit.scot/uploads/2025-07/bv_250807_workforce_thematic.pdf 1.5 The context for the year three (2024/25) national thematic Best Value audit work on transformation is set out in the Account’s Commission’s 2025 Local Government Budget 2024/25 briefing which noted the extent of councils’ cumulative funding gap between 2025/26 and 2026/27 which, in their view, means that councils need to identify and deliver recurring measures (such as savings or increased income) to be financially sustainable in the short-term. This briefing also noted that councils need to ensure they can deliver services now and in the future and difficult decisions will need to be made to achieve this. 1.6 To set the North Lanarkshire context in relation to the year three Best Value audit on transformation, a report was considered by Policy and Strategy Committee in June 2025 in line with their transformation oversight role. This demonstrated that the transformation of North Lanarkshire to date has been able to be realised through decisions made by the Policy and Strategy Committee and Service Committees which have been unwavering in their support to not just delivering the Programme of Work, but to ensure it is delivered with a greater focus on scale and purpose that escalates positive change and transformation in a way that improves the lives of the people of North Lanarkshire. Programme of Work Statutory / corporate / service requirement Page 96 of 212
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1.7 Following the conclusion of the year three Best Value audit on transformation in North Lanarkshire, which was carried out by the external auditors (Audit Scotland), this report herewith (and attached in Appendix A) presents the outcome of the audit with key findings and recommendations. 2. Best value thematic audit on transformation Scope of the audit 2.1 In considering the theme of transformation, external auditors focussed on the following questions: 1. To what extent does the council have clear plans for transformation that link to its priorities and support long-term financial sustainability? 2. To what extent do the council’s programme management arrangements facilitate effective oversight of its transformation plans? 3. To what extent are communities and partners involved in the development and delivery of the council’s plans for transformation? 4. To what extent has the council considered the impact of its transformation activity, including on vulnerable or protected groups? Approach to the audit 2.2 In carrying out the audit, a team of auditors from Audit Scotland (the council’s external auditors) conducted a review of relevant information already available in the public domain, requested and reviewed additional information from the council, and met with relevant officers (including Chief Officers in their role as Programme of Work transformation leads) from across the council. Key audit findings 2.3 Overall, the key messages from Audit Scotland are extremely positive - these are set out in the outcome report in Appendix A and also noted in the extract below: Key messages • Transformation is about radically changing how councils operate and deliver services to achieve planned outcomes in a financially sustainable way. North Lanarkshire Council has made a strategic decision to integrate transformation activity across its Programme of Work, giving services direct responsibility for delivering change. The Programme of Work and the council’s accompanying Delivery Plan set out how it will deliver The Plan for North Lanarkshire, the council’s transformative, place-based strategic plan that focuses on improving outcomes and the lives of its people and communities by transforming the area’s physical environment, bringing about economic, social and health benefits. The Delivery Plan includes almost 250 projects or activities including how it is transforming eight of its town centres, plans to deliver over 6,000 new council homes and the establishment of Community Hubs. • We reported in our 2023/24 Annual Audit Report that the council has a track record of delivering savings but given the scale of savings already delivered, its future financial plans are becoming increasingly challenging. In 2025/26, the council’s bridged its budget gap of over £13 million by increasing council tax. Over the next five years its budget gap is predicted to be nearly £137 million. The council recognises that there needs to be a clear link between it transforming its services and addressing its budget gap by delivering transformation in a financially sustainable way. • The council has demonstrated its commitment to transformation through an innovative long- term fund to support new capital expenditure in its communities. The Community Investment Fund aims to generate future budget savings and support economic regeneration activity Page 97 of 212
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throughout North Lanarkshire. An estimate of resources available from the Fund between 2019/20 and 2033/34 is £793 million. • The council has effective governance arrangements in place to oversee its transformation work. Delivery of the Programme of Work is monitored by each Strategic Board in the first instance with strategic oversight thereafter by the Corporate Management Team. Elected members receive comprehensive updates on progress with the Programme of Work through the council’s Policy and Strategy Committee and service committees. • The council works with partners to deliver a number of its transformation projects across North Lanarkshire. It has consulted with its communities and vulnerable groups on transformation activities and there is evidence changes have been made to services as a result of this work. The council carries out Equality Impact Assessments for its major programmes of work, including transformation themes, and there are examples of comprehensive community engagement taking place in relation to these. • The council uses 28 outcome measures to monitor the impact of The Plan for North Lanarkshire as a whole and to determine whether places and services are improving. As transformation is embedded, the direction of travel of these indicators reflects the success of the council’s transformation activities. At March 2025, 50 per cent of the indicators had improved over the period of The Plan for North Lanarkshire. A summary of the council’s performance against its 28 health check indicators could be made more accessible to the public. • While the council monitors the impact of The Plan for North Lanarkshire as a whole using outcome measures, it is important that it also demonstrates the extent to which project benefits targeted through the council’s investment in transformation are realised. The council does not currently track or report transformation benefits at project level. It is in the process of developing a benefits realisation tool that will measure both the financial and non-financial benefits of the projects and activities in its Programme of Work. Source: Best Value thematic report, Audit Scotland, September 2025 2.4 The report contains two audit recommendations for improvement which are noted below. Management responses, including planned actions, responsible officers, and timescales are detailed in the Appendix of the external audit report (attached at Appendix A). Progress in implementing the agreed actions will be monitored by Internal Audit and reported to future meetings of the Audit and Scrutiny Panel. • Benefits realisation - The council should prioritise completion of its benefits realisation framework and incorporate reporting on both financial and non-financial benefits into regular monitoring reports. Given the financial challenges the council is facing there is a need to increasingly monitor and track cost and benefits of transformation projects. This will help inform officers and members of the extent to which transformation projects are delivering their intended benefits. • Improving public reporting of progress against the 28 Health Check Indicators - The council should ensure that the reporting of progress against its 28 Health Check Indicators is more accessible to the public. 3. Measures of success 3.1 Key measures of success are: • That the council is able to demonstrate Best Value in line with the requirements of the Local Government in Scotland Act 2003 and the supporting statutory guidance. • That the Audit and Scrutiny Panel are able to fulfil their role in relation to commenting on the scope and depth of external auditor work and ensuring it gives value for money. 4. Supporting documentation 4.1 Appendix A - Audit Scotland Best Value thematic audit report on Transformation: Page 98 of 212
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how councils are redesigning and delivering more efficient services to achieve planned outcomes. Stephen Penman Chief Officer (Strategy and Engagement) 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? Ongoing audit work supports the council in demonstrating Best Value in line with the Local Government in Scotland Act 2003. 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 Page 99 of 212
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subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Demonstrating Best Value in line with statutory requirements supports the mitigation of the risk in the Corporate Risk Register for governance, leadership, and decision making. 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 100 of 212
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 101 of 212
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North Lanarkshire Council Best Value thematic management report Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes Prepared by Audit Scotland September 2025 Appendix A Page 102 of 212
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Best Value thematic work: | 2 Contents Key messages 3 Introduction 5 Transformation planning 8 Programme management 11 Partnership working and community engagement 15 Impact of transformation 19 Appendix 22 Accessibility You can find out more and read this report using assistive technology on our website www.audit.scot/accessibility. Page 103 of 212
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Key messages | 3 Key messages 1 Transformation is about radically changing how councils operate and deliver services to achieve planned outcomes in a financially sustainable way. North Lanarkshire Council has made a strategic decision to integrate transformation activity across its Programme of Work, giving services direct responsibility for delivering change. The Programme of Work and the council’s accompanying Delivery Plan set out how it will deliver The Plan for North Lanarkshire, the council’s transformative, place-based strategic plan that focuses on improving outcomes and the lives of its people and communities by transforming the area’s physical environment, bringing about economic, social and health benefits. The Delivery Plan includes almost 250 projects or activities including how it is transforming eight of its town centres, plans to deliver over 6,000 new council homes and the establishment of Community Hubs. 2 We reported in our 2023/24 Annual Audit Report that the council has a track record of delivering savings but given the scale of savings already delivered, its future financial plans are becoming increasingly challenging. In 2025/26, the council’s bridged its budget gap of over £13 million by increasing council tax. Over the next five years its budget gap is predicted to be nearly £137 million. The council recognises that there needs to be a clear link between it transforming its services and addressing its budget gap by delivering transformation in a financially sustainable way. 3 The council has demonstrated its commitment to transformation through an innovative long-term fund to support new capital expenditure in its communities. The Community Investment Fund aims to generate future budget savings and support economic regeneration activity throughout North Lanarkshire. An estimate of resources available from the Fund between 2019/20 and 2033/34 is £793 million. 4 The council has effective governance arrangements in place to oversee its transformation work. Delivery of the Programme of Work is monitored by each Strategic Board in the first instance with strategic oversight thereafter by the Corporate Management Team. Elected members receive comprehensive updates on progress with the Programme of Work through the council’s Policy and Strategy Committee and service committees. Page 104 of 212
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Key messages | 4 5 The council works with partners to deliver a number of its transformation projects across North Lanarkshire. It has consulted with its communities and vulnerable groups on transformation activities and there is evidence changes have been made to services as a result of this work. The council carries out Equality Impact Assessments for its major programmes of work, including transformation themes, and there are examples of comprehensive community engagement taking place in relation to these. 6 The council uses 28 outcome measures to monitor the impact of The Plan for North Lanarkshire as a whole and to determine whether places and services are improving. As transformation is embedded, the direction of travel of these indicators reflects the success of the council’s transformation activities. At March 2025, 50 per cent of the indicators had improved over the period of The Plan for North Lanarkshire. A summary of the council’s performance against its 28 health check indicators could be made more accessible to the public. 7 While the council monitors the impact of The Plan for North Lanarkshire as a whole using outcome measures, it is important that it also demonstrates the extent to which project benefits targeted through the council’s investment in transformation are realised. The council does not currently track or report transformation benefits at project level. It is in the process of developing a benefits realisation tool that will measure both the financial and non-financial benefits of the projects and activities in its Programme of Work. Page 105 of 212
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Introduction | 5 Introduction 1. Transformation is about radically changing how councils operate and deliver services to achieve planned outcomes in a financially sustainable way (Transformation in councils, Accounts Commission, October 2024). The Accounts Commission’s Transformation in councils report recognises that, while work has been ongoing in relation to local government transformation for decades, a step change is required and the pace and scale of transformation must increase significantly. 2. Transformation, through greater collaboration with partners, will be key for councils to deliver more sustainable service models in challenging financial climates. 3. This report sets out how the council is redesigning and delivering more efficient services to achieve planned outcomes. 4. The Accounts Commission’s Strategy (2021-26) sets out its priorities to focus on inequalities, funding, communities and recovery. The Code of Audit Practice sets out the Best Value work required to report on these priorities. 5. This report covers the thematic aspect of the Best Value audit requirements. The Commission has directed auditors to report on transformation and how councils are redesigning and delivering more efficient services to achieve planned outcomes. In carrying out the work, auditors have considered the following questions: • To what extent does the council have clear plans for transformation that link to its priorities and support long-term financial sustainability? • To what extent do the council’s programme management arrangements facilitate effective oversight of its transformation plans? • To what extent are partners and communities involved in the development and delivery of the council’s plans for transformation? • To what extent has the council considered the impact of its transformation activity, including on vulnerable or protected groups? 6. An improvement action plan is included at Appendix 1 of this report. This sets out audit recommendations in key areas, and the council’s Page 106 of 212
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Introduction | 6 planned response including responsible officers and dates for implementation. 7. The coverage of the work is in line with the expectations for councils’ arrangements for the seven Best Value themes in the Local Government in Scotland Act 2003, Best Value Statutory Guidance 2020 and we have considered the Accounts Commission’s transformation principles set out in Transformation in councils (Exhibit 1). Page 107 of 212
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Introduction | 7 Exhibit 1 Transformation principles Transformation is about radically changing how councils operate and deliver services to achieve planned outcomes in a financially sustainable way. Principle Vision Have a clear vision that sets out the intended end state of any transformation activity, focused on: • delivering large-scale recurring savings or generating income for the council, contributing to its longer-term financial sustainability • improving outcomes for citizens in line with council priorities • taking a whole-system approach to see and realise opportunities both within councils and more widely • meeting the needs of the people who use services and reduce inequalities • focusing on preventative activity, where applicable, to reduce the demand for services and to make them sustainable in the longer term. Planning • Be clear on the scale of the change required and ensure transformation plans are sufficiently ambitious to credibly respond to the scale of the challenge. • Commit staff with appropriate skills, time, and resources to ensure transformation occurs at the scale and pace required and that there is enough capacity for the changes to be embedded. • Be clear about the timescales, costs, outcomes, and anticipated impacts of transformation projects. • Show urgency and progress projects at pace without compromising appropriate governance on projects. Governance • Have a clear process for monitoring, evaluating, and reporting progress. • Put in place effective governance and escalation processes so that the transformation activities are well managed in their own right, but also able to be given priority alongside other business-as-usual activities. Collaboration • Develop better working relationships with communities and/or partners to achieve a sustainable model of service delivery. • Actively consider the opportunities offered by regional or national sectoral collaboration, or by integrating services locally with partners, or by supporting individuals and communities to achieve desired outcomes in place of an existing service. • Learn from good practice across Scotland and beyond. Innovation • Implement new ways of thinking, including innovation, creativity and a desire, willingness, and action to change and do things in new and different ways that achieve the outcomes needed. • Embed the right culture and behaviours to manage change and help maximise the contribution of all the team. Source: Accounts Commission, Transformation in councils, October 2024 Page 108 of 212
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Transformation planning | 8 Transformation planning 8. Councils need to ensure they can deliver sustainable services now and in the future, and difficult decisions will need to be made to achieve this. The Accounts Commission’s Local government budgets 2025/26 briefing noted that councils’ cumulative funding gap to 2027/28 is £997 million. Councils will need to identify and deliver recurring measures such as savings or increased income to be financially sustainable in the short-term. 9. In January 2025, the Accounts Commission advised in its Local government in Scotland Financial bulletin 2023/24 that councils need to intensify transformation activity, progressing at scale and pace to ensure their financial sustainability and how councils plan to use their reserves, make savings and transform their services needs to become more transparent. Findings Evidence The council’s transformation activities are embedded within the Programme of Work for North Lanarkshire. • North Lanarkshire’s Programme of Work and the council’s accompanying delivery plan set out how the council will deliver The Plan for North Lanarkshire, the council’s place- based strategic plan from 2019. The Plan for North Lanarkshire outlines the long-term vision and priorities for the area for the council, its partners, stakeholders and communities. Its vision is inclusive growth and prosperity for all – to bring equal benefits and a fairer distribution of wealth to all North Lanarkshire’s people and communities. It aims to transform the area’s physical environment, bringing about economic, social and health benefits. • The Programme of Work was refreshed in 2023 with the council streamlining the number of programmes, projects and activities, drawing out interdependencies between them and focusing more on improvement and change and the scale and pace of change. The council’s transformation activities are embedded within the Programme of Work and are not badged specifically as transformation. • The Programme of Work is split into seven priorities. Five priorities are front-facing – Transforming Places, Invest in North Lanarkshire, Sustainable Futures, Resilient People and Brighter Futures. The other two priorities - Digital North Lanarkshire and One Service - enable service programme delivery. In May 2025, the council noted that there were 243 projects or activities in its Delivery Plan across the seven priorities. Page 109 of 212
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Transformation planning | 9 Findings Evidence • Transformation projects include: - Community hubs. These are good examples of place- based service delivery that maximise the use of council buildings. The council is continuing with the transition from schools to hubs - through both new build community hubs, and the extension/adaption of schools and other council buildings to act as satellite locations for service delivery of both council employees and the wider North Lanarkshire Partnership. This programme is intended to lead to more positive outcomes for children, communities, and the economy. The model aims to ensure that communities have more direct access to the services they need and staff are closer to the communities they work in. - The Town centre transformation programme to repurpose North Lanarkshire’s eight town centres. Town Centre Vision plans were developed for each town centre and are supported by action plans that focus on the shorter-term delivery of projects. - The New supply programme to deliver 2,000 new council homes between 2023 and 2028, with a further 2,354 by 2035 to meet housing need and support town centre and community regeneration. • Digital North Lanarkshire aims to develop a skilled digital workforce and be the digital leader for a transformed North Lanarkshire. It is a key enabler in delivering the other programme of work priorities and driving economic growth. • One Service programme of work aims to ensure services are delivered in a streamlined, efficient and supportive model. The council has demonstrated its commitment to transformation through an innovative fund to support new capital expenditure in its communities. The Community Investment Fund aims to generate future budget savings and support economic regeneration activity throughout North Lanarkshire. • The Policy and Strategy Committee approved the £1.7 billion Strategic Capital Investment Programme in March 2025. The programme is to operate over a five-year period and aims to revitalise towns, schools, housing, roads and community facilities. • A key part of the Capital Investment Programme is the Community Investment Fund, developed at the same time as The Plan for North Lanarkshire. In 2019, the council’s ambition was to create additional resources of £500 million over a ten-year period to support new capital expenditure in North Lanarkshire’s communities, funded through ringfencing elements of future council tax income associated with the growth in housing and top slicing an element of future council tax increases. In December 2024, the Policy and Strategy Committee approved a revised Year 1 of a new 10-year Community Investment Fund to 2033/34, with additional Page 110 of 212
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Transformation planning | 10 Findings Evidence funding of £300.130m, taking the total fund to £793.104m from its inception. • To date, the Community Investment Fund has been used for new schools and hubs and investment in leisure, infrastructure and other facilities. For example, it has funded the completion of the Chryston and Riverbank Community Hubs, the purchase of Cumbernauld Town Centre to facilitate significant town centre regeneration and the development of digital classrooms. • The council also has a Change Management Fund of £19.4 million that it uses to support future budget pressures, one-off costs of approved savings and transformation initiatives. In February 2025, the council agreed to increase council tax to bridge a budget gap of over £13 million in 2025/26. Over the next five years its budget gap is predicted to be nearly £137 million. The council recognises that there needs to be a clear link between it transforming its services and addressing its budget gap by delivering transformation in a financially sustainable way. • The council’s budget in February 2025 highlighted a budget gap in 2025/26 of £13.590 million. The council decided to increase council tax by ten per cent to bridge that budget gap and set a balanced budget for 2025/26. • In June 2025, it reported an envisaged budget gap in the five- year period between 2026/27 and 2030/31 of £136.927 million. • The council has developed key principles to help bridge its budget gap. While transformation of services has not been specifically identified as a solution, the first key principle - Revenue funding will be directed to the council’s key priorities - notes that the Programme of Work is critical to driving change and future financial efficiencies and savings. • Other key principles include: - service design and delivery reviews - aiming to minimise cost, maximise income generation and potentially generate financial savings - maximising income generation – from council tax and other sources - planned and sustainable use of reserves. • The council has recognised the importance of prioritising the use of resources for its key priority areas. This includes service redesign and transformation. Given the financial challenges facing the council it will be important that the council’s transformation programme maintains a focus on how much the Programme of Work as a whole, or the transformation activities that form part of it, will contribute to bridging its budget gap. Page 111 of 212
