Agenda pack
North Lanarkshire Council · 5 May 2023
Back to Wellbeing and Tackling Poverty Committee — 5 May 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Our Ref: Your Ref: Contact: Tel: Fax: E-Mail: Date: Andrew Rose 07951 409714 rosean@northlan.gov.uk 26 Apr 2023 Members of the Wellbeing and Tackling Poverty Committee Chief Executive’s Office Archie Aitken Chief Officer (Legal and Democratic) Civic Centre, Windmillhill Street Motherwell ML1 1AB DX 571701, Motherwell 2 www.northlanarkshire.gov.uk Notice is given that a Meeting of the WELLBEING AND TACKLING POVERTY COMMITTEE is to be held within the Council Chamber, Civic Centre, Motherwell on Friday, 5 May 2023 at 10:00 am which you are requested to attend. The agenda of business is attached. Chief Officer (Legal and Democratic) Members : Councillors: D Ashraf, C Barclay, J Cairns, C Costello, G Currie, W Goldie, J Jones, J Keltie, A Khan, J Leckie, H Loughran, F MacGregor, M McBride, C McManus, F McNally, J McPhilemy, L Mitchell, L Nolan, J Reddin, A Smith, K Stevenson, L Stubbs, A Thomas, C Williams, G Woods. Page 1 of 128
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Agenda (1) Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 (2) Mainstreaming Equality (page 5 - 68) Submit report by the Chief Officer (People Resources) advising that every two years public bodies covered by the Public Sector Equality Duty are required to publish a number of reports and information to evidence how they are meeting the needs of people whose characteristics are protected by the Equality Act 2010 - the Public Sector Equality Duty (General Duty) (copy herewith) (3) Towards a Fairer North Lanarkshire - Tackling Poverty Strategy 2020 - 2023 (page 69 - 94) Submit report by the Chief Social Work Officer (Education, Families, Justice & Integrated Practice) providing an update on the delivery and conclusion of the Tackling Poverty Strategy 2020-2023 and the improved outcomes achieved, the development of the new Tackling Poverty Strategy 2023-2026 and the Local Child Poverty Action Report for 2022-2023 (copy herewith) (4) Tackling Poverty Financial Support Update (page 95 - 104) Submit report by the Chief Social Work Officer (Education, Families, Justice & Integrated Practice) providing an update on the financial support provided by the Council to assist residents with the Cost-of-Living Crisis, via the NL Child Payment, Fuel Hardship Payment and the Pensioner Fuel Grant and seeking the endorsement of the redistribution of the underspend of the funds to Pensioner Fuel Grant, Scottish Welfare Fund and the Flexibility Budget for additional Tackling Poverty initiatives during the period 2023/24 (copy herewith) (5) Implementation of the National Trauma Framework in North Lanarkshire (page 105 - 118) Submit report by the Chief Social Work Officer (Education and Families, Justice and Integrated Practice) setting the actions being taken by the Council to embed the Framework in North Lanarkshire, highlighting areas of practice where a trauma informed approach is already making a positive difference for children and individuals and outlining next steps, in ensuring North Lanarkshire becomes a leading trauma-informed Council (copy herewith) (6) Strategic Performance Framework - Latest Performance Results for the Tacking Poverty Service (page 119 - 128) Submit report by the Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) providing an update of the latest results for the suite of performance indicators for the Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) that are within the remit of this Committee (copy herewith) Page 3 of 128
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North Lanarkshire Council Report Wellbeing and Tackling Poverty Committee Does this report require to be approved? ☒ Yes ☐ No Ref AC/FW Date 05/05/23 Mainstreaming Equality Report From Fiona Whittaker E-mail whittakerf@northlan.gov.uk Telephone 07973 728628 Executive Summary Every two years public bodies covered by the Public Sector Equality Duty (PSED) are required to publish a number of reports and information to evidence how they are meeting the needs of people whose characteristics are protected by the Equality Act 2010 - the PSED (General Duty). Accordingly, and in line with the Council’s requirement and timelines to publish this information for its own services and activities, this report contains: • a full copy of our 2023 Mainstreaming Equality report, detailing how the Council, including the Education Authority and the Licensing Board, is demonstrating that the general equality duty is integral to its work. • linked and updated details on progress we are making to delivering against our stated Equality Outcomes for 2021-25 • an up-to-date picture of the current equalities profile our employees and our employment practices; and • pay gap information as required to be published by law every two years. It is worthy of note that whilst the report outlines challenges which still remain in our Equalities performance, there are also some encouraging areas of real progress and change, alongside some excellent work being undertaken within our services to ensure that we fully consider and support our residents who are covered under the provisions of the Equality Act 2010. Recommendations It is recommended that the Wellbeing and Tackling Poverty Committee: (1) note the information contained in the composite report that details how the Council is successfully mainstreaming equality into its work (2) note the progress in relation to delivering the Council’s Equality Outcomes 2021-25 (3) note the information gathered in respect of our employment profile (4)Approve the mainstreaming Equalities Composite Report for publication on the Council’s website. AGENDA ITEM 2 Page 5 of 128
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The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Page 6 of 128
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1. Background 1.1 The Equality Act 2010 places a duty on the Council, including its work as an Education Authority and the Licensing Board to publish, every 2 years by 30 April, a report on how it is meeting the requirements set out by the Public Sector Equality Duty (PSED). This report, known as the Mainstreaming Report, requires to contain the following information: • progress on how the general equality duty is integral to the Councils functions; • progress made towards achieving its equality outcomes; • an annual breakdown of information gathered on composition, recruitment, development and retention of employees and details of the progress made in gathering and using this information to better perform the general equality duty; and • gender pay gap information − the percentage difference between men's average hourly pay (excluding overtime) and women's average hourly pay (excluding overtime). 1.2 Committee is reminded that the Council published a revised set of Equality Outcomes in 2021. This report contains the first progress report in relation to the nine outcomes agreed at that time. 2. Report 2.1 The Public Sector Equality Duty Composite Report 2023 is attached as Appendix 1 and a summary of the content of the report is provided below. The report is split into the three main sections: 1. Mainstreaming Equality Report 2023; 2. Progress in achieving the Council’s equality outcomes 2021-25; and 3. The Council’s Employment Profile 2.2 Section 1 - Mainstreaming Equality Report 2023 2.2.1 The Council’s Equality Strategy 2019-2024 set out five key underpinning objectives and associated enablers for the successful mainstreaming of equality into its day to day work. Those 5 objectives are: 1. to know and understand all our communities 2. to involve our communities effectively 3. to demonstrate leadership in equalities and human rights, both within the council and amongst partners, and organisational commitment to excellence 4. to ensure that local public services are responsive to different needs and treat users with dignity and respect; and 5. to develop and sustain a skilled and committed workforce able to meet the needs of all local people. 2.2.2 Section 1 of the report provides highlights of how we have delivered on these since 2021 and includes: • Our research to explore and understand the lived experiences and future needs of North Lanarkshire’s Black, Asian and other Minority Ethnic (BAME) People Page 7 of 128
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• Our work to involve people through our Community Boards and our partnerships with the Disability Access Panel and the Lanarkshire BSL Steering Group • Our success and participation in Equally Safe at Work, Disability Confident Leader and Race at Work initiatives • Our developing trauma informed approach to service delivery and support for women experiencing gender-based violence; and • Our commitment to sustaining a skilled workforce through training and development and • our participation in the Scottish Government’s innovative Gender Budgeting Project. • The leadership of equalities shown by our Elected Members, our Chief Officers, our Elected Member Equality Champion and our Race at Work Executive Sponsor. 2.2.3 In addition, this section of the report covers other specific areas of our work to advance equality including: • how we are implementing the Fairer Scotland Duty to assist the Council in its work to tackle poverty; • how we use our procurement processes to advance equality through our contractual relationships; and • Mainstreaming equality in Education, the Licensing Board and in our employment practices as these areas are subject of the PSED. 2.3 Section 2 - Progress in achieving our equality outcomes 2021-25 2.3.1 Our nine equality outcomes were set for the period 2021-25 and are monitored for progress through a performance management framework. Section 2 of the composite report provides information describing some of the work we have undertaken to achieve progress against each outcome. 2.3.2 Outlined below is a summary of the nine equality outcomes with some examples of those achievements drawn from the report: 1. The housing needs of older and young people, disabled people and others with specific needs are met. 5451 adaptations have been made in the homes of older and disabled people across NL 67 16–17-year-olds and 398 18-25 year olds were prevented from homelessness via the Rapid Rehousing Transition Plan 618 women have been rehoused due to domestic abuse (2 via the Rapid Rehousing Transition Plan) and 452 applications were received that included children. 95 men were rehoused. 2. Women, disabled people, young people and BAME people access employment and business opportunities and support. 161 disabled people have been supported via the Prospects Programme and 49 BAME people; There have been 23 graduates of Project Search; 164 lone parents have been supported into employment and 316 registered on programmes; Page 8 of 128
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90 BAME people have been supported into employment and 275 registered on programmes 3. Older and young people, women, disabled people and BAME people on low incomes and benefits access welfare and financial advice and support. 476 young people received support re income maximisation; 4476 working age people were supported in total. 168 people recorded as having a disability. However over 88% of people didn’t tell us if they were disabled or not. Of those who did over 65% were disabled; 4037 women were supported. This amounts to 84% of all working age people supported were women 4. The educational attainment for children and young people with disabilities and/ or additional support needs, Gypsy/ traveller children and young carers is improved. The number of Care Experienced children and young people achieving Scottish Qualification Awards (SQA) rewards via the Virtual School has increased from 55 to 84 in the last academic year; 94% of children with ASN have completed award bearing courses in 20/21 and 21/22 89% of young people with ASN reached positive post-school destinations in 20/21; and 24% of young people with ASN participated in extra-curricular sport and physical activity in 21/22. 5. Our schools, are safe, accessible and inclusive. UNICEF Rights Respecting Schools in North Lanarkshire - 66 Bronze, 29 Silver, 9 Gold; LGBT Youth Charter Mark Schools in North Lanarkshire – 4 Bronze, 3 Silver and 1 Gold; Since April 2021 47 establishments have completed the Race Equality and Inclusion Audit and/or training; Every mainstream secondary school has at least one Mentor in Violence Prevention trained member of staff 6. Increased opportunities for children and young people with protected characteristics to develop their employability skills to enable them to leave school with a positive destination. All 12 young people on the No Limits programme received offers of paid employment with the host business after 12 months. No Limits 2 commenced in 2022 with funding for 15 young people; 7 Learning Assistant paid posts developed to provide career development opportunities for ASN learners who can’t access Modern Apprentice opportunities; and The 2021-2022 Pathway programme supported 145 young people on a full- time bespoke curriculum away from school. 7. The decisions by the Council’s community engagement and participation mechanisms are influenced by the contributions of young people, women, BAME people and disabled people. Targeted council budget setting engagement sessions with equalities groups (Dec 2022) – led by corporate comms but linked to wider budget setting engagement process through community boards Page 9 of 128
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£262,134 - 39% of total grant funding awarded to organisations meeting the needs of the public sector duty Over 130 people attended the Council’s Black Lives Matter Community Conference 8. NLs communities, town centres, facilities, parks and open spaces are safe, inclusive and accessible to older people, disabled people, women, people of different faiths, LGBT people and BAME people. 28 young people attending the multi-national Connect Youth Group .6 people from the group have achieved Bronze Award in the Duke Of Edinburgh Award Scheme 3 LGBT young people’s groups are supported by CLD youth work providing a ‘safe space’ to be themselves; 17 Council employees have been trained to produce Easy Read information; 87% of council buildings public areas are accessible to disabled people; Our community hubs are being developed through a trauma informed lens by people with lived experience 22 of our Sports Development Coaches took part in disability inclusion training 476 individuals have attended ESOL sessions 9. Young, BAME, Disabled, LGBT and female employees are provided opportunities to work for, thrive and progress in their employment in NLC The numbers of disabled people and BAME people working for the Council has increased since 2021; There has been an increase in both the numbers of and % of total employees who are lesbian, gay, or bisexual Approximately 130 employees across all council services completed training in recruitment and selection including unconscious bias training; The Employee Equality Forum hosted 3 workshops on mental health in 2022, each attended by 20-25 employees; Council is developing a Leadership Pathway targeted at BAME employees; Council was reaccredited as a Disability Confident Leader in April 2023; 2.4 Section 3 - The Council’s Employment Profile 2.4.1 Section 3 of the composite report provides the information required by the PSED as mentioned in the background to this report and the key findings from the analysis. Some of these key findings include: • Our workforce has increased since 2020 by 14%, in the main due to the employees from culture and leisure trusts re-joining the Council. • The number of promoted posts has increased from 76 in 2020 to 137 in 2022. • There were 41 applications received in 2022 to work flexibly 95.1 % of these were from women - 97% were approved. This is significantly lower than in 2020 when there were 84 applications received. • The gender pay gap for all employees including teachers is 4.97% with females earning £0.87 less on average per hour than males. • 2.42% is the highest percentage total of employees recorded as disabled since 2010-11. Page 10 of 128
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• 62.9% of BAME people who applied to work for the Council in 2022 were interviewed which was much greater than 2020 when only 16.4% were. However, of those interviewed only 4.5% were appointed. 2.5 Next Steps 2.5.1 Evidently there is much good progress to report, and this is detailed throughout the composite report attached. However, there are particular areas of inequality and disadvantage that persist. Many of these areas are not quick fixes but require a long term strategic, partnership and sustained approach that includes instigating positive action measures and campaigns, for instance: • tackling the disproportionate impacts of poverty on women (particularly older women), disabled people and some minority ethnic groups; • ensuring our community engagement and communication mechanisms are accessible and work to the needs of different communities; • ensuring our children and young people who experience barriers to education leave school with positive destinations and futures; • ensuring our workforce reflects the diversity of North Lanarkshire; and • ensuring that our procurement contracts assist us to advance our duties. 2.5.2 Many of these areas are already the subject of action plans that are being driven by specific working groups – Equally Safe at Work, Tackling Poverty, Violence against Women Partnership, Disability Confident Leader - and these will continue to provide that long term strategic response needed. 2.5.3 The new Equality Board, which has now been established with good representation from all services, will provide the added support and coordination to progress matters, as well as supporting enhanced monitoring and review in regard to all aspects of equality including the equality outcomes. 3. Measures of success 3.1 The Council continues to evidence its due regard to the need to: • Eliminate unlawful discrimination, harassment and victimisation and any other conduct prohibited by the Equality Act 2010; • Advance equality of opportunity between people who share a protected characteristic and those who do not; and • Foster good relations between people who share a protected characteristic and those who do not. • 4. Supporting documentation 4.1 Appendix 1 - Public Sector Equality Duty Composite Report 2023 Page 11 of 128
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Name Fiona Whittaker Title Chief Officer, People Resources Page 12 of 128
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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 Public Sector Equality Duty Combined Report 2023 fulfils a number of requirements of the Public Sector Equality duty (Specific Duty). The progress on the equality outcomes contains outcomes that are designed to tackle poverty and socio-economic disadvantage thus contributing to the Council’s requirements under the Fairer Scotland Duty. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 13 of 128
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 14 of 128
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1 Draft for publication NLC Public Sector Equality Duties Composite Report 2023 1. Introduction 2 2. Our approach to mainstreaming equality 2 3. Progress on our equality outcomes 2021 -25 4. Employment gathering information 2022 22 37 Page 15 of 128
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2 1. INTRODUCTION The Equality Act 2010 brought together under one framework all previous equality legislation. Recognising that giving people a means to challenge discrimination didn’t go far enough, the Public Sector Equality Duty (General Duty) came into force in 2011 and replaced the race, disability and gender duties. The PSED puts the onus on public bodies to take a proactive approach to equality - to eliminate discrimination, advance equality and foster good relations – essentially take action to avoid any discrimination or disadvantage before it occurs. In Scotland there are additional, specific, duties required of public bodies that are intended to assist with advancing the General Duty and evidencing what we have done. This combined report provides the following information: • Our approach to mainstreaming equality into our day-to-day business, detail about how we have done this and what has been achieved. • The progress we have made in delivering our nine Equality Outcomes set in 2021 and covering the years 2021-25; and • Information we have gathered about our employees by each of the protected characteristics and what that information tells us. 2. OUR APPROACH TO MAINSTREAMING EQUALITY To mainstream equality effectively requires a culture at all levels of an organisation where the needs of people with protected characteristics are not an afterthought – they are integral to everything it does. The Council’s ambition is for North Lanarkshire to be the place to live, learn, work, invest and visit for all people. Addressing the disadvantage and inequality that some groups of people experience because of societal constructs, prejudice, direct and indirect discrimination requires a strong, sustained strategic approach directly aligned to The Plan for North Lanarkshire and a commitment from all employees at all levels to understand the causes and consequences of inequality. 2.1 NLC Equality Strategy 2019-24 In 2019 the Council published its Equality Strategy 2019-2024 setting out how embracing the Equality Act 2010, and the Public Sector Equality Duties, and taking a human rights-based approach to its work, would ensure equality and human rights are mainstreamed into the everyday work of the Council. The strategy set out five key underpinning objectives for success and associated enablers to achieve this. Page 16 of 128
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3 Objectives and Enablers The following section details the five objectives for mainstreaming equality in our work and some examples of what we have been doing and achieving since we last reported in 2021. As well as objectives for delivering equality these objectives, and their enablers, work in the spirit of the PANEL principles for human rights – Participation, Accountability, Non- discrimination, Empowerment and Legality. 1. To know and understand all our communities. We gather information about our people through a variety of approaches including population surveys, Scottish Index of Multiple Deprivation data, Census information etc. However, this information is limited in that it doesn’t provide people’s lived experiences. An exploration of the lived experience and future needs of North Lanarkshire’s Black, Asian and other Ethnic people We have recently published research undertaken on our behalf by the University of the West of Scotland to understand the lived experiences of our BAME communities. This qualitative research was a follow up to a survey we undertook in 2021 and focused on: An ageing population – many of our BAME community members who came to settle in Scotland in the 50s and 60s are now older and their needs will require to be better understood. Digital skills and inclusion – we know that there is a digital skills shortage in some of our BAME communities. With a major shift to providing access to services on-line a further exploration of this will help us put in place measures to reduce digital exclusion and increase skills. Employment and skills –at the census of 2011 the unemployment rate in North Lanarkshire was highest for Black and Minority Ethnic people at 10.76%, however this jumped to 17.15% for Black Caribbean or African people. Caribbean or Black males experienced the worst at 29.68%. For all white people the unemployment rate was 9.68%. Page 17 of 128
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4 Exploring our BAME peoples’ experiences of accessing and sustaining employment will allow an understanding of areas requiring positive action from the Council and our partners. Community Cohesion and Integration - findings from Phase 1 found that language barriers and lack of acknowledgement and celebration of different cultures is lacking in North Lanarkshire. This leads to feelings of isolation and poor integration for many BAME people. Understanding the dynamics of people’s experiences in community life will help our key community-based services to engage better with BAME people to improve assimilation and their sense of belonging. As well as the four topic areas the researchers were also asked to: • explore the lived experiences from a gendered perspective; and • using the Indicators of integration carry out a specific piece of research on the experiences of the Syrian Refugees who have now lived in North Lanarkshire for 5 years The final research report has provided a rich, deeper understanding of our BAME peoples lived experiences in relation to the asks of the research. It also provides findings that are unique to specific ethnic groups. Quoting the words from the diverse participants has brought the research to life and gives us an opportunity to really listen to what we are being told. The published research - Our Lives – an exploration of the lived experience and future needs of North Lanarkshire’s Black, Asian and other Minority Ethnic people - has been considered by the Council’s Wellbeing and Tackling Poverty Committee and to ensure a co-ordinated partnership approach is being taken forward by North Lanarkshire Community Planning Partners - Strategic Leadership Board. The Gypsy Traveller Strategic Group has continued to make good progress against several key actions over the course of the last year, with new data collation methods implemented which helps capture the housing and support needs of Gypsy Travellers in North Lanarkshire in unauthorised encampments. Work is ongoing with Scottish Government and COSLA on the national action plan, to develop a housing need and demand toolkit for assessing the housing needs of Gypsy Travellers and on negotiated stopping. North Lanarkshire Council housing is represented on the national groups and coordinates action at a local level through partnership arrangements. 2. To involve our communities effectively. Community Matters - A Framework for Working with Communities sets out the Community Planning Partnership’s commitment to engaging with communities underpinned by a set of principles and approaches designed to deliver on a number of key priorities associated with working with communities which include the creation of 9 Community Boards. The nine Boards support community participation and provide a single coordinated approach to governance for local communities reflecting statutory and regulatory requirements and operate in a manner consistent with influencing and delivering the One Plan outcomes at local level. The Boards play a role in terms of decision making within a locality and the involvement of local people is key: Page 18 of 128
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5 • 2022 saw continued involvement of equalities groups in Community Board meetings, including Who Cares? Scotland, the Voice of Experience Forum that enables older people to put forward opinions on local services, NL Disability Access Forum, and Lanarkshire Muslim Women and Families Alliance and care experienced young people. Work continues with targeted engagement plans to increase the opportunities to ensure voices of equalities groups are heard. A number of wider engagement opportunities where local people from equalities groups actively participate or lead engagement for example: • ongoing work with the African Collaborative Group in Jerviston around use of LDP funding for play provision, development of their Community Asset Transfer for the community centre, etc; • work with the mosque to deliver Recover NL projects and cost of living initiative; • recover NL project and ongoing work to look at the premises for the Lanarkshire Deaf Club; • recent work with parents from Motherwell area to look at accessible and specialised play equipment for children with complex needs; and • ongoing work to support the Lanarkshire Muslim Welfare Society to identify and develop a proposals around appropriate accommodation for them (through engagement with wider population of Muslim women). North Lanarkshire Disability Access Panel continues to provide the Council with an engagement mechanism on access to the built environment and open spaces with disabled people. The Panel provides the Council with lived experience to improve access for all. Lanarkshire BSL Steering Group is a mechanism for the BSL community to engage with North and South Lanarkshire Councils and NHS Lanarkshire to improve service delivery to the Deaf and Deafblind BSL community and raise awareness. BSL user representatives from Deafblind Scotland, Deaf Services Lanarkshire, Lanarkshire Deaf Club and D.E.A.F South Lanarkshire all participate. A conference to chart progress in relation to the BSL Plans is being planned by the Steering Group for September 2023. Black Lives Matter Community Conference The Council’s Black Lives Matter Community Conference was held in 2022. Attended by over 130 people the conference aimed to engage with people on the work the Council’s former Black Lives Matter Working Group had been undertaking to advance race equality and tackle discrimination in our workforce, community and schools’ environment. The conference was also used as an opportunity to hear from participants about what was important to them. A report from the conference has been published on the Council’s website. Page 19 of 128
