Cost of Living Response
North Lanarkshire Council · 29 September 2022
Back to Policy and Strategy Committee — 29 September 2022 and its agenda
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref: AM Date 29/09/22 Cost Of Living Response From Head of Regulatory Services and Waste Solutions E-mail mcphersona@northlan.gov.uk Telephone 07939 280467 Executive Summary There is a cost-of-living crisis in the UK resulting in unprecedented pressures on people already in poverty, and thousands of people in North Lanarkshire will be forced into fuel poverty and have to make tough decisions about when and what they eat, what they can do in life, and when they can afford to heat their home. The supports coming from both the Scottish and UK governments are evolving, but irrespective of this, the coming winter months will be extremely challenging for a significant number of households. This report, whilst recognising that the Council is not funded to provide mainstream welfare support, outlines which current initiatives and assistance are currently in place within North Lanarkshire and what further assistance could be delivered. Recommendations It is recommended that Committee: • Recognises the critical nature of the immediate crisis facing many individuals, families and communities across North Lanarkshire. • Acknowledges the actions already being delivered to assist with the current cost of living crisis. • Accepts the principles that will govern any response from the Council to the crisis as outlined within paragraph 1.5. • Agrees that £450K one off grant funding for the period 1 November 2022 to 31 March 2023, is provided to the third sector to deliver an enhanced cost of living support across all Community Board areas. • Supports the proposal from the IJB for the creation of a ‘Cost of Living Helpline’ for a period of 24 months. • Agrees to the increased work locations that will be made available to all staff. • Agrees to an enhanced communications campaign to provide signposting and assistance to all residents relevant to the cost-of-living crisis.
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1. Background 1.1 Analysis by the University of York shows that almost one million Scottish households will be trapped in extreme fuel poverty by January. It means that over one in three Scottish households (38.8%) will be hit with the highest rates of fuel poverty - where more than 20% of a household's net income is spent on energy costs. Out of 12 UK regions, only Northern Ireland (51.4%) will be worse hit by extreme fuel poverty than Scotland. The study, published by the Child Poverty Action Group, also predicts nearly one in four (562,240) Scottish households will have to spend 30% or more of income on energy. 1.2 At the same time as energy costs are increasing, the rate of inflation (10.1%) is the highest in 40 years which in turn raises the price of all commodities and services – everything from food to mortgage payments. The Bank of England predicts that there will be an ongoing increase in inflation for the remainder of this year peaking at around 13% with a potential to increase above this level. Only next year will we start to see a reduction and it is likely to take around two years until we see a return to the target level of 2%. 1.3 A combination of all the above has now led to the biggest cost of living crisis in a generation and it is important that this is recognised by the Council and that we seek to introduce measures which will assist our most affected residents in the most effective way. 1.4 In response to the above, Council officers have been examining what current supports are in place and what further actions could be considered/ deployed across the organisation to support our employees, residents and businesses and at what cost. 1.5 In considering the potential options for action which might be taken by the Council the following principles have been adopted to guide consideration: • The Council recognises the critical nature of the immediate crisis facing many individuals, families and communities across North Lanarkshire. • Notwithstanding the above, there must also be a realisation that although the Council has a part to play in assisting our communities through this period, the main support and policy change must come at a national level with the Council potentially assisting in the delivery of any such policy change. • Agrees that a further report be presented to Committee during the second cycle of 2023 providing an update on the current position of the crisis and the effectiveness or otherwise of the initiatives introduced by the Council to mitigate the impact. The Plan for North Lanarkshire Priority All priorities Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion
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• Actions taken should wherever possible be: o Consistent and aligned with existing Council policies and strategies including the ‘Cash First’ principle of the Tackling Poverty Strategy; o Targeted such that we are likely to reach those in greatest need; o Maximise and build on existing provision/ Community Planning Partnerships as opposed to creating something new; and o Affordable within available financial resources • The timeline for proposed additional actions will be restricted and costed to the 1 November to 31 March. It is accepted that the impact of inflation, fuel prices etc will continue after this date, but committing to an initial five-month period of assistance will then allow us to review the effectiveness of the initiatives that have been introduced in February 2023 allowing a further update report to be provided with recommendations as to what will be considered in the longer term. It must also be realised that the offer over the winter months may be different as to what is provided over the spring/ summer period. 