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Programme management | 11 Programme management 10. It is essential that councils have good programme management arrangements in place to ensure they are making sufficient progress against their transformation plans. It is important that councils have the structures and the staffing resource in place to deliver their transformation ambitions. In addition, councils must ensure that both senior officers and elected members have appropriate oversight of progress. Findings and evidence relating to the council’s programme management arrangements Findings Evidence The council has effective governance arrangements in place to oversee its transformation work. Delivery of the Programme of Work is monitored by each Strategic Board in the first instance with strategic oversight thereafter by the Corporate Management Team. • The Corporate Management Team has oversight of the entire Programme of Work within the council. Each of the six Strategic Boards are chaired by a Senior Responsible Officer who is a Chief Officer and is accountable for the delivery of Programme of Work priorities, including transformation projects. The One Service Programme of Work Strategic Board has an overarching focus on the delivery of the council’s transformational activities, through the Programme of Work to ensure a “one place, one plan, one council approach”. • Key components of the governance processes established for overseeing transformation work within the council are highlighted below: - There is a council-wide single Integrated Delivery Plan that tracks all projects and activities across the entire Programme of Work and its seven priorities (i.e. Transforming Places, Invest in North Lanarkshire, Sustainable Futures, Resilient People, Brighter Futures, Digital North Lanarkshire, and One Services), with designated officers and set timescales. The Delivery Plan is monitored quarterly at each Programme of Work Strategic Board meeting. - Delivery is monitored using a Quality Assurance framework and applying RAG ratings across key dimensions. Monitoring reports are produced for review by each of the six Boards on a quarterly basis and a composite report is produced for review by the Corporate Management Team on a quarterly basis. Page 112 of 212
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Programme management | 12 Findings Evidence - The PULSE (Programme Uncertainty Level Status Evaluation) tool helps Boards assess interdependencies, risks, and confidence levels and a council-wide Project Management Framework has been established to ensure consistency across projects. - All boards have clear oversight of the council’s transformation activities. For example, there is detailed consideration and regular discussion in relation to transformation activity. Standing agenda items include updates on delivering the Programme of Work and Programme of Work Governance and Performance. - Risk is a standing agenda item across all six Programme of Work Boards. There is consideration of comprehensive monitoring reports on a quarterly basis, focusing on projects with red or amber RAG ratings and agreed actions to follow-up on in the next quarterly cycle. There are examples of appropriate escalation to both Corporate Management Team and/or Business Management Team. The council has comprehensive arrangements in place, through its Programme of Work boards for reporting to its senior leadership team on the progress of transformation projects and the delivery of the Programme of Work as a whole. • North Lanarkshire Council monitors and reports quarterly to its Corporate Management Team on progress across its Programme of Work. All Strategic Boards, including One Service, report on individual projects and activities using a RAG status based on seven key dimensions: scope; cost/ budget; quality; resource; risk; within time/ on schedule and percentage completed. Reports focus on projects and/or activities rated amber or red to ensure appropriate discussion and actions is being taken forward to manage any risks. • All monitoring reports to all of the six Programme of Work Boards clearly track progress against timescales and costs. Delivery within time/on schedule and cost/budget are key dimensions and standing items in quarterly monitoring reports. The council is adequately resourced to deliver on its transformation ambitions. • The council has advised the audit team that it has capacity - both in terms of resource and skills mix - to deliver the Programme of Work. Interviewees noted that Boards are well resourced and well attended and that staff are experienced at delivering complex change. • In May 2025, the council noted in its Delivery Plan that 234 out of 243 of its projects across its boards were being delivered within available resources (classified as ‘green’). A small number (seven) were assigned amber status indicating resourcing concerns are being managed and just one project was classified as red indicating a critical resourcing issue. Page 113 of 212
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Programme management | 13 Findings Evidence Elected members receive comprehensive updates on progress with the Programme of Work through the council’s Policy and Strategy Committee and service committees • Elected members have strategic oversight of the council’s Programme of Work through the council’s Policy and Strategy Committee. • Comprehensive updates are provided to the Policy and Strategy Committee every six months setting out progress in delivering the entire Programme of Work. • Reporting covers key achievements and provides detailed updates on the progress of individual projects across the Programme of Work. An overall RAG status is assigned to individual projects based on six delivery dimensions, including whether projects are running to budget. Annual reporting against the 28 Health Check Indicators also provides elected members with a clear view of council performance, highlighting areas of improvement or decline over the course of The Plan for North Lanarkshire. All Policy and Strategy Committee papers are publicly available on the council’s website. • A range of specific topical Programme of Work reports are also submitted throughout the year - as per an established reporting schedule - to the respective service committee depending on what is being delivered and the remit of the committee. These provide detailed updates on the specific programme, project, or activity being delivered, seeking appropriate committee approval at key stages in delivery. The council is developing a benefits realisation tool. It does not currently track or report transformation benefits at project level. • Benefits are not directly reported on as a standalone category within quarterly monitoring reports. All PULSE (Programme Uncertainty Level Status Evaluation) results from 2024 for the One Service Board categorise benefits as red for level of confidence against “Benefits - The Board has an understanding of the range of benefits that the Programme of Work will deliver and also an appreciation of which projects and activities will contribute the greatest benefit.” According to the key for level of confidence this means “not yet being considered.” • The council is in the process of developing a benefits realisation tool that will measure both the financial and non- financial benefits of projects. The tool will set out examples of different types of benefits (eg income generation, cost savings, productivity gains and qualitative improvements such as increased customer satisfaction). It will also incorporate a tracker with RAG indicators to monitor the progress of each benefit. The PULSE results from June 2025 show this work is still in progress, with tracking mechanisms not yet in place for benefits realisation. Page 114 of 212
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Programme management | 14 Recommendation 1 The council should prioritise completion of its benefits realisation framework and incorporate reporting on both financial and non-financial benefits into regular monitoring reports. Given the financial challenges the council is facing there is a need to increasingly monitor and track cost and benefits of transformation projects. This will help inform officers and members of the extent to which transformation projects are delivering their intended benefits. Page 115 of 212
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Partnership working and community engagement | 15 Partnership working and community engagement 11. The Best Value in Scotland report noted that councils must now rethink how they work together, and with local partners and communities, to provide financially sustainable services. Few councils provide services jointly or share support services across different councils to a great extent. The scale and nature of the challenge, as set out in the Transformation in councils report, means 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. 12. In January 2025, the Accounts Commission advised in its Local government in Scotland Financial bulletin 2023/24 that how councils plan to use their reserves, make savings and transform their services needs to become more transparent. The need to consult local communities and clearly communicate the implications for local services of the budget decisions taken has never been more important. Findings and evidence relating to the council’s partnership working and community engagement arrangements Findings Evidence The council works with partners to deliver a number of its transformation projects across North Lanarkshire. • The Plan for North Lanarkshire sets out a shared ambition and vision for the council, partners, stakeholders and communities. It was endorsed by the North Lanarkshire Partnership (North Lanarkshire’s Community Planning Partnership) in March 2019. • The council works with partners, arm’s length external organisations, and other relevant agencies to deliver transformation projects that make up part of the Programme of Work. Examples of these include delivering community hubs, the East Airdrie link road project, the creation of an Industry Skills Board and the Driving Digital Locally Intergenerational Project. • As noted above, the council is creating community hubs across North Lanarkshire. These provide place-based service delivery and allow partners and the council to work jointly to deliver services to the community. The council has an ambition to replace every school not replaced or remodelled since 1996 and its vision is to make these places for the whole community rather than just the school Page 116 of 212
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Partnership working and community engagement | 16 Findings Evidence community. The community hub model is the way of delivering this ambition. For example, the Chryston Community Hub is a partnership with NHS Lanarkshire and includes a community health clinic, alongside the primary school. • The East Airdrie link road project, part of the Glasgow City Region City Deal, and the Monklands replacement hospital project, have been linked together and a project interface board set up with NHS Lanarkshire to work through logistics, challenges and opportunities around employment and investment that the work can bring. These are two separate projects. The Link Road is part of City Deal and was originally planned before the new hospital site was identified. • An Industry Skills Board was created in partnership with senior managers from construction firms to develop plans for the workforce of the future. The Board has commissioned pieces of work to better understand workforce demand and demand for training. It has also developed a youth engagement strategy linked to schools, to identify space in the curriculum to develop skills and create pathways to the construction industry. • The council was asked to provide examples of successful transformation to the audit team. One of these was the Driving Digital Locally Intergenerational Project (Exhibit 2). It illustrates how the council has worked innovatively with partners and its communities to improve the digital skills of older people. The council has consulted with its communities and vulnerable groups on transformational activities and there is evidence changes have been made as a result of this work. • The council’s nine Community Boards, based across North Lanarkshire, support community participation. The Boards are made up from representatives from local community groups and community planning partners and meet several times a year, debating issues that affect the local community. Each Community Board area has its own social media channels, using these to report progress and distribute messages. Reports on the work of the nine Community Boards are provided to the Communities Committee each committee cycle. • In 2023, Audit Scotland’s Best Value Thematic report on leadership found that the council was proactive in engaging with a wide range of communities but was, at that time, unable to show how successful the range of engagement activity was in demonstrating it was listening to feedback. It recommended that the council consider how it measures the level of engagement with communities and equalities groups. Page 117 of 212
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Partnership working and community engagement | 17 Findings Evidence • The council implemented this recommendation through its June 2024 Communications and Engagement Strategy. This strategy sets out the council’s intention to report annually to the Communities Committee on the number of individuals and community organisations participating in Community Boards. In April 2025, the council reported participation from a wide range of groups including the Voice of Experience Forum, Youth Forums, Faith Groups, the NL Disability Access Panel, Parent Councils and Tenants and Residents’ Associations. • There are a number of examples of the council engaging with communities in relation to transformation projects and this engagement resulting in change: - The Digital North Lanarkshire Board established two digital zones providing dedicated spaces equipped with the latest technology and resources to help individuals improve their basic digital skills and gain confidence online. These are to be used by individuals for a range of activities including completing educational activities and accessing health information. As part of the implementation of these zones, a consultation took place from November to December 2024, which received 620 responses. The council has set out explicitly what it is going to do as a result of this consultation, including ensuring private meeting space for customers for virtual doctor’s appointments, providing access to printing and ensuring support staff are available at specified times. - Coatbridge was awarded £19.5million from the UK Government's 'Plan for Neighbourhoods'. The council was charged with developing and delivering a Regeneration Plan for the town, setting out a vision for Coatbridge for the next ten years. Consultation was carried out with communities during Summer 2024 through face-to-face interviews, online surveys, family fun days and engaging with primary and secondary schools. The draft Regeneration Plan and associated Investment Plan set out three priorities that were based on what communities said they would like to see. These plans are due to be finalised by October 2025. - The council’s Early Help Family Support Service tender specification was informed by formal consultation and focus groups with families about their needs. This approach was piloted in one area and eight months later was expanded to the whole of North Lanarkshire. Page 118 of 212
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Partnership working and community engagement | 18 Exhibit 2 Driving Digital Locally Intergenerational Project In 2022, the council launched its Driving Digital Locally Intergenerational Project, aimed at enhancing older residents’ digital technology skills through one-to-one training with young people in their communities. The initiative has been delivered across seven communities in North Lanarkshire, involving 80 elderly tenants and 115 school pupils. Ninety per cent of the elderly tenants reported increased confidence in using digital tools, with many applying their new skills in everyday tasks such as booking holidays online, sending emails, or using digital notes for shopping lists. In response to feedback, a ‘How to’ booklet was created for tenants, and a weekly overview was developed for pupils and teachers to improve preparation and delivery of future sessions. Building on its success in retirement complexes and incorporating feedback from community groups, the project was expanded to reach the wider community through direct delivery in settings such as senior citizens’ clubs, knitting groups, and women’s retirement groups. The positive outcomes have led to discussions with the Lanarkshire Deaf Club about adapting the project for the deaf community. Plans are now underway to launch a tailored version in partnership with the Club, a primary school, the deaf unit at a nearby secondary school, and interpreters. Source: North Lanarkshire Council Page 119 of 212
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Impact of transformation | 19 Impact of transformation 13. It is important that councils have success measures in place to demonstrate the impact of their transformational activity on service quality; outcomes for people who use services, inequalities and/or savings. Findings and evidence relating to the impact of the council’s transformation activity Findings Evidence The council uses 28 indicators to monitor the impact of The Plan for North Lanarkshire as a whole and to determine whether places and services are improving. As transformation is embedded, the direction of travel of these indicators reflects the success of the council’s transformation activities. Performance against the 28 indicators is consistent between 2024 and 2025, with 50 per cent of indicators having improved over the period of The Plan for North Lanarkshire. A summary of the council’s performance against its 28 health check indicators is not easily accessible to the public. • The council uses 28 health check indicators to measure the impact and progress of The Plan for North Lanarkshire. The approach involves using long-term outcome measures to assess whether places and services are improving in North Lanarkshire. The indicators are used as an evidence base for strategic planning and cover a wide range of demographic, social and economic outcomes. • Given the council’s approach to embed transformation, the indicators span across its entire Programme of Work as opposed to being specific to transformation. • The measures will help to assess whether changes in service delivery models are contributing to positive outcomes for people and communities. • At March 2025, 50 per cent of the indicators had improved over the period of The Plan for North Lanarkshire, while 50 per cent had not improved. These results are consistent with the previous year's performance in 2024. • Examples of indicators showing improvement include: - wages - traditionally less than the Scottish average, have been higher in North Lanarkshire than the Scottish average for the last three years - economic growth - over the last decade North Lanarkshire’s economic output grew at a faster rate than the Scottish average - reduction in school exclusions - school exclusions in North Lanarkshire have reduced dramatically over the last five years and latest figures are well below the Scotland average. • Areas where challenges remain include: Page 120 of 212
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Impact of transformation | 20 1 North Lanarkshire Council 2023/24 Annual Audit Report, Audit Scotland, October 2024. Findings Evidence - life expectancy – both males and females from North Lanarkshire have lower life expectancy and healthy life expectancy than the Scotland average - North Lanarkshire’s economic activity rate is below the Scottish average - the number of children living in poverty in North Lanarkshire remains significantly higher than the Scottish average. • Performance against the 28 Health indicators is embedded within online documents on North Lanarkshire Council’s website. This makes it difficult for the public to access and understand how the council is performing or what impact it is having locally. • Our 2023/24 Annual Audit Report for North Lanarkshire Council recommended the council improve its public performance reporting to provide its citizens and communities with a clear summary of performance1. • The council has, during the course of this audit, added a 26-page document entitled ‘The North Lanarkshire context’ to the section of its website detailing The Plan for North Lanarkshire. This document sets out trends for each of the 28 health indicators alongside in-depth commentary. Although it provides rich information, it would benefit from a high-level summary providing an at-a-glance overall direction of travel (as is provided in papers to elected members). It also remains difficult to find and would benefit from a more appropriate title. • The council has advised that it is considering the development of data dashboards as part of a short to medium-term plan relating to data. The council carries out Equality Impact Assessments for its major programmes of work, (including transformation themes) and there are examples of comprehensive community engagement • The council has provided two examples of Equality Impact Assessments (EIA) in relation to its transformation work – for the Town and Community Hub Programme and the Leadership and Operating model supporting the Hub Programme. • The Town and Community Hub Programme (2021), as noted above, aims to replace all pre-1996 learning and teaching establishments, creating efficiencies through asset rationalisation. The EIA for the programme shows wide-ranging community engagement, including with youth Page 121 of 212
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Impact of transformation | 21 Recommendation 2 The council should ensure that the reporting of progress against its 28 Health Check Indicators is more accessible to the public. Findings Evidence taking place in relation to these. Plans for ongoing monitoring and adaptations to service delivery are being factored into the council’s Equality Impact Assessment process. and disability forums and partnership groups, and feedback from new mothers to support breastfeeding friendly spaces. The council also drew on data sources like SIMD, school estates statistics and capital allocations. The EIA assesses both positive and negative impacts on equality, socio-economic disadvantage and human rights, with actions to mitigate adverse impacts. It also includes detailed monitoring plans such as “you said, we did” reporting and post- occupancy evaluations for each facility. • The Hub Programme aims to bring together staff, services and community groups into one place to improve access and outcomes. It is hoped the approach will reduce socio- economic disadvantage in North Lanarkshire. The Hub Programme EIA draws on a broad range of evidence including census data, staff focus groups, community consultation, as well as lived experience co-design with local people. The EIA has considered groups that are expected to be impacted positively by community hubs, as well as the potential adverse impacts - such as challenges hybrid working may pose for disabled workers - and clearly sets out actions like flexible working to address challenges. There are plans to carry out ongoing monitoring and consultation with stakeholders at each phase of implementation, and adaptations to be made to service delivery accordingly. Page 122 of 212
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Appendix | 22 Appendix Improvement action plan Issue/risk Recommendation Agreed management action/timing 1. Benefits realisation The council is developing a benefits realisation tool. It does not currently track or report transformation benefits at project level. The council should prioritise completion of its benefits realisation framework and incorporate reporting on both financial and non-financial benefits into regular monitoring reports. Given the financial challenges the council is facing there is a need to increasingly monitor and track cost and benefits of transformation projects. This will help inform officers and members of the extent to which transformation projects are delivering their intended benefits. Following the Framework to the One Service Board in March 2025, arrangements are being made to roll this out to all of the other Programme of Work Boards. Chief Officer (Strategy and Engagement) June 2026 Page 123 of 212
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Appendix | 23 Issue/risk Recommendation Agreed management action/timing 2. Improving public reporting of progress against the 28 Health Check Indicators The council uses 28 indicators to monitor the impact of The Plan for North Lanarkshire as a whole and to determine whether places and services are improving. A summary of the council’s performance against its 28 health check indicators is not easily accessible to the public. This makes it difficult for the public to find out and understand how the council is performing or what impact it is having locally. The council should ensure that the reporting of progress against its 28 Health Check Indicators is more accessible to the public. There is a dedicated section within the Programme of Work pages on the website for “Performance”, however this is under re development to ensure it captures, and provides access to, all relevant and already existing council and Programme of Work performance reporting in the one place. This will include regular updates on the 28 health check indicators in a way that is meaningful to the reader. Chief Officer (Strategy and Engagement) June 2026 Page 124 of 212
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North Lanarkshire Council Best Value thematic management report Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes Audit Scotland, 4th Floor, 102 West Port, Edinburgh EH3 9DN Phone: 0131 625 1500 Email: info@audit.scot www.audit.scot AS.5.0 Page 125 of 212