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6 3. To demonstrate leadership in equalities and human rights, both within the council and amongst partners, and organisational commitment to excellence. The Council’s Chief Executive leads the way in all matters of equality and human rights. His vison and expectations that the work we undertake as a public body is first and foremost to improve all people’s lives is articulated at all levels of the Council as well as with our community planning partners. Our Elected Member Equality Champion also ensures that equality and diversity issues are highlighted and progressed within the Council and its communities. The past and present Champions have been proactive in a number of areas including: • promoting and ensuring cross-party support for Council initiatives, for example participation in the Gender Budgeting Project, and promoting the Elected Member Diversity Monitoring; • participating in Council Working groups including Equally Safe at Work and Black Lives Matter; and • chairing and providing welcome addresses at Council events and conferences including the Black Lives Matter Community Conference and the 16 Days of Action Conference. Breastfeeding Friendly North Lanarkshire The Council in partnership with NHS Lanarkshire developed a framework for others to follow to become a Breastfeeding Friendly Authority. Launched in 2021 the aim is to drive a culture change with plans in place to improve breastfeeding rates by increasing breastfeeding facilities, making them more accessible and normalising breastfeeding. Disability Confident Leader The Council was re-accredited for the 3rd time with the Disability Confident Leader employer accreditation in March 2023. Being a leader requires not only removing barriers to disabled people gaining and sustaining employment but also taking a pro- active approach to encouraging our suppliers and partner firms to also become disability confident. As well as attending employer events to promote the Disability Confident Scheme the Supported Employment team recently supported a local business ACS (Advance Clothing Solutions) on their disability confident journey which resulted in them achieving leadership status. Equally Safe at Work The Council is one of only four Public Bodies in Scotland to be accredited as Bronze in the Equally Safe at Work employer accreditation programme. Equally Safe at Work (ESAW) is a world leading employer accreditation programme which was launched in January 2019. It stems from Equally Safe, Scotland’s strategy for tackling violence against women and girls which recognises such violence as being inextricably linked to gender inequality. ESAW recognises the role the workplace has in tackling gender inequality and as such has a key role to play in tackling violence against women and girls. The Council was selected as one of only seven pilot authorities to Page 20 of 128
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7 participate in the accreditation at Bronze Standard. The accreditation requires meeting the criteria set out in 6 standards: Leadership, Data, Flexible Working, Occupational Segregation, Workplace Culture and Violence against women. In 2021 our success at achieving Bronze Standard was announced along with three other Scottish Local Authorities. The Council is now taking up the challenge to progress to Silver Standard. Race at Work Charter In 2022 the Council was the first Scottish Local Authority to sign up to the Business in the Community’s Race at Work Charter and in doing so appointed the Depute Chief Executive as our Executive Sponsor for Race. Having the Depute Chief Executive in this role is providing the visible leadership needed to drive key actions for advancing race equality in our workforce. Our Executive Sponsor is currently championing a campaign to increase BAME employees in our teaching workforce. The Charters seven commitments are: 1. appoint an executive sponsor for race; 2. capture ethnicity data and publicise progress; 3. commit at board level to zero tolerance of harassment; 4. make equality, diversity and inclusion the responsibility of all leaders and managers; 5. rake action that supports Black, Asian, mixed race and other ethnically diverse employees’ career progression; 6. support race inclusion allies in the workplace; and 7. include Black, Asian, mixed race and other ethnically-led enterprise owners in supply chain. Action Plans to advance the asks of all of these accreditation programmes have been developed to ensure delivery. Working Groups also exist to monitor and review progress and people with lived experience are central to the review and monitoring process. 4. To ensure that local public services are responsive to different needs and treat users with dignity and respect. Our approach to undertaking equality impact assessments means that decisions that require committee approval are included within the committee report being considered by Elected Members. This provides elected members with the comfort that equality considerations are embedded into the Council’s decision-making processes. We have a quality control aspect to impact assessments that includes confirming that the author of the assessment has undertaken the equality impact assessment training. Recent assessments have included: • the Council’s 2023 budget savings exercise that will see over £75m worth of savings over the next three years; • the Strategic Housing Investment Plan; Page 21 of 128
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8 • Garden Assistance Scheme; • Millcroft Road, Compulsory Purchase Order • Licensing of Sexual Entertainment Venues; and • NLC Housing Domestic Abuse Policy Trauma informed Practice The Council in its delivery of frontline services is taking a trauma informed approach. We will be rolling out a mandatory module for all staff and Elected Members at the Informed level. The Informed level is a basic level but gives all staff a foundation on which to build. In addition to this, we are working with NHS National Education Service to create a flowchart to help people identify what level is appropriate for them. Whilst everyone will be expected to undertake the Informed level training, there are groups of staff across the organisation who will need a higher level of input e.g. Social Workers, teachers, managers etc. Where a higher level of input is required, we will identify the relevant solution for them and they will undertake that as well. The plan is to roll it out from the start of the new financial year in 2023 and also promote during Learning at Work Week. In the creation of our community hubs, which are central to the Council’s future operating model, we are designing them with a trauma informed lens so as they are friendly, welcoming and accessible. Walkabouts in existing hubs with people with lived experiences are taking place and necessary changes being implemented. Supporting women experiencing gender-based violence • North Lanarkshire Housing Services have developed a new Housing Domestic Abuse Policy which was developed in conjunction with the Violence Against Women (VAW) Partnership, and shaped by women with lived experience of domestic abuse, putting victims and survivors at the heart of the service; Housing specific domestic abuse procedures, guidance and resources for staff support this along with implementation arrangements which ensure access and awareness of these resources is readily available. • In the summer of 2021, the council was successful in obtaining funding for 2 years from the Delivering Equally Safe (DES) Funding to support the roll out across partners of Safe and Together, a child centred, survivor strength-based model which supports intervention in families impacted by domestic abuse and which centres around partnering with the non-abusing parent and addressing patterns of perpetrator behaviour. To date, across North Lanarkshire, 64 workers (Children, Families and Justice) have completed the core training, whilst across the partnership 325 have attended the overview course including 156 education staff along with others from housing, NHS, HSCP, Police Scotland, Women’s Aid, Aura and other specialist services; and • During 2022 our housing service developed a partnership with Say Women to address the needs of young women impacted by homelessness who have been victims of sexual abuse/violence. The Say Women service is now well embedded in North Lanarkshire. It provides tenancy sustainment services to young women via Page 22 of 128
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9 the Homes First Team (who provide flexible intensive support and settled accommodation for people experiencing homelessness with multiple and complex needs). It is planned to extend the service which is currently funded until the end of March 2023 for a further year, and to fund a fulltime post to enable widening out the service to other localities in North Lanarkshire, via Rapid Rehousing Transition Plan funding. 5. To develop and sustain a skilled and committed workforce able to meet the needs of all local people. Training and Development The Council’s Talent and Organisational (TOD) team provide a raft of training opportunities for employees to meet both their personal and professional development needs. The establishment of the on-line portal LearnNL gives all employees easy access to the whole menu of training and development opportunities both face to face and e-learning. We have ensured that equality and diversity training is accessible and has its own dedicated section in the LearnNL dashboard covering a multitude of aspects about equality and diversity. The broad range of training available also includes bespoke courses developed for our Council and service’ needs Our most recent additions to the catalogue includes: • What is flexible working?; • Trauma informed practice; • Understanding unconscious bias; • Sexual harassment; • Producing Easy Read resources; and • Menopause awareness. We have developed a new one-day equality and diversity Champions course that aims to support employees become champions in their own workplaces – challenging prejudice and promoting equality at the same time. A pilot session is taking place on 18 April before being promoted in our learning catalogue. The training has been developed so it can be delivered both face to face and virtually on TEAMS. As part of NLC’s leadership development programme a session entitled: Anti-Racist Education: The School Leader’s Role has been incorporated. This interactive workshop explores a school leader’s role in fostering an anti-racist culture, enacting an anti-racist curriculum and building racial literacy and confidence in anti-racist leadership and education. This session is facilitated by the Lead Specialist (Race Equality) in Education Scotland. The Education and Family service has also continued to promote Education Scotland’s Building Racial Literacy programme, with one colleague completing the pilot programme and another enrolled to start in the next cohort. Page 23 of 128
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10 Action on Gender Equality Project In 2022 the Council began a partnership with the Scottish Women’s Budget Group. The project aims to support greater use of gender budgeting tools in local decision making in Scotland to reduce inequalities. The Council’s participation in the project will: • build the knowledge of key staff and elected members regarding the role of intersectional gender analysis within policy and budget decision making processes; • ensure that the Council is making best use of data to reduce inequalities; • Improve the quality of the Council’s equality impact assessments and budget decision making processes in terms of reducing inequalities; and • assist the Council to meet its Public Sector Equality and Fairer Scotland Duties to advance equality and tackle socio-economic disadvantage. To date the following has been achieved: • 42 operational managers and 22 Elected Members have attended gender budgeting workshops and received resources; and • Three Council projects receiving Shared Prosperity Funding have signed up to work with the Scottish Women’s Budget Group to ensure a gender budgeting approach is utilised as the project plans are developed. The three projects are: o The Active Travel Challenge Fund; o People and Skills; and o Supporting Local Business. • In February 2023, 18 employees involved in these three projects attended an introductory workshop on gender budgeting and more detailed workshop sessions are being scheduled for Spring 2023 to take this forward. Roles and Responsibilities Everyone who works for the council, whether directly or through commissioning, is responsible for ensuring that the culture for effective mainstreaming is developed, nurtured and sustained and the objectives of the Equality Strategy are reflected in the planning and delivery of their services. Wellbeing and Tackling Poverty Committee This Committee is responsible for taking a lead in ensuring that the Equality Strategy 2019 – 2024 represents a robust and shared vision, meets the needs of the Council, is adopted across the council, and that measures are in place to monitor, challenge and review its progress. Equality Champion This senior political role demonstrates support for equality and diversity matters and initiatives both within the council and across North Lanarkshire’s communities. Page 24 of 128
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11 Elected Members Elected Members have a role to play in championing equal opportunities and promoting cohesion and fostering good relations within their constituencies. They are responsible for paying due regard to equality and human rights in all of their constituency work. Corporate Management Team CMT is responsible for ensuring that the Equality Strategy is robust, integrated into all aspects of service planning and delivery, and is effectively implemented across the council. Individual members are expected to have oversight of the strategy in their areas and ensure that information about the impact of their services on equality and human rights is gathered, made available and evaluated. Chief Officers Chief Officers are responsible for ensuring that officers within their service areas understand their roles in implementing the strategy and that the strategy is monitored and reviewed. Equality Board The Equality Board is responsible for ensuring all equality matters are advanced and fit for purpose. It will: • provide a collective, cross-service approach in the advancement of equality in the delivery of the Plan for North Lanarkshire; • advise the Council on matters of compliance re the Public Sector Equality duties (General and Specific); • ensure the effective implementation of the Equalities Delivery Framework; • engage across services to ensure equality is embedded and advanced via the development of individual service equality action plans; and • develop a robust performance monitoring framework that will more effectively measure performance and impacts against the equality outcomes. Managers All managers are responsible for ensuring that the objectives of the strategy are pursued appropriately within their teams, for gathering and making available information about the impact of their work on different communities and for ensuring that individual staff members understand their specific responsibilities with regard to equality and human rights. Employees All council staff are responsible for conducting their work in a way that supports delivery of the strategy and which demonstrates the council’s values of fairness, respect, equality and excellence. Page 25 of 128
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12 Employee Equality Forum This group comprises employees from all areas of the council. It is involved in consultation on workforce diversity and equality initiatives. Trades Unions Two recognised trade unions within the council are responsible for supporting their members on matters including diversity and equality and for ensuring that they are consulted on diversity and equality initiatives. Project Management The Council’s corporate Project Management Framework was revised over the last year and approved at the end of 2022. As part of the review exercise, the Corporate Risk Team examined the project risk management elements, with a view to ensuring that project managers, teams and boards have the means to robustly identify and manage key risks and issues related to the project. One of the main tools to do this, the Position Risk Assessment (PRA), is for use in all projects, regardless of value. The purpose of the PRA is to estimate the level of risk within a project, both at an initial stage and at any other time during the life cycle of the project. Completion of the PRA helps to obtain a view on risks which could prevent the project being delivered, create substantial time delays, or give rise to unbudgeted costs. It also considers the risks and impacts on the Council and the achievement of its priorities, if the project were to be cancelled or significantly curtailed. At this latest review it was decided to include within the PRA some additional risk elements to ensure better alignment with the ‘Impacts’ section of the council’s committee report template, this included equality impacts. The PRA now requires project teams to reflect upon whether equality aspects have been adequately considered, whether an equality impact assessment has been carried out, whether there are any Equalities impacts arising and whether they can be addressed and/or are unjustified. The tool signposts users to the Equalities Manager for assistance where required, and further underlines the importance of equality matters by advising that, “if the assessment has identified negative equality impacts that cannot be justified, the project cannot proceed in its current form.” Project Managers and Teams will be required to undertake PRA’s as part of the standard approach to project management and report results of the same to Project Boards, where key risks, issues, and importantly mitigating actions should be discussed and agreed or approved. Fairer Scotland Duty The Fairer Scotland Duty (FSD) – the requirement to actively consider how we can tackle inequalities of outcome in any major strategic decision we make - is the first of 50 actions set out in the Fairer Scotland Action Plan. The Scottish Government recognised that the public sector is key to delivering a fairer Scotland and this duty is intended to help make sure full account of poverty and disadvantage is taken when key decisions are being made. This includes the needs of Page 26 of 128
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13 people of identity who disproportionately experience poverty and social inequality e.g. lone parents, older women, young people, disabled people or some ethnic minority families. The Fairer Scotland action plan also included the introduction of the Child Poverty Act. The Council’s approach to the meeting the requirements of the Fairer Scotland Duty have been to integrate the need to assess decisions into the Council’s Equality Impact Assessment processes. How we have met the needs of the FSD is also included as a section within committee reports to ensure any decision requiring approval meets the needs of the FSD to tackle socio-economic disadvantage. Tackling Poverty Strategy In 2020 the Council published Towards a Fairer North Lanarkshire - Tackling Poverty Strategy. Taking the needs of the FSD further the strategy established an approach to “poverty proof” not only our strategic decisions but our operational policies and procedures to ensure maximum impact of tackling poverty as well as reflecting an effective and co-ordinated approach to tackling poverty. We are now reviewing and refreshing the Tackling Poverty Strategy to cover the years 2023 -26. A particular focus will be to strengthen the data we gather about the characteristics of people who are experiencing socio-economic disadvantage so as to plan and target financial help and advice more equitably. To ensure a proactive approach is taken by the Council, in recognition of the disproportionate experiences people with particular characteristics have of poverty and disadvantage, the Tackling Poverty Team Manager is a member of the Council’s Equality Board. Equality in the Council’s procurement function A PSED (Specific Duty) requires the council to consider equality matters in award criteria within our procurement function. This Duty features in both our contract strategy development and within tender evaluation criteria. The Council’s annual procurement report includes performance indicators that demonstrates the Council’s procurement activity: • continues to drive positive results with increasing SME participation and their increased percentage share of contracts awarded; • the continued encouragement of suppliers to pay the real living wage; • the assurance that appointed suppliers have demonstrated due regard for Fair Work Practice; and • capture of community benefits where practicable. To advance the application of the Equality Duty and drive greater outcomes from procurement activity, additional consideration will be applied in the next iteration of the Council’s procurement improvement plan that will support identifying the optimum approach in each procurement process to allow the procuring service to better perform the equality duty. Particular features of desired improvement will be applied in future tenders, whereby: Page 27 of 128
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14 • new data capture from tender processes conducted will provide more clarity on participation and awards i.e. from BAME and women owned business; o with increased awareness and monitoring, the Council can work with partners, such as Supplier Development Programme, to target training and support • standard evaluation criteria can be elevated using a stronger question base with potential for increased tender weightings for award criteria related to ‘Equality Duty’, with expectation this will strengthen the support and delivery of equality outcomes from our supply base. Case Study 1 – Advancing Equality for Young People The Council recently established a new Contract “Counselling for Care Experienced Young People”, which is underpinned by the Promise Scotland to care experienced young people “You will grow up loved, safe and respected”. The specification of the requirement was co-produced between officers from Social Work with insight, involvement and help directly from care experienced young people. The evaluation process involved presentations by tenderers to a group of care experienced young people who were provided the responsibility to interview, ask questions and score tenderers. Ultimately, the choice of successful Contractor was made by the care experienced young people. The resultant Contract will operate for an initial 12 month period with opportunity to extend for up to an additional 3 years if it proves to be successful. The procurement of this Contract has departed from normal procurement evaluation practice and has instead used a progressive approach focussed on the choice and decisions of the contract users (who are the care experience young people) per the Equality Duty. Case Study 2 – Advancing Equality with our Supply Partners The Council’s recent contract established for Removals and Storage was awarded to Doree Bonner (A division of Kelerbray Limited), and provides an example of a Contractor working with the Council to fulfil the obligation of the Equality Duty. In their tender proposal, Doree Bonner confirmed that the company has an Equality Policy and this is put into practice in the following ways: • the company is committed to eliminating discrimination and encouraging diversity amongst their workforce • their workforce will be truly representative of all sections of society and each employee feels respected and able to give of their best • the company aim is to provide equality and fairness for all employees and not to discriminate on grounds of gender, gender reassignment, marital status (including civil partnerships), race, ethnic origin, colour, nationality, national origin, disability, sexual orientation, religion or age • the company state that they oppose all forms of unlawful and unfair discrimination • all employees, whether part-time, full-time or temporary are treated fairly and with respect • selection for employment, promotion, training or any other benefit is made on the basis of aptitude and ability • their employees are helped and encouraged to develop their full potential. The Equality policy is fully supported by their senior management and will be monitored and reviewed annually. Education Education, Children and Families have implemented an Empowering Clusters Model as a way of ensuring a clear focus on children and young people. Its principles and values are those underpinned by the UNCRC, ‘Getting it right for Every Child’, All our Page 28 of 128
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15 Children, all their Potential (Morgan Review), The Promise 2020 and the Review of National Guidance for Child Protection in Scotland 2021 and align to the following themes: • Rights and Participation; • Relationships; • Wellbeing and Care; and • Inclusion and Universal Support. It puts children and their families at the heart of decision making to give all the best possible start in life. The model of cluster working allows for the needs of children to be met through a joined-up approach to children’s services. The model is the same for primary and secondary, and is built around the 23 educational clusters which includes secondary school, the feeder primary schools, early years establishments, SEBN and ASN provision within the cluster area. The model centres on integrative practice within and across agencies using staged intervention to plan for individual children and young people and their family at the earliest opportunity. This approach to planning helps to identify what needs to be done to improve the child/young person’s wellbeing and what support is necessary to meet identified outcomes. Alongside the implementation of the cluster model, significant re-structure is ongoing across the Additional Support Needs (ASN) provision. Work has progressed through statutory consultations to relocate and refurbish existing premises to support the expansion of ASN. This has resulted in newly refurbished premises which better suit the needs of our learners across the service. Further consultations have progressed with the remaining ASN standalone provision. Inclusion, equality and the presumption of mainstream underpins all new processes. The Authority are committed to continuing to support all educational establishment to ensure inclusion and equality are embedded in all aspects of school life. All schools’ handbooks include an equality statement and all schools display the Council’s overarching equality statement on their public notice boards. This ensures parents and visitors are confident that they will be treated with dignity and respect and if they feel they are not then they are encouraged to share their experience. There are currently three equality outcomes for education where performance is carefully assessed so that the Council has an understanding of what is happening for particular groups of people. Some of the performance measures include: • monitoring attendance, attainment and exclusions of young people with disabilities and/ or additional support needs and Gypsy Traveller children; • monitoring and setting targets for schools participation in programmes such as the Mentors in Violence Prevention Programme and Rights Respecting Schools, LGBT Chartermark etc; • providing continuous training and awareness raising opportunities for employees on equality related matters; and • monitoring the: - % of ASN pupils participating post school - % of ASN pupils employed post-school Page 29 of 128
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16 - % of young people from ASN schools entering MAs and employment directly from school - % of girls and young women participating in STEM subjects This then allows any service development activity or corrective action to be taken if necessary. North Lanarkshire Licensing Board The Board is responsible for administering the alcohol licensing system and certain gambling licensing within North Lanarkshire. The Licensing Board is a separate entity to the Council itself but benefits from its members being NLC elected members who are supported through the Chief Executive’s Office. With such a close relationship the Board utilises the Council’s expertise, knowledge and resources in relation to equalities including: • accessing information that informs its equality outcomes, policies and decisions; • working with key employees across the Council on areas such as training and development, raising awareness of equality issues in general; • the Clerk to the Licensing Board meets regularly with the Council’s Equalities Manager to keep abreast of any relevant information and issues that could have an impact on the work of the Board; • liaising with partner organisations such as NHS Lanarkshire, North Lanarkshire Violence against Women Partnership, NL Disability Access Panel, Police Scotland, etc. on initiatives to raise awareness and promote understanding; and • using Council premises for its meetings to ensure accessibility at its Hearings. Licensing of Sexual Entertainment Venues The Scottish Government felt that having a discretionary regime solely for the purpose of licensing SEVs would ensure that the activity is properly and effectively regulated. This led to the introduction of a specific, discretionary licensing regime for SEVs, which allows local authorities to consider local circumstances in setting the number of permitted SEVs within their area and enables appropriate control and regulation to be exercised in respect of these venues. Such a regime requires to be considered in the context of the promotion of gender equality and seeks to balance the freedom of individuals to engage in legal employment with a right of local authorities to exercise the appropriate control and regulation of adult entertainment venues in their area. If there is no resolution in place, then no licence is required to operate an SEV and SEVs would operate without direct regulation from the local authority. New SEVs could also come into operation and sexual entertainment in these venues would remain unregulated. Passing a resolution to licence SEVs means any existing (there are none at present) and new SEVs would require a licence and would therefore be directly regulated by the Council. Where a licence is granted, it is intended that licence conditions would help Page 30 of 128
