Agenda Document Pack - Executive Committee - 08/05/2024
South Lanarkshire Council · 8 May 2024
Back to Executive Committee — 8 May 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 30 April 2024 Dear Councillor Executive Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 08 May 2024 Time: 10:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Joe Fagan (Chair/ex officio), Gerry Convery (Depute Chair), Alex Allison, John Anderson, Robert Brown, Andy Carmichael, Maureen Chalmers, Ross Clark, Margaret Cooper, Andrea Cowan, Maureen Devlin, Gladys Ferguson-Miller, Lynsey Hamilton, Susan Kerr, Eileen Logan, Katy Loudon, Hugh Macdonald, Ian McAllan, Catherine McClymont, Kenny McCreary, Lesley McDonald, Mark McGeever, Davie McLachlan, Richard Nelson, Mo Razzaq, Kirsten Robb, John Ross, David Shearer, Margaret B Walker Substitutes John Bradley, Walter Brogan, Poppy Corbett, Margaret Cowie, Elise Frame, Celine Handibode, Graeme Horne, Martin Hose, Ross Lambie, Elaine McDougall, Norman Rae, Graham Scott, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Executive Committee held on 20 March 2024 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 1 April 2023 to 23 February 2024 and Probable Outturn Report dated 18 March 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 13 - 18 4 Capital Budget 2023/2024 and Monitoring for Period 12 - 1 April 2023 to 23 February 2024 Report dated 9 April 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 19 - 28 5 Additional Funding from Scottish Government and Other External Sources Report dated 18 March 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 29 - 32 Item(s) for Decision 6 Transformation Fund Proposals and First Phase Joint report dated 15 March 2024 by the Executive Directors (Housing and Technical Resources) and (Community and Enterprise Resources). (Copy attached) 33 - 38 7 Recommendations Referred by Community and Enterprise Resources Committee Report dated 23 April 2024 by the Chief Executive. (Copy attached) 39 - 44 8 Lanarkshire British Sign Language Plan 2018 to 2024 Update; Proposed Shared Lanarkshire British Sign Language Plan 2024 to 2030 Report dated 23 April 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 45 - 62 9 Representation on Outside Bodies – Care and Repair in South Lanarkshire Advisory Committee Report dated 24 April 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 63 - 64 10 Strathclyde Regional Bus Strategy - Recommendations for Future Delivery of the Regional Bus Network Report dated 17 April 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 65 - 74 2
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Item(s) for Noting 11 South Lanarkshire’s Progressive Housing Framework Joint report dated 9 April 2024 by the Executive Director (Housing and Technical Resources) and Director, Health and Social Care. (Copy attached) 75 - 98 12 Homelessness Pressures - Impact and Mitigation Report dated 26 March 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 99 - 106 Urgent Business 13 Urgent Business Any other items of business which the Chair decides are urgent. Exclusion of Press and Public 14 Exclusion of Press and Public It is recommended that the Committee makes the following resolution:- "That, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it is likely that there will be disclosure of exempt information in terms of Paragraphs 2, 6 and 9 of Part I of Schedule 7A of the Act." Item(s) for Decision 15 Former Bairds Building, Hamilton • Exempt information in terms of Paragraph 6 of Part I of Schedule 7A of the Act • Exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act 16 Hamilton Master Plan - Newcross Centre, Hamilton • Exempt information in terms of Paragraph 2 of Part I of Schedule 7A of the Act • Exempt information in terms of Paragraph 6 of Part I of Schedule 7A of the Act For further information, please contact:- Clerk Name: Pauline MacRae Clerk Telephone: 07385 370044 3
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Clerk Email: pauline.macrae@southlanarkshire.gov.uk 4
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EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 20 March 2024 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Robert Brown, Councillor Andy Carmichael, Councillor Ross Clark, Councillor Gerry Convery, Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Susan Kerr, Councillor Eileen Logan, Councillor Katy Loudon, Councillor Hugh Macdonald, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Kenny McCreary, Councillor Lesley McDonald, Councillor Elaine McDougall (substitute for Councillor Maureen Chalmers), Councillor Mark McGeever, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor John Ross, Councillor Graham Scott (substitute for Councillor Lynsey Hamilton), Councillor David Shearer, Councillor Margaret B Walker