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/GR Date 25/09/25 Digital and IT Strategy 2024-27 update as at September 2025 From Greg Telfer, Chief Officer (Finance & Technology) E-mail telferg@northlan.gov.uk Telephone 07583 010692 Executive Summary Since 2019, the council has been actively delivering the vision for a Digital North Lanarkshire to support the ambition set out in The Plan for North Lanarkshire, with proposals to achieve Digital Communities, a Digital Economy, and a Digital Council providing the focus for activities. To guide and support the drive for a Digital North Lanarkshire, a five-year Digital and IT Strategy was established and approved in June 2019. This was subsequently kept under review and regularly updated to ensure it remained current and relevant in the modern digital world. With the Programme of Work to 2028 and seven priorities for delivery approved in March 2023, the opportunity was taken to realign the Digital and IT Strategy accordingly to firmly establish what it means to be digital, moving from ‘doing’ digital to ‘being’ digital, reaffirming that digital delivery, and therefore the Council’s digital vision, is everyone’s business. A three-year Digital and IT Strategy (‘the Strategy’) was therefore developed for 2024 to 2027 to provide a clear direction and ensure a common shared understanding of the journey that needs to be taken to achieve a Digital North Lanarkshire. This also makes it clear how digital will support delivery of the other six Programme of Work priorities and where resources need to be targeted through a one council approach. Following approval of the Digital and IT Strategy for 2024 to 2027 at the Policy and Strategy Committee in March 2024, six-monthly updates have been submitted. This report therefore follows on from the six-monthly updates considered by the Committee in September 2024 and March 2025. It should further be noted that following the disaggregation of the former service of Business and Digital, the Digital and IT Strategy is now owned by the Finance and Technology service. Recommendations It is recommended that Policy and Strategy Committee: (1) Acknowledge the six-monthly update as at September 2025 on the implementation of the Digital and IT Strategy for 2024 to 2027 set out in this report. (2) Approve a revised timescale of reporting on the Digital and IT Strategy to annually given that the Digital North Lanarkshire Programme of Work is also due to report on a six-monthly basis and will contain significant cross over with updates on implementation of the strategy. This adjustment would ensure that both the Digital Item 7 Page 127 of 212
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1. Background 1.1 As Members are aware the vision for a Digital North Lanarkshire, with investment targeted in digital and technological solutions that will be of most benefit to the people and communities of North Lanarkshire, aims to help realise inclusive growth and prosperity for all in line with the council’s long-term ambition in The Plan for North Lanarkshire. 1.2 Digital North Lanarkshire is one of seven priorities within the Programme of Work for 2023 to 2028. Through the delivery of the Digital North Lanarkshire priority, Programme of Work activities underway are focussing on developing a skilled digital workforce, promoting an innovative sustainable culture, and providing digital leadership for an evolving North Lanarkshire. 1.3 In March 2024, Policy and Strategy Committee approved the Digital and IT Strategy for 2024 to 2027. The Strategy is key to providing the direction to deliver a Digital North Lanarkshire which looks to build on successes achieved to date while embedding digital thinking into everyday behaviours and actions to ultimately embrace a ‘digital first’ approach to service delivery. 1.4 At the Policy and Strategy Committee in March 2024 a commitment was made to ensure that the Digital and IT Strategy for 2024 to 2027 would be kept under review during its lifecycle with an annual update of implementation progress reported to the Policy and Strategy Committee. However, at that time Members of the Committee requested that the strategy be the subject of six-monthly reporting, with this report therefore representing the third in a series of updates on the council’s progress in achieving the digital aspirations set out in the Strategy. 1.5 Following the disaggregation of Business and Digital the majority of staffing and budget have moved to Finance and Technology, however, strong links remain between these services, for instance data governance tasks predominately now reside with Legal & Democratic; Business change and public digital engagement including linked programme of work ambitions are with Strategy and Engagement. The following table highlights the impact of the disaggregation of the former Business and Digital service: New Service Area FTE Contracts Budget Finance & Technology 85.5% 96% Strategy & Engagement 13.3% 4% Legal & Democratic 1.2% - North Lanarkshire Programme of Work and the Digital and IT Strategy areas are reported annually, providing a more streamlined and cohesive overview of progress and strategic alignment. (3) Endorse the next steps outlined herein. The Plan for North Lanarkshire Priority All priorities Ambition statement (18) Ensure our digital transformation is responsive to all people's needs and enable access to the services they need Programme of Work Digital North Lanarkshire Page 128 of 212
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1.6 The four Digital themes have continued to develop as the Programme of Work has evolved and consideration is now being given to how best take these forward as we proceed towards the second half of the delivery timescales. It is likely that consolidation of the themes will be proposed while still retaining the key objectives and developing the delivery outcomes. This will also be likely to influence future iterations of the Digital and It Strategy. • Digital Culture, Leadership and Knowledge • Improved Customer Experience • Digital First Operations • Performance Optimisation 2. Digital and IT Strategy for 2024 to 2027 2.1 The council’s Programme of Work to 2028 sets out plans for a Digital North Lanarkshire to increase the scale and pace of change and achieve coherence across all areas of work. It represents the delivery arm of the Digital and IT Strategy, ensuring that focus is retained on our Digital Communities, Digital Economy, and Digital Council aspirations. 2.2 For the Digital and IT Strategy, this means embedding digital thinking into everyday delivery, embracing digital technology to do business significantly differently, and always considering a digital-first approach. This requires a focus on skills, culture, design, and empowerment of the workforce, all of which are being progressed through the Digital North Lanarkshire Programme of Work themes. 2.3 The Digital and IT Strategy recognises that technology can offer so many benefits for the people and communities in North Lanarkshire - it can support people to live independently in their own homes, it can enable seamless end to end processes to fulfil requests for service, it can mean vulnerable people get more joined up help when it really matters, it can provide a way to better use data to monitor and manage demand and improve the delivery of services to the public. It is key to connecting people and communities with place and improving their quality of life by providing access to new opportunities, new ways of working, learning, and doing business, and new ways to ensure quicker and easier access to essential care, supports, and services. 2.4 As such, the key points that shaped the development of the Strategy are summarised below: • Ensuring a shared context and common shared understanding in terms of what it means to be digital, what the Digital and IT Strategy aims to achieve and how, and within what context is this to be delivered (i.e. the context within the council and across North Lanarkshire and the wider local government environment). • Having strategic principles in place to guide behaviours and actions and ensure that being digital is everyone’s business. This includes establishing the business and digital capabilities critical to the success of the Strategy. • Making it real - firmly establishing what digital transformation actually means and how it can make a difference to people’s lives and support the transformation of North Lanarkshire’s communities. To do this, digital transformation must be seen as the means to a clearly defined end; not the end in itself. • Delivering digital solutions safely and securely, within an environment where rapid technological advancements bring increased vulnerability to cybersecurity threats and the need to prioritise digital security measures. • Reiterating that communication, enabling transformation within existing resources, Page 129 of 212
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and enhancing skills are critical to the successful deployment of the new Strategy. As such, these are reflected in the Strategy itself in terms of the next steps and key areas for delivery during 2025/26 through the supporting Digital North Lanarkshire Programme of Work 2.5 In recognising Policy and Strategy Committee’s remit to oversee the delivery of the Council’s transformational and digitisation programmes and projects, progress against the six Digital and IT Strategy principles for the period to September 2025 is summarised below, with further details available within Appendix two. It is further noted that following the approval by Policy and Strategy Committee on 13 March 2025, work to provide digital connectivity to every property in our social housing portfolio is underway. This has the potential to be massively impactful across the six digital principles, increasing digital connectivity, inclusivity, and promoting digital first. In addition, its potential for impact across service delivery is also a key consideration where all service areas who interact with or have potential to interact with these residents, have the opportunity to review their operating model and consider how this can be used to increase efficiency, improve delivery and open up new opportunities to innovate in the types of services and supports provided. This promotes the organisation in being innovative, adaptable and requires employees to be at the forefront of business change. 1. Employees first The council is committed to developing its staff and creating opportunities to attract and retain talent identified through workforce plans. Achieved so far: Development and/or delivery of a wide range of tools and enabling technologies to assist employees in efficiently managing their workloads and meetings. These include: • Development of streamlined Purchase to Pay system, creating efficiencies, reducing the risk of errors and creating the foundation for the development of e-invoicing. • Iterative deployment of PowerBI dashboards which illustrate staffing demographics at the touch of a button. • Embedding of Microsoft Teams Calls Etiquette adopted across the organisation. • Embedding of Microsoft O365 native functionality continues, supporting efficiency in daily activities, functions such as MS Lists and Planner are being used to aid individuals’ work planning and processes, whilst MS Forms and Loop are supporting collaborative working. • Enhancing ‘hybrid’ meeting and collaboration experience through deploying ‘neat’ board technology across the office estate. • Document management and sharing continues to function well with adoption of practices sharing “links” to OneDrive, SharePoint are reducing emailing of documents and further supporting collaborative working. • Tentatively introducing AI support technologies, with basic CoPilot functionality supported in the Edge Browser. • Year-long pilot of enhanced email protective technology in place, which is expected to reduce data loss risk to the organisation. • Move to Window11 OS across estate progresses well and is expected to achieve the October end of standard Microsoft support date for c13,000 schools and 6,000 corporate devices, with extended support expected on c400 devices. 2. Digital first Page 130 of 212
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Digital First approaches become mainstream across the organisation with digital default, and hub-based access and services, replacing traditional channels. Achieved so far: Appendix 2 highlights recent developments delivered in support of achieving digital first. These include: • Processes / services available for public interaction on the council website has further increased with the new Garden Waste Permit scheme generating approximately £1.5million annually for the council. • Improvements to the Chat bot functionality have been developed to make the process easier for customers to interact with the bot and provide feedback at the end of the conversation with the customer. Updates and enhancements made by services to our website content have significantly improved the chatbot’s ability to resolve the majority of engaged sessions. • Further development of our Complaints process aims to make it easier and more accessible for complaints to be logged. • Further investigation of potential opportunities for automation being explored. • Development of proof of concept for Crisis grants on-line. 3. Inclusive People, businesses, and communities need to have the means to thrive online and be able to work, learn, access information and services, and connect with other people and organisations every day. They need to be consulted with when it comes to significant transformations that are being made to the services they rely on, and they need efficient ways to access council services and get what they need at the first point of contact. Achieved so far: Appendix 2 highlights recent developments delivered to support digital inclusion. These include: • Extension of Public Wi-Fi roll-out with over 120 locations now operational, with over 42,000 individual registered users, averaging 14,000 connections per day with a peak of 3,500 concurrent users. A small number of sites remain to be finished over the coming 2 months • Following consultation and co-production with service users, new digital zones within the Community Hubs at Buchanan Centre and Chryston High School are operational, including assistive technologies such as ZoomText (screen magnifier), JAWS (screen reader program), large keyboards and screens. • The four Immersive experience facilities continue to grow their use and creating opportunities for services to facilitate digital skills development, health and wellbeing improvement, social skills development, attainment of knowledge, and pathways to future learning and employment. One recent success has been that of small local businesses hiring rooms for use in delivering a unique Yoga experiences, Airdrie played host to a series of yoga classes, delivered in partnership with The Warrior Yoga Project - sessions focused on resilience based yoga for Veterans and First Responders, the other a more relaxed session for over 50 and/or those overcoming long illnesses. In addition, Motherwell Library's Immersive Room in partnership with Yoga by Gillian had four taster session over the summer and as of this week a series of yoga sessions will be delivered on Monday evenings and Saturday mornings. • Working with colleagues from Libraries we are currently evaluating a unique Astronomical experience, by integrating the Airdrie Astronomical observatory telescope with the rooms. Initially this would provide access within the Airdrie immersive room to both live and recorded images, but the intention is to make that available across all four rooms, providing access for people who potentially Page 131 of 212
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have never had such before. This is an exciting and groundbreaking proposal that would be unique within the UK. • Continued delivery of the inter-generational project across the Council area – to encourage residents to see first-hand where technology adoption can be beneficial and enriching, most recent outcomes will be reported to next Communities Committee. 4. Innovative The council innovates with high functioning analytics for problem solving. Employees will make best use of digital tools and solutions available to manage demand, enhance ways of working and productivity, and optimise service delivery. Insights and evidence are essential to support informed decision making and service planning. Data analytics and predictive algorithms should be easy to access and to use every day to help identify, analyse, and anticipate problems. Achieved so far: Appendix 2 highlights some of the recent innovative approaches implemented. These include: • Creation of on-line portal and change roadmap for Business Change to assist with ideas, insights and a range of tools to help those leading, managing and implementing change in their own areas. • A one council approach to training in the use of Power Bi is being developed, commencing with two pilot training sessions in August 2025. This will lead to a single corporate approach to training across the organisation supported by an operating framework and ongoing programme of training through the year in order to ensure consistent arrangements in the use, interpretation, and reporting of data to meet the needs of each respective audience and support informed decision making. • Our Service Now Platform is a cloud-based workflow automation platform designed to manage and support our organisation’s digital workflows for enterprise operations. It is used as the primary IT Service Management tool and maintains IT asset and configuration databases. The current instance of NLC’s ServiceNow platform was inherited from the council’s previous Service Delivery Partner, Wipro, where it had been extensively customised which has resulted in challenges in the ongoing support and development of the platform. All processes are now being reviewed and a clean “Out-of-the-box" instance has been made available free of charge by ServiceNow with the intention to complete a migration to this before year end to aid efficiency, performance reporting and provide analytical tools to assess and manage failure demand. The use of the HR Service portal by the Employee Service Centre (also on ServiceNow platform) continues to be rolled out, with approx. 9,600 employees now enrolled with the pilot for school staff due to end mid-September with an expectation for all staff enrolled before year end. • Following the reset of the IT portal, the intention for 2026 is to move to a single employee portal that will host IT and HR service requests for the full organisation. • Through funding secured by the strategic capital programme, a fund of £500,000 has been secured for digital innovation in service delivery, with budget spread across the next 3 years. This is supported by a complementary fund for resource capacity in delivering said innovation. The funds are managed by Finance & Technology with assessments of proposals via the well-established Enterprise Architecture Governance Group. The process was launched in June 2025 with several services currently carrying out their own assessments before submitting a formal proposal. Page 132 of 212
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5. Adaptable The council’s technology, workforce, and public spaces are flexible and adaptable to change. Achieved so far: Appendix 2 highlights recent developments to support this principle. These include: • Using 5G to deploy IoT (Internet of Things) sensors to circa. 40 properties as part of a ‘smart and connected social places’ initiative and funded via Glasgow City Region successful Department of Science, Innovation and Technology (DSIT) bid. This innovative project aims to measure the effectiveness of Zero Carbon build technologies whilst also developing understanding of residential energy and environmental use within a home. Ultimately informing the organisation of the most efficient ways to insulate and power homes. • Investigations continue into the use of the Gladstone MRM booking system, (currently used in Active & Creative for gym class and pitch bookings), as a tool for booking of community hub spaces and bookable desks. The ambition is to use the Active NL app for staff and third parties to be able to book these facilities, potential benefits exist through the cross pollination of interests across different stakeholder groups, i.e. pushing notices of available classes to staff, or to the public of other local facilities they may not be aware of. • As highlighted in section three above, the use of public spaces is being adapted to support communities to thrive online, with digital zones and immersive experience pods now available in buildings across the authority area. • These provide examples of the organisations continued embedding of its Leadership and Operating model principles, supporting collaborative governance and community empowerment with its strategic priorities. 6. Connected The council is highly connected with other organisations. The council recognises that digitisation delivers better benefits through collaborative approaches. Achieved so far: Appendix 2 highlights recent developments to support the council’s drive to enhance connectivity. These include: • Continued participation in the Scotland-wide data agreement project. • Collaborating with the Digital Office for Scotland on the development of the Target Operating Model for the Digital ‘To Be’ State using the framework of Workforce, Process, Information and Technology. • Participating in the Glasgow City Region funded Connected region initiative (DSIT) where mobile coverage sensors for the four main mobile networks were deployed to lorries within our waste fleet, creating a referenceable signal strength and coverage mapping. This provides us with invaluable information when considering planning requests and informs wider connectivity strategies. As an example the following graphic demonstrates the results of this for Vodafone utilising Whatsapp Wishaw, Craigneuk and Netherton, highlighting areas of service failure that can fed back to the relevant network providers: Page 133 of 212
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• Digital North Lanarkshire Programme of Work 2.6 The Digital and IT Strategy is being delivered through the Digital North Lanarkshire Programme of Work to 2028. As members are aware, the Strategy and related Programme of Work (PoW) contain 12 key deliverables and 52 projects/activities, with all categorised as: (a) Digital Culture, Leadership and Knowledge; (b) Improved Customer Experience; (c) Digital First Operations or (d) Performance Optimisation, as illustrated within Appendix 1. 2.7 Throughout 2025/26 to date these deliverables and projects / activities have been monitored through the Digital North Lanarkshire Programme of Work Strategic Board via a corporate quarterly monitoring process; applied consistently across all seven Programme of Work priorities. Such monitoring requires designated officers to consider delivery against six dimensions (scope, cost / budget, quality, resources, risk, and within time / on schedule), and to also advise of % completed status of each project / activity. 2.8 An overview of progress against the 12 high-level deliverables, and therefore the practical implementation of the Digital and IT Strategy to date, is set out in Appendix 2. This is summarised below (note, calculations are based on the 52 actions in the delivery plan). 2.9 In terms of the overall completed status of the Digital North Lanarkshire Programme of Work: • 100% of the 52 actions in the delivery plan supporting the 12 high level deliverables have commenced to the initial stages. This is an increase from 98% as at March 2025, and 94% as at June 2024. All actions have commenced and: • 37% of delivery plan actions are complete or at the final closure stage (an increase from 16% as at March 2025 and 8% as at June 2024). • 50% of delivery plan actions have reached the delivery and ongoing management and monitoring stage. • 13% have reached the planning and set up stage. 2.10 In terms of delivery within the six dimensions (i.e. scope, cost / budget, quality, Page 134 of 212
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resources, risk, and within time / on schedule): Of those commenced: • 37% of delivery plan actions have been assigned a Blue RAG status. • 46% of the deliverables have been assigned a Green RAG status. • 17% of the deliverables have been assigned an Amber RAG status; additional commentary is included in the update provided in Appendix 2. Next steps 2.11 The implementation of the recommendations from the One Place One Plan governance report approved at the Policy and Strategy Committee in September 2024, were complete in April 2025 with the transition of technology solutions to newly formed Finance and Technology Service. As a result, a review of the projects and activities supporting the themes contained within the Digital North Lanarkshire Programme of Work of a) Digital Culture, Leadership and Knowledge; (b) Improved Customer Experience; (c) Digital First Operations or (d) Performance Optimisation is due for completion during early September 2025. This will ensure that clear plans, integrations and dependencies are in place to move into the latter part of 2025/26 without any disruption to delivering the priorities. 2.12 As expected, the review identified that there is a significant cross over between the activities contained within the Digital and IT Strategy and the Digital North Lanarkshire Programme of Work with both scheduled to have six-monthly updates at Policy and Strategy Committee. It is now recommended that each report will be prepared annually with each report being prepared six months apart to ensure six-monthly reporting of the Council’s digital ambitions to Committee. 3. Measures of success 3.1 Success with be measured through the delivery of the activities associated with the four sub-groups of the Digital North Lanarkshire Programme of Work Strategic Board. 4. Supporting documentation 4.1 Appendix 1 - Roadmap to a Digital North Lanarkshire. 4.2 Appendix 2 - Summary of progress in delivering the Digital North Lanarkshire Programme of Work Greg Telfer Chief Officer (Finance & Technology) Page 135 of 212
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? An Equality / Fairer Scotland Duty Impact Assessment was undertaken when developing the Digital and IT Strategy 2024 to 2027. This assessment highlighted key impacts may exist for older people, low-income groups, those with a disability, and people who are homeless, asylum seekers or whose first language is something other than English This strategy aims to place digital at the heart of what people do on a day-to-day basis. There is a recognition that the needs of certain vulnerable groups require to be considered throughout the journey to a digital environment. The strategy ensures that no one is digitally excluded and there is an opportunity to improve people’s lives by using digital solutions, technology, and skills. Given that deliverables aim to improve the connectivity and accessibility of North Lanarkshire as a place, and the ability of local people and communities to gain the skills and confidence required to help them benefit from the opportunities of being digitally connected, the activities detailed throughout this report positively address the impacts which were identified during the assessment. By placing people at the centre of the strategy and the Driving Digital Locally digital subgroup continuing to play its key role in enabling local communities to participate in designing and deploying modern council services and ensuring that no one is left behind or digitally excluded, this will ultimately have an impact to advance the general equality duty to eliminate discrimination, improve equality of opportunity and foster good relations to tackle a diverse range of issues and challenges. For example, the work being carried out through the IPAD/intergenerational project has improved elderly residents’ access to and understanding of technology within their community. This alongside deployment of improved connectivity, Public Wi-Fi, and Digital Community Services (the online mapping tool) all positively address the impacts of digital exclusion within North Lanarkshire’s communities. 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/chief-executives-eqia/digital-and-it- strategy-equality-impact-assessment 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 Digital and IT Strategy recognises that change must be enabled within existing financial resources, with work in support of this progressing through the Performance Optimisation sub-theme. Page 136 of 212