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17 reduce the risk of criminality such as human trafficking and prostitution and help safeguard the wellbeing of performers, customers, and the wider community. The consultation on the regulation was conducted via email sent to a list of consultees together with its publication on the Council’s website and the social media platforms, Facebook and Twitter and received 522 responses. Employment The Council is the largest employer in North Lanarkshire with over 16750 employees operating over 4 services – Chief Executive’s, Education and Families, Enterprise and Communities, People Resources and the Health and Social Care Partnership. The Council is committed to being an exemplar employer and one where its employees are supported and can thrive. It is also committed to being a leader amongst our local businesses and industries, showcasing how fair work and best practice benefits our people and local economy. In 2022 the remit for equalities was transferred to the Chief Officer, People Resources’ portfolio and this has provided additional resources and a focus to further advance equality in our employment environment. The following illustrates some aspects of our employment practices where advancing equality is at its heart. Supporting a diverse workforce With a predominantly female workforce and an ageing one we recognised that many of those women will be approaching and going through the menopause. Our menopause information leaflet provides advice and guidance for employees that are either directly experiencing symptoms of the menopause or are affected by it. Guidance for managers has also been published. There is also the inevitability that some, if not many employees in our workforce, will have experience of gender-based violence (GBV). Eight employees have volunteered to become GBV Support Officers to provide emotional and practical support to any employee who requests it. We also have a GBV Policy that sets out the support that employees can expect and additional guidance provides information for line-managers and supervisors. We are in the process of developing a Women’s Health Policy that will bring all related policies and supports for our female employees into one accessible resource. Our Dignity at Work Policy aims to tackle bullying and harassment in the workplace and provide recourse for those who experience it. To support employees we also have a number of Dignity at Work Support Officers who will support employees who wish to address bullying or harassment. To address issues of harassment experienced by an employee by a service user the Council in partnership with the Employee Equality Forum developed anti-violence and harassment posters to be displayed in all public reception areas. The Reasonable Adjustment Protocol aims to provide a standardised process for disabled employees to negotiate and agree the reasonable adjustments they need to Page 31 of 128
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18 support and sustain their employment. We have also developed bespoke disability equality and reasonable adjustment training for managers. The protocol was subject of a review in 2022 and an employee survey is about to be issued to gauge experiences of using the protocol. Our Smarter Working Policy allows employees to work flexibly, allowing them to balance the needs of their work and home life. To compliment this we have developed an e- learning module What is flexible working? This gives an overview of the aims and types of Flexible working available and how to deal with Flexible working requests. We also include the Happy to Talk Flexible Working logo on all of our job adverts opening up the application process to a wider pool of people. We continue to provide access to occupational health services like medical advice, counselling, debt counselling and physiotherapy and we continue to develop and promote our WorkwellNL and NL Life provisions to support and reward our employees across the Council. These programmes have been well received and well used by our employees and they will become increasingly important as we enter a period of increased change and transformation across all our services. Employee Health and Wellbeing Our people management practices across the Council have been recognised through the accreditations we have received. We were the first Local Authority in Scotland to be accredited as a Disability Confident Leader. In 2023 this accreditation was subject to external validation and was renewed for a further three years. In March 2020 we were awarded the Bronze Standard in the Equally Safe at Work accreditation that aims to advance gender equality in the workplace – one of only 4 Councils to achieve this. In addition, we also hold Investors in People, Investors in Young People and Gold Healthy Working Lives accreditation. Our workforce Mental Health and Wellbeing Strategy was born out of recognising that our employees are experiencing high levels of mental health issues, resulting in high levels of absenteeism, and the need to support them better. The Strategy has recently been reviewed and its aims are to: 1. develop a supportive culture, build resilience and address factors that may negatively affect mental wellbeing; 2. support employees to minimise the risk of mental ill health by providing information on how to control stress, increase resilience and to boost low self- esteem as a way to help keep symptoms under control; 3. to provide support for employees experiencing mental health and wellbeing difficulties; and 4. to recognise that workplace stress is classed as occupational ill health. We will train & support our managers in proactive approaches to reduce instances of workplace stress. To support the aims of the strategy and our employees better there is now a focus on service based mental health groups that will tailor support and strategies to the individual needs of the services and their workers rather than have a one size fits all approach. These service groups were launched in March 2023. Page 32 of 128
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19 Employee Engagement We use a variety of means to engage with employees around equality issues. Having employees with the lived experience to influence our work is important to us not only to provide their own experience but also for the credibility of the work. • Our Employee Equality Forum are engaged in many employee initiatives and its membership spans most if not all of the protected characteristics. Recent activity has included: - hosting three workshops in support of understanding and promoting good mental health; - hosting an event to bring together our BAME employees; - working with the Health and Safety Team to develop, promote and star in anti-violence and harassment posters to support employees in front-line services - assisted in the development of 2 employee surveys on the experiences of BAME employee and accessing reasonable adjustments; and - meeting with the Council’s Elected Member Equality Champion to discuss roles and areas for potential collaboration • Disabled employees are members of our Disability Confident Leader Working Group; • Some of our BAME employees have signed up to assist with the monitoring and review of our Advancing Race Equality Action Plans; • We use surveys to gather information from employees on their experiences - most recent examples include: - the BAME employee survey which we have committed to carrying out every two years; - the mental health and wellbeing survey to support our Mental Health and Wellbeing Strategy; - the Reasonable Adjustment Survey to explore how our protocol is supporting disabled employees and their managers; - as part of the commitments for our Healthy Working Lives accreditation we carry out an employee health needs assessment survey every 3 years; and - since the pandemic and the move for over 1000 employees to working a hybrid model we have carried out surveys to hear from our employees how they are faring working from home both personally and professionally. Using our employment gathering information - example Advancing Race Equality in employment Having analysed the information from the 2021 employment gathering exercise a decision was taken to have a focus on advancing race equality in employment. A race equality in employment action plan was developed to address the issues arising from this analysis. Page 33 of 128
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20 Some of the issues included disproportionate numbers of BAME employees in comparison to the local population, no BAME people were promoted in the Council, interviews for BAME applicants were disproportionately low in comparison to other characteristics etc. To date the following progress has been achieved: • Council signed up to the seven commitments of the Business in the Community Race at Work Charter; • appointed the Council’s first Executive Sponsor for Race; • undertook a survey to gauge the experiences of our BAME employees; • appointed a BAME employee representative on the short-life Black Lives Matter Working Group; • hosted a BAME employee event in partnership with the Employee Equality Forum in October 2022; • our Jobs and Training section on the Council website now includes an equality and diversity section to promote our commitments and policies to anyone checking us out as a potential place to work; and • through iTrent recruitment we have developed an anonymous recruitment process that was fully implemented in February 2023. The action plan has been subject to a consultation with BAME employees and they have signed up to be involved in the monitoring and review of the plan to ensure it progresses and remains relevant. Campaign and positive action measures to increase North Lanarkshire BAME teacher numbers. In 2022 further research was undertaken to understand the ethnic diversity of our pupils and teachers. The findings show that across the school estate 1% of our teaching workforce are Black, Asian or from another minority ethnic group while the average percentage of BAME pupils in NL schools is 5.78%. Some of our schools have over 12% of BAME pupils. Because of the low rates of BAME teachers throughout our education estate many of our young people, at no point in their school life, will they see or be taught by a BAME teacher. This will have implications for young people’s experiences at school as well as their aspirations to be teachers and therefore has an impact on the diversity of our future teaching workforce. Furthermore, for our existing BAME teachers they may feel isolated in an environment where they are the only person of colour among their colleagues. This may have implications for BAME teacher retention. To address this a report was presented to the Education Senior Leadership Team (ESLT) setting out the case for change with recommendations for actions that have the full support of the Depute Chief Executive and Executive Sponsor for Race. These actions include: • Head Teachers of those schools with the highest numbers of BAME pupils should be engaged to encourage positive action in promotion and recruitment; • consider the potential for BAME teachers in the permanent pool and supply cohort to be strategically moved into those schools - at the very least encouraged to apply for vacancies as they arise; • leadership pathways to be developed for BAME teachers and promoted by line managers and other senior education staff. Leadership training opportunities to be promoted to BAME teachers; Page 34 of 128
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21 • support and promote participation of current BAME staff across Education Service, including Early Years, in the Scottish Association of Minority Ethnic Educators (SAMEE) Leadership and Mentoring Programme; • a campaign to increase ethnicity recording for all teachers on all contracts should take place. In the case of probationer teachers coming to NL this should be made compulsory; and • the Council’s website should contain a Teach Here section where information can be provided on our commitments to increase ethnic diversity within our teaching staff. The recommendations have been included in an action plan for advancing race equality in our schools’ environment and will be progressed and monitored by the ESLT. Workforce for the Future North Lanarkshire Council has a well-established Workforce for the Future Strategy, which takes forward the aspirations of our single Plan for North Lanarkshire to drive inclusive growth. Through the delivery of this strategy, we want to ensure that people and businesses across the area benefit from the opportunities available, particularly in our growth sectors. Our plan is to create jobs and meet employment demand, by enabling our businesses to grow and develop their workforce. Engaging with key industry sectors and education bodies as part of our academy model is critical to our future success and will ensure more effective pathways are in place to employment in these areas. A key aspiration of the Academy model is to support and encourage an inclusive culture and attract talent across the broad spectrum of North Lanarkshire and naturally promote diversity, across all industries. It is important that the workforce for the future reflects the vibrant communities within North Lanarkshire. Going forward, we will create more collaboration opportunities with communities, industry and education and make a positive difference towards addressing imbalances across the North Lanarkshire’s workforce. Fair Work First commitments The Council recognises that work is an important part of adult life and is critical to our wellbeing and shaping how we live. The Fair Work Convention’s Framework defines Fair Work as work that offers effective voice, fulfilment, opportunity, respect and security. We believe Fair Work can boost creativity, realise untapped potential and increase productivity. We are committed to Fair Work and are meeting the criteria by: • providing effective channels for effective employee engagement; • investing in workforce development; • not using zero hours contracts inappropriately; • taking action to tackle the gender pay gap and create a more diverse and inclusive workplace; Page 35 of 128
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22 • committing to paying the Real Living Wage; • offering flexible and family friendly working practices for all workers from day one of employment; and • opposing the use of fire and rehire practice. We have agreed with our Trade Union colleagues a statement on Fair Work First and this has been published on the Council’s website. Page 36 of 128
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23 3. Progress on our Equality Outcomes 2021 -25 The purpose of setting equality outcomes is to ensure there is a clear focus in reducing disadvantage for particular groups of people who may face disproportionate inequality and disadvantage because of a particular characteristic. Key to setting outcomes is that they are based on evidence and the outcome you want will make a difference to the lives of people. Outcomes provide opportunities to make a difference and make right what are often long-standing historic and systemic wrongs. We published our first set of evidence-based equality outcomes in 2013. The outcomes subject of this progress report were set in 2021. The following section provides information on progress over the last 2 years; further information describing some of the work we have undertaken to progress each outcome; and what aspects of the general duty each outcome advances: 1. Eliminate unlawful discrimination, harassment and victimisation and other conduct that is prohibited by the Equality Act 2010; 2. Advance equality of opportunity between people who share a relevant protected characteristic and those who do not; and 3. Foster good relations between people who share a protected characteristic and those who do not. Equality outcome 1 The housing needs of older and young people, disabled people and others with specific needs are met. General Duty advanced 1 and 2 Since 2021: 5451 adaptations and have been made in the homes of older and disabled people across NL (council, housing association and private homes to support them to live independently in their own homes and 1664 people have received assistive technology; 689 new homes have been built to varying needs standards; 120 more homes have been made available to meet the needs of disabled people, older people and those with long term conditions; and 618 women have been rehoused due to domestic abuse (2 via the Rapid Rehousing Transition Plan) and 452 applications were received that included children. 95 men were rehoused. From April 21-22: 67 16-17 year olds and 398 18-25 year olds were prevented from homelessness via the Rapid Rehousing Transition Plan; and 1 person was made homeless directly from a care placement. The integrated equipment and adaptations service continues to provide a service across tenures that makes a significant contribution to enabling and promoting independence. This service enables people to remain in their own home for longer without having to move, enabling people to live close to family supports and networks and the provision of assistive technology and community alarms also makes a significant contribution in this respect. To improve awareness of assistive technology and telecare the Technology Flat in Allershaw Tower, continues to play a key role both amongst staff groups and also amongst the general public on technology options available. Page 37 of 128
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24 The Rapid Rehousing Transition Plan (RRTP) is in place and well underway and contains specific actions in relation to domestic abuse – specifically that a Housing Domestic Abuse Policy is developed. This has now been implemented, being developed in partnership with the Violence Against Women Partnership in North Lanarkshire. This policy sets out the range of actions and approaches that the housing service will take to effectively tackle domestic abuse. Housing as part of the VAWG monitor referrals and approaches related to domestic abuse and work is underway with the wider housing sector (Register of Social Landlords) to improve information sharing related to MARAC and to increase development of similar policies amongst other housing organisations, as well as improving awareness of supports/services, referral pathways and training opportunities. SAY Women service, will be continued for a further year and expanded to cover other areas in NL (currently Airdrie and Cumbernauld) to provide tenancy sustainment support to women aged 16-25 who are survivors of childhood sexual abuse or other form of sexual violence. Equality outcome 2 Women, disabled people, young people and BAME people access employment and business opportunities and support. General Duty advanced 2 and 3 161 disabled people have been supported via the Prospects Programme and 49 BAME people; There have been 23 graduates of Project Search; From June 20-21,61.5% and from June 2021-22 71% Project Search graduates moved into work within 12 months of graduating; Since April 2021 449 people have been supported via the Supported Employment 5 stage model; 20.9% in 20/21and 15.7% in 21/22 of disabled people progressed from the Supported Enterprise Service who no longer require in work support from the service; In 2021 63 and in 2022 43 people had kept their job via Supported Employment Service (SES) for more than 2 years; From April 2021 – December 2022 948 business starts were supported through Business Gateway in North Lanarkshire: o 416 by women, 56 by disabled people and 44 by BAME people; 3 disabled and 5 BAME Managing Directors accessed the Business Recovery and Growth Fund; and 16 women accessed the Business Renewal Grant Fund from April 21- Dec 22. Since April 2021, through targeted interventions via the Pipeline/No One Left Behind/Community Renewal Fund Programmes: 164 lone parents have been supported into employment and 316 registered on programmes 86 young parents have been supported into employment and 139 registered on programmes 7 disabled parents have been supported into employment and 24 registered on programmes 29 disabled people have been supported into employment and 71 registered on programmes; and 90 BAME people have been supported into employment and 275 registered on programmes. Page 38 of 128
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25 NLC Supported Enterprise Service also manage two Project Search Sites at University Hospital Wishaw and University Hospital Monklands. DFN Project Search is a partnership model between DFN, North Lanarkshire Council, New College Lanarkshire, NHS Lanarkshire and SERCO. The model is a place and train concept within NHS for disabled young people between the ages of 18 to 25 the students attend various work to gain experience and skills which are transferable to any working environment. During this time the young people are supported by a job coach and college lecturer who deliver soft skills. The job coach also supports the young people to apply for internal and external job opportunities. After the programme is finished if employment has not been achieved the young person will transfer to NLC supported employment service to be assigned a job coach who will support the young person to gain and sustain employment. University Hospital Wishaw site received an award from DFN Project Search at their annual conference in October 22 Highly Commended for achieving 80% employment outcomes for their 20-21 graduates. Project Ability which is a 12 to 18 month paid work placement within council services, ALEO partner organisations or local employers This programme has been developed for young people to gain the transferable skills and experience required to apply for a mainstream job. Business Gateway WHO KNOWS Ltd, a female-led enterprise operating in a key sector for NLC (food & drink) and serving the highly competitive hospitality and catering markets has received Business Gateway adviser support as well as a number of business growth grants from North Lanarkshire Council, most recently in August 2022. The support provided, both recently and since the company’s launch in 2010, has assisted its overall growth as well as a significant increase in profitability despite the impact of the Covid-19 pandemic on the hospitality sector. The women owned Alexander Manufacturing based in North Lanarkshire is the last remaining luxury clothing manufacturer in Scotland. Through Business Gateway grant funding the company has been able to purchase new machinery and increase its staffing which has led to productivity increases and an increase in orders. Prospects Programme Equality outcome 3 Older and young people, women, disabled people and BAME people on low incomes and benefits access welfare and financial advice and support. General Duty Advanced 2 Since April 2021: 476 young people received support re income maximisation; 4476 working age people were supported in total. 168 people recorded as having a disability. However over 88% of people didn’t tell us if they were disabled or not. Of those who did over 65% were disabled; Page 39 of 128
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26 16 people who have no disability but are affected by disability were supported; 124 BAME people were supported. Of those who recorded their ethnicity this amounts to 6%; and 4037 women were supported. This amounts to 84% of all working age people supported were women. Since April 21 our partnership with the Ethnic Minority Law Centre has: Assisted 99 different families; Took on 99 new cases; Assisted 119 people over the phone; and Provided 2nd tier advice to NL Citizens Advice Bureaux on 51 occasions. Young Parents – BAME Saanvi and Mohammed live in rented accommodation with their 4 children aged, 7,6 and twins aged 4. After carrying out a benefit check, it was established that the Scottish child Payment was only being paid for one of the twins. An application was made and the payment awarded, resulting in a £1040 per annum increase to the household income. Young Parents John and Mary have two children aged 11 and 13. John contacted the service following a decision to refuse his application for Personal Independence Payment (PIP), the welfare rights officer worked with John gathering medical evidence and completing a mandatory reconsideration. John was awarded enhanced rate of both mobility and care. Mary works and receives a top up of Universal Credit to her salary. The couple were assisted to claim the Scottish Child Payment, following a benefit check identified this was not in payment. As a result of the intervention the couple are now £206.90 per week better off and also received a backdated award of PIP amounting to £5020.80. Working Age Disabled Jenna contacted the service to seek help to complete an Adult Disability Payment following a period of long-term sickness from her job. Jenna’s claim was successful and she received £61.85 per week with a back dated award of £1113.30. Ethnic Minority Law Centre The recovery from the pandemic has put considerable stress on families in North Lanarkshire with an Immigration limitation, many whom have lost jobs or are struggling finically and have not been able to acquire financial support due to their immigration status or limitation. The EMLC has applied and wrote to the Home office for many families asking to remove the Public funds restrictions for exceptional circumstances. This support and change has given a lifeline to many families and alleviates the stress and anxiety of financial debt and burdens. Page 40 of 128
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27 EMLC also provides 2nd tier advice support to NL Citizens Advice Bureaux on immigration matters involving domestic abuse, Spouse visa’s and employment rights. Equality outcome 4 The educational attainment for children and young people with disabilities and/ or additional support needs, Gypsy/ traveller children and young carers is improved. General Duty Advanced 1 2 and 3 The number of Care Experienced children and young people achieving Scottish Qualification Awards (SQA) rewards via the Virtual School has increased from 55 to 84 in the last academic year; 94% of children with ASN have completed award bearing courses in 20/21 and 21/22; 84 ASN staff participated in de-escalation training in 21/22; Exclusion rates for ASN pupils has increased from 104.7 /1000 in 2018/19 to 192/1000 in 20/21.However, it’s worth noting when comparing these 2 figures that during 20/21 saw periods of increased disruption due to Covid; Attendance rates for children assessed as disabled has decreased from 89.2% to 85.9% in the past 2 academic years. This included academic sessions affected by Covid, where Scottish Government advice outlined periods of school closures and children and adults with particular conditions advised to shield for periods and not to attend schools in-person. 89% of young people with ASN reached positive post-school destinations in 20/21; and 24% of young people with ASN participated in extra-curricular sport and physical activity in 21/22. The Virtual School The Virtual School is an intensive service working across primary and secondary, highlighting and supporting the educational needs of care experienced children. The Virtual School provides tailored packages of support through a wide range of activities including well-being programmes, literacy and numeracy programmes, outdoor learning, transition supports, volunteering/mentoring opportunities, vocational learning opportunities and direct support for SQA qualifications. The Virtual School has continued to develop vocational opportunities with a wide range of partners that allow for formal and informal learning including the development of the workplace skills. Where possible, vocational learning is accredited, and young people achieve qualifications to support future career choices. The Virtual School works in partnership with the Pathways Team and provides budget to support a coordinator post which has a specific focus on care experienced participants. Through joint planning and regular review meetings, a significantly higher level of individualised support is provided ensuring the needs of this vulnerable group of learners are recognised and appropriate supports around transition are in place. Virtual School Care Experienced Support Teachers continue to deliver one to one or small group tailored teaching support, prioritising S4 learners who are disengaged, or at risk of disengaging with formal education as often these learners are at significant risk of leaving school without any formal qualifications. Whilst the focus remains on achieving national qualifications in English and Mathematics, in session 2021/22 through staff CPD and partnership working with school subject specialists, teachers were able to enhance support for learners in other Page 41 of 128
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28 curricular areas including Biology, History, Drama and Practical Cookery. This resulted in an overall increase of 53% in SQA qualifications achieved, 25% increase in National 3 awards and 41% in National 4 awards. Response to COVID-19 During the lockdown period January 2021-March 2021 children and young people accessing face to face learning was reduced in line with Covid-19 restrictions. Guidance from the Scottish Government outlined which pupil groups should access face to face learning and during this second lockdown period this included ‘vulnerable’ children to ensure those who needed access in school/nursery were able to do so. The definition of vulnerability was wide ranging and Heads of Establishments had the autonomy to review this regularly to support the changing needs of families during this period of exceptional school closures. Over this period, a short-life working group was set up to co-ordinate processes, procedures and guidance for schools/nurseries whilst monitoring and tracking ‘vulnerable’ groups of pupils. Numbers fluctuated on a weekly basis, given the ever-changing needs of children and families, however approximately 7000 pupils were identified and partnership working across different areas within NLC ensured wellbeing and educational needs continually addressed. Equality outcome 5 Our schools, are safe, accessible and inclusive. General Duty advanced 1 2 and 3 Since April 2021 6 statutory school consultations have taken place for the reconfigured ASN estate; 3,170 young people accessed school-based counselling since April 2021; UNICEF Rights Respecting Schools in North Lanarkshire - 66 Bronze, 29 Silver, 9 Gold; LGBT Youth Charter Mark Schools in North Lanarkshire – 4 Bronze, 3 Silver and 1 Gold; Since April 2021 47 establishments have completed the Race Equality and Inclusion Audit and/or training; 68% of respondents to a pupil survey confirmed that they had participated in conversations about Black Lives Matter, mainly in schools; Most (75-90%) of referrals to the Support Around the School Team (SAST) result in a positive outcome for a child or young person; and Every mainstream secondary school has at least one Mentor in Violence Prevention trained member of staff with some schools now having 4 MVP trained staff. Work is ongoing to develop the MVP programme further aiming for at least 4 MVP trained staff in every mainstream secondary school. A significant re-structure is ongoing across the Additional Support Needs (ASN) provision. Work has progressed through statutory consultations to relocate and refurbish existing premises to support the expansion of ASN. This has resulted in newly refurbished premises Page 42 of 128