1.6 Recent announcements, both by the Scottish Government (rent freezes, increase in Scottish Child Payment) and Westminster (energy price cap to October 2024 and £400 energy bill discount) will provide some welcome mitigation; but even with this additional support, there is still a duty on the Council to review what potential additional measures could be introduced to further protect both employees and our most vulnerable residents. 1.7 Although details of the report reflect assistance to both employees and residents, it should be noted that around 83% of all employees are residents of North Lanarkshire and accordingly those measures introduced to help residents will also assist employees and vice versa. 2. Report Existing Support Measures 2.1 It is important to recognise that the Council has already been pro-active in recognising the emerging problem and several measures have already been deployed to mitigate and coordinate the overall response. This has included: • North Lanarkshire’s Tackling Poverty Strategy “Towards a Fairer North Lanarkshire” brings together work across the Community Planning Partnership to ensure effective co-ordination of planning and resource deployment. The strategy was to position the related outcome driven work as key to the successful delivery of The Plan for North Lanarkshire, reflecting the drive to secure and sustain inclusive growth. The Tackling Poverty Officers Action Group will incorporate the new child poverty delivery plan Best Start/Bright Futures into the Local Child Poverty Action Report (Action Plan), as well as the Towards a Fairer North Lanarkshire Tackling Poverty Strategy – Action Plan, aligning both Plans into the same lifespan from 2023 to 2026. • The Tackling Poverty Officers Action Group has taken a “cash first” approach to tackling poverty, since its introduction of the Food Referral Gateway in 2015. This has proven to be a more dignified approach, giving
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people choice and control by putting the Scottish Welfare Fund at the heart of tackling food poverty and insecurity and making a referral to a foodbank the last resort as opposed to the first point of call. This approach also ensures that people have access to much needed advice and information services. The Food Poverty Working Group are hosting an event on the 3rd October in Gartlea Community Centre (the first day of Challenge Poverty Week) to relaunch the council’s “cash first” approach to tackling food poverty. The Group has produced a “Pledge” for organisations to sign up to, with certificates being available for display to demonstrate the commitment and let our residents know our approach to tackling food insecurity. • The Tackling Poverty Team whilst continuing to deliver services through First Point of Contact and directly to Social Work service users and families referred direct to the service via education and NHS Lanarkshire, have also been involved in a number of “Cost of Living” events hosted by elected members, schools and third sector agencies. • Corporate Communications has been actively running a campaign with the Tackling Poverty Team aimed at residents and staff to highlight support and advice available to help mitigate the impact of the cost of living. A new one- stop cost of living web page is now available on the council’s web site: www.northlanarkshire.gov.uk/hardship. This website provides information and practical help available for families and people of all ages on how to claim benefits they’re entitled to, save on energy costs, apply for clothing and free school meal grants, and manage their money. There is also information about employability service, Routes to Work, and Club 365 and an online budget tool. This user-friendly budget calculator helps households identify outgoings and where savings can be made online. The site also includes a benefit calculator, as well as links to other agencies offering support, such as Citizens Advice Scotland and Money Support Scotland. • When carrying out assessments, Social Work services offer the opportunity of income maximisation to service users. They also make referrals to the Tackling Poverty Team when appropriate. • Housing Services in partnership with the Tackling Poverty Team also provide an income maximisation service to Council tenants, including the Homelessness Service and other Housing Services provision. In addition, the Housing Solutions Rents Team have changed their focus from enforcement to providing support and assistance, and work intensively with tenants whilst visiting them in their homes by ensuring incomes are maximised e.g. access to benefits/grants and affordable repayment plans. The offer of UCAF and RRF is also available to assist tenants with 5 weeks rent to provide some breathing space. • Delivery of Universal Free School Meals to P1 to P5 children, free school meals for eligible school aged children, free lunches for nursery children and provision of Breakfast Clubs. • As part of the Council’s Leadership and Operating Model programme of work (POW81.1) three ‘early adopter’ hubs were established to enable agile and front-line workforce groups to work more locally and collaboratively in