Councillors' Apologies: Councillor Maureen Chalmers, Councillor Lynsey Hamilton Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Finance and Corporate Resources J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); P MacRae, Administration Adviser; K McLeod, Administration Assistant; M Milne, Head of Personnel Services; I Strachan, Head of Administration and Legal Services Housing and Technical Resources S Gibson, Executive Director; L Meek, Anti-Social Behaviour Manager Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care Chair’s Opening Remarks The Chair, on behalf of the Committee:- welcomed Iain Strachan, Head of Administration and Legal Services to his first meeting of the Executive Committee congratulated Jackie Taylor on her recent appointment as Executive Director (Finance and Corporate Resources) referred to the forthcoming retirement of Pauline MacRae, Administration Adviser, and extended best wishes to her for a very happy retirement 1 Declaration of Interests No interests were declared. 2 5
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2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 21 February 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Revenue Budget Monitoring for Period 1 April 2023 to 26 January 2024 and Probable Outturn A report dated 11 March 2024 by the Executive Director (Finance and Corporate Resources) was submitted on the overall financial position of the General Fund Revenue Account and the Housing Revenue Account for the period 1 April 2023 to 26 January 2024 and a projection for the year to 31 March 2024. The report:- summarised the previously reported probable outturn position for the Council’s General Fund Revenue Account to 31 March 2024 provided details of the forecast position on the Housing Revenue Account for the financial year provided details of the position on the General Fund Revenue Account and the Housing Revenue Account respectively to 26 January 2024 The outturn position for the General Fund, after proposed transfers to reserves totalling £14.985 million, resulted in an underspend of £9.000 million. Full details of the transfers to reserves had been reported to the meeting of the Executive Committee held on 24 January 2024. The forecast position before and after transfers to reserves was detailed in appendices 1 and 2 to the report. Appendix 2 included the probable outturn underspend of £9.000 million as a transfer to reserves, resulting in a breakeven position for the Council’s 2023/2024 probable outturn. It was confirmed that withheld grant of £2.934 million in respect of teacher numbers had now been received by the Council. At 26 January 2024, the position on the General Fund Revenue Account, after transfers to reserves, was an underspend of £2.617 million. At 26 January 2024, the Housing Revenue Account showed a breakeven position and the forecast to 31 March 2024 on the Housing Revenue Account was also a breakeven position. Officers responded to a member’s question on the position regarding Barnett consequentials coming forward for Scotland. The Committee decided: (1) that the Council's breakeven probable outturn position after transfers to reserves, as detailed in section 4.1 of the report, be noted; (2) that the underspend of £2.617 million on the General Fund Revenue Account at 26 January 2024, as detailed in section 5.1 of the report, be noted; and (3) that the breakeven position on the Housing Revenue Account at 26 January 2024 and the forecast to 31 March 2024 of breakeven, as detailed in sections 6.1 and 6.2 of the report, be noted. [Reference: Minutes of 21 February 2024 (Paragraph 3)] 6
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4 Capital Budget 2023/2024 and Monitoring for Period 11 - 1 April 2023 to 26 January 2024 A report dated 11 March 2024 by the Executive Director (Finance and Corporate Resources) was submitted on progress of the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2023 to 26 January 2024. At its meeting on 21 February 2024, the Committee had approved a General Fund Capital Programme for 2023/2024 totalling £78.296 million. There were no proposed adjustments to the programme and, as a result, the budget, as detailed in Appendix 1 to the report, remained at £78.296 million. Programmed funding for the year also amounted to £78.296 million and the funding available to support the overall 2023/2034 Capital Programme was detailed in Appendix 2 to the report. Estimates from Resources suggested an outturn of around £72 million. Against the revised budget of £78.296 million, the outturn position meant a net underspend of £6.3 million. This comprised project underspends totalling £8.5 million, offset by projects with greater than anticipated spend of £2.2 million. The majority of the variance was due to the timing of spend, resulting in budget required in 