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29 which better suit the needs of our learners across the service. Further consultations have progressed with the remaining ASN standalone provision. Inclusion, equality and the presumption of mainstream underpins all new processes As part of NLC’s leadership development programme a session entitled: Anti-Racist Education: The School Leader’s Role has been incorporated. This interactive workshop explores a school leader’s role in fostering an anti-racist culture, enacting an anti-racist curriculum and building racial literacy and confidence in anti-racist leadership and education. This session is facilitated by the Lead Specialist (Race Equality) in Education Scotland. By offering this session as part of the Principal Teacher, Depute Head Teacher and Head Teacher Leadership programmes continuity of understanding across all levels of school management is supported. The service has also continued to promote Education Scotland’s Building Racial Literacy programme, with one colleague completing the pilot programme and another enrolled to start in the next cohort. Support Around the School Team (SAST) Based on teacher professional judgements requested through the cluster between October – December 2023, 525 children and young people were supported with 88% of these supports being marked as successful. During the period August – October 402 supports were provided, with a success rate of 89%. This is based on Cluster Support Teacher and Cluster Improvement and Integration Lead (CIIL) supports. The rolling average is 88.5% success rate. This can be tracked down to an individual pupil basis, with next steps identified for each. Interactive dashboards of data to support this have been produced and distributed in awareness sessions to Education & Family Managers, Cluster Improvement and Integration Leads (CIILs) and Cluster Chairs. Next steps will be around refining the quality assurance around this, moderating professional judgements and ensuring the right support is targeted to the right people, at the right time. HMIe halted school inspections during the Covid-19 pandemic. This programme of inspections has now resumed at pace and early indications are showing positive results for both long and short models of inspections across primary and secondary establishments. Page 43 of 128
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30 Equality outcome 6 Increased opportunities for children and young people with protected characteristics to develop their employability skills to enable them to leave school with a positive destination. General Duty advanced 2 The number of passes overall in STEM subjects for females in 2021/22 dropped by 31% in Computing Science, 14% in Design and Manufacture and 6% in Physics; Over 450 young people from 85 establishments took part in a STEM Sustainability Conference early in 2023. All 12 young people on the No Limits programme received offers of paid employment with the host business after 12 months. No Limits 2 commenced in 2022 with funding for 15 young people; 7 Learning Assistant paid posts developed to provide career development opportunities for ASN learners who can’t access Modern Apprentice opportunities; and The 2021-2022 Pathway programme supported 145 young people on a full-time bespoke curriculum away from school. In addition to the core Pathways Programme a new 5-week ‘Introduction to Employability’ programme was introduced in all secondary schools as part of North Lanarkshire Councils Future Friday’s programme with the capacity to deliver to 230 young people. A STEM/Sustainability Conference took place early in 2023 with primary, secondary and partners showcasing their work to promote STEM Sustainable education. The conference was aimed at children and young people to share ideas and further promote STEM and Sustainability, with over 450 young people from 85 establishments taking part. A STEM Leaders programme was developed and launched in Autumn 2022 session. The programme was attended by 21 of the 23 school clusters, and very positively received by participants. NL formally exited the Raising Aspirations in Science Education programme following 2 years of grant funding to support the delivery of STEM across primaries. Over the course of last session over 2500 staff participated in 3200 hours of CLPL linked to STEM. A very positive RAISE Impact Report highlighted the key successes of the programme, including 91% of practitioners increasing STEM and science activities through the ongoing work of Pedagogy Team Primary Science Development Officer. A STEM Launch Event took place in September 2021 and was attended by 126 participants, representing almost every primary establishment in North Lanarkshire (NL). 84% of primaries were represented at training sessions last session, and increased engagement has been noted. The dedicated Supported Enterprise team support the No Limits initiative which is a 12-month place and train concept for senior phased pupils leaving ASN (Additional Support Needs) schools who have a goal of achieving employment. The young people receive support in a paid work placement for up to 12 months, during this time the team support the young person, to achieve their Young Stem Leader Award, Youth Achievement Award, John Muir Environmental Award and take part in industry recognised qualification, this provides the young person with a fantastic opportunity to build an impressive CV. Page 44 of 128
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31 The Pathways Programme provides a curriculum offer for young people at risk of labour market marginalisation, including statutory winter leavers (who are three time more likely to enter a negative post school destination than their summer leaving peers) care experienced young people and those with Additional Support Needs in the final six months of school The Pathways Programme curriculum is delivered outwith the school campus and is designed to develop key employability and life skills, focus on personal development and growth, and provide work- based learning in a range of sectors aligned to labour market intelligence with the ambition of supporting each young person into employment or other relevant postschool pathways leading to long term sustainable employment. In October 2022, a Developing the Young Workforce networking event was attended by all secondary and ASN schools. The purpose of this event was to showcase and share excellent practice in Developing the Young Workforce and Employer Engagement. As part of Future Fridays a group of six young people attended the Concert Hall in the run up to the event on extended work placements and worked alongside the events management team to ensure smooth-running on the day. This experience will assist these young people to secure part-time, temporary employment within the concert hall during their busiest times of year. Already one young person has secured employment as a result of her involvement. In addition from the 91 evaluations completed our new employer offer includes 222 commitments to improving outcomes for young people and employers. These include: Work related learning opportunities – 53; Apprenticeships / internships – 36; Training opportunities for staff and young people – 23; Enterprise and industry challenges – 11; and Supporting young people with barriers to their learning – 17. To widen access for candidates of all abilities and work in line with the Inclusion team’s goal of recognising learning in all forms and finding creative solutions to education and abilities, a post has been modelled as part of a wider case study. The study centred around a young person highlighted by a Head Teacher who would be an excellent candidate for a school-based post in North Lanarkshire but who could not access this via a MA programme. As such, the development of a post was undertaken as part of the career development strategy. We are aware that for learners with ASN, access to MA programmes could still pose barriers due to the requirement to gain qualifications that are not accessible for some learners with ASN. As such, the new post of Learning Support Assistant (LSA) was established as part of our Inclusion transformational change programme. Our CLD Youth Guarantee Programme came to an end on 31 March 2022 and a celebration event showcased the achievements and outcomes for the 19 CLD Assistant Support Workers (ASW) who were employed for a year. Aged between 16 and 24, the participants gained skills to help support the CLD core functions of family learning, adult learning and youth work. Their training programme enhanced existing skills and enabled them to gain new transferrable skills with staff providing support and mentoring. Most have secured a positive destination of further and higher education or employment with some coming to us as new staff members! Page 45 of 128
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32 Fifteen young people will be recruited for the Young Person’s Guarantee 2022/23. Equality outcome 7 The decisions by the Council’s community engagement and participation mechanisms are influenced by the contributions of young people, women, BAME people and disabled people. Link to LOIP. General Duty advanced 1 2 and 3 9 youth representatives have been identified and aligned to the 9 Community Boards; Community Board Members on-line Hub has equality and diversity section including assessing impacts, unconscious bias, barriers to inclusion helpful resources etc; Targeted council budget setting engagement sessions with equalities groups (Dec 2022) – led by corporate comms but linked to wider budget setting engagement process through community boards; £262,134 - 39% of total grant funding awarded to organisations meeting the needs of the public sector duty; Over 130 people attended the Council’s Black Lives Matter Community Conference; The recommendations from the research into the lived experience and future needs of North Lanarkshire’s BAME communities has been reported to the Community Planning Partners – Strategic Leadership Board – who will oversee the response to this work; and The Licensing Boards consultation on the regulation of licensing for Sex Entertainment venues received 522 responses. 2022 saw continued involvement of equalities groups in Community Board meetings, including Who Cares? Scotland, supporting Care Experienced Young People, the Voice of Experience Forum that enables older people to put forward opinions on local services and NL Disability Access Forum and Lanarkshire Muslim Women and Families Alliance. Work continues with targeted engagement plans to increase the opportunities to ensure voices of equalities groups are heard. Work with young people threaded throughout LOIPs with Cumbernauld, Northern Corridor and Kilsyth, identifying work with young people as a specific standalone priority: In Airdrie plans are underway for Intergenerational events to tie in with Mental Health Week 2023; In Kilsyth Youth engagement and consultation has been carried out with approx. 41 children in Balmalloch and St Patrick’s Primary Schools around local LDP play project; In Cumbernauld a sub group has been progressed with links with local youth organisations. A Youth summit consultation event targeting approx. 30 young people from 3 secondary schools took place in Cumbernauld Town Hall. There are future actions to Identify further engagement necessary to identify gaps in information /services in relation to young people and Community Learning and Development (CL&D) are planning a second summit with young people in all Secondary schools in Quarter 3 and 4; Page 46 of 128
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33 In Northern Corridor engagement and consultation was carried out with approx. 35 children in Stepps and St Joseph’s Primary Schools around local LDP play project and there was an initial consultation carried out at the Pivot Centre on with approx. 20; In Motherwell a Local Youth Survey is being conducted to understand how safe young people feel across Motherwell to identify hot-spots and appropriate actions linked to the community board; and In Wishaw there has been engagement and consultation with young people in Newmains in relation to the development of a new play park and in Overtown similar work has been completed for the planned outdoor gym. Work to build the capacity of local youth initiative in Cleland and to support engagement in development of play opportunities in Cleland. Thirty Years of Zero Tolerance: Looking Back Moving Forward The Council and its Violence Against Women Partners held a conference to mark 16 Days of Activism to tackle violence against women. The conference looked back at 30 years of work to tackle violence against women in Scotland with the launch pad being the Zero Tolerance campaign of 1992. Dr Lesley Orr explored why violence against women is a gendered phenomenon and Lily Greenan delved into the changing public and political awareness of violence against women in Scotland. This was followed by Police Scotland discussing the changes in policing domestic abuse over the last 30 years. There were a number of workshops on the day to help the participants consider the work and priorities for the future including: prevention work, women with learning disabilities experience of Gender-Based violence, rape and sexual assault, forensic medical examination and aftercare services in Lanarkshire. Over 150 employees representing 30 organisations participated. Equality outcome 8 NLs communities, town centres, facilities, parks and open spaces are safe, inclusive and accessible to older people, disabled people, women, people of different faiths, LGBT people and BAME people. General Duty advanced 1 2 and 3 28 young people attending the multi-national Connect Youth Group an increase of 0.5% since April 2021, 6 people from the group have achieved Bronze Award in the Duke Of Edinburgh Award Scheme; 170 young people attend CLD youth work initiatives, this has grown from 94 in 2021; 3 LGBT young people’s groups are supported by CLD youth work providing a ‘safe space’ to be themselves; 17 Council employees have been trained to produce Easy Read information; 95% of Blue Badge applications were processed within 6 weeks meeting the targets for both 2021 and 2022; 87% of council buildings public areas are accessible to disabled people; Our community hubs are being developed through a trauma informed lens by people with lived experience; 200 devices and MiFi boxes allocated to elderly people in retirement complexes; Page 47 of 128
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34 30 digital champions have been recruited from across the council; The Disability Access Panel meets 10 times a year and has been actively engaged on several developments at the design stage and in town centre audits; 22 of our Sports Development Coaches took part in disability inclusion training to enhance their skills surrounding inclusion-based activity; Weekly quiet sessions have been introduced at the Time Capsule Ice Rink to assist visitors who struggle with music and flashing lights; The new members of the Licensing Board have been trained in equality and diversity matters including the Public Sector Equality Duties and Gender Budgeting; and 64 workers (Children, Families and Justice) have completed the core Safe and Together training a child centred, survivor strength-based model which supports intervention in families impacted by domestic abuse and which centres around partnering with the non-abusing parent and addressing patterns of perpetrator behaviour. The Connect Group meets every Thursday at Coatbridge Community Centre and is for young people whose first language is not English. They are from various countries including, Afghanistan, Syria, Sudan and Ukraine. The group provides an opportunity for young people to socialise and engage with other people of similar ages. Supported by the Community Learning and Development (CLD) Adult Learning and Resettlement team, the young people are learning new skills and participating in a variety of activities. One example of this is the visit they made to Cumbernauld Theatre for the play ‘Enough of Him’. This was the first visit to a theatre for many of the group and was an opportunity for them to practice their English with others in the local community. Three members of the group were presented with their Bronze Duke of Edinburgh (DofE) awards at the Duke of Edinburgh Awards Night in Motherwell Concert Hall in November 2022. Two of the young people who have resettled in North Lanarkshire through the Syrian Resettlement Programme, spoke about their inspirational personal journeys and how they broke down barriers and overcame obstacles to achieve their awards. In 2022 an opportunity arose for a new project that was developed in partnership with the Driving Digital Locally Framework and colleagues from Housing Solutions. This project was built on the progress already being made in Kerr Grieve Court to encourage residents of retirement complexes to adopt technology to help with loneliness and social isolation and improve their overall happiness and mental health. We were successful in gaining 200 devices and MiFi boxes through the Connecting Scotland Fast track round of funding and allocated them to elderly tenants in retirement complexes across the area. Part of the project was to marry the tenants up with a digital champion to provide support and training to them for at least six months, following a recruitment drive we got the support from 30 champions across all services in the council. This role of the digital champion was to make initial contact with the tenant, find out their interests, then set it up the devices for them. They supported them with setting up emails, social media, downloading apps, video calling and general digital skills. Page 48 of 128
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35 Following the huge success of this project, we wanted to take the training further and worked with colleagues in Education to develop an intergenerational project. The aim of the project was to educate older people about digital through one-to-one training with younger people. Both older and younger people learn new skills, appreciate what they have in common, foster good relations and respect each other. Disability Access Panel NL has continued its partnership with the Council to improve access to the built and environment and open spaces for disabled people and others. Recent work as reported at the Panels AGM in February 2023 has included: Working towards concluding outstanding access issues at Drumpellier Country Park; Working with the Transport Department to successfully apply for funding for a pilot project to upgrade some pedestrian crossings to “Sm@art Crossings” which allows the crossing to be operated by swiping the hand across the control box (without touching) or using an App on a Smart Phone; Assisted external companies by offering advice on making reasonable adjustments to make their premises accessible to disabled people; Discussions with NLC re new schools and NHS re the new Monklands Hospital and new health centre with joint campus access with a new nursery; Investigating customer complaint regarding disabled parking at Ravenscraig Regional Sports Centre; Town Centre Audits which were paused during the pandemic have resumed. The audit of Bellshill town centre has been concluded, other towns are being arranged; Liaised with property managers at Cumbernauld Retail Park to resolve access issues for wheelchair users following request on behalf of pupil at St Maurice’s High School; and Ongoing work in relation to the development of Motherwell Train Station. Equality outcome 9 Young, BAME, Disabled, LGBT and female employees are provided opportunities to work for, thrive and progress in their employment in NLC. General Duty advanced 1 2 and 3 The % of council employees in top 5% of earners that are females has increased from 53.2% to 62.1% since 2021; The numbers of disabled people and BAME people working for the Council has increased since 2021; There has been an increase in both the numbers of and % of total employees who are lesbian, gay, or bisexual despite an increase in the number of people not recording in this category; 1/3 of our BAME employees took part in a survey to understand their experiences of working with NLC. The results have formed part of a BAME action plan for employment; 13 SVQ3 MAs commenced employment in August 2022. All have been placed in ASN schools or LCSCs to enhance the experience of working with a wider range of children and opportunities to develop their skill set. MAs are placed in pairs to provide an informal buddy system; 526 employees undertook equality and diversity training equating to 583.5 hours; Page 49 of 128
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36 23 schools completed training in recruitment and selection; Approximately 130 employees across all council services completed training in recruitment and selection including unconscious bias training; The Employee Equality Forum hosted 3 workshops on mental health in 2022, each attended by 20-25 employees; Council is developing a Leadership Pathway targeted at BAME employees; Council was reaccredited as a Disability Confident Leader in March 2023; Council has achieved Equally safe at Work Bronze Standard; and We have introduced an anonymous job application process through iTrent recruitment which aims to eliminate any bias in the recruitment process to interview stage. Menopause peer support sessions have been taking place in partnership with NHS Lanarkshire for female workers who are living with the menopause. Work Well NL resources are also available for employees to access. Following the success of the first support session, another one was arranged and took place in February 2023. NHSL information/fact sheets were provided and others emailed to the group and additional resources were distributed as part of International Women’s Day. Employment Action Plans We have developed action plans to advance race, disability and gender equality in our workforce which has been the subject of consultation with the Employee Equality Forum and our BAME employees. These plans will also be monitored and reviewed by employees they are designed to support as well as by the Equalities Board. Employee Equality Forum The EEF initiated, planned and hosted three workshops in 2022 covering different aspects of mental health. Promoting positive mental health; Challenging stigma; and Suicide prevention; The aim of the sessions is to provide employees with opportunities to talk about mental health issues, how people are affected by these and how to access support and resources. Over 70 employees attended over the 3 sessions. Page 50 of 128
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37 4. EMPLOYMENT GATHERING INFORMATION 2022 The Public Sector Equality Duty (Specific Duty) requires that the Council provide information on its employees by characteristic every two years. The following information is provided within this section. • Composition of the workforce by characteristic for the years 2017, 2018, 2020 and 2022 • Pay Gap information – average hourly pay between men and women, disabled people and non-disabled people; and people from a Black and Minority Ethnic background and those who are not • Employees who left the Council by characteristic for the years 2017, 2018, 2020 and 2022 • Employees promoted within the Council by characteristic for the years 2017, 2018, 2020 and 2022 • Applications for employment (applied, interviewed and appointed) by characteristic for the years 2017, 2018, 2020 and 2022 • For some characteristics, applications for Flexible Working for the year 2022 We gather most of the information for this exercise from i-Trent. Employees are responsible for inputting the information on their own characteristics, and if they do not then we don’t have a clear picture. For some of the characteristics there are low recording rates despite ongoing campaigns to encourage self-recording. We rely on the information contained within this system to report and so we need to bear this in mind when considering the information. Within the ethnicity category we have used the term BAME – Black, Asian and Minority Ethnic. For this grouping we have reported using the following. African Asian Chinese Asian Indian Asian Other Asian Pakistani Black Caribbean Mixed Other 4.1 Some key findings The purpose of gathering information about our employees is so it can inform our planning processes and improve our practice as an employer. The following are some of the key highlights from the information we have gathered. • Our workforce has increased since 2020 by 14%, in the main due to the employees from culture and leisure trusts re-joining the Council. • The number of promotions has increased from 76 in 2020 to 137 in 2022. Page 51 of 128
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38 • There were 41 applications received in 2022 to work flexibly 95.1 % of these were from women - 97% were approved. This is significantly lower than in 2020 when there were 84 applications received. • 49% of all leavers from the Council in 2022 resigned from their position. • Of our Modern Apprentices in 2022 none were BAME and 13.3% were disabled • In 2022 226 women were on maternity leave. • Since September 2022 1360 employees have accessed face to face training (completed monitoring form) through LearnNL. • 77.6% of the workforce are women. This hasn’t changed significantly since 2020 • The gender pay gap for all employees including teachers is 4.97% with females earning £0.87 less on average per hour than males. In 2020 the pay gap was 4.59% but women earned £0.82 less than males on average per hour. • If you remove teachers from the calculation the gender pay gap is 7.45% with females earning £1.15 less on average per hour than males. In 2020 the pay gap was 7.07% with females earning £1.09 less on average per hour than males. • The teaching gender pay gap is 4.74% with females earning £1.18 less on average per hour than males. In 2020 the pay gap was 4.16% with females earning £1.01 less on average per hour than males. So, in real terms female employees are earning less than they did on average in 2022 but the % pay gap has reduced. • The number and % of women in the top 2% and top 5% of earners in the Council has dropped significantly between 2017 – 2022. • The number of women in the top 2% of earners in the Council has remained the same since 2020 but as a proportion of all earners they have reduced from 54% to 22%. This implies that many more males have moved into the top 2% bracket. The number of females in the top 5% of earners has increased by 9%. • The percentage of women earners in the top 2% has dropped from 71% in 2017 to 22.26% in 2022. • The number of promotions has almost doubled since 2020 from 76 to 137. Just less than 70% of these promotions went to women. • There are no records, as part of this exercise, of transgender people working for the Council. • 2.42% is the highest percentage total of employees recorded as disabled since 2010- 11. This is still disproportionately low in comparison to the % of disabled people in the local population. • 68.14% have not recorded under the disability characteristic. However, this has improved since 2020 when 74.6% of employees had not recorded. The disability pay gap is 4.20% with those who consider themselves to be disabled earning £0.69 less on average per hour than those who do not consider themselves to be disabled. In 2021 the pay gap was 9.79%. (£1.50 less on average) • 3.60% of leavers in 2022 were disabled – higher than the proportion of disabled employees but 2.9% of promotions went to disabled employees. • 28.4% of all disabled applicants were interviewed and of those 26% were appointed. That is over 9% of total appointments went to disabled people. This is proportionately Page 52 of 128
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39 greater than in all of the previous years when only 2-3% of disabled people were appointed. • 123 (0.75%) employees have recorded their ethnicity as Black, Asian or minority ethnic (BAME). This does not include white minority groups. This is an increase of almost double from 2020 when there were 63 recorded BAME employees. However, the numbers are still disproportionately low in comparison to the local population. • The number of Asian Pakistani employees recorded has increased from 15 to 37 employees since 2017. • No promotions went to BAME employees despite the numbers of promotions doubling from 76 in 2020 to 137 in 2022. • The pay gap between people from a BAME background and those from a white background has reduced since 2020 from 2.3% to 0.7%. In 2020 BAME employees earned £0.41/ hour more than non-BAME people. In 2023 they earn £0.01 less an hour. The calculation does not include those employees we do not know about. • 62.9% of BAME people who applied to work for the Council in 2022 were interviewed which was much greater than 2020 when only 16.4% were. However, of those interviewed only 4.5% were appointed, less than in 2020 when 13.5% of those who were interviewed were appointed. 1.7% of all appointments went to BAME people. • 85.2% of our workforce are aged between 20 and 59. There has been an increase in the numbers aged under 20 from 50 employees in 2020 to 91 in 2022 – almost double, but this is still significantly lower than 2018. • The total of lesbian, Gay and Bisexual employees recorded in the Council is 1.14% an increase from 2020 when the total was 0.9%. There has also been a decrease in the numbers and % of people who have not recorded in this category. 59% - 55% • 293 employees took maternity leave in 2022 and 47 employees took a total of 117 weeks paternity leave. Some of the key findings from this exercise tell us how particular characteristics are faring. As an authority we are already aware, because of our commitment to gather and analyse this information on a regular basis, of the stubborn areas where there are disproportionate numbers of employees with particular characteristics, low recording rates, low progression and appointment rates, pay gaps etc and have put in place action plans to address these. Many of these areas are not quick fixes but require a long term strategic and sustained approach that includes instigating positive action measures and campaigns. As well as having action plans in place, Equality Outcome 9 - Young, BAME, Disabled, LGBT and female employees are provided opportunities to work for, thrive and progress in their employment in NLC – also sets out our commitment to improve outcomes in the employment arena. Page 53 of 128