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their communities. So far there have been over 1300 visits to the hubs with many of these repeat users. Average utilisation is between 35-60% demonstrating that there is capacity to increase use across the workforce including hybrid staff. It’s worthy of noting that the staff most using the hubs are those in agile roles who are accessing the hub spaces for all or part of the day. As part of phase 2 deliverables, work has progressed to expand the number of hubs, extend access to public sector partners, and take forward test of change hubs that enable greater integrated working and more localised service delivery as we transition towards a new operating model. This includes trialling access to an additional streamlined number of facilities across the estate beyond the working day where we have lets. This pragmatic approach provides the resources to manage footfall and safety and security considerations – and enables us to signpost supports to staff across a greater number of locations. This will provide greater access for key front line workforce groups such as home support and social work with more choice over where they can go to have their break and access welfare facilities. • Club 365 was established in 2018 in response to recommendations set out within the North Lanarkshire Fairness Commission report (November 2018) specifically the requirement for an anti-poverty strategy which worked to address both food and child poverty. The programme provides an offer of two hours activity including lunch to all primary aged pupils entitled to free school meals. Club 365 operates at 18 venues during holiday periods and eight venues during term time weekends, and over the last year Education & Families has worked to develop an ASN specific offering across a further three venues. From 2018 Club 365 has provided over 85,000 lunches and activity sessions, with over 1,700 pupils attending venues during summer 2022. • In addition to the above, the Council has already approved a number of initiatives to support residents in low-income households through the current cost of living crisis and these have been funded through a variety of sources referred to within other reports to this Committee and total £8.613 million. • The Council’s Tackling Poverty team assists residents with welfare benefits and money advice. On average they carry out 20,000 benefit checks a year and deal with 800 referrals a month, mostly regarding benefits. The table below shows the increase in the number of referrals over 2021/22 on the previous year and the team anticipate that demand will continue to rise over the coming months. TACKLING POVERTY TEAM REFERRALS 2020/21 2021/22 % Difference July 337 560 66.17% August 358 651 81.84% September 471 681 44.59% October 579 685 18.31% November 561 771 37.43% December 344 568 65.12% January 597 870 45.73%
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Further Proposals/ Considerations Support for Residents 2.2 In order to provide assistance with fuel and food costs and to encourage social inclusion, a mapping exercise has been undertaken to establish local community groups operating within the Council area who are already providing relevant services at a very local level and this amounts to 83 establishments. The recommended approach would be for the Council’s Community Partnership Team to work with Voluntary Action North Lanarkshire (VANL) to assess which of these community groups would be able to assist with a cost-of-living response and to what extent – from simply providing a warm space to full food provision and activities. Any identified support would be effective from November 2022 – March 2023. 2.3 This approach would correlate with previously adopted Ambition Statements within the Plan for North Lanarkshire, namely: • Improve engagement with communities and develop their capacity to help themselves. • Improve the involvement of communities in the decisions, and development of services and supports, that affect them. 2.4 Once relevant groups have been identified, these groups would be supported in applying for grant funding from the council which would resource the activities identified and allow the upscaling of any activity. This funding route would be prioritised within the Community Partnership Team utilising existing processes for assessing and quick payment of grants. The overall level of funding which would be assigned to cover all nine Community Board areas would total £450K. This would provide £90,000 of funding per month and £10,000 per Community Board area. The Community Partnership Team would also introduce an award criterion (based on SIM Data etc) to ensure that the funding is being directed to include those communities in most need. 2.5 There would be clear benefits to supporting existing projects within local communities as opposed to creating new resources. The local knowledge of groups would assist in determining need and could minimise any perceptions of stigma as these groups already operate and are widely used within communities. It would also be the intention to provide any agreed grant funding in two lots. The first lot would be provided to cover a period of three months and prior to the remaining two months of funding being provided there would be a review on the effectiveness of the initiative by the Community Partnership team in January. This would allow funding to be reduced/ removed from those initiatives not delivering the anticipated outcomes and this funding transferred to those initiatives meeting or exceeding expectations. 2.6 Once the list of third sector groups detailed above have been agreed, it would also be the intention to introduce roadshow events across these facilities where both Council and third sector organisations will either attend or provide remote assistance around income maximisation, energy advice etc. February 471 930 97.45% March 606 997 64.52% April 595 806 35.46% May 677 937 38.4% June 689 876 27.14% July 560 771 37.68%