2024/2025 rather than 2023/2024. Funding for projects remaining underspent at the financial year-end would be carried forward to allow the projects to be completed in 2024/2025. Details of the underspent projects were provided in section 4.4 of the report and projects scheduled for completion in 2024/2025 were listed in Appendix 3 of the report. At 26 January 2024, £36.695 million had been spent on the General Fund Capital Programme, against a budget for the period of £37.171 million, resulting in spending being slightly behind programme in the sum of £0.476 million which was as a result of timing of spend on a number of projects. Actual funding received to 26 January 2024 totalled £66.450 million. The Housing Capital Programme 2023/2024, approved by the Executive Committee at its meeting on 21 February 2024, totalled £67.443 million. Programmed funding for the year also totalled £67.443 million and details of the position of the programme at 26 January 2024 were provided in Appendix 4 of the report. At 26 January 2024, the budget for the Housing Capital Programme amounted to £43.225 million. Expenditure for the period totalled £45.478 million and actual funding received to 26 January 2024 also amounted to £45.478 million. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the period 11 position at 26 January 2024 of the General Fund Capital Programme, detailed in Appendices 1 to 3 of the report, and the Housing Capital Programme, detailed in Appendix 4, be noted; and (2) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of 21 February 2024 (Paragraph 4)] 5 Employability Services A joint report dated 11 March 2024 by the Executive Directors (Community and Enterprise Resources), (Finance and Corporate Resources) and (Education Resources) was submitted providing an update on the transfer of Employability Services and related compliance activity from Education Resources and Finance and Corporate Resources to Community and Enterprise Resources. 7
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A report submitted to the meeting of the Community and Enterprise Resources Committee held on 9 August 2022 highlighted the opportunity for the Council to look across its wider management structure and realign service provision where areas of common benefit could be identified. The proposed transfer of Employability Services to Community and Enterprise Resources built on that aspiration to deliver services in new and innovative ways. Details of the programmes delivered and managed by the Council across the employability teams were provided in Appendix 1 to the report and included:- School Employability Programmes such as GradU8, GradU8 Work Experience, Foundation Apprenticeships and Aspire Post-school Employability Programmes such as AspireWorks, Gateway to Employment, Supported Employment and Rural Academy - South Lanarkshire College Parental Employability Programmes such as Supporting Families, Making it Work for Parents – Routes to Work South, Upskilling, NHS Demonstrator and Connect 2 Renewables Employability Initiative It was proposed to transfer responsibility for youth and adult employability from Education Resources and Finance and Corporate Resources to Community and Enterprise Resources, together with Compliance Support, from 1 April 2024. This single team approach would bring a range of benefits to the delivery of Employability Services including:- reduction of duplication increased flexibility maximisation of the impact of Scottish and UK Government employability funding streams opportunities to co-ordinate and jointly promote business grants and employer recruitment incentives support of business growth through the development of skills pathways across the range of youth and adult employability programmes Regular reports on the progress of school based programmes would continue to be submitted to the Education Resources Committee. Officers responded to members’ questions on various aspects of the report. The Committee decided: that the transfer of Employability Services and related compliance activity from Education Resources and Finance and Corporate Resources to Community and Enterprise Resources, as detailed in sections 4 and 5 of the report, be approved. [Reference: Minutes of Community and Enterprise Resources Committee of 9 August 2022 (Paragraph 16)] 6 Anti-Social Behaviour Strategy 2024 to 2029 A report dated 22 February 2024 by the Executive Director (Housing and Technical Resources) was submitted on the revised South Lanarkshire Anti-social Behaviour Strategy 2024 to 2029. The Anti-social Behaviour etc (Scotland) Act 2004 required local authorities to prepare, publish and review a strategy for dealing with anti-social behaviour within the respective local authority areas. The Strategy, covering the period 2024 to 2029, was the fifth Strategy for South Lanarkshire since 2004 and, as with each of the previous Strategies, had been developed as a partnership document between South Lanarkshire Council, Police Scotland and other key community safety partners. 8