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40 4.2 Data Gathered SEX Composition of the workforce 2017 2018 2020 2022 Females 11259 (76.91%) 11164 (77.24%) 11195 (77.66%) 13002 (77.61%) Males 3381 (23.09%) 3294 (22.78% 3220 (22.34%) 3751 (22.39%) Total 14640 14458 14415 16753 There has been a sharp increase in the numbers of people employed by the Council since 2020 due to North Lanarkshire Leisure and Culture Trust coming back into the Council. However, this has made little difference to the composition of the workforce by sex. Gender Pay Gap for all employees. Sex Employee Count Average Hourly Rate FTE Average Hourly Rate Headcount Gender Pay Gap FTE Gender Pay Gap Headcount Female 13002 £2.47 £16.66 £3.19 -£0.87 Male 3751 £19.28 £17.53 The gender pay gap for all employees including teachers is 4.97% with females earning £0.87 less on average per hour than males. Gender Pay Gap for the teaching workforce Sex Employee Count Average Hourly Rate FTE Average Hourly Rate Headcount Gender Pay Gap FTE Gender Pay Gap Headcount Female 325 £25.64 £23.80 £0.51 -£1.18 Male 825 £26.03 £24.99 The gender pay gap within the teaching workforce is 4.74% with females earning £1.18 less on average per hour than males Page 54 of 128
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41 Gender Pay Gap for the non-teaching workforce Sex Employee Count Average hourly rate FTE Average hourly rate Headcount Gender pay gap FTE Gender pay gap Headcount Female 9751 £20.70 £14.28 £3.45 -£1.15 Male 2926 £17.24 £15.43 The gender pay gap within the non-teaching workforce is 7.45% with females earning £1.15 less in average per hour than males. Number and % of females in top 2% and 5% of earners in the workforce The number of women in the top 2% of earners in the Council has remained the same since 2020 however, the number of females in the top 5% of earners has increased by 9%. Promotions Sex 2018 2020 2022 Female 163 (72.12%) 61 (80.26%) 95 (69.34%) Male 63 (27.87%) 15 (19.74%) 42 (30.66%) Total 226 (100%) 76 137 The number of promoted posts has almost double since 2020 76 to 137. Around 70% of these promotions went to women. Equal Opportunities 2018 2020 2022 Number of females in top 2% of earners in the council 208 116 116 Number of females in top 5% of earners in the council 503 278 324 % of council employees in top 5% of earners that are females 69% 53.25% 62.19% Page 55 of 128
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42 Leavers Sex 2017 2018 2020 2022 Female 983 961 611 (65.79%) 1005 (69.65%) Male 450 447 324 (34.21%) 438 (30.35%) Total 1433 1408 935 1443 Recruitment in 2022 Males applied 6345 (26.23%) Males interviewed 1728 (27.42%) Males appointed 472 (22.84%) Females applied 17457 (72.13%) Females interviewed 4510 (71.56%) Females appointed 1503 (72.71%) Trans people applied 0 (0.00%) Trans interviewed 0 (0.00%) Trans Appointed 0 (0%) Unknown applied 398 (1.64%) Unknown interviewed 64 (1.02%) Unknown appointed 92 (4.45%) Flexible Working – Applications to work flexibly Female applications 39 (95.12%) 97.43% of those application were successful Male applications 2 (4.88%) 100.00% of those applications were successful. The numbers of applications to work flexibly has significantly reduced since 2020. This may be for a couple of reasons – the move to hybrid working post pandemic has allowed some employees the work / life balance to mitigate any need to apply for flexible working and / or the manager has not recorded an application on iTrent. Women are concentrated in the lowest paid grades in the organisation making up 98.11% of NLC1 post . This trend only begins to change at NLC5. DISABILITY Composition of the workforce Disabled employees in 2017 270 (1.84%) Disabled employees in 2018 253 (1.75%) Disabled employees in 2020 310 (2.15%) Disabled employees in 2022 405 (2.42%) 2.42% is the highest percentage total of employees recorded since 2010-11. This is still disproportionately low in comparison to the % of disabled people in the local population. In Page 56 of 128
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43 2020 74.6% (10,754) of employees had not recorded under this characteristic. This has improved by 6.5% with 68.14% not recording. Disability pay gap Employee count Average hourly rate FTE Average hourly rate Headcount Disability pay gap FTE Disability pay gap Headcount Disabled - No 4932 20.33 16.30 £-0.75 -£0.69 Disabled - Yes 405 19.58 15.62 The disability pay gap is 4.20% with those who consider themselves to be disabled earning £0.69 less on average per hour than those who do not consider themselves to be disabled. In 2021 the pay gap was 9.79%. A reduction therefore of 5.5%. This figure has been calculated using the recorded information for disability and not including those who have not recorded or prefer not to say. Leavers Disabled leavers in 2017 29 (2.02%) of 1433 Disabled leavers in 2018 30 (2.13%) of 1408 Disabled leavers in 2020 28 (2.99%) of 935 Disabled leavers in 2022 52 (3.60%) of 1443 Promotions Disabled promoted in 2017 <5 (0.48%) of 208 Disabled promoted in 2018 5 (2.21%) of 226 Disabled promoted in 2020 2 (2.63%) of 76 Disabled promoted in 2022 4 (2.92%) of 137 Over 3% of leavers in 2022 were disabled – higher than the proportion of disabled employees. But 2.92% (<5 people ) of promotions went to disabled employees again this is higher than the composition of the workforce. However, 68.14% of people did not disclose under this category. Recruitment – Applied, Interviewed and Appointed 2017 2018 2020 2022 Total number of applications received in the period – all people. 9537 12623 14366 24200 Total number of appointments in the period – all people 813 1136 1123 2067 There were considerably more appointments made in 2022 than in 2020 nearly double. Page 57 of 128
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44 Disabled people applied, interviewed and appointed of total applications In 2017 688 (3.97%) applied 175 (3.99%) were interviewed 18 (2.01%) were appointed In 2018 745 (5.90%) applied 234 (8.98%) were interviewed 29 (2.55%) were appointed In 2020 714 (4.97%) applied 184 (6.55%) were interviewed 31 (2.76%) were appointed In 2022 2562 (10.58%) applied 728 (11.55%) were interviewed 191 (9.2%) were appointed 28.4% of all disabled applicants were interviewed and of those 26% were appointed. That is over 9% of total appointments went to disabled people. This is proportionately greater than in all of the previous years when only 2-3% of disabled people were appointed. ETHNICITY Composition of the Workforce 2017 2018 2020 2022 All other white British 10700 (73.08%) 10216 (70.6%) 10246 (71.08%) 12221 (72.95%) White minority 277 (1.8%) 263 (1.8%) 267 (1.86%) 220 (1.31%) BAME 59 (0.4%) 63 (0.4%) 92 (0.63%) 123 (0.75%) Other 3604 (24.6%) 3916 (27%) 3810 (26.44%) 4186 (24.99%) Total 14640 (100%) 14458 (100%) 14415 (100%) 16753 (100%) The largest Black and minority ethnic group is Asian Pakistani followed by African. As a % it is low in comparison to the local BAME population. The total number of recorded BAME employees has doubled from 63 employees in 2018 to 123 in 2022. This is significant as the number of employees not recording has also increased from 21% to 22.5%%. The number of Asian Pakistani employees has increased from 15 to 37 employees since 2017 and the number of African employees has increased from 10 – 25 since 2020. Ethnicity Pay Gap Employee Count Average hourly rate FTE Average hourly rate Headcount Ethnicity pay gap FTE Ethnicity pay gap Headcount BAME Employee - no 12850 £21.44 £16.66 £1.26 £0.01 BAME Employee -Yes 123 £22.71 £16.65 The pay gap has reduced since 2020 from 2.3% to 0.7%. In 2020 BAME employees earned £0.41/ hour more than non-BAME people. In 2023 they earn £0.01 less an hour. Page 58 of 128
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45 Leavers 2017 2018 2020 2022 All other white British 858 903 625 (70.2%) 1069 (74.08%) White minority 21 26 21 (2.35%) 17 (1.18%) BME <5 <5 7 (0.7%) 21 (1.46%) Other 552 476 237 (26.6%) 336 (23.28%) Total 1433 1408 890 (100%) 1443 (100%) In 2022 three times as many BAME employees left the Council as did in 2020. However, there was a 25.3% rise in the total numbers of BAME employees. Promotions 2017 2018 2020 2022 All other white British 202 217 53 96 White minority <5 <5 0 <5 BME <5 <5 0 0 Other <5 <5 23 40 Total 208 226 76 137 No promotions were made again to BAME employees despite the numbers of promotions doubling. Recruitment 2017 Applied Interviewed Appointed All other white British 16228 4157 844 White minority 299 98 12 BME 456 71 8 Other 317 58 28 Total 17300 4384 892 2018 Applied Interviewed Appointed All other white British 11122 3309 1084 White minority 857 39 19 BME 339 96 5 Other 305 61 28 Total 12623 3505 1136 2020 Applied Interviewed Appointed All other white British 12102 2591 779 Page 59 of 128
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46 62.9% of BAME people who applied to work for the Council in 2022 were interviewed which was much greater than 2020 when only 16.4% were. However, of those interviewed only 4.5% were appointed, less than in 2020 when 13.5% of those who were interviewed were appointed. 1.7% of all appointments went to BAME people. In 2020 only 16.4% of BAME applicants were interviewed, however 13.5% of those were appointed (compared with 4.5% in 2022. Overall 0.9% of appointments went to BAME people. So, while interviews for BAME people has nearly quadrupled since 2020, the % of those appointed has reduced from 13.5% to 4.5%. There was nearly double the number of appointments compared to 2020 overall and the % of BAME people appointed was 1.73% (36 people). 30% of white British people who were interviewed were appointed. That is 93.2% of all appointments. Application - Smarter Working - Ethnic Origin Number % Unknown 9 21.95% White Other <5 4.88% White Scottish 30 73.17% Grand Total 41 100.00% Records show no applications for Smarter Working from BAME employees in 2022 or in 2020. White minority 434 70 17 BME 450 74 10 Other 1380 75 317 Total 14366 2810 1123 2022 Applied Interviewed Appointed All other white British 22258 5973 1934 White minority 98 23 <5 BME 1251 787 36 Other 593 115 99 Total 24200 6898 2074 Page 60 of 128
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47 AGE Composition of the workforce by age Age Group 2017 2018 2020 2022 Trend Below 20 138 (0.94%) 148 (1.02%) 50 (0.35%) 91 (0.55%) increase 20 - 39 4230 (28.89%) 4260 (29.47%) 4371 (30.33%) 5001 (29.85%) increase 40 - 59 8260 (58.88%) 8367 (57.88%) 8115 (56.29%) 9270 (55.33%) increase 60 - 64 1339 (9.15%) 1334 (9.23%) 1391 (9.65%) 1820 (10.86%) increase 65 plus 313 (2.14%) 348 (2.41%) 488 (3.38%) 571 (3.41%) increase 14640 (100%) 14457 (100%) 14415 (100%) 16753 (100%) All age groups are showing an increase in numbers.There has been an increase in the % of employees aged over 60 from 13.03% in 2020 to 14.27% in 2022 Leavers Age Group 2017 2018 2020 2022 Trend Below 20 85 (5.93%) 68 (4.83%) 21 (2.13%) 59 (4.09%) increase 20-39 442 (30.84%) 394 (27.9%) 254 (25.7%) 443 (30.70%) increase 40-59 526 (36.7%) 528 (37.5%) 374 (37.96%) 465 (32.22%) increase 60+ 263 (18.35%) 298 (21.16%) 206 (21.2%) 476 (32.99%) increase Total 1433 (100%) 1408 (100%) 985 (100%) 1443 (100%) Significantly more people left the organisation in 2022 compared to 2018 and 2020. Just under one third of those who left the Council were aged 60+. 32 % who left were in the 40- 59 age group. 49% of those who left the organisation resigned their post, this is a significant increase from 2020. Promotions Age group 2017 2018 2020 2022 No % No % No % No % Trend <20 5 2.40% 11 4.86% <5 1.32% <5 2.19% Increase 20-39 88 42.30% 116 51.32% 33 43.42% 66 48.17% Increase 40-59 108 51.92% 96 42.47% 42 55.26% 64 46.72% Decrease 60-64 7 3.36% <5 1.32% 0 0 <5 2.92% Increase 65+ 0 0.00% 0 0.00% 0 0 0 0.00% No change Total 208 100% 226 100% 76 100 137 100% Page 61 of 128
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48 The number of promotions in the council increased from 76 in 2020 to 137 in 2022. This is significantly less than in 2017 and 2018. Just under half were in the 20-39 age group and there were no promotions in the 65+ age group. RECRUITMENT 2017 Below 20 Age 20- 40 Age 40- 60 Age 60- 65 Age plus 65 Not declared Applied 1871 8360 6372 387 53 257 Interviewed 473 1918 1838 89 10 56 Appointed 113 376 346 30 <5 24 2018 Below 20 Age 20- 40 Age 40- 60 Age 60- 65 Age plus 65 Not declared Applied 828 7127 4168 309 41 150 Interviewed 290 1682 1404 74 12 43 Appointed 79 651 370 16 6 14 2020 Below 20 Age 20- 40 Age 40- 60 Age 60- 65 Age plus 65 Not declared Applied 269 7044 5209 462 51 1331 Interviewed 57 1443 1146 75 10 79 Appointed 19 435 339 14 5 311 2022 Below 20 Age 20- 40 Age 40- 60 Age 60- 65 Age plus 65 Not declared Applied 871 12553 8959 913 213 691 Interviewed 350 2986 2486 292 44 144 Appointed 129 997 734 88 8 111 The numbers in the under 20 age range applying to work for the Council has increased significantly from 2020. The number of applications has doubled in the over 60 group. Page 62 of 128
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49 SEXUAL ORIENTATION Composition 2017 % of total 2018 % of total 2020 % of total 2022 % of total Trend Bisexual 41 0.28 36 0.25 46 0.32 77 0.46 increase Gay 40 0.27 43 0.30 47 0.33 63 0.38 increase Heterosexual 5171 35.32 5093 35.23 5761 39.97 7343 43.83 increase Lesbian 26 0.18 24 0.17 38 0.26 50 0.30 increase Prefer not to answer 647 4.42 603 4.17 558 3.87 641 3.83 increase Unknown 8715 59.53 8659 59.89 7965 55.25% 8579 51.21 increase Since 2020 there has been an increase in both the numbers of and % of total employees who are lesbian, gay, or bisexual 0.9% - 1.14%. There has been an increase in the numbers of people who have not recorded in this category 59% in 2020 and-55% in 2022. Leavers by sexual orientation Unknown 4.68% Bisexual 0.69% Gay 1.04% Lesbian 0.21% Heterosexual 43.08% Prefer not to answer 4.30% 1.94% of all people who left the Council were gay or bisexual. Most gay people who left their position resigned No applications for flexible working were received by Lesbian, Gay or Bisexual employees 56% of all promotions were to heterosexual employees, however 41% had not recorded in this category. RELIGION AND BELIEF Composition of the workforce by religion Unknown 8969 Buddhist 7 Church of Scotland 1795 Hindu 7 Humanist 23 Jewish <5 Muslim 41 None 2035 Other Christian 344 Other religion 58 Pagan 9 Prefer not to answer 493 Roman Catholic 2967 Sikh <5 Page 63 of 128
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50 Over 55% of employees have not recorded under this category. The largest minority religion is Muslim with 41 employees recording in this category. Of those recorded Roman Catholics are the largest religious group followed by people with no religion. Leavers by Religion Buddhist <5 Church of Scotland 181 Humanist <5 Muslim <5 None 278 Other Christian 40 Other Religion 12 Pagan <5 Prefer not to answer 41 Roman Catholic 243 Sikh <5 Not Known 639 Promotions by religion in 2022 by number and % Buddhist 0 ( 0.00%) Church of Scotland 13 (9.49%1 Hindu 0 ( 0.00%) Humanist 0 ( 0.00%) Jewish 0 ( 0.00%) Muslim 0 ( 0.00%) Other Christian 5 (3.65%) Sikh 0 ( 0.00%) Pagan 0 ( 0.00%) Roman Catholic 38 (27.74%) Other Religion 0 ( 0.00%) None 12 (8.76%) Prefer not to answer 5 (3.65%) Unknown 64 (46.71%) Total 137 (100%) Applications - Smarter Working – Religion number and % Church of Scotland <5 None 7 Prefer not to Answer <5 Roman Catholic 11 Not Available 18 Grand Total 41 Page 64 of 128
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51 MARRIAGE AND CIVIL PARTNERSHIP Composition of employees by marital status Unknown 6179 Divorced 512 Living with partner 693 Married / Civil Partnership 5867 Prefer not to answer 245 Separated 367 Single 2622 Widowed 162 Leavers of the Council by marital status Unknown 492 Divorced 60 Living with partner 56 Married / Civil Partnership 430 Prefer not to answer 29 Separated 22 Single 325 Widowed 29 Promotions by marital status by number and % Married/Civil Partnership 52 (37.96%) Not Recorded 41 (29.93%) Prefer not to answer 2 (1.46%) Other 42 (30.65%) Total 137 (100.00%) Recruitment by marital status by number and % of total PREGNANCY AND MATERNITY Number of employees who have Taken maternity/adoption leave Returned from maternity / adoption leave Adoption Leave 0 Maternity Leave 293 Paternity Leave No of Employees No of weeks taken Total Weeks Taken 6 1 6 24 2 48 5 3 15 12 4 48 47 117 Married/Civil Partner Applied 8753 (36.17%) Interviewed 2247 (35.66%) Appointed 709 (34.30%) Adoption 0 Maternity 47 Page 65 of 128
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52 TRAINING AND DEVELOPMENT The Council has had issues around gathering information about the training and development undertaken by its employees. To try and remedy this the Talent and Organisational Development Team have produced a monitoring form that all employees accessing face to face training through LearnNL must complete. This form was introduced in September 2022 and to date 1360 employees have completed this form. The following is a diversity breakdown of those employees. Learning and Development Equality Questionnaire 1360 responses Page 66 of 128
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North Lanarkshire Council Report Wellbeing and Tackling Poverty Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/JC Date 05/05/23 Towards a Fairer North Lanarkshire – Tackling Poverty Strategy 2020 - 2023 From Alison Gordon, Chief Social Work Officer (Education, Families, Justice & Integrated Practice) E-mail gordonal@northlan.gov.uk Telephone 01698 332001 Executive Summary In line with the Plan for North Lanarkshire programme of Work, the purpose of this report is to cover the following specific aspects of the Programme of Work: • Report on the delivery and conclusion of the Tackling Poverty Strategy 2020-2023 and improved outcomes achieved; and • To provide an update on the development of the new Tackling Poverty Strategy 2023-2026 and the Local Child Poverty Action Report for 2022-2023. Recommendations It is recommended that the Wellbeing and Tackling Poverty Committee: (1) Note the delivery and outcomes achieved from the Towards a Fairer North Lanarkshire – Tackling Poverty Strategy – Action Plan as outlined in Appendix 1 of this report. (2) Note that the report has also been referred to the North Lanarkshire Partnership Strategic Leadership Board for consideration. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements AGENDA ITEM 3 Page 69 of 128
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1. Background 1.1 The ‘Towards a Fairer North Lanarkshire’ Tackling Poverty Strategy 2020-2023 and its associated Action Plan was approved at the Policy and Strategy Committee Meeting on 11th June 2020. This merged four of the original Plan for North Lanarkshire programme of work priorities for action in order to ensure a better integrated approach to sustain an approach that places supporting positive, fairer outcomes for people at the heart of the Plan for North Lanarkshire. 1.2 The Tackling Poverty Strategy aligns and coordinates resources across the Council and partners to ensure effective delivery so that together we can achieve our shared ambition. In addition, to reflect the whole systems approach to inclusive growth, as set out in the Plan for North Lanarkshire, the strategy encompasses the statutory requirement to prepare and publish an annual Local Child Poverty Action Report for North Lanarkshire. 1.3 “Towards A Fairer North Lanarkshire” was North Lanarkshire’s first tackling poverty strategy, its foundations lay in the Fairness Commission recommendations together, with the ambition to embed tackling poverty actions across all our services to lead our communities towards a fairer North Lanarkshire 1.4 To deliver this shared ambition of inclusive growth and prosperity, the strategy focussed on the Plan for North Lanarkshire, in particular, its five complementary priorities (below), each of which are supported by a strategic policy framework which maps our strategic policies to achieve our shared ambition: • Improve economic opportunities and outcomes. • Support all children and young people to realise their full potential. • Improve the health and wellbeing of our communities. • Enhance participation, capacity, and empowerment across our communities. • Improve North Lanarkshire’s resource base. 1.5 The impact and the recovery of Covid – 19 pandemic and the cost-of-living crisis (National Insurance increase, price increases on energy, soaring fuel and food increases, real term cuts in wages, benefits and pensions and the highest inflation in 40 years) and the war in Ukraine, continues to acutely affect inequality and poverty in North Lanarkshire, impacting the most vulnerable in North Lanarkshire’s communities. 1.6 In 2021, the Tackling Poverty Officer Action Group and the Member/Officer Task and Finish Group reviewed and revised the Tackling Poverty Action Plan in four priority areas (employment, advice and information, including food poverty and fuel poverty, community engagement and emerging issues) impacted by the pandemic and the EU Exit and the outcomes of these reviews were reported to the Policy and Strategy Committee on 30th September 2021. 1.7 In 2021/22, The Tackling Poverty Officers Action Group implemented a RAG Action Plan for each poverty drivers and management of the programme: • Income from Employment, • Income from Social Security Benefits, • Reduce the Cost of Living and • Programme Management Actions. Page 70 of 128
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1.8 Using this approach, the Tackling Poverty Officer Action Group identified tasks that were completed (or ongoing), tasks that are amber or red which required to be taken forward during 2022/23. 1.9 On 29th September 2022, the Policy and Strategy Committee approved the updated Towards a Fairer North Lanarkshire – Tackling Poverty Strategy (Action Plan) and the report was also submitted to the Wellbeing and Tackling Poverty Committee on 4th November 2022, for note and consideration. 1.10 A major foundation of our work to tackle poverty in North Lanarkshire remains a strong commitment to income maximisation. Since 2011, the Tackling Poverty Team, Social Work Service and Housing Solutions have carried out 246,500 benefit checks, generating £347.6 million in additional benefit income for the most vulnerable residents of North Lanarkshire. 2. Report 2.1 Towards a Fairer North Lanarkshire - Tackling Poverty Strategy 2020-2023 2.1.1 It is important to note that the Tackling Poverty Strategy was written and published prior to the pandemic, and as a result of this some actions were accelerated, some had to be revised, whilst others will need to be revisited. 2.2 The Drivers of Poverty 2.2.1 The Tackling Poverty Strategy outlined the three drivers to tackle poverty. • Increase income via employment. • Reduce the cost of living. • Increase income via social security benefits. 2.2.2 The Action Plan identified tasks under each of the drivers, together with administrative tasks required to support the Strategy. 2.2.3 As noted above a RAGG system has been applied to the Action Plan, the details of which are: • Red – Action remains outstanding. • Amber – work has started on this action but requires further work to complete. • Green – action is completed and remains on-going. • Grey – action has been completed and requires no further action. 2.2.4 During the three-year period the council and its partners were able to meet a number of actions, however, the impact of Covid cannot be ignored in achieving the goals we set out at the beginning of 2020. The Council and its partners had to react quickly to the pandemic and the impact this had on our communities and citizens, this means that some actions in the Strategy had to be re-thought with some being delivered quicker than previously expected and others having to be reconsidered. An analysis of progress against each of the key drivers is outlined in sections 2.3 to 2.6 below. 2.3 Increase Income Via Employment – Achievements and Challenges 2.3.1 North Lanarkshire Council has had a long-held commitment to addressing the impact of unemployment on its communities and a track record of successfully supporting its Page 71 of 128
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residents into sustained employment. Helping local people move towards and then successfully progress in a job has been central to the Council’s aspirations for North Lanarkshire. 2.3.2 Services that get this right, impact upon and advance many of the changes sought after in our communities, and also the commitment to help existing and new businesses thrive in North Lanarkshire. The Council’s employability programmes have utilised Council investment and significant sources of external funding over a number of years to fund its activities, many of which have been delivered in partnerships with local employers and/or employability stakeholders. 2.3.3 Around 61,000 North Lanarkshire residents accessed the UK Government’s ‘furlough’ scheme at some point between March 2020 and September 2021. Almost 40% of eligible employees accessing the scheme. 2.3.4 Despite these challenges there have been a number of achievements under the Income from Employment Action Plan, the full details of which are available at Appendix One – The Action Plan. The Action Plan identifies that the Councils’ employability services have proven to be extremely successful in achieving the goals set out in 2020 despite the pandemic. 2.3.5 In addition a key achievement supported by investment, business support and employability initiatives are that for the first time ever the gross weekly pay for local residents is now higher than the national average – an increase of 10%. Further notable achievements within the Strategy are that from our baseline of 5 employers achieving accreditation for paying the living wage, we now having 123 employers accredited. 2.3.6 There remain however, challenges that we will hope to address in the 2023 strategy, and through the council’s wider programme of work. One such challenge is Transport, however, we have a ten-year Active Travel Strategy which puts in place, for the first time, a cohesive and holistic framework to prioritise and accelerate active travel interventions across North Lanarkshire. 2.4 Increase Income Via Social Security Benefits - Achievements and Challenges 2.4.1 The first action under the “increase income via social security benefits” within the Action Plan was to “Establish NLC First Point of Contact Team for Advice & Information Services”, where all referrals for welfare rights and money advice would come through one focal point with one number and one email and a call out service would be provided. 2.4.2 The foundations for this had been laid with a small team, however, the Tackling Poverty Team, like many teams had to adapt to a new way of working during Covid 19, initially all staff were pointed to First Point of Contact this had the joint action of ensuring that those who were contacting in respect of food were offered assistance to ensure their income was fully maximised, a cash first approach was provided where appropriate, together with any debt or money advice issues people had. 2.4.3 Covid impacted on service delivery and some of the actions detailed within the Plan, this was due to the way services had to be delivered, therefore for example the training programme for Health Staff was delayed with many health staff being redirected to other services to ensure the health service was able to meet the demands put upon them. This action will feature in the 2023 -26 Action Plan together with some new initiatives that are Page 72 of 128
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now taking place in health settings. This includes the investment for the Cost-of-Living Helpline demonstrating the recognition of the links between poverty and health inequalities. 2.4.4 There have been considerable achievements in the action plan under Income from Social Security in our action plan, the most notable being generating additional income of nearly £100 million for our residents within the three years of this strategy. 2.4.5 Foodbanks across the country have recently reported a decrease in demand from families, which may be attributed to the Scottish Child Payment (a payment of £25 per week per child) introduced in November 2022. In North Lanarkshire one of our challenges moving forward will be to work with the foodbanks to ensure that we are recording referrals accurately to allow us to track this pattern, if this is repeated in North Lanarkshire our challenge will be how we support single people and couples with no children. 2.5 Reduce the Cost of Living – Achievements and Challenges 2.5.1 Reducing the cost of living became a central point during the lifetime of the Strategy due to the impact of Covid-19 and the subsequent “cost of living crisis”. The Council and its partners reacted speedily to events that were happening and used funding to put cash in people’s pocket to assist during this time. 2.5.2 There have been many achievements against this driver such as the number of people taking up the school clothing grant increasing by 13% from the start of the Strategy in 2020 to its conclusion in 2023. 2.5.3 The council are committed to delivering 5000 affordable new homes by 2035, reducing the cost of living by increasing the supply of affordable, energy efficient homes, to date 1566 have been built. 2.5.4 The action of Fuel Poverty has had to adapt during the lifetime of the Strategy, following Covid-19 and the cost-of-living crisis, fuel prices have increased dramatically and schemes such as those mentioned in the Strategy became obsolete. The Council concentrated on ensuring people had a cash first approach to fuel poverty, with targeted schemes such as “pensioner fuel poverty payment” and payments to people who would miss out on Government assistance. Approaches to tackling fuel poverty will remain a feature of the 2023 -26 Strategy and Action Plan. 2.5.5 The Financial Education programme Money Advice and Consumer Advice (MACA) which is designed to provide primary pupils on money and how to use money, was paused due to Covid but has recently been re-established and refreshed with schools via the Future Friday programme. Due to a lack of funding the Tackling Poverty Team have not been able to run the MACA Plus programme which was aimed at school leavers and parents/carers to prepare individuals and their families when leaving school. 2.5.6 Funeral poverty has been difficult to work on, with reliance upon the private sector to address the issues, it is expected that the work with Funeral Directors is one of the areas that we will not proceed in the 2023-26 strategy, and instead ensure that people have access to DWP funeral expenses payments where relevant. 2.5.7 The Tackling Poverty Officers Action Group continues to work to support families recognising that the biggest emerging issues as we enter the new Strategy is the end of the financial measures and supports for Covid-19, the cost of living crisis, soaring energy and fuel prices, highest inflation in over 40 years (sitting currently at 10.4%), real term cuts in wages, benefits and pensions and the National Insurance increase for workers. These Page 73 of 128