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2.7 Across North Lanarkshire we recommend actively promoting access to a streamlined number of Council facilities that could further contribute to the offering from the third sector. There are 46 facilities recommended specifically for communities (Appendix 1). Our recommendations consider where we have the resources in place to manage access, safety and security, which facilities have welcoming and accessible spaces and offer social interaction. For communities we have recommended facilities where there are activities or supports in place (or in planning) that can be promoted and where everyone attending will be treated equally with dignity and respect. A free offering of tea and coffee would also be provided at all locations where catering facilities are present. 2.8 To keep things consistent with our ‘early adopter hubs’ we would also recommend consistently applying a trauma informed approach that provides an underpinning set of principles (aligned to our hub guiding principles) to guide plans and address considerations such as ensuring venues are consistently prepared, all staff are aware of our aspirations and appropriately equipped to ensure the facilities are welcoming, safe, and stigma-free and know how to respond to and signpost people to supports or guidance or handle any difficult circumstances that may arise. This will tie in with the improvement action plan created based on initial learnings such as improving signage, how people are welcomed on arrival and signposting of supports and advice. Our roadmap for this is shown in Appendix 2. 2.9 During the COVID pandemic a dedicated helpline was established which allowed residents to contact the Council to seek assistance on all matters relevant to and caused by the pandemic. The North Lanarkshire Integration Joint Board is currently commencing with a significant programme of engagement around the development of its new Strategic Commissioning Plan (2023 – 2026) with the impact of cost-of-living rises being a core theme of early discussions. The Health and Social Care Partnership management team is keen to develop a joint offering, which could result in a business case to the IJB to provide some non-recurring financial assistance for the period of 24 months to ensure the supports on offer to those at greatest need in our community are maximised. It is proposed that the Council supports this initiative and enters into discussion to determine how best this could be delivered and in the shortest time possible. This discussion, and any new business case arising, will include representation from the Tackling Poverty Team to ensure that any offering supports and assists the work of this team and is delivered in a way that does not exceed their capacity. Further, it would also be the intention to have a representative from the Council’s repairs team who could provide simple advice on energy saving measures for resident’s homes. 2.10 As outlined earlier in the report, the Council already has several approved and funded initiatives in place to support low-income households totalling £8.613m. The payment schemes are largely being administered by Financial Solutions who have secured temporary funding for up to 15 FTE administrator posts to 31 March 2023. Given the administrative resource is already in place to support these initiatives it would be possible to scale up the value of the cash payments if additional funding was allocated from the UK or Scottish Government. 2.11 Despite the additional staffing resource made available to Financial Solutions, a key part of the Council’s response could be to minimise the time taken to assess Scottish Welfare Fund (SWF) applications. At the moment, the Council is meeting statutory deadlines for Crisis Grants with grants generally assessed within 48 hours. Performance for Community Care Grants has improved significantly over the last
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couple of months with a backlog of now 5 weeks compared to 10 weeks at the beginning of July. Given future demand is very uncertain, steps will now be undertaken to having a pool of staff trained and able to support either on a secondment or overtime basis to ensure we can continue to react to increasing demand. Funding to support increased overtime costs will be met within existing earmarked resources. Support for Employees 2.12 In response to the impact that higher fuel bills, both in travelling and in homes, may be having on our staff and their overall health and wellbeing, it is proposed that a ‘Work Local’ campaign is developed. This campaign will enhance the options for staff to work from the various council buildings across our estate. For the Hybrid workforce, they may choose to work in a space closest to their home to reduce their commute or to avoid heating their home further, but the premise would be to give them the choice outwith the 6 day core pattern. For those on the frontline, the provision of additional warm places for their break or where they may be able to get free tea and coffee to heat them at any time of the day will also be included. Details showing the range of options available would be circulated with information on facilities available and booking requirement where necessary. Locations will also have cost of living support documentation for staff to access. Finally, a work local approach is another step towards our longer-term operating model through co-locating more staff across community locations and looking at early opportunities to deliver our services differently to those who need it most, particularly at identified ‘early adopter’ community hubs. It will also include further discussion with our Community Partners about how such facilities could be made available for their use and a reciprocal arrangement put in place to expand the overall offer available. 