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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? The Digital North Lanarkshire Programme of Work has collaboration and self- service at the heart of its design principles, with all appropriately reflected within both internal and external communications. The Digital North Lanarkshire Programme of Work also envisages significant changes to applications, software, hardware, and connectivity, with all duly considered for security, compliance, Digital First, and Enterprise Architecture perspectives through the key governance groups of the Enterprise Architecture Governance Group (EAGG) and Data Governance Board (DGB). 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? Providing digital services that offer online, anytime access to services will have a positive environmental impact across several important areas such as minimising Page 137 of 212
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waste and recycling, thanks to the limited need for paper forms. 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 activities are detailed within the report. 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? Effective identification and management of risk is considered critical to the success of this programme, with all required processes strictly followed, and all high-level risks and issues regularly reported to the Digital North Lanarkshire Programme of Work Strategic Board through regular reviews of the Programme Board PULSE. 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). As noted in the report to Policy and Strategy Committee in March 2024, a Children’s Rights and Wellbeing Impact Assessment was undertaken and the key findings in this respect include that implementation of the Digital and IT Strategy 2024 to 2027 is considered to have an indirect impact as the strategy is not directly aimed at children but will have an impact on them. In particular, article 2 (non- discrimination) and article 23 (children with a disability). It is recognised that the rights of the child, and the needs of certain groups, require to be considered throughout the journey to a Digital North Lanarkshire. The Strategy aims to ensure that no one is digitally excluded and there is opportunity to improve people’s lives though digital technology, solutions, and skills. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 138 of 212
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APPENDIX 1 Roadmap to a Digital North Lanarkshire Page 139 of 212
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APPENDIX 2 Summary of progress in delivering the Digital North Lanarkshire Programme of Work Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at June 2025 (including narrative where RAG status is Red or Amber) Digital North Lanarkshire Digital culture, leadership, and knowledge 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. Sep-23 Dec-25 Green At delivery and ongoing management and monitoring stage. 3 out of the 8 projects / activities within this deliverable are now completed (as noted below), and for the remainder delivery is underway. • Research was completed to understand the five steps to change in preparation for digital maturity assessment. • Outputs from the health and social care digital maturity work was shared with the digital culture, leadership, and knowledge activity group to inform the council's digital maturity assessment. • The digital maturity assessment has been undertaken with the digital culture, leadership, and knowledge activity group. To further support the digital maturity assessment, an overview of progress to date from the Digital Culture, Leadership and Knowledge theme was reported to Finance and Resources Committee in November 2024 (link). This focussed on the digital adoption work and a digital maturity assessment survey with staff which examined digital adoption across services (particularly the use of M365) and provided greater insights into current thinking in terms of the council’s readiness for change / digital adoption - where 82% of respondents agreed in this respect and recognised the alignment of change and transformation with the priorities set out in The Plan for North Lanarkshire. There was also a recognition that the tools available have enhanced team collaboration as well as enhancing individual efficiency and productivity. Accessing support for the adoption of new technologies, particularly those under-25, was highlighted an area to be further investigated, as well as further support that could be given to employees as part of the digital culture change activities. Workshops have been held and a development plan established that will give this theme a focus on engagement and communication, digital champions / leaders, training and support, competencies, and etiquette. Other activities underway includes: • Providing feedback to the digital survey (e.g. by way of you said, we did) and the actions implemented and carrying out a follow up survey Page 140 of 212
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APPENDIX 2 Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at June 2025 (including narrative where RAG status is Red or Amber) which will hereinafter be undertaken on an annual basis. This will include a mechanism to assess increase in response rate from one year to the next and whether actions implemented have resulted in improvement. The you said, we did communications will take the form of varying formats and content suitable for the respective audience. • Establishing a formal digital communications plan setting out actions over a 12-month period to raise digital awareness across the organisation. • Investigating a rebranding of digital to encourage staff to place digital at the forefront of day-to-day tasks. • Reviewing industry best practice in terms of digital communication and engagement and identifying ways in which to improve digital awareness and adoption. • Establishing a model to report on progress in terms of the transition to a sustainable positive digital culture across the organisation. Digital culture, leadership, and knowledge Develop digital leaders to facilitate behavioural change required to enable service transformation within existing resources. Nov-23 Dec-25 Green At delivery and ongoing management and monitoring stage. 1 out of the 4 projects / activities within this deliverable are now completed (as noted below), and for the remainder delivery is underway. • Research and current thinking was completed into digital champions / leaders to understand the skills required for a digital leader in order to build and lead teams, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement. This has supported development of a competency framework and a review of leadership development programmes to incorporate digital capabilities. Other activities underway include: • Development of a Competencies Framework based on available models with defined levels (self-assurance and associated learning plan), including links to relevant training / guidance to feed into the development of an employee self-assessment tool. • A review of the role of a Digital Champion / Leader to establish a suitable role profile aligning with service requirements to better support digital transformation. • Reviewing options for resource optimisation and the introduction of incentives, protected time and/or dedicated employees for the Digital Champion / Leader role, to enable enhanced digital support for services. Page 141 of 212
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APPENDIX 2 Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at June 2025 (including narrative where RAG status is Red or Amber) Due to competing demands, the end date has been moved to December 2025 to enable a more in-depth and co-ordinated approach; a subsequent risk review considered there was no significant impact on the overall work plan in this respect. Digital culture, leadership, and knowledge Develop and deploy a self-adapting redesign framework to accelerate digital business transformation of critical council functions. Sep-23 Mar-24 Blue Completed or at closure stage. Upon completion, the change management toolkit portal was demonstrated at the Programme of Work Board in December 2024. Digital culture, leadership, and knowledge Support development of a skilled workforce to foster consistent knowledge, improve digital adoption, and accelerate digital-first business capabilities. Mar-24 Mar-26 Green At planning and set up stage. 1 out of the 5 projects / activities within this deliverable is now completed (as noted below), and for the remainder delivery is underway. • Work is complete to measure and evaluate impact of whole service / authority transformation change to digitise systems and inform future user experience. Other activities underway include: • Developing digital guidance to ensure documentation remains accurate, relevant, and encourages digital engagement, and updating the existing Code of Conduct training course to enhance awareness. • Developing a self-help portal / channel to enable staff to promote shared experience and knowledge across the organisation. • Establishing an action plan to progress a self-assessment tool (via Microsoft Forms), which incorporates outcomes from the Competencies Framework, to enable staff to understand their current level of digital skills and undertake further learning as required. • Establishing protocols (including product ownership and governance) for linkages to training videos on external portals (e.g. You Tube, Google), and processes to ensure resources remain live / up to date. Improved customer experience 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. Apr-23 Dec-25 Green At delivery and ongoing management and monitoring stage. 5 out of the 6 projects / activities within this deliverable are now completed (as noted below), and for the remainder delivery is underway. • Systems and portals expanded to enable residents to engage, report, request, and pay for services and the council website now includes MOT / taxi compliance, roads and streetlighting reports and requests, waste service requests, traffic signal reports, and the ability to apply and pay for permits and business grant applications online. • Redevelopments of the customer relationship management (CRM) system is completed, enhancing processes for staff to route enquiries to the relevant service and improve cross service working and thereby a one council approach. Page 142 of 212
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APPENDIX 2 Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at June 2025 (including narrative where RAG status is Red or Amber) • Chat bot functionality went live on the council’s website in October 2024 to enable residents to receive automated responses or to chat to an advisor. • This functionality was enabled by the design and development of artificial intelligence capable of generating text, images, or other media (using generative models). • The council’s purchase to pay system - as reported to the Finance and Resources Committee in September 2024 (link) - has been redesigned to introduce a standardised approach that ensures a consistent way of working across the council, maximises system integration opportunities, removes / reduces paper based processes, implements electronic invoicing and three way matching, and improves management information. Purchase to Pay refers to the end-to-end process in which goods and services are purchased and ultimately paid for; this includes all steps from identifying the need for goods and services through to paying a supplier. Other activities underway include: • Establishing a roadmap to identify the redesign requirement for services to support the transition to the council’s future operating model in hubs, for this a full review and reset of projects and activities is expected to be presented to the Board in August 2025 for sign off and next steps. Workshops have been held and a development plan is in progress to give this theme a focus on communication, digital inclusion, online services, and innovation (including AI). Improved customer experience Implement smart community hubs to improve access to omni-channel, digitally enabled services, and experiences. Sep-23 Mar-26 Green At delivery and ongoing management and monitoring stage. 1 out of the 3 projects / activities within this deliverable is now completed (as noted below), and for the remainder delivery is underway. • All four immersive experience rooms have been upgraded and/or developed and are fully operational. These aim to enhance digital experiences within a community and beyond and have a positive impact on digital skills and community groups. Community use in Motherwell and Summerlee is extensive and is building in Airdrie which came on stream at the start of 2025. Reports submitted to Communities Committee in October 2024 (link) and August 2025 (link) have provided updates on the developments and their impacts. Other activities underway include: • Public consultation on the resources and services required in digital Page 143 of 212
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APPENDIX 2 Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at June 2025 (including narrative where RAG status is Red or Amber) zones is now complete and data has been reviewed to establish requirements for individuals with additional support needs; adaptive technology has been purchased and installed in both digital zones. The use and effectiveness of this technology is being kept under review to ensure there are no barriers to accessing digital services. • A model to enable customers to book computers has now been implemented and this is being monitored for usage and effectiveness. • Six monthly reports to the Communities Committee - in August 2024 (link), February 2025 (link) - have provided regular updates to support wider public and stakeholder engagement. This includes information in respect of progress of the Driving Digital Locally working group, the intergenerational projects which bring together elderly residents and local primary schools, engagement for the digital zones, the public wi- fi project, online chatbot tool, and the booking system. • The Driving Digital Locally Intergenerational project was a winner at the Municipal Journal Achievement Awards 2025 (link). This project bridges the digital divide by offering older residents personalised, one-on-one training sessions with young people, teaching them about digital technology. Feedback from the residents found that 90% of those who took part reported feeling confident using their new digital skills. They also said they learned much more from the young digital leaders because the atmosphere was fun and relaxed. Improved customer experience Ensure an accessible and single source approach to data that supports the organisation by providing insights and evidence that support decision making, planning, delivery, and continuous improvement as well as public reporting and transparency. Oct-24 Dec-25 Green At planning and set up stage. This deliverable previously comprised four activities which have been reconfigured into one to ensure a more streamlined, focussed, integrated, and value adding approach to data across the organisation. To date development work has scoped out the purpose and content of the strategy and identified the relevant existing component parts which require to be incorporated as well as any gaps which require to be filled. Engagement is currently underway with industry experts in the field of building and improving the technical foundations to support a single data strategy that incorporates all related aspects of data, including governance, quality, data maturity, spatial mapping, open data, and the supporting architecture and technology. Digital first operations Ensure useful, secure, compliant, and digital first applications are available to support critical but streamlined service delivery. Jan-23 Mar-28 Amber At delivery and ongoing management and monitoring stage. 1 out of the 9 projects / activities within this deliverable is now completed (as noted below), and for the remainder delivery is underway. • The first phase, captured by this activity in terms of the Finance Systems Review, is now complete. This has reviewed the tools and products currently deployed to support the council’s financial Page 144 of 212
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APPENDIX 2 Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at June 2025 (including narrative where RAG status is Red or Amber) management arrangements and identified and assessed options for longer-term suitability, as well as opportunities to deploy efficient and effective automation and self-service. The recommendations arising from this will inform the phase 2 actions and workstreams to be added to the Programme of Work Delivery Plan. Other activities underway include: • Contract award for a new housing and asset management system - to improve data management, monitoring, and service delivery across housing - approved at the Housing Committee in November 2024 (link). Contract mobilisation meeting held along with further system demonstrations. Discovery, scoping, and configuration workshops have commenced, and data cleansing is progressing in preparation for the data migration. • New case management and scheduling system across social care - to meet statutory obligations and to improve service delivery and performance management - is progressing with staff training now complete. Plans were in the final stages to implement the first phase of Mosaic by the end of 2024/25, however following queries raised through testing, the go live date has been pushed into later in 2025. • In September 2024, Policy and Strategy Committee considered the new Automation and Generative Artificial Intelligence (GenAI) Framework (link). This sets out the council’s AI vision for deploying the technology in an efficient and effective manner in order to support implementation of the AI vision through new digital service delivery models and solutions designed to meet the needs of modern businesses and communities. Next steps developments are underway to develop a plan to identify opportunities for AI functions and deliver the framework. • Implementation of a leisure and facilities booking systems, including integration with hub place bookings and introduction of compliant and secure payment facilities that accommodate home and agile working arrangements, are progressing with a contract in place and initial supplier meetings held. Services have been migrated to latest version of cloud system with rollout of new pay terminals and installation of gated entry systems underway. However, roll out of new chip and pin at leisure centres remained behind schedule due to resource allocation to Windows 11 upgrades. The Hub based booking system had been postponed due to resource availability, but Page 145 of 212
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APPENDIX 2 Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at June 2025 (including narrative where RAG status is Red or Amber) a dedicated resource is now in place to progress this work. • In relation to the development a portfolio of existing case management systems across the council and using the results to establish a process and timeline for assessing existing solutions and new requests, latest activity has included establishing the criteria for classification and assessment of case management systems including functionality, costs and licensing, maintenance and support, integration, security, and performance. Next steps will include developing a process to assess applications and future requirements. • A report in respect of the asset management practices across the organisation was submitted to the Finance and Resources Committee in September 2024 (link). This updated on progress in respect of consolidating as many assets on to a single solution as possible and reducing the number of business systems used across the council to manage assets. This also advised of the next steps in respect of a review underway to drive forward the consolidation of assets, both physical and technology (system) related. • Implementation of a new cloud-based Microsoft Teams integrated solution, incorporating virtual voice and digital assistant functionality is underway in relation to the build and testing of a new unified comms platform and service migrations. Schools are complete, and e-mail blending fallback for customer services hub and employee service centre to Netcall complete, 50% of contact centre services migrations complete and schedule in place to complete remaining by October. However, reporting issues are delaying migrations and contract with Netcall extended to June 2026. • Work is progressing to create a catalogue of standardised online technology catalogues to enable council service areas to determine digital solutions matching their requirements and enable self-service 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. Apr-23 Mar-28 Amber At delivery and ongoing management and monitoring stage. 4 out of the 8 projects / activities within this deliverable are now completed (as noted below), and for the remainder delivery is underway. • Implementation of procured Wide Area Network solution and associated technical functionality (such as internet breakout services and continued development and deployment of fibre across North Lanarkshire) is complete and an update was reported to the Finance and Resources Committee in February 2025 (link) in this respect. • Plan has been established to enable internet access for temporary accommodation properties and a call off contract is now in place. Page 146 of 212
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APPENDIX 2 Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at June 2025 (including narrative where RAG status is Red or Amber) • Smart Park schemes to gather data within park settings is now operational at Palacerigg Country Park and Strathclyde Country Park with units active (and on renewables) and fibre connected, meaning that the data capture process is ongoing. • Four immersive rooms are now live at Airdrie Library, Motherwell Library, Summerlee Museum, and Muirfield Community Centre with services available to the public and partners. These comprise the latest sensory technology to provide support, in such areas as mental health and employability) across North Lanarkshire. Other activities underway include: • Work in respect of enhancing fibre availability across North Lanarkshire to provide internet access to residents. • Work to deliver and manage a council-wide public Wi-Fi service had experienced capacity issues which meant the work had to be rebaselined. This includes a redesign for the schools environment which is currently being tested. • Identifying opportunities to use the Internet of Things technology and establish a framework for use, including an adequate governance model. • Work to create a digital infrastructure development toolkit and associated processes to enable third party commercial connectivity providers to deliver services across the council involves discussions with Glascow City Council to investigate the potential to re-use an existing process used in their infrastructure model. Digital first operations Transition from using paper-based storage to a digital solution for retaining appropriate council information. Sep-23 Sep-25 Blue Completed or at closure stage. Contract awarded to Storetec commencing April 2025. Performance optimisation Develop an efficient digital and IT cost model to ensure scarce financial resources are aligned to vital enabling technologies. Oct-23 Sep-26 Green At delivery and ongoing management and monitoring stage. Delivery of the 2 projects / activities within this deliverable are underway. • Work is progressing to identify digital and IT spend across the council and develop a model to establish whether this is essential and priority spend but this is a complex process as the council’s environment sees hundreds of applications being used, with detailed knowledge of individual items (users, contractual basis) varying across services and ICT, particularly for long-standing products, purchased without ICT involvement. Additional time is necessary for data capture, as such is critical for the analysis stage of this project. This work will also Page 147 of 212
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APPENDIX 2 Theme / programme Deliverables Start date End date Overall deliverable RAG assessment Overall deliverable completed status Position as at June 2025 (including narrative where RAG status is Red or Amber) include a risk based analytical review to assess areas that are considering essential and/or a priority. While there has been a delay within this workstream for the aforementioned reasons, it is not anticipated that this will impact on the deliverable date of March 2026. • Work has progressed to deploy structures and processes that aid the identification and development of operational innovation and that facilitates beneficial service transformation in respect of developing supplier relationships. Funding has been re-profiled to ensure effective use once business cases begin to arrive, and eligibility criteria developed and approved. Details, including information in respect of promoting the Innovation Fund and associated application process, were reported to Finance and Resources Committee in February 2025 (link). Current activities include identifying strategic suppliers that can be used as flagship examples to drive innovation, transformation, or best practices across the organisation. 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. Feb-24 Dec-27 Amber At delivery and ongoing management and monitoring stage. Delivery of the 3 projects / activities within this deliverable is underway. • An update of this deliverable was reported to the Finance and Resources Committee in May 2025 (link). This reported on progress in delivering three activities - to (i) develop organisational security model/standards/principles, (ii) identify vulnerable products and mitigating options, and (iii) develop and deploy compliance reporting. • All three are in progress with implementation on (i) and (iii) well under way and due to be completed within schedule. With the security standards model in place and standards now being produced in line with that - and that latter activity being viewed as something that will continue indefinitely, (i) can be considered as almost complete. • Activity (ii) is currently on target to deliver a vulnerability management performance monitoring system and supporting processes by the intended end 2025/26 deadline; however, it is intended that this will be extended for a further year to include an assessment of the success or otherwise of any newly deployed systems and processes. Page 148 of 212