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have the potential to result in major issues for our community and council services with respect to increased issues with rent/council tax arrears, debt, food poverty, fuel poverty, homelessness all having a huge impact on families, our communities and impact the on capacity of Services. 2.5.8 The challenges faced in developing the MACA/MACA Plus programme in our schools, this was in the main due to Covid, with schools facing considerable challenges during this time, in addition there were issues in relation to funding this programme. Following discussions with young people in early 2023, when asked what they would like the Council to do to help them during the cost-of-living crisis, overwhelmingly the young people identified “financial education”, therefore the development and delivery of this programme is a priority for the Tackling Poverty Team together with identifying and securing finding for this project. 2.6 Support Tasks– Achievements and Challenges 2.6.1 The Tackling Poverty Strategy Support Tasks outline the infrastructure required to support each of the drivers and ensure we are working towards a fairer North Lanarkshire. Within the Support Tasks Action Plan there has again been achievements and challenges. 2.6.2 The Tackling Poverty Officers Action Group together with the Tackling Poverty Team have both been established, in addition to this within the lifetime of the Strategy the Tackling Poverty Board and Tackling Poverty and Wellbeing Committee have also been created and following the Internal Audit a new Data Sub-group has also been created to take forward the recommendations of the Internal Audit. 2.6.3 The creation of the Tackling Poverty Team with a new structure aligning operational teams to services has negated the need for Memorandum’s of Understanding with internal services and has provided more support and stronger links to services ensuring a whole council approach. 2.6.4 The Establishment of an Involvement Group to help shape the strategy and services was hindered by the pandemic, it is vitally important that any strategy is shaped by the communities and residents to whom we serve. A decision has been made to look to our 9 Community Boards to assist in this area as all the Local Outcome Improvement Plans (LOIP) have tackling poverty as a priority. Moving forward to the 2023 -26 strategy the Tackling Poverty Officers Action Group will ensure that voices across all our community are reflected in our Action Plan. 2.6.5 The Tackling Poverty Officers Action Group is well established with representatives from across council services, partners in health and the third sector. This together with the establishment of the Tackling Poverty Team ensures the scaffolding is in place to support the Tackling Poverty Strategy. 2.6.6 Poverty proofing of decisions across the council is an area where there has been progress, augmented by the Fairer Scotland Duty and the Plan for North Lanarkshire. This is an area that the Tackling Poverty Officers Action Group will pursue to ensure poverty proofing is embedded in the decision of the council as action within the 2023-26 Strategy. The new approach to the whole family supports locally, when families need it, in a way that is consistent with the principles of The Promise and the Tackling Poverty Strategy, poverty proofing will become integral to this, this will be an excellent step forward in this action. Page 74 of 128
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2.7 Development of the 2023-2026 Tackling Poverty Strategy 2.7.1 The Tackling Poverty Officers Action Group will now focus on the 2023-26 Strategy. The Strategy will again concentrate on the work the council and its partners are doing in the three drivers and introduce a fourth driver “Holistic Supports”. 2.7.2 Holistic supports recognises that people and families do not exist in policy siloes and are often not aware of the kinds of support that are available given the multiple channels through which this support can be delivered. The driver, holistic supports recognise that family wellbeing is fundamental to creating the conditions for families to be able to navigate their way out of poverty. 2.7.3 The Strategy will build upon the achievements of the 2020 – 23 Strategy and develop those areas that were stalled during covid. The 2023 – 26 Strategy will also look to the new Programme of Work and the voices from our communities to help shape the services and supports being delivered across North Lanarkshire. 2.7.4 The Child Poverty National Partners agreed to pilot a new processing arrangement for year four Local Child Poverty Action Reports (LCPARs) in which national partners were allocated reports to process and provide feedback if requested. Public Health Scotland processed North Lanarkshire’s year 4 report and provided informal feedback in January 2023, where it was agreed that PHS would provide an informal write up of the feedback provided. Appendix 2. 2.7.5 Overall the Public Health Scotland Feedback was fairly positive stating that “North Lanarkshire’s Local Child Poverty Action Report (LCPAR) is a well-written report structured around the three drivers of child poverty. The report clearly demonstrates that there is a lot of work underway in North Lanarkshire to address child poverty, recognising the impact of the pandemic and cost crisis on families. NHS Lanarkshire’s contribution is threaded throughout the report and appears to demonstrate good partnership working with a clear focus and commitment to child poverty”. The feedback provided was also consistent with what have already been identified locally as areas for improvement, some of which are already underway: • Use of data and intelligence • Lived experience. • Focus of priority families • Understanding progress and impact 2.7.6 The Tackling Poverty Strategy will build upon the positives and take into account the recommendations as detailed in the Public Health Scotland Feedback. (appendix 2) 2.7.7 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. Both the local authority and NHSL have agreed that the LCPAR should be an integral part of the overall strategy, with the ability to meet our statutory duty to report to Scottish Government on an annual basis, ensuring that we are providing a tackling poverty commitment to our full community. 2.7.8 To allow us to achieve this the action plan will detail which “strategy/plan” each action relates to, identifying those actions that are specifically aimed at the child poverty priority groups. Page 75 of 128
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2.8 Next Steps – Supporting Delivery and Future Priorities 2.8.1 North Lanarkshire Council Towards a Fairer North Lanarkshire Tackling Poverty Strategy will be delivered in a way that is consistent with the Councils’ Programme for Work – Resilient People delivering the whole family support locally when families need it, ensuring that a “no wrong door” approach is adopted across all our services, meaning that no matter where someone presents there will be a referral gateway to the services that a person or family require to help them out of poverty. 3. Measures of success 3.1 The successful delivery and outcomes of Towards a Fairer North Lanarkshire – Tackling Poverty Strategy – Action Plan. 4. Supporting documentation 1) Updated Tackling Poverty Action Plan 2020-2023 - Appendix 1 2) LCPAR North Lanarkshire Audit – Public Health Scotland – Appendix 2 Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integrated Practice) Page 76 of 128
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Strategy is delivered within the available resources of the Council and funding provided by the UK/SG to tackle financial insecurity, cost of living crisis and fuel poverty via the Local Authority Covid Economic Recovery Fund and other funds provided to the Council. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Towards a Fairer North Lanarkshire - Tackling Poverty Strategy responds appropriately to all partner’s responsibilities and duties under the Child Poverty (Scotland) Act 2017, the Child Poverty Delivery Plan (Child Poverty Action Report), Closing the Attainment Gap, the Fairer Scotland Action Plan and The Plan for North Lanarkshire, so that all agencies are aware of their role in tackling poverty and inequalities. Page 77 of 128
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A Tackling Poverty Communication’s Subgroup oversees the communications activities of the Tackling Poverty Strategy 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Tackling Poverty has been identified as a Corporate Risk, with the Head of Education & Families - Integrative Practice (CSWO) as the risk lead. Towards a Fairer North Lanarkshire - Tackling Poverty Strategy sets out a planned approach which seeks to eliminate poverty or make very significant reductions in the level of poverty resulting in benefit to the residents and including improvement in the overall level of health and wellbeing of communities. Page 78 of 128
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 79 of 128
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Appendix 1 - Income Via Employment Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS North Lanarkshire to increase the number of people employed and receiving the living wage Payment of the living wage by employers is amongst those interventions that can support people out of poverty There is an increase in the number of NL employers with real living wage accreditation Employability 5 employers have achieved accreditation 123 North Lanarkshire employers have achieved accreditation, with 7053 employees benefiting from the living wage Green Community Benefits To increase the number of tackling poverty interventions within community benefits To improve the economic, social or environmental well-being of our communities Procurement n/a Recent figures show the local economy continues to grow, reflecting a positive position in North Lanakrshire compared to a negative growth position locally, however, moving forward we must see more tackling poverty related interventions within community benefits Amber Parental Employment Support Fund Support families who are in or at risk of poverty to support/ access into work An increase in parents entering and progressing in employment Employability Support and Routes to Work n/a 22/23 (as of 2nd March) 40 parents have secured employment. Further 18 employed parents have progressed within employment. 104 parents have registered and are engaging with the Project. Green Real Living Wage North Lanarkshire to increase the weighting applied to “real living wage” providers in tendering applications in line with the City Deal. An increase in NL residents receiving the “real living wage”. Procurement 5% current weighting applied The current weighting of 5% is still applied. The current weighting of 5% is still applied, however, there has been some movement in terms of the Council’s Fair Work Charter. Amber Improved transport and access to services Improving accessibility to services across all of North Lan Equity of access for all our communities To Be Confirmed n/a Red Identify pathways within labour market growth sectors or areas of high replacement demand which will provide progression routes out of As part of the Workforce for the Future Strategy and associated plan, work progression pathways will be identified for key labour market growth sectors or those with high replacement demand. These will focus on progression routes out of low pay and strategies for engaging young people (in schools) and those economically active Progression pathways identified for key growth sectors with qualifications and progression routes agreed, published and funded. Communities / People and Organisational Development Average weekly wage in North Lanarkshire £548.90 The gross weekly pay for local residents is now higher than the national average for the first time ever - an increase of 10% (£63.90 per week) for Green Page 80 of 128
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low pay in North Lanarkshire. in the labour market (through Routes to Work) to consider increasing their qualification levels and job prospects to improve average weekly wage levels and alleviate “in work” poverty. North Lanarkshire residents from the previous year’s results. Income Via Employment Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS Supported Enterprise Assist people who may be further from the labour market into employment. Key client groups; children leaving care; children with additional support needs; people with mental health issues; people with disabilities Increase opportunity of employment for those furthest from the labour market Enterprise Education & Families Employability Support 242 people in work 22/23 (at 31 Dec 2022) Supported employment currently supporting 210 people on the different stages of the 5 stage employment model; 129 people currently receiving various levels of in work support 41 people currently job finding Stats from Apr to Dec 2022 135 referrals received 33 people completed vocational profiles 71 people secured employment Green Prospects Programme The Prospects programme aims to help unemployed people further from the labour market of all ages from North Lanarkshire into work Assist people into employment Employability Support and Routes to Work 957 supported into employment 136 lone parents into employment The pipeline programme has supported 700 unemployed residents with 427 entering employment. The labour market currently has high numbers of vacancies but those not in work have a number of barriers to entering employment. Green No one Left Behind Targeted employability support for vulnerable young people who have mental health problems, the BAME community and over 50s. Assist people into employment / training / education Employability Services n/a Engaged with 101 people and supported 49 into employment. The focus is on 2 groups, the over 50s and those of any age who are long term unemployed. Green North Lanarkshire Youth Guarantee Scheme Deliver a range of employment focused activities eligible for funding under the Scottish Youth Guarantee guidelines to support 868 young Assist 16 - 24 year olds into employment / training or education Employability Services N/a 200 unemployed 16-24 year olds supported into employment from a range of target groups including those with additional support Green Page 81 of 128
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people aged 16 - 24 into employment, training or education needs, care experienced and those with barriers to entering employment. Income Via Employment Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS No One Left Behind (Phase 2) implement grant programme in 2022/23 to distribute £1.6 million to employment projects across North Lanarkshire which target support on groups who may be in poverty due to unemployment distribute funding to organisations to support young people, lone parents and people with health barriers Enterprise Education & Families Employability Support n/a £1.6 million allocated to 17 projects in North Lanarkshire which target support young people, lone parents and people with health barriers - full results will be known in March 2023. Amber Page 82 of 128
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Income Via Social Security Benefits Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS Establish NLC First Point of Contact Team for Advice & Information Services All referrals for welfare rights and money advice will come through one focal point with one number & one email, with a call out service being delivered The financial inclusion team will ensure residents receive a more efficient service / reduce waiting times for appointments The Financial Inclusion Team (now known as The Tackling Poverty Team - october 2022) n/a The Financial Inclusion Team (now known as The Tackling Poverty Team - October 2022) Green Work with children and families who receive a social work service to ensure income maximisation is carried out Reduced the number of our children and their families living in poverty The financial Inclusion team will work with social work to ensure all families with social work involvement are offered a benefit check The Financial Inclusion Team (now known as The Tackling Poverty Team - october 2022) n/a new structure now in place - due to be reviewed and restructure in place in January 2023 - Green MacMillan Advice Service Maximise the income of cancer patients and their carers Provide income maximisation and debt advice The Financial Inclusion Team (now known as The Tackling Poverty Team - october 2022) 1008 referrals in 2018/19 Drop in referrals due to covid19 and the reduction in surgeries this is still impacting referrals which in 2022 sat at 686 Green Kinship Care Income Maximisation Embed income maximisation advice into social work practice the financial inclusion team will work with social work staff to ensure all families with social work involvement are offered a benefit check Education and Families Financial Inclusion Team (now known as TPT) CAB North Lanarkshire 254 kinship care checks carried out 379 kinship care benefit checks completed in 22/23 Green Food Poverty Referral Gateway Mitigate the need for foodbank use by ensuring access to advice services and claims to crisis grants a decrease in the use of foodbanks The Financial Inclusion Team (now known as The Tackling Poverty Team - october 2022) 22% Reduction in foodbanks There has been reports across Scotland of a reduction in families using foodbanks, work has to be done with North Lanarkshire foodbanks in relation to monitoring usage. Green Food Poverty Referral Gateway work with IFAN to create North Lanarkshire Cash First Leaflet leaflet produced to highlight all advice services across north lanarkshire The Tackling Poverty Team n/a leaflet produced and distributed in October 2022 Grey Food Poverty Referral Gateway TPOAG to consider Scottish Government Consultation Response respond to consultation - take part in any discussions re this The Food Poverty Group n/a Consultation completed Grey Food Poverty Referral Gateway Revisit map of emergency food providers across North Lanarkshire comprehensive list of food providers Tackling Poverty Team / LCFHP n/a Completed & Continual review Green Page 83 of 128
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Income Via Social Security Benefits Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS Welfare Reform Group welfare reform group to ensure services, elected members etc are kept fully abreast of welfare reform changes and their impact on our communities chair and members to be identified - briefings to be produced the tackling poverty team and community planning partners n/a Ongoing Green Health Hub for Information and Advice health staff can refer to information and advice surgeries which they host within 3 health settings universal accessto information and advice services NHS Lanarkshire & The Financial Inclusion Team (now TPT) 454 referrals generating £1,013,096 in 2019/20 Service is no longer provided in the Health Hubs – other provisions now in place Grey Health Visitor and District Nurse Pilot Project embedding money issues into the assessment process in coatbridge and airdrie locality roll the programme out across all localities NHS Lanarkshire & The Financial Inclusion Team (now TPT) 186 referrals 226 referrals received in 2022/23. Amber Income Maximisation via benefit uptake north lanarkshire and external commissioned independent advice services increase income via social security benefits North Lanarkshire Advice Network and The Financial Inclusion Team (TPT) £34 million in additional income generated in 2020/21 Figures will not be available until Mid May 2023 Green Universal Credit Assistance Fund implement the approved £1million univeresal credit assistance fund fund council tenants' rents during the five week waiting period for universal credit Housing (Solutions) n/a fund established with £1.66million of funding used to support 4,425 tenants (at an average of £375 each) by July 2021. Separate COVID 19 rent relief fund established which by July 2021 had provided £420,532 support to 1143 tenants (average £367) Grey Universal credit drop in (by Cumbernauld Poverty Action) assist people who have difficulty assessing their accounts (lack of PC skills and access) to manage their UC account people are able to manage their universal credit claims, therefore, minimising the risk of sanctions and payment delays Cumbernauld Poverty Action Group n/a due to the pandemic the drop in has not been available. Cumbernauld Poverty Action – CPA no longer engage with NLAN Grey GP Community Link Worker Programme community link worker embedded within GP practices across North Lanarkshire making referrals to information and advice services embed link workers and increase support to patients NHS Lanarkshire & The Financial Inclusion Team (now TPT) and the CABx n/a 422 GP link worker referrals received in 22/23 Green Health Training Training sessions to be set up with health practitioners re money issues and referral pathways Briefing sessions to be created and delivered to all staff NHS Lanarkshire & The Financial Inclusion Team (now TPT) and the n/a Paused due to Covid 19 – being revised for the future Grey Page 84 of 128
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Reduce The Cost of Living Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS Increase uptake of school clothing grants All those entitled access the school clothing grant. Children have access to suitable school and footwear Work toward automation of this service Revs and Bens Education 11,854 children in receipt of School Clothing Grants 13% increase in children receiving school clothing grants Green Provision of sanitary products within schools and other public buildings Provide women with access to sanitary products within education and other public buildings Universal access to sanitary products within education and public buildings Enterprise & Communities 16,956 products provided Provision continues all our communities Green Fuel Poverty Assist families who are experiencing fuel poverty via campaigns such as Big Switch and income maximisation Energy Best Deal – focussing on the cost of supply of utilities and pursuing alternative options for residents People are lifted out of fuel poverty People accessing cheaper fuel Housing and CABx 36,000 households in fuel poverty Due to energy crisis – varying approaches are now being reconsidered Grey Fuel Poverty Energy Best Deal - focussing on the cost of supply of utilities and pursuing alternative options for residents People are lifted out of fuel poverty People accessing cheaper fuel NLC Housing Solutions and CABx n/a Due to energy crisis – energy best deal no longer a focus Grey Fuel Poverty Deliver a multi tenure support service to assist households who are experiencing difficulty in meeting the cost of their household energy bills including advocating on behalf of households who have or are likely to have their energy disconnected by their supplier due to non payment of debt. The project will link with established support networks within North Lanarkshire. There is opportunity to create two posts or call off of Scotland Excel Framework - Energy Advice Framework tackling poverty team revenues and benefits business intelligence N/a Contract awarded to the WISE group. Funded by UK SPF £150K. Accepting referrals across NL. Green Fuel Poverty Hardship Payment launch fuel hardship payment financial assistance provided to vulnerable families tackling poverty team revenues and benefits business intelligence n/a Payment launched Grey Page 85 of 128
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Reduce The Cost of Living Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS Financial Education Provide school children with money advice/consumer advice information sessions (MACA) make children more aware of financial issues the tackling poverty team education and families n/a (baseline figure is from 2018/19 and therefore not applicable) MACA paused due to covid Amber Affordable Credit To widen access to payroll deduction for credit unions and access to affordable credit to increase credit union membership and reduce payday lending in North Lanarkshire Establish credit union forum in North Lanarkshire the tackling poverty team education and families 14,752 adult and 1131 young members (based on 3 of the 17 credit union providers in NL) 5 credit unions affiliated to the Scottish League of Credit Unions have 9,642 adult members and 1,462 junior members. Unable to get contacts for ABCUL credit unions at present. Amber Debt Advice Advice and support in relation to debt and budgeting advice provided by Council and External advice services assist people out of debt and provide them with the tools to budget accordingly the tackling poverty team and CABx 895 referrals to the service in 2020/21 1124 referrals received in 2022/23 Green Debt Advice Journey Plot Debt assistance utilising a telephone helpline and webchat interface assist people out of debt and provide them with the tools to budget accordingly Tackling Poverty Team n/a Funded through Scottish Legal Aid Board, part of this project has been achieved, however, other avenues now being explored. Grey New Affordable Homes Deliver 5000 new affordable homes by 2035 reduce the cost of living by increasing the supply of energy efficient, affordable homes housing (new supply) 970 new homes built with a further 421 on site. Amber New Affordable Homes support housing association partners to deliver new homes by March 2024 reduce the cost of living by increasing the supply of energy efficient, affordable homes housing (new supply) 2126 homes have been delivered. Amber Improved Energy Efficiency Deliver capital investment programmes HEEPS ABS and other initiatives Reduce the cost of living by increasing the supply of energy efficiency of housing stock across all tenures Housing (investment) august 2019- 99.2% of properties have an EPX of D (SAP55) of above 2100 homes improved through HEEPS ABS 99.2% are at D or above Amber Support homeowners to adapt, repair and maintain their homes deliver advice and assistance (including financial assistance) to homeownder through the Scheme of Assistance reduce the cost of living by preventing and addressing disrepair and improving health and wellbeing by suporting owners to adapt their homes Built Environment (Private Sector); HSCP - equipment and adaptations 2018/19 345 disabled adaptations - 832 assistance (including 167 grams and 3 missing shares provided) 187 disabled adaption grants provided in 2022 – the scheme has been revised with no funding available for owner grants. Grey Address the Issues of Funeral Poverty work with funeral directors in an attempt to address high funeral costs for north lanarkshire residents work with funeral directors in an attempt to address high funeral costs for north lanarkshire residents the tackling poverty team n/a Lack of engagement from funeral providers in this area Grey MACA Revamp discussion with Bargeddie Primary School teachers to assist in the revamp update the MACA project tackling poverty team education & families n/a Paused due to covid Amber Page 86 of 128
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Reduce The Cost of Living Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS MACA Plus research to be carried out research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus meet with coltness high teachers research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus meet with com ed link research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus meet with coltness high pupils research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus meet with coltness high pupils research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus design pack and platform research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus organise meetings with parents research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus communications with education research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus design evaluation research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus Launch research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red MACA Plus Evaluation research to feed into the production of MACA Plus Programme tackling poverty team education & families n/a Paused due to covid Red Page 87 of 128
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Reduce The Cost of Living Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS Debt Advice Journey Development of delivery of debt advice journey tackling poverty team education & families n/a Ongoing Amber Debt Advice Journey self help toolkit tackling poverty team education & families n/a Self Help Toolkit live on NL Council Website, including online budgeting tool and welfare benefits calculator Grey Debt Advice Journey online referral form tackling poverty team education & families n/a Developed but cannot go live due to Incompatability with Dynamics Grey Debt Advice Journey case management system tackling poverty team education & families n/a Development ongoing Grey Debt Advice Journey online service user portal tackling poverty team education & families n/a Did not progress to development Grey Page 88 of 128
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Supporting The Plan Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS Establish a short term working group be established in order to properly examine the impact of COVID -19 on those in North Lanarkshire already experiencing poverty and inequality as well as those who are likely to fall into poverty as a result of the economic and social impact of Covid 19 The approach to recovery planning will be established on the principle of “build better back". fully researched recovery plan Tackling Poverty Team with links officers acrosss services and partnerships pre covid 19 crisis data Group established and report to Gold and Silver Group – Group now stands down. Grey Establish a Tackling Poverty Officer Action Group Establishing a group of Officers from across the Community Planning Partnership who will be able to contribute to the development and implementation of the Tackling Poverty Strategy all services and community planning partners will coordinate the apporach to tackling poverty which will complement the Plan for North Lanarkshire Tackling Poverty Team with links officers acrosss services and partnerships n/a Membership established and continually reviewed Green Community input to strategy development and delivery Work with Community and Voluntary Sector organisations to ensure that communities are aware of the tackling poverty strategy and have an opportunity to contribute to its ongoing development Building on earlier engagement through initial development of the strategy undertake the following •Undertake a survey amongst community and voluntary sector networks to allow input to the ongoing development and delivery of the tackling poverty strategy •Delivery of an input on the Tackling Poverty Strategy to the 9 Community Boards to allow further discussion regarding their role in its delivery Through existing mechanisms local communities are aware of and can contribute to delivery of the Tackling Poverty Strategy Voluntary Action North Lanarkshire Community and Voluntary Sector Communities Team Early engagement through previous locality structures (input to meetings and challenge poverty events). Feedback from engagement throughout C19 has highlighted that issues associated with poverty continue to be a concern for local people but that discussion is often around the symptoms of poverty A decision was made to develop involvement through the community boards, using the Local Planning Groups to be the voice for their communities. The Tackling Poverty Team are also using “The Three Questions” to ensure we have the voices of children and young people together with other residents. Amber Establish a Tackling Poverty Team A tackling poverty team will be responsible for the co-ordination and monitoring of all tackling poverty work all services and community planning partners will coordinate the approach to tackling poverty Tackling Poverty Team n/a Team established Green Poverty Proof Decisions Embed poverty impact assessments into decision-making in line with the Fairer Scotland Duty, we have one impact assessment which covers equality and diversity, health inequalities, poverty and UNCRC Bill Tackling Poverty Team Equalities Network n/a Fairer Scotland Duty and EQIA covers a main element in this area and in addition the UNCRC Bill (when passed) will enhance this action further. Amber Page 89 of 128