2.13 In order to provide accessible information on the facilities detailed in the paragraph above and in 2.2 to 2.8, plans are underway to create an interactive custom google map hosted on myNL and a public facing version that would be accessed through the cost-of-living webpage on our website. The detail of each facility will be included and bring together collectively, details from our existing directories such as address, opening hours, facilities available e.g. accessible toilets, hot drink, café, breast feeding facilities, free Wi-Fi etc. For staff this will also include desk, meeting rooms, collaborative space etc. These will be established by the end of September to support the recommended communications campaign. An illustrative example can be accessed in Appendix 3. 2.14 To further assist both employees and residents it is also the intention to promote a cost- of-living calculator to augment the budget calculator already available on the web page. This could be developed in house or if there is a suitable one already available, signposted. The purpose of this will be to provide a simple tool to look at areas where costs can be reduced and highlight those areas of greatest expenditure. A key factor in this calculation will be the costs of working at home (where this is possible) as opposed to working from an office location. This will provide employees with the opportunity to determine if there are cost advantages in attending an office location on a more frequent basis. Prior to delivery of this facility, we will re-consider our workforce mapping data of the home addresses for hybrid/agile-site based staff to ensure sufficient capacity is provided across the existing hub network for staff who may choose to work more regularly from the hubs. The initial review led to the prioritisation of Cumbernauld and Airdrie hubs.
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2.15 What must also be considered is that potentially this increase in capacity may only be required for 5 months of the year and any additional investment in the hubs must be reflective of this. However, this move towards a more ‘work local’ model is in line with the ambition of the Council as it continues with its Community Hub model, and as more of these facilities come online, it will avoid the need for any additional unplanned works. This also aligns with the operating model plans to strengthen our approach to ‘Whole Family Support’ across services and with our partners through the hub model. Support for Business 2.16 Through the Local Authority Covid Economic Recovery (LACER) Fund, the Council has also allocated £1.750m for business growth and recovery linked to additional business start-up funding, expansion of business growth and recovery funding, support for energy efficiency audits and a temporary rates relief fund. While these measures were considered as part of the recovery from Covid they will have some impact in supporting businesses with the cost-of-living crisis. Communication 2.17 A communications campaign will be developed to assist with the introduction of the initiatives agreed from this report. This will be heavily promoted and targeted through the council’s own channels, with external media and through partners and other stakeholders. This will outline a suite of measures that will specifically target staff, residents and businesses with the help to make a real difference to their lives. Crucial to this will be a campaign that provides realistic and practical advice on a range of issues including domestic energy, home budgeting, food, travel, clothing and mental health, in a tone that is helpful and supportive for people. 3. Measures of success 3.1 Deployment of resources and initiatives in partnership with other organisations which will mitigate the impacts of the current financial pressures on our residents. 4. Supporting documentation 4.1 Appendix 1 - Recommended Council facilities to signpost to communities 4.2 Appendix 2 - Hub roadmap trauma Informed approach 4.3 Appendix 3 - Illustrative DRAFT interactive google custom map for staff Andrew McPherson Head of Regulatory Services and Waste Solutions
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A full assessment will be undertaken following discussion of the proposals at CMT and include reference to all initiatives that are agreed. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The additional grant support of £0.450m can be supported through existing resources. So far neither the UK nor Scottish Government have indicated the availability of additional direct funding to local government to support the cost-of-living crisis. In the event that additional funding does become available, the Council has well established processed for administering additional grants. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Safety and wellbeing implications around access, safety and security and also safeguarding. Safety and security guidance will be updated and made available on the future workplace section of myNL. The safety and wellbeing team will continue to work with local teams to advise appropriate measures are in place at a local level around safety, security, fire safety and first aid. Communications and engagement with management teams of key workforce groups will also take place as appropriate, and toolbox talks encouraged with staff as necessary. Furthermore, the approach taken is intended to have a positive impact on mental health and wellbeing and TU’s will be engaged as appropriate through existing channels. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions?