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Following a period of pre-consultation to support the development of the draft Strategy, undertaken during the first half of 2023, the formal consultation period took place between 21 November 2023 and 26 January 2024. As part of the consultation process, the Council engaged directly with a wide range of partners and stakeholders, as detailed in the report, who provided constructive and positive feedback. Views were also sought from a number of specialist organisations as well as 150 individuals who shared their views on the draft Strategy. Views and comments received throughout the consultation process were considered and, where appropriate, incorporated to inform the preparation of the finalised Strategy. The revised Strategy would continue to build on the Council’s approach to tackling anti-social behaviour, with the following key changes:- revised context to reflect the outcome of the recent review of the Safer South Lanarkshire Board and the removal of the Community Safety priorities that guided previous Strategies clearer focus on the 4 pillars of responding to anti-social behaviour – prevention, intervention, enforcement, and rehabilitation greater emphasis on embedding a person-centred approach and delivering trauma-informed practice alignment with new or updated Strategies and Plans, including the Council’s Litter Strategy The revised Strategy aimed to contribute to the South Lanarkshire Community Planning vision of ‘improving the quality of life for all’ in South Lanarkshire by ensuring equal access to opportunities and services to meet people’s needs. The Strategy proposed to deliver the following outcomes:- people behaved responsibly in their attitude towards alcohol and were educated in relation to the impact of drugs people behaved responsibly in relation to fire safety domestic noise had less impact on people’s lives litter and household waste was reduced, improving the safety and attractiveness of communities people could live safely in communities, with levels of disorder reduced services for people affected by anti-social behaviour were easily accessible The Anti-social Behaviour Strategy 2024 to 2029 was attached as Appendix 1 to the report. If approved, the Strategy would be implemented on 1 April 2024. The new Strategy would be monitored through the Anti-social Behaviour Strategy Implementation Group with an annual review scheduled to be brought to the Executive Committee in the summer of 2025. There followed a full discussion during which officers responded to members’ questions on various aspects of the report and undertook to provide information in relation to areas designated as “high risk”. The Committee decided: (1) that the revised South Lanarkshire Anti-social Behaviour Strategy, attached as Appendix 1 to the report, be approved; and (2) that the revised Strategy be implemented with effect from 1 April 2024. 9
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7 Council Tax – Second Home Dwellings A report dated 11 March 2024 by the Executive Director (Finance and Corporate Resources) was submitted outlining the powers available to the Council to vary council tax on second home dwellings and requesting consideration of the implementation of a change to the current approach from 1 April 2024. At its meeting held on 21 February 2024, the Committee agreed to continue consideration of the potential variation of council tax on second home dwellings to a future meeting and, consequently, a further report on the matter had been submitted to this meeting of the Committee, providing additional information on:- rural areas possible economic impacts and ownership arrangements billing arrangements for affected properties A change in the law, through the Council Tax (Variation for Unoccupied Dwellings) (Scotland) Amendment Regulations 2023, enhanced the Council’s discretionary powers under the Council Tax (Variation for Unoccupied Dwellings (Scotland) Regulations 2013. This meant that the Council could add up to a maximum 100% surcharge on second homes, effectively doubling the council tax on second homes. Those enhanced powers would become effective from 1 April 2024 and did not apply to water and wastewater charges. Second homes could restrict or reduce the availability of housing in local authorities, particularly given the national housing crisis and the unprecedented current levels of homelessness. This coincided with the Scottish Government announcement that the Affordable Housing Supply Programme for 2024/2025 would be cut by 26% and the Chartered Institute of Housing declaring