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APPENDIX 2 Key to completed status Key stages for the project / activity in the Programme of Work Indicative % completed assessment At initiation stage Project / activity still at proposal stage, and not yet approved by the relevant SRO / Chief Officer or approved to Project Brief (or equivalent) stage or approved to Project Brief (or equivalent) stage, but still in development / at feasibility stage. >0% and <15% At planning and set up stage Project / activity approved to Project Business Case (or equivalent) stage / Project or Delivery Plan developed. >=15% and <25% At delivery and ongoing management and monitoring stage Project / activity underway and delivery is categorised as < =25% completed, or > 25% but < =50% completed, or > 50% but < =75% completed, or > 75% but < 100% completed. >=25% and <95% Completed or at closure stage Project / activity completed and closed off, or final evaluations, handovers, etc still to be undertaken. >=95% and =100% Key to RAG status Blue Delivery is complete. Green Delivery is on track and in line with the six dimensions within which the project / activity is being delivered (i.e. scope, cost / budget, quality, resources, risk, within time / on schedule) and the % completed status is as expected as at the time of the delivery assessment. Amber Delivery is not on track and the latest assessment suggests there may be emerging issues with one or more of the six dimensions within which the project / activity is being delivered (i.e. scope, cost / budget, quality, resources, risk, within time / on schedule) and/or the % completed status is not as expected as at the time of the delivery assessment. Red Delivery is not on track and the latest assessment has reported issues with one or more of the six dimensions within which the project / activity is being delivered (i.e. scope, cost / budget, quality, resources, risk, within time / on schedule) and/or the % completed status is behind that which is expected as at the time of the delivery assessment. Page 149 of 212
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref SP/LJ Date 25/09/25 Scotland’s Public Service Reform Strategy – Delivering for Scotland From Stephen Penman, Chief Officer Strategy & Engagement E-mail penmanste@northlan.gov.uk Telephone 07947 997750 Executive Summary Policy and Strategy Committee approved the Programme of Work to 2028 and are aware of the remit of the One Service Programme of Work as having oversight of national plans for Public Service Reform and their impact on the council as matters develop. This report highlights the publication of Scotland’s Public Service Reform Strategy – Delivering for Scotland in June 2025 by the Scottish Government. The strategy outlined three pillars for delivery alongside a package of some eighty activities that will deliver on the findings of the Christie Commission and ensure a future that is fairer, where everyone and every community has the opportunity to thrive. The report goes on to raise awareness of the content of the recently published strategy and the oversight requirements for One Service following implementation of such. 1. Background 1.1. Members of the Committee will recall the One Service Programme of Work report presented at the Policy and Strategy Committee in December 2024. The report advised that there were eight deliverables contained within the One Service Programme of Work as detailed below: 1 Deliver the continued roll out of the Leadership and Operating Model to ensure an effective community leadership approach working with partners, Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledge the contents of this report. (2) Endorse the next steps outlined herein. The Plan for North Lanarkshire Priority All priorities Ambition statement (24) Review and design services around people, communities, and shared resources Programme of Work One Service Item 8 Page 151 of 212
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as the hub approach develops. 2 Align the asset rationalisation strategy with the Leadership and Operating Model to ensure coherent phasing and maximise efficiency. 3 Further develop workforce plans to ensure appropriate succession planning and alignment to the overall Programme of Work. 4 Work with other Boards to support delivery of priorities across the Programme of Work. 5 Ensure practical implementation of the Change Management Framework. 6 Lead engagement with staff, trade unions and partners about the Programme of Work to ensure understanding and alignment. 7 Explore opportunities for shared services both within the council and with partners, where appropriate to maximise efficiency. 8 Maintain oversight of public sector reform developments and ensure co- ordinated response to external decision making which has a bearing on council service delivery. 1.2 Members will note, at point 8 above, One Service has the responsibility for oversight of public service reform and its bearing on council service delivery. This report sets out the direction of travel from Scottish Government following the publication of “Scotland’s Public Service Reform (PSR) Strategy – Delivering for Scotland” in June 2025. 2. Report 2.1 During the course of 2024/25 the One Service Board has kept appraised of developments within Scottish Government linked to the original Christie Commission report published in 2011 which articulated the need for public services to be efficient, integrated, prioritise prevention and empower staff and service users. 2.2 Building on the Christie approach to Public Service reform, Scottish Government has made a commitment to deliver “a system that improves lives, reduces inequality and is fiscally sustainable. This means public services will: • Be efficient and effective with the right-size delivery landscape • Have better join up services and focus on helping people • Prioritise prevention • Empower people and communities to shape the services that matter to them • Be fiscally sustainable. 2.3 In June 2025, the Scottish Government published “Scotland’s Public Service Reform Strategy – Delivering for Scotland” (PSR Strategy) as a blueprint for enhancing lives and communities. The PSR Strategy sets out the steps that the current Government will take through 80 separate actions with the aim of driving change and making Scotland’s public services fit for the future. 2.4 The Strategy is designed around 3 pillars – Pillar 1 – Prevention, Pillar 2 - Joined up Services and Pillar 3 - Efficient Services. 2.5 A set of foundations has been laid out to address some fundamental systemic barriers that underpin all three pillars – leadership and culture, accountability and incentives, the need for more empowerment and structural complexity. 2.6 The PSR goes on to highlight how success will be measured and delivered upon. Page 152 of 212
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2.7 Members can access the full PSR Strategy document here Next steps 2.8 The One Service Board will continue to have regard to public service reform and as the PSR Strategy is implemented further reports will be submitted to this Committee, particularly where they impact council or partner service delivery. 3. Measures of success 3.1 Scottish Government will measure success through • Measuring the impact of services against required outcomes • Measuring cost reductions and cost avoidance generated by service change, and the proportion of those savings invested in further change. 4. Supporting documentation 4.1 No supporting documents. Stephen Penman Chief Officer (Strategy and Engagement) Page 153 of 212
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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, 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 ☒ Page 154 of 212
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Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 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 155 of 212
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref REB Date 25/09/25 Review of the Council’s Democratic, Committee, and Decision- Making Governance Procedures From Rachel Blair E-mail BlairR@northlan.gov.uk Telephone Executive Summary This report seeks authority for a comprehensive review of the Council’s governance procedures. The review will ensure that the Council’s decision-making arrangements remain transparent, accountable and accessible, while reflecting legislative requirements, best practice across Scottish local government and the ambitions of the Plan for North Lanarkshire. The review will be led by the Chief Officer (Legal and Democratic), working collaboratively with subject matter experts across relevant Services and, critically, with elected members, to shape the future governance framework. This work is timely. The Best Value statutory guidance (2020) identifies Governance and Accountability as one of its seven key themes, setting expectations for clear roles, transparency in decision-making and continuous improvement. Internal and external auditors also assess the Council annually against the CIPFA / SOLACE Delivering Good Governance in Local Government Framework (2016), with particular focus on principles A–G, including ethical leadership, robust decision-making and strong accountability. The Council has, in recent years, modernised its governance framework to reflect changing ways of working, advances in technology, and the public’s growing expectation of openness and accountability. Progress has included the introduction of remote and hybrid meeting arrangements, the streamlining of Standing Orders, clearer procedures for committee business and the use of digital tools such as electronic voting. These developments have improved the efficiency, accessibility and transparency of decision- making. The current review provides an opportunity to consolidate this progress while setting out a forward-looking agenda for governance that ensures the Council remains responsive, inclusive and effective in the years ahead. The Council’s forward-looking governance priorities, aligned with national and local government best practice frameworks, are as follows: • Transparency and Accountability In line with Audit Scotland’s Best Value framework and the Scottish Government’s principles of openness in public service, the Council will continue to enhance the Item 9 Page 157 of 212
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clarity of decision-making and the accessibility of records, ensuring citizens can easily understand and scrutinise decisions. • Digital Enablement Consistent with the Digital Strategy for Scotland (2021) and the Scottish Local Government Digital Office priorities, the Council will expand digital tools to improve hybrid participation, enhance records management and widen public access to decision-making. • Consistency and Simplification Reflecting guidance from SOLAR (Society of Local Authority Lawyers and Administrators in Scotland) and good practice in other local authorities, the Council will ensure governance protocols are applied consistently across committees, while simplifying processes to promote efficiency and legal clarity. • Member Support and Engagement In alignment with Improvement Service frameworks for elected member development, the Council will strengthen resources, training and technical support for Councillors to enable full participation in governance, regardless of working environment. • Citizen-Centred Governance Supporting the National Performance Framework outcomes on community empowerment and participation, the Council will improve opportunities for public engagement through clearer publication of committee business, use of digital platforms, and accessible formats. • Continuous Improvement In line with Audit Scotland’s expectation of a culture of continuous improvement, the Council will embed regular review and refinement of its governance model to ensure arrangements remain agile, effective, and aligned with future challenges. By pursuing these priorities, the Council will ensure its governance arrangements are fully consistent with national and local government best practice, strengthening its reputation as a transparent, modern, and citizen-focused organisation. Recommendations It is recommended that the Policy and Strategy Committee: (1) Agree the approach to undertake a phased review of the Council’s governance arrangements, as set out in Appendix 1; (2) Note the scope of the review, which will include Standing Orders, the Scheme of Delegation and Administration, decision-making principles, committee processes, and governance systems; (3) Acknowledge the role of the Democratic Manager as Project Sponsor, working with the Chief Officer (Legal and Democratic) and subject matter experts across services to ensure that proposals are robust, legally sound, and practical; (4) Endorse the programme of engagement, which will involve elected members, officers, and external best practice reference points, including examples from other Scottish local authorities; (5) Agree the timetable, which will provide phased reporting to Committee, with alignment checkpoints against Best Value requirements and CIPFA principles; (6) Agree that respective Business Managers and a representative from the non-aligned members meet with the Chief Officer (Legal and Democratic) as Project Sponsor on a quarterly basis to monitor progress; and Page 158 of 212
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1. Background 1.1 Local authorities are required to operate within a statutory governance framework, which includes: • Standing Orders (Local Government (Scotland) Act 1973; • Scheme of Administration (regulating the discharge of functions and delegations to committees); • Scheme of Delegation to Officers (ensuring efficient discharge of functions); and • Financial Regulations and Contract Standing Orders (supporting statutory Best Value duties). 1.2 Together, these documents form the Council’s governance “constitution”. The Local Government in Scotland Act 2003 further imposes a duty of Best Value, requiring that arrangements are efficient, transparent and continuously improve. 1.3 While incremental updates have been made since 2018, the Council’s governance framework has not been subject to a comprehensive review. During this period, however, a range of enhancements have been introduced to adapt to new ways of working and to meet the changing demands placed on local government. These include: • Modernisation of Meeting Arrangements – Introduction of remote and hybrid meetings to support flexibility and resilience; • Digital Access to Committee Business – Electronic issue of meeting requests to elected members, incorporating direct links to agenda packs; • Refined Use of Substitute Members – Political groups now have flexibility to appoint substitutes without the constraint of naming individual substitutes for each committee; • Optimisation of Meeting Timetables – Refinements to the Timetable of Meetings to better align with the availability and needs of elected members; • Access to Exempt Items – Exempt committee items are now recorded and made available to all elected members (individually, by group, or to full Council) upon request, supporting informed participation and oversight; • Streamlined Procedures – A series of amendments to Standing Orders designed to simplify and improve the Motions and Amendments process; • Enhanced Recording of Member Enquiries – Minutes now formally capture specific questions submitted by members to officers where a response or follow-up action has been committed outside the meeting; and • Introduction of a Committee Questions Log – A consolidated log of committee questions is produced and issued to elected members at the end of each cycle to ensure accountability and follow-up. (7) Note that a chronology of previous updates to Standing Orders and Schemes of Delegation/Administration will be provided by the Democratic Manager, ensuring the review builds on the Council’s existing improvements. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 159 of 212
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1.4 At the same time, Best Value auditors and the Council’s annual governance assessments have placed increased emphasis on transparency, accountability, ethical behaviour and clarity in decision-making. This review provides an opportunity to ensure the Council’s arrangements continue to meet these expectations and support continuous improvement. 2. Report 2.1 North Lanarkshire Council’s governance arrangements are central to ensuring transparent, effective and accountable decision-making. While Standing Orders, Schemes of Administration and Delegation and supporting processes have been periodically updated, there has not been a comprehensive review of the overall governance framework in recent years. 2.2 This report outlines the scope, objectives and methodology for a comprehensive review of governance procedures across North Lanarkshire Council. 2.3 This review provides an opportunity to take a structured, principles-based approach to modernising the Council’s governance, reflecting the Council’s operating model, statutory duties and evolving best practice across local government. The review will be conducted in phases, enabling appropriate member and officer engagement and ensuring alignment with external expectations, including Best Value and the CIPFA framework for good governance. 2.4 The intention is not to highlight deficiencies, but to ensure that governance arrangements remain clear, accessible, proportionate, and capable of supporting effective decision-making and scrutiny. By aligning processes with contemporary standards of openness and digital accessibility, the Council will further strengthen its ability to demonstrate accountability to the public and to operate efficiently and fairly. 2.5 The primary objectives of the governance review are to: • Ensure alignment with statutory requirements and regulatory standards; • Enhance transparency, accountability, and decision-making processes; • Streamline Committee structures and reporting mechanisms; • Support the Council’s Leadership and Operating Model; and • Promote continuous improvement and organisational resilience. 2.5 Undertaking a comprehensive, principles-based review of the Council’s governance arrangements will deliver a range of organisational and community benefits, including: 2.5.1 Clarity and Accessibility – governance documents such as Standing Orders and the Scheme of Delegation will be written in plain, accessible language, with clear guidance to support both elected members and the public in understanding decision-making processes. 2.5.3 Enhanced Transparency – improved publication standards, plain-English committee minutes, and greater digital accessibility will strengthen public trust and demonstrate accountability in line with Best Value requirements; 2.5.4 Stronger Accountability – clear processes for motions, amendments and committee questions will ensure that debate and scrutiny are fair, consistent, and principled; Page 160 of 212
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2.5.5 Efficiency and Proportionality – modernised schemes of delegation and updated committee administration systems will support timely decision-making, reduce duplication and ensure responsibilities are allocated appropriately; 2.5.6 Digital Modernisation – investment in systems such as CMIS/MARS replacement and electronic voting will streamline administration, improve data accuracy, and enhance member and public engagement; and 2.5.7 Alignment with Best Practice – benchmarking against other Scottish local authorities and reference to CIPFA principles will ensure North Lanarkshire’s governance arrangements are contemporary, resilient and comparable with sector leaders. 2.6 The review will be conducted in accordance with the Council’s Project Management Framework. The Chief Officer (Legal and Democratic) will act as the Project Sponsor and Senior Responsible Officer. The Democratic Manager will act as the Project Manager and will be supported by expertise across Services. The structured approach, underpinned by the Project Management Framework, will ensure that outcomes are robust, evidence-based and aligned with best practice. 2.7 Engagement with elected members will be at the heart of the governance review, recognising that effective governance arrangements must be both operationally sound and democratically owned. To ensure this, a structured and inclusive approach will be adopted: 2.7.1 Workshops and Consultations – facilitated sessions with Business Managers, independent members and political groups will be convened to discuss key governance themes and emerging options; 2.7.2 Clear Process for Input – a transparent process will be established for members to provide views, feedback and suggestions, ensuring consistency and clarity in how contributions are captured and reflected; 2.7.3 Collaborative Working – emphasis will be placed on building shared understanding across groups, with opportunities to identify common principles and areas of alignment; 2.7.4 Feedback Loops – draft proposals will be circulated for comment before being finalised, providing assurance that member perspectives have been considered and incorporated; and 2.7.5 Ongoing Engagement – engagement will not be a one-off exercise but a continuous dialogue throughout the review, supporting refinement of options and collective ownership of the outcomes. 2.8 The detailed scope of areas to be reviewed will be set out as the project develops. This will include, for example, Standing Orders, Schemes of Administration and Delegation and Committee Systems. The emphasis will be on ensuring that these align fully with agreed governance principles and continue to support effective, transparent and accountable decision-making. The principles of the review and indicative timelines, as outlined in Appendix 1, include: • Clarity of roles and responsibilities between members and officers; • Fair and transparent decision-making procedures; • Accessibility and plain-language approaches in documentation; Page 161 of 212
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• Use of technology to support openness and efficiency; and • Proportionality and alignment with the Plan for North Lanarkshire. Conclusion 2.9 By approaching the review in this way, the Council will demonstrate its commitment to continuous improvement under the statutory duty of Best Value, with a clear focus on transparency, accountability and efficiency. At the same time, the review will ensure that governance arrangements remain firmly aligned with the CIPFA/SOLACE principles (A–G), providing assurance that North Lanarkshire’s governance is robust, ethical and reflective of best practice across local government. 3. Measures of success 3.1 The review will be considered successful when: • Governance arrangements are legally compliant, accessible and transparent; • Elected members confirm that procedures are clear, fair, and workable; • Public confidence is strengthened through plain-language documentation and modernised practices; and • North Lanarkshire demonstrates governance arrangements aligned with best practice across Scotland’s leading authorities. 4. Supporting documentation Appendix 1 – Principles of the Review and Indicative Phased Timeline. Name Rachel Blair Title Chief Officer (Legal and Democratic) Page 162 of 212
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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? The review will ensure that the Council’s governance framework, including Standing Orders and the Schemes of Administration and Delegation, remain legally robust, compliant with statutory requirements and aligned with principles of transparency and accountability. 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 163 of 212
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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? 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 164 of 212
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Appendix 1 – Principles and Indicative Phased Timeline for Governance Review Phase Focus Areas Key Activities & Outcomes Checkpoint (Best Value / CIPFA Alignment) Reporting Date Phase 1 Foundations – Governance Systems & Access Democratic Manager to provide chronology of incremental updates and evidence of existing improvements since 2018. Initial assessment of compliance with Best Value (2020) Governance & Accountability theme and CIPFA Principle A (behaviours and integrity). April 2026 Democratic Manager to provide detail of how the Council’s practices have already evolved (e.g. digital accessibility, publication standards). Options appraisal for CMIS/MARS successor system, focusing on usability, accessibility and integration with digital platforms. Pilot of electronic voting in selected committees, with training and support for elected members Review of hybrid/webcasting arrangements to ensure transparency while safeguarding confidentiality. Phase 2 Engagement and Accessibility Review of Committee Minutes to improve clarity, accessibility and public understanding (including plain-English templates and summary formats). Alignment with CIPFA Principle B (openness and engagement) and Best Value expectations on transparency and public accountability. June 2026 Assessment of Committee Questions Log to ensure it strengthens accountability and meaningful scrutiny. Review of the Petitions Process to assess accessibility, transparency and effectiveness in enabling public participation. Consider thresholds, clarity of guidance, support for petitioners, feedback Page 165 of 212
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mechanisms and alignment with bet practice in participatory democracy. Phase 3 Decision-Making Principles Review of decision-making principles to ensure motions, amendments and related processes are clear, fair and consistently applied. Review against CIPFA Principles C & D (defining roles and responsibilities, ensuring effective decision-making, scrutiny and accountability). October 2026 Development of guidance for members and officers on competency, framed around principles of transparency and accountability. Consideration of approaches to handling non- competent matters, balancing openness with fairness to members. Phase 4 Full modernisation of Standing Orders, framed around clarity, proportionality and accessibility. December 2026 Review and update of the Scheme of Administration and Delegation, ensuring proportionality and alignment with the Council’s Leadership and Operating Model. Consolidation of all governance documents into a single, coherent framework. Page 166 of 212