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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? There are possible impacts in terms of: Wi-Fi access at agreed spaces and prioritising key sites within the connectivity project, shifting use of digital channels creating strain on bandwidth provision at key sites that may need to be increased, ability to provide digitally equipped spaces for use, including collaborative meeting spaces. Demand on GIS resources has been mitigated short term through the production of a google map supported by Comms and the Op Model team. A work local approach if agreed will also require consideration around acceleration of digital access/security and booking systems (front and back office). Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Enabling staff to ‘work local’ has a positive impact on the environment and an individual’s carbon footprint around commuting, as well as potential positive health impacts by enabling greater choice and flexibility to how people work. The shift side to that is the utility use/office energy consumption through a work local approach (although within the wider context of asset rationalisation and investment in more energy efficient buildings and hubs positive benefits should be realised over time). 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 team have been involved in the Silver Group and will develop an appropriate Communications Plan to compliment the initiatives agreed in the report along with a wider Cost of Living programme.
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5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The risks associated with the Council potentially failing to adequately respond to the cost-of-living crisis include the Council failing to address our corporate ambitions in relation to reducing poverty and improving residents economic well-being and are similar to, and reflected in, the Tackling Poverty risk included in the Corporate Risk register.
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Appendix 1 - Recommended Council facilities to signpost to communities TYPE ID Town Community Board FACILITY Post Code Time More information Reception Warm Space to sit/meet other people/access support or activities Public café Toilets CF Airdrie Beechbank Community Centre ML6 0HE Tue 1100 - 1400 https://culturenl.co.uk/venue- hire/airdrie-area/beechbank- community-centre/ Yes Yes No Yes CF Airdrie Gartlea Community Centre ML6 9PN Wed 1130 - 1430 https://www.accessable.co.uk/venu es/gartlea-community-centre Yes Yes No Yes CF Airdrie Springfield Community Centre ML6 7BA Tue Thur 1130 - 1330 https://culturenl.co.uk/venue- hire/airdrie-area/springfield- community-centre/ Yes Yes No Yes LEI Airdrie Airdrie Leisure Centre ML6 7HU Mon-Fri 0600-2200 Sat 0800-1600 Sun 0800-1600 https://www.activenl.co.uk/airdrie- leisure-centre Yes Yes Vending machine Yes LEI Airdrie John Smith Pool ML6 0AH 0800-1200, 1530-1800 https://www.activenl.co.uk/john- smith-pool Yes Yes Vending machine Yes LIB Airdrie Airdrie Library ML6 0AG Mon 0900 – 1700 Tue 0900 – 1900 Wed 0900 – 1700 Thu 0900 – 1900 Fri 0900 – 1700 Sat 1000 – 1700 https://culturenl.co.uk/libraries/yo ur-library/airdrie-library/ Yes Yes No Yes LIB Airdrie Chapelhall Library* ML6 8XW Mon 1000 – 1700 