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Supporting The Plan Action Brief Description Planned Outcome Lead Team Baseline 2022/23 – Status 2022/23- RAGG STATUS Introduce Memorandums of Understanding between the Financial Inclusion Team and Services Income maximisation and debt advice services are available to all residents via either the services themselves or effective referral routes All services will have a co- ordinated corporate approach to tackling poverty Tackling poverty team with other services n/a following restructure of full council there is no further requirement for this Grey Establishment of an Involvement Group to help shape the strategy and services In order to get the views and direction from those with lived experience, people will be invited to join an Involvement Group Establishment of Group * communities * financial inclusion team * community & voluntary sector *VANL n/a Decision has been made to address involvement via the community boards Red Work with Community and Voluntary Sector Networks to Improve Understanding of Poverty Within Communities Identify clear communication channels for sharing key "poverty" related messages across community and voluntary sector networks Those representing communities understand their roles and responsibilities in raising awareness of key poverty messages, challenging stigma Communities Team n/a Decision has been made to address involvement via the community boards Amber Work with Community and Voluntary Sector Networks to Improve Understanding of Poverty Within Communities Deliver a session to the community boards as part of their Development Programme to ensure that those representing communities understand the strategy, what poverty looks like and some of the key messages, promote access to services and reduce stigma Communities are equipped with an understanding of poverty and how local people can access support Communities Team n/a Decision has been made to address involvement via the community boards Amber Work with Community and Voluntary Sector Networks to develop clear role and responsibilities for community boards and local anchor organisations as champions in challenging stigma and promoting supportive local approaches identify champions through community boards to participate in any awareness raising, identify and share information relating to action and key messages around poverty in localities Communities are equipped with an understanding of poverty and how local people can access support Communities Team n/a Each community board has established a Poverty Sub Group Amber Establish a Data Group to produce a "heat map" services and information we hold on our communities to be layered to identify areas to direct resources accordingly Direct resources and become more proactive Tackling Poverty Officers Action Group n/a preliminary work to be reported in March 22 Amber Page 90 of 128
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Appendix 2 Report: North Lanarkshire Year 4 Local Child Poverty Action report Information Feedback Prepared by: Lizzy Hammond, Anne Lee, and Julie Arnot Public Health Scotland Background The Child Poverty National Partners agreed to pilot a new processing arrangement for year four Local Child Poverty Action Reports (LCPARs) in which national partners were allocated reports to process and provide feedback if requested. Public Health Scotland processed North Lanarkshire’s year 4 report and provided informal feedback in January 2023, where it was agreed that PHS would provide an informal write up of the feedback provided. Overall North Lanarkshire’s Local Child Poverty Action Report (LCPAR) is a well-written report structured around the three drivers of child poverty. The report clearly demonstrates that there is a lot of work underway in North Lanarkshire to address child poverty, recognising the impact of the pandemic and cost crisis on families. NHS Lanarkshire’s contribution is threaded throughout the report and appears to demonstrate good partnership working with a clear focus and commitment to child poverty. The feedback provided was consistent with what have already been identified locally as areas for improvement, some of which are already underway: • Use of data and intelligence • Lived experience • Focus of priority families • Understanding progress and impact North Lanarkshire outlined the intention to move to an overarching Tackling Child Poverty strategy to align with the Best Start Brighter futures plan covering the same reporting period (2022/2026). Data and Intelligence The report presents DWP figures for the overall number of children living in low- income households in North Lanarkshire and the rates at a community level, both in and out of work. There was a lack of data presented on the six priority groups, or further data and intelligence to indicate the extent and location of child poverty. It meant that a clear link between the intelligence presented, and the actions identified in the report could not always be made regarding how it informs local priorities to tackle child poverty. North Lanarkshire did demonstrate where data and intelligence was used to shape action on increasing income via employment specifically through supporting participation in the labour market. It provided the context of the labour market in terms of the impact of the pandemic (UK job retention scheme, vaccine roll-out for Page 91 of 128
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those of working age and school re-opening, but childcare remained an issue), and in-work concerns as pay growth is below inflation. It draws on data used as a measure of unemployment, including long term unemployment, employment, economic inactivity, including from long term sickness, and draws on evidence from the Fraser of Allander Institute and The Institute of Employment Studies to shape its employability programmes. The employability programmes are listed with descriptions and impact, and although some programmes were targeted at priority families such as the parental employment support fund and employment support funds, it would be useful to draw out the impact on priority groups across all the programmes. A task identified in the action plan for the data group was to ‘Identify all key areas of data and establish a “heat map” allowing resources to be directed accordingly’. This work was not progressed in time for use in this report but will be a useful tool in the future. Lived experience The report presented excellent case studies, the majority of which were from the priority groups, often demonstrating intersectionality between the priority groups and complexities in circumstances (for example the case study of Chelsea, a young lone parent). The case studies demonstrated the impact of services and highlighted the benefit of services where one key person or service engages a number of different services to support the family needs. North Lanarkshire have already identified that lived experience needs to be used to influence their approach to strategy development and reducing inequality where families’ experiences are expressly considered. It recognised the importance of the third sector in ensuring lived experience is used in decision making. It highlighted the work of One Parent Family Scotland (OPFS) in providing evidence of experiences of young, lone parents in North Lanarkshire and the multiple barriers they face in engaging with services. Priority families Throughout the report the priority families are mentioned. There is, however, little data presented on the six priority families in North Lanarkshire and their engagement with services. There are specific programmes targeted at priority families such as the Prospects for Parents targeting the 6 priority groups that are out of work and in work which was highlighted as a good example. There were some programmes and/or activities that report on the overall number of people supported or engaged with services, but it would be useful to focus on families, in particular the priority families. There is evidence that programmes are moving towards better capturing this data, such as using IT system changes as an opportunity to capture priority groups and NHS employability programmes. Understanding progress and impact The report highlights North Lanarkshire’s commitment to reducing child poverty and the intention to move to an overarching Tackling Child Poverty strategy to align with the Best Start Brighter futures plan. Page 92 of 128
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For this strategy it would be helpful for North Lanarkshire to develop a measurement framework or set of indicators to measure progress and impact. The current report draws on a range of policy areas but there is a gap in assessing the impact of these on child poverty. Consideration should be given to how current services are monitored and evaluated, and whether this provides a useful insight into their impact on low-income families. For example, the Club 365 programme was detailed but with no evidence provided of engagement of low-income families or impact. Examples of good practice There were a number of activities that were highlighted as interesting or good examples of practice. These were: • Fuel hardship payment of £150 with the addition of offering income maximisation, debt advice and budgeting in response to the cost crisis. • NHS Lanarkshire’s employability strategy being developed with a focus on priority families and existing programmes such as the kick start scheme, modern apprentices and the HCSW employability programme. • Free toast for all in schools with the development of QR codes. • Financial inclusion team embedding into social work practice that was reported as having a direct impact. The IT systems are also changing to support identifying priority families. • The case study of Clyde Valley High School where data is presented on high levels of low-income families attending the school using SIMD, entitlement of free school means and clothing grants. The school is providing universal free toast to all pupils in the mornings to reduce stigma and recognising the social preferences of the school pupils. In addition the QR codes will look to access the profile of the pupils accessing the provision. The pupil-led set up of the ‘Little of Shop of Happiness’ was also a good example, where school clothing, general clothing such as warm coats and footwear, food, toiletries, and household goods are offered stigma-free. This project demonstrated where the local community and business are now supporting this approach. Page 93 of 128
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North Lanarkshire Council Report Wellbeing and Tackling Poverty Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/JC Date 05/05/23 Tackling Poverty Financial Support Update Report From Alison Gordon, Chief Social Work Officer (Education, Families, Justice & Integrated Practice) E-mail Gordonal@northlan.gov.uk Telephone 01698 332001 Executive Summary On 29th September 2022, the Policy and Strategy Committee approved the approaches of the use of the Council’s Local Authority Covid Economic Recovery Fund, provided by the Scottish Government for assisting residents with financial support from the recovery of Covid and with the Cost-of-Living Crisis. An update on the Financial Supports was submitted to the Wellbeing and Tackling Poverty Committee on 3rd February 2023. This report provides a further update of the financial support provided by the Council to assist residents with the Cost-of-Living Crisis, via the NL Child Payment, Fuel Hardship Payment and the Pensioner Fuel Grant. The report also seeks the endorsement of the redistribution of the underspend of the funds to Pensioner Fuel Grant, Scottish Welfare Fund and the Flexibility Budget for additional Tackling Poverty initiatives during the period 2023/24. Recommendations It is recommended that the Wellbeing and Tackling Poverty Committee: (1) Note the outcomes of the financial support provided to residents from the Local Authority Covid Economic Recovery Fund via the Council’s NL Child Payment, Fuel Hardship Payment and Pensioner Fuel Grant. (2) Endorse the distribution of the underspend of the funds to Pensioner Fuel grant, Scottish Welfare Fund and the Flexibility Budget for additional Tackling Poverty initiatives during 2023/24. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements AGENDA ITEM 4 Page 95 of 128
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1. Background 1.1 On 21 February 2022 the First Minister announced a new £80m Covid Economic Recovery Fund targeting support for businesses and communities with the move to a new phase in the Covid pandemic with fewer restrictions. The policy intent of this funding is to support local economic recovery and cost of living impact on low-income households. North Lanarkshire received £5.149min funding. 1.2 The Policy and Strategy Committee approved the use of these funds with additional Council funding to assist residents impacted by the Cost-of-Living Crisis on 29th September 2022. The report on the approaches to the use of these funds were also submitted to the Wellbeing and Tackling Poverty Committee on 4th November 2022 for the Committee information. 1.3 The Policy and Strategy Committee approved the following allocation of funds and targeted payments: • Food Poverty and Insecurity Continuation of funding to Lanarkshire Community Food and Health Partnership £10,000. • Financial Insecurity Payments (cost of living crisis) payments in line with Low Income Pandemic Payment principles £2,000,000M A NL Child Payment: to assist residents experiencing financial insecurity due to the cost-of-living crisis, is to make a £125 payment per child who are in receipt of Free School Meals and/or School Clothing Grant, including nursery children. • Fuel Hardship Payment additional funding for fuel hardship payment to maximise the households eligible for the existing scheme £960,000. The underspend in the previous tranche of the Financial Insecurity Fund for Fuel Hardship Payments was added to the Local Authority Covid Economic Recovery Fund £960,000 for Fuel Poverty, taking the total for 2022/23 Fuel Hardship Payment to £2.161M. A Fuel Hardship Payment: targeted to assist low-income households who will only receive the £400 payment towards their energy bill from the UK Government but will not qualify for any other assistance for the cost-of-living crisis, these groups are also not eligible for the NL Child Payment. The Fuel Hardship Payment will be set at £150 per household. 1.4 The Chief Executive’s Service (Financial Solutions) was also allocated funding for tackling poverty with additional funding for Scottish Welfare Grants and Pensioner Fuel Grant for pensioners in receipt of pension credit/saving credits (£100 per Household). With Housing Solutions receiving additional funding of £363,000 for the continuation of the Tenants Hardship Rent Grant Fund. 1.5 A further update report was submitted to the Wellbeing and Tackling Poverty Committee on 3rd February 2023. 1.6 The Wellbeing and Tackling Poverty Committee on 3rd February 2023, approved the request that Chief Officers could redistribute the funds between the strands of the Financial Supports budget in response to ongoing analysis of demand on each strand to ensure maximum impact of the funds within the priority areas approved by the Committee. Page 96 of 128
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2. Report 2.1 NL Child Payment 2.1.1 NL Child Payment is to assist residents experiencing financial insecurity due to the cost- of-living crisis, in making a £125 payment to families for each child who are in receipt of Free School Meals and/or School Clothing Grant, including nursery children. 2.1.2 The table below sets out the total amount of Children and Families who received the NL Child Payment which includes a potential up run for children and families who may meet the criteria up to 6th December 2022, from the date the payment date of 4th November 2022. NL Child Payment NLC CHILD PAYMENT - £125 No of Children No of Families Amount Paid Paid - 04/11/22 11,979 7,396 £1,497,375.00 Catch up run - paid 23/12/22 & 07/02/23 508 341 £63,500.00 12,487 7,737 £1,560,875.00 2.1.3 The above chart indicates that from the total budget for NL Child Payment (£2M), there remained an underspend of £439,125. Details of the use of underspend in each strand are detailed in section 2.10. 2.2 Fuel Hardship Payment 2.2.1 The Fuel Hardship Payment aimed at providing financial support to low-income households who would only receive the UK Government’s universal payment of £400 to all households in the UK, was launched on the week beginning 10th October 2022. 2.2.2 There has been a significant communications campaign by Corporate Communications to encourage take up of the payment for low-income households since the launch of the scheme. At the end of January 2023, the application page for the Fuel Hardship Payment had been landed on over 570,000 times. However, the actual applications made for the payment is only slightly above 1% of the landings on the application page. (See, table below at 2.2.4) 2.2.3 Due to lower than anticipated initial take up and following discussions between lead officers, it was agreed that the period for applications to the scheme, originally scheduled to end in December 2022 be extended to 31st March 2023 in alignment with the UK Government’s financial support for energy assistance. Page 97 of 128
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2.2.4 The table below outlines the applications/payments made to date so far: Fuel Hardship Payments FUEL HARDSHIP PAYMENT - £150 Applications Received 6,295 Duplicate Applications 106 Total Applications Received 6,189 Paid 3,549 £532,350.00 Ready for Payment (Next Payment Run) 23 £3,450.00 Awaiting Further Info 11 Rejected 2,606 Status 6,189 Total Paid & Waiting to be Paid 3,572 £535,800.00 Outstanding to be Assessed 0 2.3 Pensioner Fuel Grant 2.3.1 In February 2022, the budget agreed by the Council included a grant for pensioners on low income to help mitigate the costs of higher fuel bills (two payments of £50). This would support those on pension credit (guarantee) and pension credit (savings). The initial assessment made in February 2022, was an estimate of a cohort of around 4,750 pensioners who met the criteria, resulting in £475,000 being allocated for this payment. 2.3.2 Following consultation and agreement with the Chief Officer (Finance), the scheme eligibility was updated to ensure that pensioners in receipt of either Pension Credit (Savings) or Pension Credit (Guarantee) receive the £100 Pensioner Fuel Grant (a total of around 8,700 households). 2.3.3 The Council already holds details of eligibility, there is no application process for the scheme. Households were written to in December informing them of their eligibility for the Grant. Where the Council has bank account details for the household (i.e., they pay their Council Tax by Direct Debit), the payment was made directly to their bank account in week commencing 19 December 2022. Where bank account details are not held, the letter included a bank mandate asking eligible households to provide their bank account and sort code either by email or by return in a prepaid envelope to allow the payment to be made directly to their bank account. Page 98 of 128
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PENSIONER FUEL HARDSHIP SCHEME - £100 No of Households Value Bank Details Held - Paid 16/12/22 3,804 £380,400.00 Bank Details Collected & Paid 4,040 £404,000.00 Awaiting Payment (Next Payment Run) 42 £4,200.00 Rejected (Payment Returned – pension now deceased) 13 £1,300.00 Awaiting Further Action (e.g. bank detail confirmation required) 146 £14,600.00 8,045 £804,500.00 No Response Cases 515 8,560 Reminder Letters Issued 27/02/2023 1,629 2.4 Scottish Welfare Fund - £1.759m Allocation of additional support to Scottish Welfare Fund to ensure additional demand can be met and priority level retained at ‘medium’ during 2022/23. Throughout 2022/23 the Finance service has seen an increase of 7% in applications received and an increase in 8% of applications approved. In addition, with the priority remaining at ‘medium’ throughout the financial year the average costs of each approved grant have increased too. As a result, the full core budget and additional funding have been utilised in full. 2.5 Tenant Hardship Rent Grant Fund - £363,000 This fund provided financial support and advice to tenants in order, to sustain tenancies and prevent homelessness. It was aimed at NLC tenants who were in arrears and were experiencing financial hardship due to the increase in the cost of living/rising costs of fuel. Assistance with outstanding rental payments was provided which allowed tenants on low incomes to address other financial priorities and also allow officers to provide financial assessments and advice at point of contact/application. The maximum payment was £1,500 and it was not refundable, 384 NLC Tenants were assisted to the value of £363,000. 2.6 School and Early Years Clothing Grants - £300,000 Continuation of enhanced grant value for school aged pupils and NLC scheme for early years children during 2022/23. 2.7 Free School Meal Holiday Payments - £1.555m Continuation of SG’s support to families in receipt of free school meal during holiday periods. Confirmed until April 23 payment total £150 split across holiday periods. 2.8 Other Payments 2.8.1 Food Poverty and Insecurity Continuation of funding to Lanarkshire Community Food and Health Partnership £10,000, has been drawn down by Lanarkshire Community Food and Page 99 of 128
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Health Partnership, to provide food provision to residents, Foodbanks, and other Food Initiatives. 2.9 Cost of Living Helpline 2.9.1 In the Cost-of-Living report submitted to the Wellbeing and Tackling Poverty Committee on 3rd February 2023, reference was made to the Tackling Poverty Team being enhanced to deliver the Cost-of-Living Helpline for the next 24 months on behalf of the Council. 2.9.2 The table below sets out to date, the activity of the Helpline, since 30th November 2022 to 31st March 2023; No. of Calls received via Netcall 4729 Referrals Via Phone 1558 Referrals via DWP Correspondence 27 Referrals Via Mailbox 2045 3630 Reason for Referral Welfare Rights 3160 Debt Advice 470 3630 2.9.3 The three main reasons for contacting the Cost-of-Living Helpline are for income maximisation (Social Security Benefits), food insecurity and fuel insecurity. 2.10 Redistribution of Budget 2.10.1 The Chart below outlines the spend of the total Financial Support Budget. Actual Expenditure @ 31/03/23 Budget Current variance £ £ £ NL Child Payment 1,560,875.00 2,000,000.00 439,125.00 Fuel Hardship Payment: Old scheme 248,700.00 251,000.00 2,300.00 New scheme 535,800.00 2,161,000.00 1,625,200 Total 2,345,375.00 4,412,000.00 2,066,625 Pensioner Fuel Grant 804,500.00 475,000.00 (329,500) 2.10.2 Of the total budgets for Financial Supports £4,412,000, £2,345,375 has been spent via the different strands, as at 31st March 2023, which results in an underspend of £2,066,625. These figures and underspend have the potential to change following the year end position of the Funds. Page 100 of 128
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2.10.3 In line with the delegation agreed at the Wellbeing and Tackling Poverty Committee on 3rd February 2023, at a meeting on 20th March 2023, the Convener of the Wellbeing and Tackling Poverty Committee, the Chief Officer for Social Work and Chief Officer for Finance, it was agreed to redistribute the underspend to the following strands: 2.10.4 Pensioner Fuel Grant - £329,500 - to meet the additional costs of the earlier decision to extend this payment to those on either Pension Credit (Savings) or Pension Credit (Guarantee) 2.10.5 Scottish Welfare Fund - £1,487,125 - to ensure the Council can meet increasing demand for Crisis Grants and Community Care Grants and ensure they’re assessed at medium priority level throughout 2023/24. As highlighted in paragraph 2.4, the Council has experienced an increase in applications and an increase in the value of awards throughout 2022/23. Without additional funding the Council would be required to move to the ‘high and most compelling’ priority level. Under this rating, in order or be successful applicant’s needs would need to be judged to be immediate and extremely severe, the applicant would need to be highly vulnerable and at immediate risk and there would need to be significant and immediate adverse consequences if the item or money is not provided. 2.10.6 Flexibility Fund for Tackling Poverty Initiatives - £250,000. This will provide a budget to support additional initiatives to Tackle Poverty in the coming year in response to emerging priority areas. 3. Measures of success 3.1 The successful delivery of Financial Support to the residents of North Lanarkshire impacted by the Cost-of-Living Crisis. 4. Supporting documentation N/A Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integrated Practice) Page 101 of 128
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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 have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The endorsement within the report allow for the realigning of some of the LACER funding across the priority areas previously identified however demands will continue to be met from the overall LACER budget allocation from Scottish Government. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 102 of 128
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A communication plan is in place under the umbrella of the Cost of Living actions. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is a risk that underspends in some areas of the fund could dilute impact and create reputational damage given the context of a cost-of-living crisis but this is mitigated by the realignment of funds to other priority areas extending the impact of funds into 2023/24. Page 103 of 128
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 104 of 128
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North Lanarkshire Council Report Wellbeing and Tackling Poverty Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/AG Date 05/05/23 Implementation of the National Trauma Framework in North Lanarkshire From Alison Gordon, Chief Social Work Officer (Education, Families, Justice and Integrated Practice) E-mail GordonAl@northlan.gov.uk Telephone 01698 332001 Executive Summary The Transforming Psychological Trauma: Knowledge and Skills Framework (The Framework) has been developed by NHS Education Scotland (NES) to support the delivery of Scottish Government and COSLA’s joint policy intention to create a trauma-informed workforce. Being trauma-informed is about long-term culture and system change across the council to create the conditions in which staff feel supported to care for and respond to citizens in ways that recognise the impacts of trauma and create relationships that heal and resist re- traumatisation. It will support the delivery of the ambitious changes within the new Programme of Work. The purpose of this paper is to set out for Committee the actions being taken by the Council to embed the Framework in North Lanarkshire, highlight areas of practice where a trauma informed approach is already making a positive difference for children and individuals and outlining next steps, in ensuring North Lanarkshire becomes a leading trauma-informed council. Recommendations It is recommended that the Wellbeing and Tackling Poverty committee 1. Endorse the approach to the implementation of Trauma Informed Practice across the Council as set out in this report 2. Agree that the whole workforce should be trained at the ‘trauma-informed level’ as part of the suite of mandatory training 3. Appoint an Elected Member Trauma Champion to support the work to promote a vision for North Lanarkshire becoming a leading trauma-informed Council 4. Agree to North Lanarkshire Council signing up to the national Leadership Pledge of Support AGENDA ITEM 5 Page 105 of 128
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The Plan for North Lanarkshire Priority Support all children and young people to realise their full potential Ambition statement (9) Invest in early interventions, positive transitions, and preventative approaches to improve outcomes for children and young people Page 106 of 128