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/LJ/RLH/SL Date 25/09/25 Complaints handling - update From Stephen Penman, Chief Officer (Strategy and Engagement) E-mail PenmanSte@northlan.gov.uk Telephone 07947 997750 Executive Summary The council has a well-established complaints handling procedure which has been in place for many years. Over this time, this has remained aligned to the requirements of the Scottish Public Services Ombudsman (SPSO) whose remit includes specific powers and responsibilities to publish complaints handling procedures and monitor and support best practice in complaints handling, as well as administering the final stage for complaints about most devolved public services in Scotland (including councils). Across the council, implementation of this procedure is supported by a range of processes that have been developed in line with SPSO guidance and best practice. To support the council’s approach to continuous improvement, the council has always considered complaints to be a valuable source of information as they offer direct insight into service quality, help to identify underlying systemic problems, and provide opportunities for service improvement and innovation by highlighting patterns or recurring issues. As such, the reason for complaints being made - as well as the processes in place across the council for complaints handling - have continued to remain under regular review to ensure council arrangements work well in practice, continue to be effective, and remain fit for purpose. This has been of particular significance as the council has had to adapt to ensure services continue to meet needs and priorities while operating (and remaining sustainable) in an environment of ongoing financial constraints, growing demand for services, workforce challenges, and a complex policy landscape. It’s also important to note that this operating environment includes major change through programmes, projects, and activities delivering the long-term commitment to transform the place that is North Lanarkshire and focus efforts on tackling local economic, social, and health challenges to improve life for people in the area. Given the breadth and complexity of the council’s operating environment, the reasons behind complaints can be diverse and multifaceted. This - combined with periodic updates to SPSO requirements and evolving wider national policy developments around equalities, vulnerabilities, and specific legislation - has reinforced the need to ensure complaints handling remains under regular review and refinement. This report therefore follows on from the outcome of the previous review of complaints handling reported to the Policy and Strategy Committee in September 2024 in order to provide an update on the implementation of the improvement actions referred to therein. The report also summarises other developments in complaints handling to ensure the council continues to consider changes and improvements required in line with legislation and good practice. Item 10 Page 167 of 212
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1. Background 1.1 As Policy and Strategy Committee are aware, the process for handling complaints made to public bodies is defined by various sector specific Model Complaints Handling Procedures. These were developed by the Scottish Public Services Ombudsman (SPSO) in partnership with the respective body and in line with legislative requirements which arose from the Scottish Public Services Ombudsman Act 2002. 1.2 The SPSO has a wide remit, covering a variety of functions and services. The Ombudsman’s powers and duties come (predominantly) from the Scottish Public Services Ombudsman Act 2002, within which there are four distinct statutory functions; this includes: • The final stage for complaints about most devolved public services in Scotland - including councils, the health service, prisons, water and sewerage providers, Scottish Government, and universities and colleges. • Specific powers and responsibilities to publish complaints handling procedures and monitor and support best practice in complaints handling. • Independent review service for the Scottish Welfare Fund with the power to overturn and substitute decisions made by councils on community care and crisis grant applications. • Independent National Whistleblowing Officer (INWO) for the NHS in Scotland final stage for complaints about how the NHS considers whistleblowing disclosures and the treatment of individuals concerned (from April 2021). 1.3 The SPSO responsibility in terms of the final stage for complaints means they can investigate complaints at stage three if a complainant remains dissatisfied with the outcome of their complaint with the council (i.e. if they remain dissatisfied with the decision or the way the complaint was dealt with). However, the SPSO will not consider (a) any complaint that hasn’t been through the council’s formal two stage process in the first instance, (b) events that happened (or that the complainant became aware of) more than a year ago, or (c) a matter that has been, or is being, considered in court. 1.4 The two stage Local Authority Model Complaints Handling Procedure came into effect in April 2013; this comprises: Recommendations It is recommended the Policy and Strategy Committee: (1) Take cognisance of the updates provided in the report in terms of implementing the improvement actions identified in the report to Committee in September 2024, as well as other recent developments in complaints handling, and (2) Approve the implementation of the new policy set out in Appendix 3 (i.e. the Customer Complaints Policy - Managing Unreasonable Customer Demands). The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 168 of 212
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• Stage one - which is classed as frontline resolution which seeks to resolve complaints at the initial point of contact, or as close to the point of service delivery, as possible. • Stage two - for complaints unable to be resolved at the frontline or for those that are complex, serious, or high risk and require more in-depth investigation. 1.5 The most recent version of the Local Authority Model Complaints Handling Procedure was published by the SPSO for implementation from April 2021. This applies to all local authorities and all local authority services. It also applies to all services provided by a health and social care partnership on behalf of a local authority. At this time the council adopted the revised Local Authority Model Complaints Handling Procedure and developed both customer-facing and internal guidance to align with the SPSO model. 1.6 In accordance with the Scottish Public Services Ombudsman Act 2002, the SPSO must also publish a Statement of Principles concerning the complaint handling procedures of public bodies. These Principles are considered the foundation for the SPSOs Model Complaints Handling Procedures. The previous version of the Statement of Principles was published in 2011, but this has recently been updated and issued to councils in September 2025 (see Appendix 1). 1.7 In line with the policy and public relations role of the Policy and Strategy Committee, various reports have been considered over time to ensure appropriate Elected Member oversight. This includes reports in relation to changes to the national procedures and the outcome of a review into stage two complaints handling. In addition, as the Audit and Scrutiny Panel is accountable to the Policy and Strategy Committee in line with the Scheme of Administration, the Committee is also aware of reports in relation to performance in complaints handling being scrutinised through the Panel. 1.8 Following due consideration of the latest report in September 2024, Policy and Strategy Committee agreed the undernoted recommendations which included implementation of a series of improvement actions arising from the review which had been undertaken at that time: (a) “That the findings from the examination into compliance with the council’s Complaints Handling Procedure for Stage 2 complaints be acknowledged and the planned improvement plan to address identified inconsistencies be endorsed. (b) That it be noted that the council’s Complaints Handling Procedure mirrors guidance in the SPSOs Model Complaints Handling Procedure in respect of contacting a customer(s) to confirm the points being raised in their complaint and their expected outcome.” 1.9 This report herewith therefore provides Policy and Strategy Committee with an update on implementation of the improvement actions referred to in paragraph 1.8 (a) above. The report also summarises other recent developments in complaints handling to ensure the council continues to consider changes and improvements required as a result of complaints received and does so in line with the requirements of the Local Authority Model Complaints Handling Procedure, the CIPFA Delivering Good Governance in Local Government Framework (2016), and the Best Value duty to demonstrate continuous improvement. 2. Continuous improvement in complaints handling Improvement plan Page 169 of 212
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2.1 During 2024/25 an end-to-end review of the council’s complaints handling process was carried out. This included looking at council procedures, practices, and accompanying guidance, the role and membership of the internal network of complaints handlers, awareness raising, restating the Local Authority Model Complaints Handling Procedure (in line with SPSO guidance), sharing of best practice across services, staff training and development, and approaches in terms of ensuring effective relationships and supporting respectful engagement when handling difficult situations and unreasonable demands. 2.2 Reflecting the improvement actions noted in the report in September 2024, as well as other changes required identified through the end-to-end review, Appendix 2 sets out the current position in this respect. It also includes next steps actions where work is underway or further action is needed to maintain the momentum and ensure ongoing monitoring and oversight. These actions are aligned to the respective principles from the SPSO Statement of Complaint Handling Principles (set out in Appendix 1), given their key role in fostering a complaints culture of respect, transparency, and accountability and in driving improvement. One council approach 2.3 The report to Policy and Strategy Committee in September 2024 recognises the key role that the council’s Complaints Handling Network play in terms of achieving a one council, shared, and universally understood approach to managing and handling complaints effectively and in a responsive manner. Having been in place since the two stage Local Authority Model Complaints Handling Procedure was first introduced in 2013, the membership and operating arrangements for the Network has periodically undergone a review and refresh exercise since to ensure it has remained effective and fit for purpose. More recent developments are listed below. • Coming out of the pandemic (and taking into consideration the impact that this had had on the council, its complaints handling procedures, and the nature and volume of complaints being received), a series of workshops were held with the Complaints Handlers Network in 2023 which involved designated officers from each service across the council with responsibility for administering complaints. This included a deep dive into the way complaints were being handled and development of a corresponding improvement plan which was implemented during 2023/24. • As this workshop followed on from implementation of the Dynamics system, discussions and developments through the workshops also included cascading information to refresh knowledge and understanding of the use of the system and ensuring a consistent approach across the council. Policy and Strategy Committee will recall from a report in March 2021 that the new Dynamics system followed a digital transformation process that sought to achieve a more efficient and automated approach to processing, managing, reporting, and analysing complaints and was required as the previous system (Lagan) had reached the end of its life. • As per the improvement action noted in the September 2024 report to the Policy and Strategy Committee, the report (and its findings) was shared with members of the Complaints Handling Network to re-emphasise the importance of adhering to the Local Authority Complaints Handling Procedure. A further review of the Network was subsequently undertaken during 2024/25 which resulted in changes to the membership of the network, and its re-establishment in March 2025. Changes to the way the network operates were also implemented in order for it to act as a bridge across all council services to better share experiences and knowledge (in handling the different and diverse types of complaints each receives) and foster effective information exchange and critical thinking to facilitate a one council Page 170 of 212
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approach to building skills, problem solving, and dealing with complaints in line with council policy. Changes also sought to secure a one council approach to effectively implementing the Local Authority Model Complaints Handling Procedure and ensuring changes and improvements as a result of complaints received continue to be acted upon. Performance reporting 2.4 A key aspect of the Local Authority Model Complaints Handling Procedure is the supporting complaints governance arrangements in terms of reporting and publicising complaints information that includes performance statistics, trends and outcomes, and action taken to improve services. As part of the governance arrangements, the SPSO established a suite of performance indicators which the council have collected and reported on from the outset. The latest performance report in this respect was considered by the Audit and Scrutiny Panel in 2024, and a follow up is scheduled for cycle 4 of 2025. 2.5 Following on from work to establish a series of dashboards when the new Dynamics system was implemented, further developments are underway to improve the visualisation and analysis of the performance information arising from complaints to provide a high-level overview, allow key results and trends to be viewed at a glance, and support data driven action to identifying areas of improvement. This will also support more automatic processes in terms of monitoring and analysing the suite of indicators established by the SPSO, and subsequent reporting to each respective audience. 2.6 In the meantime, and in advance of final year-end verification processes being completed, key statistics for 2024/25 in terms of complaints performance are summarised below. A more detailed account will be provided in the report scheduled for the Audit and Scrutiny Panel in cycle 4 of 2025. • 3,904 complaints were dealt with during 2024/25. This is a 5% increase in the volume of complaints compared to the previous year. • 83% were dealt with at stage one and 17% at stage two. • 38% of complaints were upheld, 10% partially upheld, 12% resolved, and 40% not upheld which continues a year-on-year trend that has shown little variance in recorded outcomes for complaints over the years. • The proportion of complaints closed which are appealed and re-processed at stage two remains low (at 10%), as does the volume of complaints dealt with at stage two which are not appeals. The main reason for complaints being dealt with at stage two (where it is not an appeal) is due to the complaint being complex, serious, or high-risk and therefore a more in-depth investigation is required. • On average, complaints at stage one continue to be dealt with in less than the 5- working day requirement as defined by the SPSO. Similarly, the average time taken for the council to deal with stage two complaints remains below the 20- working day requirement. • The reason for complaints has remained relatively consistent over the years in terms of complainants not being happy with the quality of service or not receiving a service. The top five complaint categories have also remained consistent in terms of bins and recycling; education, schools and learning; housing repairs; parks, open and green spaces; and roads and pavements. • Taken in context with the extent of services that the council provides, the volume of complaints received in terms of bins and recycling equates to 0.01% - this is less than one complaint per household in a year. Similarly in terms of housing repairs, complaints received equate to less than one complaint per 100 repairs in a year. Page 171 of 212
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• By way of comparison, the council closed 10.3 complaints per 1,000 population in the year, compared to a national average across Scotland of 11.5 per 1,000 population. SPSO performance 2.7 Each year the SPSO publishes an annual report which highlights their progress and achievements across all areas of their business and includes performance in relation to their key functions and services. This is supported by local authority summaries in terms of statistics relating to stage three complaints. During 2024/25, the SPSO determined 1,641 stage three complaint cases across the local authority sector in Scotland, 6% (93) of these related to North Lanarkshire Council. This equates to 2% of the complaints dealt with by the council during 2024/25. 2.8 Of the 93 cases dealt with by the SPSO: (https://www.spso.org.uk/how-we-handle-complaints): • 35 cases were determined by the SPSO at their stage one where they assess if the complaint is ready for them to review. • 58 cases were determined by the SPSO at their early resolution stage where they check if the complaint is one where they can, and will, consider further. • No cases were considered by the SPSO at either their preliminary investigation stage or their final investigation stage. 2.9 The subject matter of the 93 cases is noted in the table below. Subject Number Education 24 Environmental health and cleansing 8 Finance 3 Housing 25 Land and property 2 Legal and admin 2 Other 1 Planning 3 Recreation and leisure 2 Roads and transport 7 Social work 11 Subject unknown or out of jurisdiction 5 Total 93 Supporting complainants with vulnerabilities 2.10 The council is committed to ensuring that all people have an equal opportunity to access services and to promoting equality for all in line with the Equality Act 2010. As such, and in line with SPSO guidance, the council takes steps to ensure that equality and diversity considerations as well as a complainant’s vulnerabilities are taken into account when handling complaints and reasonable adjustments are made for those for whom communication may be a barrier. To support this approach for residents, a range of advocacy services have been in place for a number of years (nationally and across North Lanarkshire) to help people to make a complaint; these are promoted on the council’s website. 2.11 More recently, Members will be aware that in May 2023 the Wellbeing and Tackling Page 172 of 212
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Poverty Committee endorsed a vision for North Lanarkshire to become a trauma informed council. This means creating the conditions in which staff feel supported to care for, and respond to, citizens. To roll out a trauma informed approach an action plan is in place 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 (and effective for) those who need them most. As engagement and being people centred are key to ensuring effective complaints handling, the council’s policies, procedures, and practices in this respect have been underpinned by the trauma informed principles of trust, safety, choice, collaboration, and empowerment in line with the SPSO guidance on supporting complainants with vulnerabilities. Child friendly complaints 2.12 As reported to the Education and Families Committee in May 2023, the council is committed to supporting the rights of children and young people to express concerns and participate in decisions affecting them, in line with the United Nations Convention on the Rights of a Child (UNCRC). The report in May 2023 also updated on a range of activities and developments underway to promote the UNCRC and embed this within practices and systems across the council. This was considered critical to not only ensure that the council can fulfil its legal obligations, but also because this is central to realising The Plan for North Lanarkshire through the priority to support all children and young people to realise their full potential. 2.13 To support implementation of the UNCRC and ensure the Local Authority Model Complaints Handling Procedure is delivered in a way that meets children’s rights, the SPSO published its national Child Friendly Complaints Handling Process guidance in May 2024; this guidance sits alongside their Child Friendly Complaints Handling principles. 2.14 To ensure adherence to this guidance, the council has maintained oversight of its policies, procedures, and practices to ensure these continue to be accessible and inclusive for children, while also offering appropriate support for adults acting on their behalf. This also ensures that the council continues to recognise that children and young people have the right to be heard and to have their views taken seriously, especially when raising concerns about services that affect them. As a standing agenda item on the council’s corporate UNCRC working group, work continues to raise awareness of the requirements of the Child Friendly Complaints Handing process across the council and to embed its application in practice. From a practical perspective of complaints handling, the SPSO have established informal guidance in the form of a Frequently Asked Questions document (link). Complaints handling policy in respect of supporting respectful engagement when handling difficult situations and unreasonable demands 2.15 As part of the aforementioned end-to-end review of the council’s complaints procedures and practices, it was recognised that people may have strong views and feelings about the issues they complain about. They may already be feeling frustrated, angry or distressed before complaining and the relationship can become difficult and break down, leaving staff feeling overwhelmed, unsupported, harassed, or bullied. At the same time, complainants can feel misunderstood and frustrated that the council is not listening to them. This recognition mirrors the SPSOs complaint handling practice guide that supports councils in relation to supporting respectful engagement when handling difficult situations and unreasonable demands. This guide focuses on being people- centred, creating spaces to reduce conflict and ensure everyone is listened to with Page 173 of 212
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respect and kindness, to support staff and users to engage positively with each other, and to protect the service and staff from behaviour which can have a significant negative impact. As such, the SPSO guide also aligns to the seven principles set out within the Statement of Complaints Handling Principles (set out in Appendix 1). 2.16 To implement the SPSO guidance - and shift the emphasis to promote positive engagement, while also seeking to reduce undue pressures on staff and resources - the council has subsequently developed a corresponding policy for approval by the Policy and Strategy Committee. This policy is attached to this report at Appendix 3, and it comprises seven key objectives: 1. Fairness and respect - Ensuring equitable treatment for both customers and staff. 2. Accessibility and limitations - Striving for accessibility while addressing unreasonable behaviour. 3. Protection for others - Preventing disruptive behaviour from negatively affecting other customers and staff. 4. Managing disruptions - Addressing persistent or vexatious complaints that impact resources. 5. Support for staff - Providing employees with clear guidelines on handling unreasonable interactions. 6. Trauma informed - Ensuring the council’s commitment to the trauma-informed principles of trust, safety, choice, collaboration, and empowerment remain embedded across all areas of complaints handling, and policies, procedures, and practices are shaped by an understanding of trauma and are responsive to its impact. 7. Child friendly - Ensuring the council remains committed to supporting the rights of children and young people to express concerns and participate in decisions affecting them in all areas of complaints handling (and in line with the UNCRC), and policies, procedures, and practices remain accessible and inclusive for children, while also offering appropriate support for adults acting on their behalf. Next steps 2.17 Following approval of the policy, the next steps include: • Implementing an engagement plan to ensure the new policy - and its standards, practices, and requirements therein - are communicated across the council for staff awareness and adoption, and through the council’s website (and other relevant communication channels) for wider public knowledge and understanding. • Concluding implementation of the improvement plan in Appendix 2, with a follow up report to Policy and Strategy Committee to ensure ongoing Elected Members oversight in line with the policy and public relations role of the Committee. • Ensuring ongoing learning and identification of areas for improvement arising from complaints handling through reviewing best practice, analysing supporting statistics for patterns or trends, identifying any recurring issues in those complaints escalated from a stage 2 (and submitted to the SPSO to be dealt with at stage three), and ensuring changes / improvements required as a result of complaints received are being acted. • Ensuring the SPSO Statement of Complaints Handling Principles continue to be integrated within the council’s complaints handling procedures. 3. Measures of success 3.1 General measures of success include improvements in complaints handling, implementing positive changes as a result of learning from complaints (including Page 174 of 212