Tue 1000 – 1700 Wed 1000 – 1700 Thu 1400 – 1900 Fri 1000 – 1400 https://culturenl.co.uk/libraries/yo ur-library/chapelhall-library/ Yes Yes No Yes LEI Bellshill Keir Hardie Centre ML1 4TP Mon-Thur 0900-2200 Friday 1000-1800 Sat & Sun 0900-1700 Keir Hardie Sports Centre (activenl.co.uk) Yes Yes Vending machine Yes LEI Bellshill Sir Matt Busby Sports Complex ML4 3DP Mon-Fri 0600-2200 Sat 0800-1800 Sun 0800-2000 Sir Matt Busby Sports Complex (activenl.co.uk) Yes Yes Café Yes LIB Bellshill Bellshill Cultural Centre ML4 1RJ Mon 0900 – 1700 Tue 0900 – 1700 Wed 0900 – 1700 Thu 0900 – 1900 Fri 0900 – 1700 Sat 1000 – 1700 Bellshill Cultural Centre - North Lanarkshire Council (culturenl.co.uk) Yes Yes Café Yes LIB Bellshill Viewpark Library G71 5AT Mon 1000 – 1700 Tue 1000 – 1700 Wed 1000 – 1700 Thu 1400 – 1700 Fri 1000 – 1400 Sat 1000 – 1300 Viewpark Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No Yes
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CF Coatbridge Old Monkland Community Centre ML5 5PG Wed 1130 - 1430 Old Monkland Community Centre - North Lanarkshire Council (culturenl.co.uk) Yes Yes No CP Coatbridge Drumpellier Country Park - visitor centre and café ML5 1RX Daily 1000-1700 Drumpellier Country Park Café (culturenl.co.uk) Visitor centreYes Café LEI Coatbridge Time Capsule ML5 1DL 0600 - 2200 Time Capsule (activenl.co.uk) Yes Yes Café LIB/OFF Coatbridge Coatbridge Library, Buchanan Centre ML5 3BJ Mon 0900 - 1700 Tue 0900 - 1900 Wed 0900 - 1700 Thur 0900 - 1900 Fri 0900 - 1700 Sat 1000 - 1700 Coatbridge Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No MUS Coatbridge Summerlee Museum of Scottish Industrial Life ML5 1QD 1000 - 1600 Summerlee Museum of Scottish Industrial Life (culturenl.co.uk) Yes Yes Café CF Cumbernauld MacAuley Community Centre G67 4LS Mon Thur 1130 - 1430 Welcome to North Lanarkshire Council | North Lanarkshire Council Yes Yes No CF Cumbernauld Pollock Community Centre G67 4LP Tue 1200 - 1500 Welcome to North Lanarkshire Council | North Lanarkshire Council Yes Yes No CP Cumbernauld Palacerigg Country Park - visitor centre, toilets and café G67 3HU Palacerigg Country Park | North Lanarkshire Council Visitor centreYes Café LEI Cumbernauld Broadwood Leisure Centre G68 9NE Mon – Fri 0600 – 2200 Sat 0800 – 1700 Sun 0900 - 2100 Broadwood (activenl.co.uk) Yes Yes Café LEI Cumbernauld Tryst Sports Centre G67 1EW 0630 - 2200 https://www.activenl.co.uk/tryst- sports-centre Yes Yes Café LIB Cumbernauld Abronhill Library* G67 3BE Mon & Wed 1000 – 1700 Tue & Thu 1400 – 1900 Fri 1000 – 1400 Sat 1000 - 1300 Abronhill Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No LIB Cumbernauld Condorrat Library* G68 9AE Mon, Tue, Wed 1000 – 1700 Thu 1400 – 1900 Fri 1000 – 1400 Sat 1000 - 1300 Condorrat Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No LIB Cumbernauld Cumbernauld Library G67 1EE Mon, Wed, Fri 0900 – 1700 Tue 0900 – 1900 Thu 0900 – 1900 Sat 1000 - 1700 Cumbernauld Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No LEI Kilsyth Kilsyth Pool* G65 9JE Mon-Thu 0900 - 1700 Fri 1100 - 1900 Sat/Sun 0930 - 1630 Kilsyth Swimming Pool (activenl.co.uk) Yes Yes Vending machine LIB Kilsyth Kilsyth Library G65 0HT Mon, Tues, Fri 0900 - 1700 Wed 0900 - 1400 Thu 1400 - 1900 Sat 1000 - 1300 Kilsyth Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes Vending machine