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1. Background 1.1 Evidence of the full impact of trauma, particularly adverse childhood experiences (ACES) has been emerging now for some time, establishing beyond doubt that its effects can be wide-ranging, substantial, long-lasting, and costly (NHS Education for Scotland, 2021). In response to this, the Scottish Government established a National Trauma Training Programme, led by NHS Education for Scotland (NES) to support the ambition, agreed with COSLA, to create trauma-informed and trauma-responsive workforce and services across Scotland. 1.2 In 2019 the Scottish Government published the Scottish Psychological Trauma Training Plan (Trauma Training Plan) to support local implementation of the Transforming Psychological Trauma: Knowledge and Skills framework for the Scottish Workforce (The Trauma Framework). Working with COSLA, the commitment to the implementation of The Trauma Framework was reiterated in the Programme for Government 2021-22 along with the initiation of a Leadership Pledge of Support for Trauma Informed Practice to raise the standard of support across public and third sector organisations. COSLA and a number of local authorities and HSCPs have signed this pledge, including North Lanarkshire HSCP. See Leadership Pledge Signatories. 1.3 The Trauma Framework outlines the importance of creating a trauma-informed system and organisation that supports the workforce engage with citizens in a trauma-informed way. This is reflected in 5 key drivers for trauma-informed practice which emphasise the importance of leadership and the wellbeing of the workforce: 1. Leadership and management 2. Workforce wellbeing 3. Workforce knowledge and skills 4. Experts by experience 5. Data and feedback loops 1.4 Being ‘Trauma Informed’, both at the practitioner and organisational level means being able to recognise when someone may be affected by trauma, taking this into account, and responding in a way that supports recovery, does no harm, and recognises and supports people's resilience. To achieve this, a trauma informed approach comprises 5 key principles: Safety, Trust, Choice, Empowerment, and Collaboration (see Appendix A). 1.5 The Trauma Training Plan, developed by NES, tailors training to the type of role and function performed by staff across 4 practice levels: trauma informed; trauma skilled; trauma enhanced, and trauma specialist (see Appendix B). 1.6 Being trauma-informed as an organisation has significant benefits for staff and the people they serve. Services are organised in ways that promote safety and trust to prevent re-traumatisation, and this is effective in preventing concerns and difficulties escalate, which in turn have a human and economic cost. The approach is about addressing inequality by ensuring that those affected by trauma (staff or those they serve) do not experience barriers to life chances and choice as a result of trauma and that trauma is recognised and responded to in order to support recovery. Becoming a trauma-informed organisation is not simply about doing what we already do better. Rather it is transformative in the way services are organised and delivered and Page 107 of 128
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therefore has the potential to be key driver of success for the delivery of the ambitions of the Programme of Work 2023-2028. 2. Report 2.1 Scottish Government and COSLA asked all local authorities and health boards to appoint trauma champions to ‘oversee, encourage and raise awareness of trauma informed and trauma responsive practice across all services within their area’. The champions have a specific responsibility to influence local leaders to embed the five key drivers of trauma-informed practice (as detailed in 1.3) across their area. 2.2 The Principal Psychologist and Senior Education and Families Manager (Social Work) are the nominated champions for the Council and a Health and Social Work Manager is the champion within the North Lanarkshire Health and Social Care Partnership. As requested by COSLA and Scottish Government, Ministers have been advised of these names, who are working with national leads in Scottish Government and the Improvement Service, as well as local leads in NHS Lanarkshire in relation to implementation. 2.3 Following agreement by Corporate Management Team in July 2022, a steering group of officers from Education and Families, Enterprise and Communities, People Resources and the HSPC has been established with the purpose of providing strategic direction and coordination of support and training to promote the implementation of Trauma-Informed Practice. The Scottish Government has made £100K available to all local authorities over two years to support the implementation of Trauma-Informed Practice. An officer was therefore appointed in January 2023, to lead on the implementation of Trauma Informed Practice and build on, and add pace to, the work started to integrate the Trauma Training Plan with current training plans in place to deliver The Plan for North Lanarkshire. Trauma Informed Practice in North Lanarkshire 2.4 The importance of being trauma-informed in our approach to support children, young people and their families has been recognised by services across the Council. Within the Education and Families, the Roadmap to Recovery, approved by the Education and Families Committee in September 2022, sets out a strategy to develop a trauma skilled work force, building on established work around nurture, resilience and other approaches based of forming strong relationships with children and families. Awareness about the importance of trauma recovery has been integrated into the delivery of nurture and resilience work and critical incidents. 2.5 The importance of being trauma-informed also underpins the Children’s Services Partnership’s longstanding investment in the Solihull approach (early intervention to promote emotional health and wellbeing) and its principles have been incorporated within the multiagency child protection training delivered by TOD and has informed the statement of principles, ‘Our Approach to Family Support’, adopted by the Partnership. Within children and families social work, there has been specific focus on key innovations in the implementation of Trauma Informed Practice. For example, North Lanarkshire is one of the first local authorities in Scotland to adopt the Scottish Child Interview Model (used with children who may have experienced abuse) with staff trained in Trauma Informed Practice at an enhanced level to reduce the re- traumatisation of children and promote recovery. High rates of disclosure have been a key indicator of success in taking this trauma-informed approach. A further example is work to develop a trauma informed approach by social work and CLD staff with young Page 108 of 128
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people at risk of harm or exploitation in the community – Contextual Safeguarding. An evaluation of this approach, undertaken by the University of Sussex in 2022 found that practitioners demonstrated trauma informed practice by • Prioritising who young people are and what they could be – rather than the risks that they face • Identifying young people’s experiences of trauma and addressing these when developing plans to support them • Challenging each other when service practices/cultures are not trauma-informed or risk re-traumatisation • Identifying services and relationships in community settings that could offer sustainable safety to young people beyond the life of an intervention 2.6 The housing service is working to a embed trauma-informed understanding of working with people through its implementation of the Solihull approach across the service. Other initiatives such as psychologically informed environments, ‘Family Plus’ and ‘Forever Homes’ have been piloted with housing and partners recognising the importance of trauma-informed approaches on improving outcomes. The new Local Housing Strategy (2021-2026) and the Rapid Rehousing Transition Plan also set out how a trauma-informed workforce will improve outcomes for people in need of support with housing. Work is also underway to help identify the barriers and enablers for adopting a trauma-informed approach within housing to inform the actions and support required to embed trauma-informed practice in housing practice. 2.7 An awareness of the impact of trauma is now also embedded into the approach to the design and development of our community hub programme. Working with the Promise Development team and Council equalities officer we applied a ‘trauma lens’ using the Scottish Government toolkit and identified a number of improvement actions e.g. paint colours, signage, seating, layouts and signposting to supports and services. This work will continue as our new community hubs are introduced and through tests of change to address the barriers that those affected by trauma can experience while accessing supports and services. 2.8 The Council’s Equalities Delivery Board also has Trauma Informed Practice firmly sitting within its strategy, delivery framework and five objectives to ‘ensure that local public services are responsive to different needs and treat users with dignity and respect’. Training 2.9 The steering group is developing a strategy to use the national Trauma Training Plan to support implementation in North Lanarkshire. An e-learning module at the ‘informed level’ (see Appendix B) is in development for all staff in the Council and committee is asked to approve its inclusion within the mandatory suite of training for Council employees. Beyond this, an assessment tool is being developed for services to identify at what level groups of staff need training across. A specific training offer for education staff has been developed in collaboration with Education Scotland to enhance understanding of trauma responsive strategies, aligned with the outcomes within the Roadmap to Recovery. 2.10 Dr Claire Stewart, Lanarkshire Trauma Coordinator, has delivered an introduction to The Trauma Framework to the Corporate Management Team and elected members, which is now available to members digitally. Page 109 of 128
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2.11 The principles of being trauma informed underpin and support all work with children, families, and adults. As such, the steering group has coordinated a review of training delivered to social work practitioners, housing staff, within education and across public protection to identify where the principles of trauma informed practice are embedded in training already. Training packages have been updated to reflect these principles where required. Next Steps 2.12 There has been a lot of activity to raise awareness about trauma-informed practice to lay the foundations for a trauma informed workforce through training. However, the success of such initiatives will be limited without clear and unambiguous strategic and organisational support for the approach, which ensures it ties in with the vision and strategic priorities of The Plan for North Lanarkshire. We are at the beginning of this process as a Council that moves from an organisation that is trauma aware to one that is trauma informed as set out in Appendix C. Particular attention needs to be given to ensuring that we understand the impact and how outcomes for people are being improved through the development of a trauma informed workforce. 2.13 Embedding sustainable trauma-informed ways of working is about long-term culture change. The steering group has identified key priorities below linked to the 5 strategic divers for a Trauma Informed organisation outlined in 1.3: 2.13.1 Leadership: Appoint an elected member as Trauma Champion to support the work of the steering group develop plans for North Lanarkshire becoming a trauma-informed Council to support the fulfilment of the ambitions of the Plan for North Lanarkshire and the new Programme of Work. Re-fresh governance of the steering group to align with the new arrangements for overseeing the Programme of Work 2023-2028. 2.13.2 Workforce Wellbeing: The actions to deliver the Council’s Mental Health Strategy for staff are underpinned by the 5 principles of a trauma-informed organisation. 2.13.3 Workforce knowledge and skills: Each service across the Council assesses at which level staff need training and a base line is established in order to update the training strategy for trauma-informed practice. 2.13.4 Experts by experience: Individuals, families and communities drive our approach to becoming a trauma informed organisation using existing structures for participation and engagement. 2.13.5 Data and Feedback Loops: Base lines and outcome data for trauma informed practice are integrated and aligned with measures of success within the Council’s new Programme of Work. Leadership Pledge 2.14 As set out in the Programme for Government 2021, a Leadership Pledge of Support has been introduced for organisations to demonstrate their commitment to supporting and embedding a trauma informed culture across their workforce and services. Signatories to this pledge agree to: • Work with others to put trauma-informed and responsive practice in place across our workforce and services. Page 110 of 128
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• Deliver services that wherever possible are actively informed by people with lived experience of trauma. • Recognise the central importance of relationships that offer collaboration, choice, empowerment, safety, and trust as part of a trauma-informed approach. • Respond in ways that prevent further harm, and that reduce barriers so that people affected by trauma have equal access to the services they need, when they need it, to support their own journey of recovery. 2.15 Members are asked to endorse the Council becoming a signatory to the Pledge as a further step in signalling the Council’s commitment to becoming trauma informed as a way of working and approach in everything it does and its importance for the delivery of high-quality services and support to people in North Lanarkshire. 3. Measures of success 3.1 Staff are trained in Trauma Informed Practice at the level commensurate with their role. 3.2 Improvement action on trauma design of spaces are delivered in line with the implementation of town and community hubs with ongoing learning feeding into future design. 3.3 Staff engagement, retention and wellbeing is improved through the implementation of trauma informed work at a systems level. 3.4 Council staff, services, and environments recognise the prevalence and impact of trauma, how they may create barriers to support, the key role they play in people’s recovery, and how they can reduce the possibility of re-traumatisation. 3.5 Outcomes for children, young people and adults are improved through positive relationships with staff and evidenced in feedback from citizens on their experiences. 4. Supporting documentation 4.1 trauma-training-plan-final.pdf (transformingpsychologicaltrauma.scot) 4.2 Appendix A – Trauma Informed System 4.3 Appendix B – Trauma Training Plan 4.4 Appendix C – Trauma Informed Roadmap 2023-25 Alison Gordon Chief Social Work Officer (Education, Families, Justice and Integrated Practice) Page 111 of 128
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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? There is a growing body of evidence that impact of adverse childhood experiences and trauma contribute to increased risk of a wide range of physical and mental health conditions and social problems, including involvement in the justice system (Scottish Government, 2018). A trauma-informed approach to the delivery of services mitigates these risks and is an important component in the strategic work to reduce inequalities and delivering priorities within the Council’s new Programme of Work. If Yes, has an assessment been carried out and published on the Council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Cost of the Trauma Informed Practice implementation post (NLC 12) at mid-point including on costs is £46,705, 0.8 FTE. This is a temporary post for two years funded from Scottish Government Grant for 2022-23 which is being carried forward into 2023-24. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Trauma Informed Practice features as a firm commitment within the strategy, delivery framework and objectives of the Equalities Delivery Board. In terms of trauma design of town and community hubs and their spaces, the Council’s Safety and Wellbeing team and Equalities officer are involved in plans and improvement actions. The TOD team are engaged in training roll out proposals contained in this report and as HR policies are reviewed the impacts of trauma will be considered in development of guidance and toolkits to promote the wellbeing of staff. It is important to note that many staff may have experienced trauma themselves, and some research suggests that those in human services have a higher prevalence of adverse experiences, which means that staff support and strategies to mitigate secondary traumatic stress are crucial (Scottish Government, 2021). Page 112 of 128
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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 have been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If yes, please provide a brief summary of the impact? There will be some impact on technology and digital given that supports and services will take a Trauma Design approach. This includes materials and media, policies and procedures and communications digitally. 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? There will be some impact around communication and engagement with communities and with staff if the report is approved. Particular emphasis will need to be given to engagement and communication around the training roll out. In terms of physical design of spaces, environment, and buildings there may be requirements to replace signage and other communications material. Page 113 of 128
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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? There are risks to children and families of re-traumatisation and increased distress if staff are insufficiently trauma-informed in their approach and practice. The roll out of The Training Plan is a national policy priority and the extent to which services have integrated and applied the approach will be subject to external scrutiny, particularly in any joint strategic inspection of children’s or adult services. If our workforce do not recognise trauma as an important factor impacting health throughout a person’s life, there is a risk that we do not enhance the positive impact we are seeking to achieve against our citizens health and wellbeing outcomes. If our physical spaces are not designed and maintained to offer a sense of safety, calmness, dignity, and promoting choice and control it could significantly impact the positive impact and aspiration we have for our town and community hubs. This also extends to an impact on productivity of staff and our ability to provide supports and services that are inclusive and responsive in their delivery. The trauma roadmap applied to our operating model for town and community hubs will address this risk through the improvement action. Attention to the principles of Trauma Informed Practice has now been incorporated into the revised Strategic Policy Framework adopted by the Policy and Strategy Committee on 16 March 2023. Furthermore, Trauma Informed Practice now firmly sits within the objectives of the Council’s Equalities Delivery Board. The steering group is creating a project risk register in line with the development of the implementation plan as outlined in 2.11. 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. • Our approach to participation planning to ensure that all citizens with lived experience are included in co-design/co-creation of services, and we engage with relevant organisations. • Completion of EQIA for operating model for town and community hubs Page 114 of 128
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Appendix A: Trauma-Informed System Page 115 of 128
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Appendix B: Trauma Training Plan Page 116 of 128
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APPENDIX C: Trauma Informed Roadmap 2023-25 Page 117 of 128
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North Lanarkshire Council Report Wellbeing and Tackling Poverty Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/JC Date 05/05/23 Strategic Performance Framework - latest performance results for the Tacking Poverty Service From Alison Gordon, Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) E-mail GordonAl@northlan.gov.uk Telephone 01698 332001 Executive Summary As part of its broader Tackling Poverty Strategy. Towards a fairer North Lanarkshire, the council provides general and specialist welfare rights services and supports to individuals and families in North Lanarkshire which are crucial to those who are entitled to benefits, including those on low incomes. This assists service users to claim all benefits to which they are entitled. The main focus of all welfare rights work is to support income maximisation through provision of direct advice and support for claims, consultation and guidance for fieldwork staff, representing clients at tribunals and hearings, and supporting specialist social work services. Successful welfare rights interventions (where individuals are awarded extra benefit) frequently means that, as a result of increased income, they are better able to manage their own affairs and may not require further social work services. Successful outcomes in terms of income maximisation therefore play a vital role across social work services including those for adults, children and families, justice services, mental health, and addictions as well as supporting address associated health inequalities, housing sustainability and community wellbeing and bringing further income into the local economy. The Tackling Poverty team provide an annual activity report to committee that provides details of the income maximisation work carried out in that year. A range of performance indicators are also in place to monitor efficiency and effectiveness in terms of service delivery and case management on a day to day basis. This also allows year on year comparisons. For strategic overview and scrutiny purposes, this report provides Members of the Wellbeing and Tackling Poverty Committee with an update of the latest results for the suite of performance indicators for the Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) that are within the remit of this Committee. Recommendations It is recommended that the Wellbeing and Tackling Poverty Committee : (1) Review the high-level performance overview presented in Appendix 1, and the supporting data contained within the linked Excel spreadsheet, and identify where further information is required to understand or investigate performance further. AGENDA ITEM 6 Page 119 of 128
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The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Page 120 of 128
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1. Background 1.1 There are six inter-related strategic frameworks which are key to assessing the success of The Plan for North Lanarkshire and monitoring delivery towards achieving the overall vision by ensuring each stage is appropriately planned, guided, implemented, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 The Strategic Performance Framework comprises performance measurement at three levels (as per the diagram on the right). This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day to day activities, and progress towards achieving the long- term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission statutory direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in reporting areas of improvement that have been achieved and not achieved. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information that facilitates Elected Members and senior management to undertake regular performance reviews that inform scrutiny, challenge, and decision making processes. This Schedule, endorsed by the Audit and Scrutiny Panel in February 2023, includes Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Wellbeing and Tackling Poverty Committee with the latest performance results for the Tackling Poverty service for Members’ further review and scrutiny. 2. Strategic Performance Framework Wellbeing and Tackling Poverty Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Wellbeing and Tackling Poverty Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 9. Invest in early interventions, positive transitions, and preventative approaches to improve outcomes for children and young people. 11. Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial Page 121 of 128
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inclusion. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for each performance indicator within the remit of the Chief Social Work Officer (Children, Families, Justice, and Integrated Practice). 2.3 The information in Appendix 1 comprises the following: • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the last four financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the four financial years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights the effect of the pandemic on service delivery, e.g. any increase or decrease in the volume of transactions or enquiries processed. 2.4 A large volume of data supports the high-level performance overview in Appendix 1. This is outlined in the latest performance results for Tackling Poverty Excel spreadsheet which is available through the following link for Members to carry out a deep dive and review and scrutinise each performance indicator further. The Menu on the second tab of the spreadsheet contains built in hyperlinks that automatically take the user to a tab for each performance indicator and therefore provides a useful navigation aid to review the contents of the file. Latest performance results for Tackling Poverty.xlsx (sharepoint.com) 2.5 Current context 2.5.1 Local approaches to tackling poverty and reducing inequality continue to be driven in line with the Towards a Fairer North Lanarkshire Tackling Poverty Strategy 2020-23 (approved in June 2020) which is focused on the key drivers of poverty. In doing so, this strategy sets out an integrated approach to coordinating resources across the council (and with partners) to support effective delivery and ensure fairer outcomes for all local people can be achieved and sustained. 2.5.2 The effects of the pandemic impacted many individuals and communities in North Lanarkshire and brought income maximisation and the wider work undertaken to tackle A higher figure is better A lower figure is better Key to RAG status Performance is on target and/or within acceptable thresholds Performance does not meet target and is outwith acceptable thresholds Performance surpasses the target and exceeds expectations Page 122 of 128
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poverty into a sharper focus, highlighting the impact of low paid and insecure work in particular. The subsequent impact of the war in Ukraine on the economy alongside the wider cost of living crisis (with high inflation, price increases on energy, soaring fuel and food costs, and a real term cuts in wages) continue to acutely affect inequality and poverty in North Lanarkshire, impacting the most vulnerable individuals in local communities. 2.5.3 In 2022, the council agreed a range of measures that required to be introduced to respond to the cost of living crisis and assist residents in this respect. An update in terms of the implementation of these measures was considered by the Policy and Strategy Committee in March 2023, and a further update regarding future support is scheduled to be presented to the Wellbeing and Tackling Poverty Committee in cycle 3 of 2023. 2.6 Recent performance highlights 2.6.1 Council activity in terms of tackling poverty generated £35m in additional benefit income for the residents of North Lanarkshire during 2021/22. This is higher than the previous year (£24m) and the amount predicted (£30m) for the year. 2.6.2 In cost/benefit terms, for every £1 invested by the council in income maximisation for local residents and the local economy this generated £27.52 in 2021/22. This is higher than the previous year (£19.10). 2.7 Areas of performance requiring improvement 2.7.1 21,485 benefits checks were undertaken during 2021/22 to identify if the person’s income is fully maximised or if there are any shortfalls which can be remedied via the benefit system. This is lower than predicted, but a benefit check is available to all of North Lanarkshire's residents and is carried out for all who request this service. To date in 2022/23, 17,703 checks have been undertaken as at February 2023 suggesting a slight fall in in year checks undertaken. Further analysis will be undertaken to identify any factors behind this alongside continued promotion of the service. This will include analysis of referrals made by services as well as contact made with the first-point-of contact helpline whose capacity has recently been extended to provide also wider cost- of-living advice and support. 2.8 The provision of financial education for school pupils through the MACA programme shows a sharp decline over this period as this was unable to be delivered due to the pandemic. A refreshed programme has now been re-established with delivery linked to Future Fridays, and therefore it is anticipated this trend will be reversed going forward. Next steps 2.9 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Tackling Poverty areas of work during 2023/24. Report Description Committee Committee cycle Local child poverty The Child Poverty (Scotland) Act 2017 places a duty on local authorities and NHS Policy and Strategy Cycle 3 in 2023 Page 123 of 128
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action report Boards to jointly develop and publish an annual Local Child Poverty Action Plan. The annual Child Poverty Action Report covers previous year activities and outlines future plans, in line with the statutory requirements and aligned to the Plan for North Lanarkshire. Committee Service activity annual report This report provides details of the income maximisation work carried out by the tackling poverty team in the last year. Also covered within the report is the activity undertaken by the external services commissioned by the council under the commissioning model. Wellbeing and Tackling Poverty Committee Cycle 3 in 2023 3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation 4.1 Appendix 1 - High-level performance overview Alison Gordon Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) Page 124 of 128
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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 have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 125 of 128
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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? Managing and monitoring service performance supports the ongoing monitoring of the service’s risk register. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 126 of 128
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Appendix 1 Chief Social Work Officer (Children, Families, Justice, and Integrated Practice) High-level performance overview - as at March 2023 Page 127 of 128
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