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improvements to service delivery and more efficient ways of working), and a reduction in the reoccurrence of complaints of a similar nature. 3.2 Measures of success from implementing the policy include: • Reduction in unreasonable complaints - tracking the volume and nature of persistent complaints before and after the policy is implemented. • Resource allocation - measuring the impact on staff workload, productivity, and overall strain on resources. • Staff confidence and consistency - gathering staff feedback to measure the effectiveness of the policy and how consistently it is applied. • Service accessibility and fairness - ensuring all customers have equitable access to complaints handling. 4. Supporting documentation 4.1 Appendix 1 - Updated SPSO Statement of Complaints Handling Principles, issued September 2025 Appendix 2 - Improvement plan. Appendix 3 - Complaints policy - managing unreasonable demands. Stephen Penman Chief Officer (Strategy and Engagement) 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? Page 175 of 212
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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 Scottish Public Services Ombudsman Act 2002 provides the legislative basis for the SPSO to publish Model Complaints Handling Procedures for bodies under its jurisdiction. The Chartered Institute of Public Finance and Accountancy (CIPFA) Delivering Good Governance in Local Government Framework (2016) requires that councils demonstrate compliance with seven principles and 21 sub-principles. This includes principle A in terms of “Behaving with integrity, demonstrating strong commitment to ethical values, and respecting the rule of law” and its sub-principle in relation to “Demonstrating, communicating and embedding the standard operating principles or values through appropriate policies and processes which are reviewed on a regular basis to ensure that they are operating effectively.” These principles cite complaints policies, responding to complaints about behaviour, and changes / improvements as a result of complaints received being acted upon as examples of systems, processes, documentation, and other evidence that demonstrate compliance with the CIPFA Framework. The Local Government in Scotland Act 2003 introduced the duty of Best Value; this requires that councils “make arrangements to secure continuous improvement in performance”. 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 Page 176 of 212
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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? As noted in paragraph 2.17, an engagement plan will ensure appropriate communication of the new policy with all relevant stakeholders, including staff and residents. 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 complaints handling policies, procedures, and practices that support the council in ensuring compliance with the requirements of the SPSO, the CIPFA Delivering Good Governance in Local Government Framework, and the Best Value duty to secure continuous improvement contribute to the mitigation of the risk on the Corporate Risk Register for governance, leadership, and decision making. 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). As noted in paragraphs 2.12 to 2.14, the council is committed to supporting the rights of children and young people to express concerns and participate in decisions affecting them, in line with the United Nations Convention on the Rights of a Child (UNCRC). This includes adopting a child friendly approach to complaints handling (in line with SPSO guidance) to ensure complaints policies, procedures, and practices continue to be accessible and inclusive for children, while also offering appropriate support for adults acting on their behalf. This also ensures that the council continues to recognise that children and young people have the right to be heard and to have their views taken seriously, especially when raising concerns about services that affect them. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Work to undertake a CRWIA is currently underway. Yes ☐ No ☒ Page 177 of 212
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Person-centred Accessible Simple and timely Resolution Learn and improve Thorough, proportionate, consistent and effective Objective, impartial and fair SPSO Statement of Complaints Handling Principles Page 178 of 212
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1 About these principles The Scottish Public Services Ombudsman Act 2002 (the Act), as amended, states at Section 16A(1) that the Ombudsman must publish a statement of principles concerning complaints handling procedures of listed authorities. The statement sets out the principles that underpin an effective complaints procedure. They are the foundation for the Model Complaints Handling Procedures in place across most public services in Scotland. All public services and organisations within the Ombudsman’s jurisdiction must have complaints procedures which comply with the principles. Public services should foster a complaints handling culture of respect, transparency and accountability, to enhance relationships with citizens. Key to this complaints culture is learning, in order to drive improvement in public service delivery. Embedding the principles into complaints handling creates an environment where people feel safe and empowered to exercise their right to complain. Person-centred and rights-based complaints handling welcomes complaints, and ensures that people feel heard, respected, and valued throughout the complaints process. It supports public services in taking an approach which is compassionate, robust and considerate of the wellbeing of everyone involved. These principles do not stand alone, and must be read together with the SPSO’s child-friendly complaints handling principles, and the resources and guidance on good complaints handling available on the SPSO’s website. Approved by the Scottish Parliament, June 2025 Page 179 of 212
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2 Quick links Person-centred 3 Accessible 4 Simple and timely 5 Thorough, proportionate, consistent and effective 5 Objective, impartial and fair 6 Resolution 7 Learn and improve 7 Page 180 of 212
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3 Person-centred • People are at the heart of the complaints process. The complaints process should reflect and respect their rights in how it is explained and applied. • Complaints handling should be based on human rights principles, and should respect people’s rights in line with relevant law, standards and guidance. • Complaints handling should recognise and respect the different needs of people and be flexible and responsive to those needs as far as possible and appropriate. • People complaining should be listened to with empathy and respect, and treated with dignity and compassion. Public service staff complained about, and those handling complaints, have the same right. If they are not, public services should have policies in place to address such actions or behaviour, fairly and proportionately. • People should feel supported in making a complaint. • Confidentiality should be observed where necessary and appropriate. Page 181 of 212
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4 Accessible • The complaints procedure should be clearly communicated, easily understood and available to all, giving people access to justice through everyday rights. • Complaints should be handled by informed, well trained and empowered staff who are given the support, resources and capacity to handle the volume and complexity of complaints received by a public service. • The complaints procedure and how to access it should be actively promoted and publicised. • The complaints procedure and how to access it should be easily understood without any specialist knowledge. • The complaints procedure should follow the principle of universal design. It should be usable by all people, to the greatest extent possible, without the need for adaptation or specialised design. • The complaints procedure should be accessible to, and meet the needs of, minority and vulnerable groups. • Resources, materials and support to help people access and use the procedure should be made easily available, including information on advocacy services. Page 182 of 212
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5 Thorough, proportionate, consistent and effective • The complaints procedure should achieve the best possible outcomes for people in the circumstances. • Clear quality standards for complaints handling should be publicised and promoted to service users and staff. These should be supported by a clear explanation of what action will be taken if these standards are not met. • The complaints procedures and quality standards should be reviewed regularly. • The investigation and resolution of complaints should be proportionate and appropriate to the circumstances of each case. • Investigations, outcomes and redress should be broadly consistent from one complaint to another, whilst being flexible in considering the needs of the individual person complaining. Simple and timely • The complaints procedure should be flexible, with as few steps as necessary. • Complaints should be responded to promptly, within published and realistic timescales. Where timescales cannot legitimately be adhered to, complainants should be kept informed, reasons explained to them, and they should be told how long their complaint will take. • Quality and thoroughness of investigation should not be compromised by attempts to meet timescales. Page 183 of 212
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6 Objective, impartial and fair • The complaints process should be objective and led by evidence- based investigation, and findings and decisions should be based on facts and established circumstances, not assumptions. This should be demonstrated clearly in the final decision issued. • All relevant facts should be gathered and established impartially and objectively. Complaints handlers should act as fact finders and verifiers, not in defence of their public service. • People should receive an honest and clear explanation of the investigation findings. They should be told what actions will be taken, and about any changes that will be made as a result of their complaint. • Complaints handling should be impartial and accountable. Complaints handlers should not be involved in investigating where they have been the subject of the complaint or involved in the issues complained about (unless unavoidable). • The complaints procedure and how it is applied should be fair to people who complain, those handling complaints and those who are the subject of a complaint. This is demonstrated by how people are treated, achievement of person-centred outcomes, and showing respect for people’s rights. Page 184 of 212
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7 Learn and improve • The complaints procedure should drive learning, improvement and efficiency in both the service delivered and how complaints are handled, the overall purpose being continuous improvement of service delivery • The complaints procedure should reflect and enhance the culture of good service delivery. • Data from complaints should be collated and used to measure performance and impact, identify trends and highlight problems so they can be solved before they have a chance to escalate or recur. • Complaint performance data, and changes made as a result of complaint outcomes, should be reported to senior leaders and proactively be made publicly available to demonstrate transparency, impact and improvement and share best practice in service delivery. Resolution • A key aim of the complaints procedure is that complaints are resolved at the earliest opportunity, starting with the first point of contact with people who complain. The outcomes a person is seeking should be clarified at the outset. • A good resolution is where the person complaining and the public service agree the outcomes, and what action will be taken to provide full and final resolution. • Staff should be trained and empowered to resolve complaints. Page 185 of 212
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Appendix 2 Complaints handling improvement action plan Improvement actions (as noted in the September 2024 report to Policy and Strategy Committee) Position as at August 2025 Alignment with the SPSO Statement of Complaints Handling Principles 1. Share the September 2024 Policy and Strategy report and examination findings with the Complaints Handling Network to emphasise the importance of adherence to the Complaints Handling Procedure. The Complaints Handling Network is an internal cross council network which comprises designated officers from each service with responsibility for administering complaints. • Findings shared with designated officers with responsibility for administering complaints. • Service membership of the Network has been reviewed and refreshed, and the Network was re-established in March 2025. Action log has been established to identify and track actions. • Changes have been made to the way the Network operates to better share experiences, information, and knowledge (in handling the different and diverse types of complaints each receives), as well as problem solving and managing complaints in line with council policy. This includes ongoing learning to inform service improvements and more efficient ways of working. • A review and update to the internal Complaints Handling Procedure is underway and scheduled to be completed by autumn 2025. • In addition to the review of internal guidance, standalone Child Friendly Complaints guidance is being drafted to support staff when dealing with Child Friendly Complaints. • Learn and improve. • Thorough, proportionate, consistent, and effective. 2. Provide training on the Complaints Handling Procedure for officers and managers, especially where there have been establishment changes and in those service functions that typically experience high volumes of complaints. Similarly, provide training to services that were previously delivered by Culture and Leisure NL Limited since the former arm’s length external organisation was responsible for its own complaints and compliments handling arrangements. • Workshop held with the Complaint Handlers Network in March 2025. Action log created identifying key development and improvement areas. • Child Friendly Complains subgroup established in March 2025 with key priorities for action covering system requirements (Dynamics), processes for recording Child Friendly Complaints, performance reporting, logging and recording, retention, and training and internal guidance. • Training in respect of Child Friendly Complaints will be developed in line with SPSO guidance and rolled out to staff during 2026. • A standing item remains on the council’s corporate United Nations Convention on the Rights of a Child (UNCRC) working group agenda to continue to raise awareness of the requirements of the Child Friendly Complaints Handing process across the council and to embed its application in practice. • Learn and improve. • Person-centred. • Accessible. • Objective, impartial, and fair. 3. Provide training and awareness raising on the role and statutory powers of the SPSO. • Learn and improve. 4. Ensure universal and consistent use of Dynamics by all services for • Training videos describing each stage in recording, updating, and closing a complaint on Dynamics are in place and used by members of the Complaints Handling Network. • Person-centred. • Accessible. Page 186 of 212
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Improvement actions (as noted in the September 2024 report to Policy and Strategy Committee) Position as at August 2025 Alignment with the SPSO Statement of Complaints Handling Principles administering, recording, and saving all complaints related correspondence, including file notes documenting the purpose and key messages of any telephone discussions/outcome decisions between council officers and customers. • Systems training and refinements (i.e. in respect of the use of Dynamics) remain ongoing to maintain the momentum in complaints handling and ensure a consistent one council approach. This includes recent work to monitor Child Friendly Complaints and reconsider the categorisation of complaints, so they are more user-friendly, and it is easier to make a complaint. • Simple and timely. • Learn and improve. • Resolution. • Objective, impartial, and fair. • Thorough, proportionate, consistent, and effective. 5. Ensure that all officers and managers with responsibility for administering, managing, and investigating complaints have access to the council’s Complaints Handling Guidance, model templates for correspondence, and examples of best practice in managing and responding to complaints and engaging with customers. • The customer facing complaints guidance (Listening to You) was reviewed and the updated version uploaded to council website in April 2025. However, this guidance remains under review to capture learning from complaints and best practice updates from the SPSO. • Benchmarking with other local authorities, and consultation with the SPSO in terms of their various policies and guidance, led to the development of a new Customer Complaints Policy (Managing Unreasonable Customer Demands) which has incorporated feedback (following oversight by the Corporate Management Team in August 2025) regarding a title change to reflect the scope and tone of the policy, and include reference to trauma-informed good practice and child-friendly complaints guidance to ensure the policy is inclusive. The new policy is scheduled for consideration and approval at the Policy and Strategy Committee meeting in September 2025. • Person-centred. • Accessible. • Simple and timely. • Learn and improve. • Objective, impartial, and fair. • Thorough, proportionate, consistent, and effective. Page 187 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands Document control Title Customer Complaints Policy: Managing Unreasonable Customer Demands Owner Stephen Penman Contact PenmanSte@northlan.gov.uk Governance Group Policy and Strategy Committee Author Strategy and Engagement Contact Roisin Lochrin-Hopkins LochrinRoi@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description/record of change 1.0 Corporate Management Team May 2025 n/a, new policy Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) 1.0 Policy and Strategy committee 25th September 2025 Consultation Record (for most recent update) Status of document consulted upon Draft and V1.0 Stakeholders consulted/date Engagement on draft version with Corporate Management Team on 16/05/25. V1.0 reviewed by the Corporate Management Team on 15/08/25 in line with their strategic oversight and management role and endorsed for submission to the Policy and Strategy Committee for formal approval of policy. Strategic Alignment The Plan for North Lanarkshire. Next review date Review Date August 2026 Appendix 3 Page 188 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 2 Customer Complaints Policy: Managing Unreasonable Customer Demands Contents Page Number 1. Purpose 3 2. Policy Objectives 4 3. Unreasonable Customer Actions 4 4. Unreasonable Customer Demands 5 5. Impact on Service Operations 5 6. Unreasonable use of the Complaints Procedure 5 7. Managing Unreasonable Customer Actions 6 8. Restricting Contact 6 9. Managing Unreasonable Customer Demands 7 in Child Friendly Complaints 10. Policy Concluding Statement 8 11. Appendix 1 - Staff Guidance: 9 Managing Unreasonable Customer Demands 12. Appendix 2 - Staff Guidance: 11 Managing Unreasonable Customer Demands – Complaints Checklist 13. Appendix 3 – Staff Guidance: 12 Managing Unreasonable Customer Demands – Complaints Plan Page 189 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 3 1. Purpose This policy addresses unreasonable customer demands in the context of customer complaints. The Council is committed to fostering a safe, respectful, and an inclusive environment for both customers and staff. To support this commitment, we adopt a zero-tolerance approach to unreasonable behaviour, which is defined under three key categories: • Aggressive or abusive behaviour • Unreasonable demands • Unreasonable persistence The policy clearly defines what constitutes unreasonable actions and outlines the potential consequences, including the possibility of restricting or modifying access to council services. It also acknowledges that people may act out of character due to distressing circumstances but aims to address behaviour that places undue strain on Council resources or staff. The policy further considers the specific implications in relation to managing unreasonable customer demands in Child-Friendly Complaints Processes. This approach is aligned with our statutory obligations under the UN Convention of Rights of a Child (UNCRC) and reflects best practice set out by the Scottish Public Services Ombudsman (SPSO). Page 190 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 4 2. Policy Objectives • Fairness and Respect: We are committed to treating all customers with fairness, honesty, and consistency. While every customer has the right to be heard and respected, our staff are entitled to the same treatment. • Accessibility and Limitations: We strive to remain accessible to all customers. However, when actions become unreasonable, we may restrict or modify access to our services. • Protection for Others: We ensure that neither other customers nor Council staff are negatively impacted by disruptive behaviour. • Managing Disruptions: Persistent and vexatious complaints can strain Council resources. This policy addresses their consequences to maintain service efficiency. • Support for Staff: Our framework provides employees with clear guidance on handling these situations effectively and consistently. • Trauma Informed: The policy reflects the Council’s commitment to the national goal of embedding the trauma-informed principles of – Trust, Safety, Choice, Collaboration and Empowerment across all areas of our work. It aims to ensure that our policies, procedures, and practices are shaped by an understanding of trauma and are responsive to its impact. (Creating Trauma-Informed and Responsive Change - Appendix B). • Child Friendly: The Council remains fully committed to supporting the rights of children and young people to express concerns and participate in decisions affecting them, in line with the United Nations Convention on the Rights of a Child (UNCRC). Our complaints process is designed to be accessible and inclusive, for children, while also offering appropriate support for adults acting on their behalf. The policy recognises that children and young people have the right to be heard and to have their views taken seriously, especially when raising concerns about services that affect them. 3. Unreasonable Customer Actions We recognise that customers may experience distress and frustration, leading to heightened emotions. While assertiveness is acceptable, behaviours that are aggressive, demanding, obsessive, prolific, repetitive, harassing, or persistently unreasonable may place excessive strain on our resources or result in unreasonable treatment of staff. Such actions are managed under this policy. Categories of Unreasonable Behaviour 1. Aggressive or Abusive Conduct o Includes physical violence, verbal abuse, intimidation, harassment, or discriminatory remarks. o Example behaviours: shouting, swearing, making personal threats, or using intimidating body language. 2. Unreasonable Demands o Involves excessive requests that disproportionately strain resources or staff. o Example behaviours: demanding immediate responses to non-urgent requests, requesting repeated exceptions to policies, or making excessive contact across multiple services. 3. Unreasonable Persistence o Occurs when customers continue to engage in unproductive, repetitive actions despite prior explanations or resolutions. o Example behaviours: repeatedly raising the same issue after a resolution, refusing to accept final decisions, or contacting multiple staff to seek escalation. Page 191 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 5 4. Unreasonable Customer Demands While we strive to accommodate reasonable customer needs, demands become unreasonable when they impede our ability to assist others, provide essential services, or equitably allocate staff resources. Examples of Unreasonable Demands Actions that fall into this category may include: • Insisting on responses within an unrealistic timeframe. • Demanding direct access to specific staff without valid justification. • Submitting excessive and/or repeated communications (e.g., repeated calls, letters, emails, Freedom of Information (FOI), or Subject Access Requests). FOI Vexatious requests provide the basis for an exemption in relation to requests under the Freedom of Information (Scotland) Act). • Repeatedly raising concerns that have already been addressed or resolved. • Fixating on minor issues and exaggerating their significance. • Refusing to accept documented evidence or explanations. • Challenging decisions continuously without presenting new information. • Raising concerns through proxies when the primary customer does not have a direct grievance. 5. Impact on Service Operations Unreasonable behaviour places undue pressure on service resources, causing delays, disrupting workflows, and limiting equitable service provision. Response Strategy To address unreasonable demands, we may implement: • Limiting contact methods or frequency, in some instances we may stop all contact. • Assigning a single point of contact. • Providing clear timelines for responses. • Referring complaints to alternative processes where appropriate. • Taking steps to protect staff well-being. 6. Unreasonable Use of the Complaints Procedure Managing Persistent Complaints Some customers may struggle to accept our decisions, continuing to challenge them despite clear explanations. Examples of this behaviour include: • Refusing to accept a decision after appropriate review. • Rejecting reasonable explanations regarding service limitations. • Repeatedly raising the same issue without new information. Page 192 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 6 If a formal complaint has been submitted via our Complaints Handling Procedure, customers will be informed at Stage 2 that, if dissatisfied, they may escalate their complaint to the Scottish Public Services Ombudsman (SPSO). At this point, the Council will consider the matter closed. If all internal review processes have been exhausted and a customer continues disputing a decision without new evidence, they will be notified that: • Future phone calls and meetings regarding the issue will not be accepted. • Further communication must be in writing, with responses provided only if significant new information arises. 