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CF Motherwell Andrew Hamilton Community Centre ML1 4DR Mon 1000 - 1500 Andrew Hamilton Senior Citizen Centre - North Lanarkshire Council (culturenl.co.uk) Yes Yes No CF Motherwell Newarthill Community Facility ML1 5JU Thu 1130 - 1430 Yes Yes No CP Motherwell Strathclyde Country Park - Watersports centre & café ML1 3ED Monday to Sunday 0900 - 1700 Strathclyde Country Park | North Lanarkshire Council Yes Yes Café LEI Motherwell The Aquatec* ML1 1AZ 0600 - 2200 Aquatec Motherwell (activenl.co.uk) Yes Yes Vending machine LIB Motherwell Motherwell Library ML1 3BZ Mon 0900 - 1900 Tue 0900 - 1700 Wed 0900 - 1700 Thur 0900 - 1900 Fri 0900 - 1700 Sat 1000 - 1700 Motherwell Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes Vending machine LIB Motherwell New Stevenston Library* ML1 4HX Mon 100 - 1700, Tue 1000 - 1700, Wed 1000 - 1700, Thur 1400 - 1700 New Stevenston Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No LIB Motherwell Newarthill Library* ML1 5BB Mon 10am-1pm&2pm-5pm, Wed 10am-1pm&2pm-5pm, Fri 10am- 1pm & 2pm-5pm Newarthill Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No MUS Motherwell North Lanarkshire Heritage Centre ML1 3HU 12-4pm North Lanarkshire Heritage Centre (culturenl.co.uk) Yes Yes No NLO Motherwell Civic Centre ML1 1AB Welcome to North Lanarkshire Council | North Lanarkshire Council Yes Yes No CF Northern Corridor Gartcosh Community Centre G69 8AB Tue 1200 - 1500 Gartcosh Community Centre - North Lanarkshire Council (culturenl.co.uk) Yes Yes No LEI Northern Corridor Ian Nicholson Centre* G69 9NA Mon-Fri 0900-2200 Sat 0900-1700 Sun 0900-2200 https://www.activenl.co.uk/iain- nicolson-recreation-centre Yes Yes No LIB Northern Corridor Chryston Library G69 9DL Mon 10am-1pm & 2pm-5pm Wed 10am-1pm&2pm-5pm Fri 10am-1pm&2pm-5pm Chryston Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No LIB Northern Corridor Moodiesburn Library* G69 0DL Mon 10am-5pm Tue 10am-5pm Wed 10am-5pm Thur 2pm-7pm Fri 10am-2pm Sat 10am-1pm Moodiesburn Library (culturenl.co.uk) Yes Yes No
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LEI Shotts Shotts Leisure Centre ML7 5EP Mon-Fri 0830-2100 Shotts Leisure Centre (activenl.co.uk) Yes Yes Vending machine LIB Shotts Shotts Library ML7 5EN Mon 10am-5pm Tues 10am-5pm Wed 10am-5pm Thur 2pm-5pm Fri 10am-2pm Shotts Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No LEI Wishaw Wishaw Sports Centre ML2 0HQ 06.00-22.00 https://www.activenl.co.uk/wishaw- sports-centre Yes Yes Café LIB Wishaw Cleland Library* ML1 5QW Mon 10am-1pm&2pm-5pm Wed 10am-1pm&2pm-5pm Fri 10am-1pm&2pm-5pm Cleland Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes No LIB Wishaw Newmains Library* ML2 9AX Mon 10am-5pm Tue 10am-5pm Wed 10am-5pm Thur 2pm-7pm Fri 10am-2pm Sat 10am-1pm Newmains Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes Café LIB Wishaw Wishaw Library ML2 7LP Mon 9am-5pm Tue 9am-7pm Wed 9am-5pm Thur 9am-7pm Fri 9am-5pm Sat 10am-5pm Wishaw Library - North Lanarkshire Council (culturenl.co.uk) Yes Yes Café NLO Wishaw Houldsworth Centre ML2 7LP Mon to Thu 0845-1645 Fri 0845-1615 Yes Yes Café
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Appendix 2
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