7. Managing Unreasonable Customer Actions Most customers engage with us respectfully. However, in rare cases, unreasonable behaviour may require restrictions. While we strive to ensure complaints can progress appropriately, we may limit communication methods if interactions disrupt services. Potential Contact Restrictions • Designating a single staff member for all interaction. • Setting specific times and days for telephone communication. • Requiring appointments for office visits. • Restricting all contact to written correspondence. • Refusing to acknowledge abusive communications. • Returning irrelevant documents or discarding them in extreme cases. • If a customer continues engaging in excessive or unfocused issues, they may be asked to limit or prioritise their requests within a set timeframe. Extreme Cases In rare situations, a customer may be placed on a ‘no personal contact’ list, requiring all communication to go through Chief Officers. Or we may choose to stop all contact with customers. 8. Restricting Contact 8.1 Deciding to Restrict Contact Restrictions are imposed based on the severity of the behaviour and its impact on services. 8.2 Appealing a Contact Restriction 8.2.1 Appeal Process Customers subject to contact restrictions have the right to appeal within 20 working days. Appeals are considered only in relation to the restriction itself - not the original complaint. Grounds for Appeal • Incorrect identification of actions as unreasonable. • Disproportionate restrictions exceeding reasonable limits. • Personal circumstances making restrictions particularly challenging. Page 193 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 7 Review Process • The relevant Chief Officer will review the appeal independently. They may uphold, adjust, or remove restrictions as necessary. If dissatisfied, customers may escalate concerns to the Scottish Public Services Ombudsman (SPSO). This marks the final stage of the complaint appeals process. Reviewing Restrictions • Restrictions may be reviewed after a six-month period to assess their ongoing necessity. 9. Managing Unreasonable Customer Demands in Child Friendly Complaints The Council remains fully committed to supporting the rights of children and young people to express concerns and participate in decisions affecting them, in line with the United Nations Convention on the Rights of a Child (UNCRC). Our complaints process is designed to be accessible and inclusive, for children, while also offering appropriate support for adults acting on their behalf. The Council recognises that many complaints involving children are raised by parents, carers, or advocates with genuine concern and good intentions. However, there are occasions where behaviours exhibited during the complaints process may be considered unreasonable, particularly when they compromise the interests of the child, place undue pressure on staff, or disrupt the functioning of services. In line with the Council’s zero-tolerance approach, we recognise that children and young people have the right to be heard and to have their views taken seriously, especially when raising concerns about services that affect them. However, when complaints are made on behalf of children, we sometimes encounter adult behaviours that: • Stop the child from sharing their own views. • Make the problem seem bigger than it is, saying it’s for the child. • Use the child’s complaint to pursue unrelated grievances. • Refuse to let the child take part, even when it’s okay for them to do so. • Want to use complicated ways that aren’t child-friendly (like not accepting simple language or easy steps). • Ask for things the Council cannot do or that are not part of the complaints process. • Persistently raising the same issue, even after it’s been answered, without anything new to add. We will take appropriate steps to ensure that our complaints process is easy for children to use, respectful, and always puts their best interests first while also protecting our staff and services. Page 194 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 8 9.1 If a Complaint involves a child, we will: Listen and explain • We will listen carefully and explain how the complaints process works. We will also help adults support children to speak for themselves when they can. Focus on the child • If it’s right to do so, we will talk directly with the child and make sure their views are taken seriously. Help adults help children • We will guide parents, carers, or others so they can support the child in a kind and respectful way. Set clear rules • We will explain what behaviour is acceptable and what the complaints process can and cannot do. Apply proportionate restrictions • If an adult’s behaviour becomes aggressive, demanding, or persistently unreasonable, such as: • restricting contact, modifying communication channels, if conduct remains unreasonable despite engagement efforts. 10. Policy Concluding Statement We are committed to giving all our customers a high level of service. However, we also have a responsibility to keep our staff and customers safe, respected, and treated with dignity. This policy makes sure that every complaint is taken seriously and handled fairly. At the same time, it sets clear limits on behaviour that is unreasonable or unacceptable. By including trauma-informed and child-friendly approaches, we aim to make our complaints process easy to use, and respectful to everyone. We will continue to review and improve our practices to ensure our staff and customers feel supported and treated fairly. Page 195 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 9 11. Appendix 1 Staff Guidance: Managing Unreasonable Customer Demands 1. Defining unreasonable customer demands North Lanarkshire Council values customer feedback and takes all complaints seriously. However, a small number of complainants exhibit behaviours that may be deemed difficult, including: • Repeatedly raising the same or similar complaints. • Submitting excessive Freedom of Information or Subject Access Requests linked to a complaint. • Defaming council officers involved in the case. • Using abusive language or exhibiting threatening behaviour. Staff are not expected to tolerate unreasonable conduct. In exceptional cases, the Council may limit the complainant’s contact with staff. 2. Managing unreasonable customer demands To prevent unnecessary conflict, staff should: • Treat each complainant with respect. • Communicate clearly and provide accurate information. • Remain professional and avoid taking frustration personally. • Apologise for mistakes and rectify them where possible. If the complainant’s behaviour becomes persistently difficult, senior staff should develop a complaints plan (Appendix 3) and ensure all relevant employees are informed. 3. Practical Guidance 3.1 Face-to-Face Meetings • Attend with a colleague who will document the discussion. • Stay calm and listen attentively. • Provide a detailed case update. • Gather necessary information from the complainant. • If behaviour becomes unreasonable, issue a warning before terminating the meeting. • Document any incidents. 3.2 Telephone Contact • Stay calm and actively listen. • Provide relevant updates and ensure all concerns are noted. • Warn the complainant if behaviour becomes unreasonable. • If inappropriate behaviour persists, terminate the call and report the incident. Page 196 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 10 Next Steps Chief Officers should inform the complainant in writing that their behaviour has been categorised as difficult. This letter must: • Explain the reasons for this classification. • Outline any restrictions imposed (e.g., contact format, named officer, specified times). • State that extreme cases may be referred to Council Solicitors. • Record all decisions in the official Customer Complaints Plan. If further contact on the same issue is unnecessary, the complainant will be notified that ongoing correspondence will be acknowledged but not responded to in detail. 4. Key Principles in Managing Complaints To minimise conflict, staff should ensure that: • Complaints are handled consistently and fairly and in-line with the corporate Complaints Handling Procedure and in line with the Complaints Policy. • Communication remains open and professional. • No part of the complaint is overlooked. • Each new communication is assessed to determine if new concerns have arisen. 5. Indicators of unreasonable customer demands A complainant’s behaviour may be considered unreasonable if they: • Refuse to accept decisions made after a fair investigation. • Continuously modify complaints or raise new issues unnecessarily. • Pursue complaints through multiple channels simultaneously. • Submitting Freedom of Information or Subject Access Requests linked to a complaint. • Defame officers involved in the case. • Deny documented evidence or refuse to specify their concerns. • Become abusive, aggressive, or threatening toward staff. • Record conversations without consent. • Demand unreasonable responses or deadlines. • Threats or physical violence will lead to restricted contact, and documentation will be maintained. 6. Withdrawing unreasonable customer demands status • If a complainant demonstrates improved behaviour or submits a new complaint that warrants investigation, their status may be reviewed. Senior staff will assess the situation and determine whether restrictions should be lifted, informing the complainant accordingly. Page 197 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 11 12. Appendix 2 Staff Guidance: Managing Unreasonable Customer Demands – Complaints Checklist Checklist stages YES / NO Date 1. ✅ Step 1: Determine if the complainant meets the criteria. 2. ✅ Step 2: If YES, detail how they meet the criteria (refer to Guidance Note). 3. ✅ Step 3: Discuss the complainant’s circumstances with the Line Manager and summarise the outcome. 4. ✅ Step 4: Record findings on the complaints plan. 5. ✅ Step 5: Send a letter to the complainant outlining concerns, explaining that their contacts may be managed under the Managing Unreasonable Customer Demands Policy. Clearly identify the issue, request behavioural change, and include a copy of the policy. 6. ✅ Step 6: If non-compliance continues, escalate to senior managers, and send a follow-up letter confirming implementation of the policy. 7. ✅ Step 7: Monitor the situation for six months. If the complainant changes their approach, review and potentially reverse the decision, confirming in writing. Page 198 of 212
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Customer Complaints Policy: Managing Unreasonable Customer Demands 12 13. Appendix 3 Managing Unreasonable Customer Demands – Complaint Plan Complainant Name: Reason for concern Details Supporting Evidence Requested Outcome 1. Excessive or unreasonably levels of contact. 2. Demands to speak only with specific staff. 3. Refusal to accept final decision. 4. Aggressive, abusive, or unacceptable behaviour. 5. No new information. 6.Unreasonably levels of contact. 7. Escalation to SPSO. Page 199 of 212
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/VR Date 25/09/25 Review of Capital Delivery 2024/25 From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk Telephone 07583 010692 1. Background 1.1 The 2024/25 to 2028/29 Strategic Capital Investment Programme was approved at Policy and Strategy Committee on 14 March 2024. The approved programme for the 2024/25 General Fund capital programme totalled £120.083m. 1.2 The key highlights of the approved five-year programme included: • £250 million to continue investment in the Town and Community Hub programme, • City Deal investment of £91 million, including resources to progress the East Airdrie Link Road project. Executive Summary On 14 March 2024 the Policy and Strategy Committee approved a five year strategic capital investment programme, of which £120.083m was allocated to the General Services for 2024/25. The final outturn for the financial year was £119.439m. This report identifies some of the key programme delivery highlights for 2024/25 whilst recognising where appropriate the challenges affecting programme delivery. Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledges and reviews the detail of the report, and (2) Acknowledges the improvements made on recording and reporting on non-financial performance information on the delivery of the Council’s strategic capital investment programme The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 11 Page 201 of 212
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• £39 million investment in the Council’s Economic Regeneration Delivery Plan to support the ongoing transformation of North Lanarkshire’s town centres, including ongoing work to transform Cumbernauld town centre, • £34 million key infrastructure investment in bridges, flooding, active travel and road safety, • £11 million investment in the Parks Masterplan, including funding to enable the redevelopment of Strathclyde Park Watersports Centre, • £20 million investment in business and digital systems as the Council continues its digital offering, and • £10 million investment in Community Boards with a key aim of evolving the Council’s approach to facilitating community asset transfers. 1.3 From an approved budget of £120.083m, the final outturn was £119.439m (99% of original budget) representing an overall variance of £0.645m. This compares to a £77.455m variance experienced during the 2023/24 financial year; with the outturn representing 63% of the originally approved budget. There were a number of significant reprofiling exercises approved by the relevant service committees and further adjustments leading to this final outturn position as follows: 1.4 While the financial reporting has ensured ongoing compliance with the Council’s Financial Regulations and the Strategic Capital Delivery Group (SCDG) Terms of reference, the SCDG has had ongoing discussions about improving reporting on the delivery of the capital programme in both financial and non-financial terms. 2. Report Update on Previously Reported Delivery Challenges 2.1 During 2024/25 the SCDG reported to Business Management Team (BMT) those projects highlighted as having a red RAG status for either Finance or Delivery, where the project had a budget of over £100,000. The following provides an updated position for each project identified with a red RAG status. 2024/25 2023/24 £ £ Approved 2024/25 Budget 120,083,444 207,341,101 Carry forward from 2023/24 20,242,219 27,741,734 Reprofiling to future years (13,844,938) (79,593,707) External funding adjustments 11,092,374 (5,360,384) Final 2024/25 Budget 137,573,099 150,128,744 2024/25 final outturn underspend 18,134,319 20,242,217 Final 2024/25 Outturn 119,438,780 129,886,527 Final 2024/25 Outturn Variance 644,664 77,454,574 Final Outturn as % of Approved Budget 99% 63% Final Outturn as % of Final Budget 87% 87% Page 202 of 212
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Aitkenhead Primary School Rewire and St Lucys Primary School Cumbernauld Both projects were reprofiled to 2025/26 in order to assist with managing the overall capital programme for Assets and Procurement. Work continues to progress. Edward Lawson Centre Redevelopment The project was anticipated to complete in May 2025 following delays in delivery due to liquidation of the original contractor. The new Woodlands Park High School opened in August 2025, with the costs in line with budget. Bothwellhaugh Cottage Project progressing with no further concerns raised. Strathclyde Park Watersports Centre In April 2025 committee approval was given to award the main Watersports Centre Redevelopment contract up to a value of £15.5m. It is expected that the contract will go to financial close in August/September 2025. In addition, a direct award under delegated authority was given to the enabling works contract to create vehicular access to the site in advance of the main contract. LED Infrastructure This project was previously reported as at risk due to the delays in implementing the new Roads and Infrastructure contract. This has now been resolved with no issues reported within the new financial year. St Kevins Community Hub St Kevin’s outturn variance was £5.193m less than budget for 2024/25. Works are progressing well with an anticipated completion date of February 2026. Vehicle Replacement Programme The vehicle replacement programme outturned with a variance of £4.482m. The Service’s review of the Council’s vehicle requirements led to time constraints for the delivery of new vehicles. The Service continue to consider other options to reduce reliance on external hires. City Deal City Deal out turned with a variance of £3.123m for 2024/25 which was due to delays caused by additional ecological works required and challenging procurements due to the market available, as well as due to lower than anticipated public utility diversion costs and design costs. 2024/25 Annual Review 2.2 Following on from previous year practices, Services were asked to review their capital programme for the 2024/25 financial year with the main aim of the exercise to highlight achievements during the year, continuing challenges and areas for development. Key Delivery Highlights for 2024/25 2.3 Service areas have reported a number of key highlights with regards to delivery of the 2024/25 capital programme including: Assets and Procurement • Office Rationalisation – both the Buchanan Centre project and refurbishment of 2 floors of the Civic Square have been completed following extensive works including reconfiguring spaces and IT upgrades Page 203 of 212
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• All works completed in the 26 Non Domestic Energy Efficiency (NDEE) sites • Town and Community Hubs o Newmains – defect period completed with the final account almost agreed. o Chryston CH – defects period is ongoing. Retention continued to be held by NLC. Final account ongoing. o Riverbank – defects period completed, latent defects being addressed by HubSW. Ongoing final account discussions taking place. o Orbiston CH – works continue onsite, target handover October 2025. o Gartcosh CH – started on site in January 2025. Enabling works commenced in October 2024. Main construction works ongoing o St Kevins CH – started on site in September 2024, target handover February 2026. o St Stephens CH – started on site March 2025. o Chryston HS – Enabling works took place in Q4 2024, main contract works commenced April 25. o Glenboig CH – minor feasibility work undertaken o Abronhill CH – minor feasibility work undertaken • Active and Creative – Boiler upgrade at Wishaw Sports Centre, along with significant rewiring, lighting, and heating replacements at Kilsyth Library. Thorough condition survey works for the swimming pool facilities have also been completed. • Final works completed at Woodlands, Kilsyth and St Aidan's PS MUGA projects. A new MUGA has been installed at St Mary's PS in Cumbernauld. • A total of 5 new Active Travel Hubs have been installed across the authority along with 3 grass pitch upgraded to new synthetic pitches. • Creation of 7 outdoor cabins or polytunnels at Stane PS, Holy Family PS, Noble PS, Ladywell PS, Dykehead PS, St Mary's, Cleland and St Lucy's PS • Bothwellpark/St Aidan's LCSC & EYs Assessment Centre on track for completion end of June 2025. One children's house kitchen and all bedrooms and en-suites upgraded. Works to existing Carnbroe PS to repurpose PS to ASN secondary ongoing with expected completion in October 2025. Dalziel HS lift installed. Community Operations • Purchase and upkeep of equipment for play areas • 256 New Lairs Delivered in Coltswood cemetery before end of 24/25, and available for use • Cambusnethan cemetery drainage improvements and footpath improvements • 367 Lighting Columns replaced, 10,935 lighting columns inspected, 18.25 km of carriageway resurfaced, 6.07km of footway resurfaced. Condition surveys undertaken for full carriageway network and full VRS asset register. Place • EALR Business Case approved by GCR Cabinet in August 2024. • Eurocentral Strategic Active Travel (phase 1 and 2 detailed design and phase 3 concept design) contract awarded and well underway. Phase 1 and 2 detailed design remains ongoing - due to complete by December 2025 • RAIS demolition complete March 2025 • Town Action Plans for Bellshill, Kilsyth and Shotts were finalised. • Draft Investment Plan for Coatbridge has been produced and is subject to further community engagement. • Progress continues with redevelopment of Cumbernauld Centre as planned. • Various puffin upgrades undertaken throughout North Lanarkshire, including 2 toucan crossings and 1 major junction upgrade. Page 204 of 212
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• Complete designs of 5 and construction of 2 road safety schemes. Construction priorities determined by annual accident cluster reports. • 6 Preliminary / Detailed designs and 2 active travel construction projects complete. Construction has also started on 3 other active travel projects. Priorities to be determined by active travel strategy. Business and Digital • 1,095 corporate laptops procured and 800 schools laptops refreshed • W360 upgrade completed Strategic Communication and Engagement • Projects delivered: o 20 Play Facilities o 26 Road surfacing o 9 Environmental o 10 Heritage o 2 Community Safety Summary of Delivery Challenges During 2024/25 2.4 As previously highlighted, Services continue to report ongoing challenges in delivery with many of the reasons similar to those reported previously. The SCDG monitored these throughout the year but some key areas to note include: • Capacity of some teams is limited due to the difficulty in filling vacancies. • External factors including performance issues with contractors and sometimes difficulties in procuring contractors, issues with utilities and other regulatory bodies. • Lead in times for the delivery of goods and supply chains for contractors • Increased costs leading to reviewing the scope of projects or reducing the number of projects that could be completed. • Focus on maximising the use of external income which can shift the focus of delivery to externally funded projects away from NLC funded projects to ensure grant terms and conditions can be met. Areas for Development / Lessons Learned 2.5 There are a number of themes across services in the identification of areas for development and lessons learned, including: • Future projects should consider implementing more robust risk assessments and contingency plans to better address emerging issues early on. • Collaboration with other NLC service stakeholders to secure additional funding and resources is vital to meet legislative and safety requirements effectively. • The importance of having realistic timeline assessments including allowing for and ensuring collaboration across departments to assist with project success. 3. Measures of success 3.1 The SCDG will continue to monitor the performance of the capital programme and liaise with officers, Business Management Team, Corporate Management Team and Elected Members to ensure completion of the programme in line with available resources Page 205 of 212
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4. Supporting documentation 4.1 No supporting documents. Greg Telfer Chief Officer (Finance and Technology) Page 206 of 212
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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 207 of 212
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? No risk impact as a direct result of the paper but service areas will need to ensure that key risks and potential impacts are properly reflected in service risk registers given the importance of the strategic capital investment programme in the delivery of service and Council objectives. 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 208 of 212
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 25/09/25 Contracts awarded below Committee approval threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk Telephone 07939 281 102 1. Background 1.1 The Local Government (Scotland) Act 1973 section 81 requires local authorities to “…make standing orders with respect to the making by them or on their behalf of contracts for the supply of goods or materials or for the execution of works.”. 1.2 The Council’s General Contract Standing Orders (“GCSOs”) set out the council’s specific procurement procedures and responsibilities at all spend levels, and include the reporting requirements of procurement activity, including contracts awards, to committee for either approval or acknowledgement. Executive Summary In accordance with the Council’s General Contract Standing Orders (“GCSOs”), GCSO 21.10 requires a summary report be presented to members with details of contracts awarded since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. Recommendations It is recommended that the Policy and Strategy Committee: (1) Acknowledge the contract awards made since last committee reporting cycle. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 12 Page 209 of 212
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2. Report 2.1 In accordance with GCSO 21.10, this report summarises the contract awards since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. 2.2 If you require further information regards the contract awards reported, please refer to the lead service area / Chief Officer detailed in the appendix. 3. Measures of success 3.1 All requirements contracted contribute to either the council’s programme of work and/or fulfil a statutory requirement. 3.2 All contract awards secure best value for the council in accordance with their evaluation criteria. 3.3 All necessary diligence has been undertaken in the evaluation and appointment of contractors. 3.4 All contract awards are logged in the council’s contract register. 4. Supporting documentation 4.1 Appendix 1 – Summary of contracts awarded. James McKinstry Chief Officer (Assets and Procurement) 5. Impacts 5.1 Impacts considered as part of the contract award procedures are recorded in the individual contract award reports held by the lead service area. Page 210 of 212
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-24-055 Title Strategic Support Services for Glenboig Community Hub Feasibility Study / Masterplan Classification Services Chief Officer, Service Area James McKinstry, Chief Officer (Assets and Procurement) Competition Governance by Value Lower Threshold Regulated Procurement, procured in accordance with The Procurement Reform (Scotland) Act 2014 AND The Procurement (Scotland) Regulations 2016. Procurement Route Direct Award to our hubCo partner Award Criteria Best Value Approach Comments Under the national hub Programme and in accordance with the terms of a Territory Partnering Agreement (“TPA”), Hub South West Scotland Limited (“hubSW”) are the council’s delivery partner for the feasibility study for the Glenboig Community Hub project. This feasibility study procurement was conducted by hubSW ensuring best value was achieved as it utilised their existing supply chain agreements which have been subject to prior competition and included relevant market testing and benchmarking before the contract award was made. Award Details Value £153,146 Contract Duration 4 months Contractor Name Hub South West Scotland Limited Contractor Size Small Contractor Location North Lanarkshire Council Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☐ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 211 of 212
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