a Scottish Housing Emergency at its national conference on 5 March 2024. The application of a surcharge could potentially help to bring more properties into the housing market. Details were given on:- the number of homes in South Lanarkshire categorised as second homes in the council tax system annual council tax property charges levied on second homes council tax bandings of current second homes If the proposal to implement a 100% surcharge on second home properties, effective from 1 April 2024, was agreed:- a 200% council tax charge would apply to second homes operational procedures would be developed to ensure that the additional levy was accurately administered consistent with the objective of supporting the Local Housing Strategy, the additional income generated would be allocated to the Affordable Housing Supply Programme Following discussion, during which officers responded to members’ questions on various aspects of the report, Councillor Fagan, seconded by Councillor Convery, proposed that the word “consider” in recommendation 1 of the report be replaced by “agree”, that the words “if (1) is agreed” be deleted from recommendation 2 and that a third recommendation be added to the effect that a further report on the housing emergency and housing pressures being faced by the Council be submitted to the next meeting of the Committee. This was accepted by the Committee. The Committee decided: (1) that the implementation of a 100% council tax surcharge on all second homes from 1 April 2024 be approved; 10
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(2) that the additional revenue generated be used to benefit the Council’s Affordable Housing Supply Programme, as detailed in section 5 of the report; and (3) that a report on the housing emergency and the housing pressures faced by the Council be submitted to the next meeting of this Committee. [Reference: Minutes of 21 February 2024 (Paragraph 8)] 8 Urgent Business There were no items of urgent business. 11
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Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 1 April 2023 to 23 February 2024 and Probable Outturn 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee on the overall financial position of the Council’s General Fund Revenue Account and Housing Revenue Account for the period 1 April 2023 to 23 February 2024, and a projection for the year to 31 March 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council’s breakeven probable outturn position after Transfers to Reserves (section 4.1), be noted; (2) that the underspend of £1.760 million on the General Fund Revenue Account at 23 February 2024 (section 5.1), be noted; and (3) that the breakeven position on the Housing Revenue Account at 23 February 2024, and the forecast to 31 March 2024 of breakeven (sections 6.1 and 6.2), be noted. 3. Background 3.1. This report will summarise the previously reported Probable Outturn position for the Council’s General Fund Revenue Account to 31 March 2024 (section 4). Sections 5 and 6 provide the position on the General Fund Account and the Housing Revenue Account for the current period 1 April 2023 to 23 February 2024, respectively. 4. 2023/2024 General Services Probable Outturn 4.1. As reported previously, the 2023/2024 probable outturn position for the General Fund presented an underspend of £9.000 million. This underspend was after Transfers to Reserves totalling £14.985 million. It was approved that the £9.000 million probable outturn underspend be transferred to Reserves with £3.000 million being set aside to support budget pressures in 2024/2025 and the remaining £6.000 million be considered to support the Council’s Budget Strategy, including pay. 4.2. Full details of the Transfers to Reserves were included in the 24 January 2024 report to the Executive Committee. The forecast position before and after Transfers to Reserves is shown in Appendices 1 and 2. The position presented in Appendix 2 includes the probable outturn underspend of £9.000 million as a Transfer to Reserves, resulting in a breakeven position for the Council’s 2023/2024 Probable Outturn. 3 13
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4.3. Local Government Finance Order: The Scottish Government issued The Local Government Finance Order on 29 February 2024. As well as advising of the 2024/2025 Local Government Settlement, the document also provided formal confirmation of a number of Revenue grant redeterminations for financial year 2023/2024. The majority of these amounts had already been uploaded to Resource budgets during the year, with only additional funding for School Staff Training (£0.057 million) and a further allocation of Pay funding (£0.402 million) being added in this report. As advised in the last report to the Executive Committee (March 2024), the Finance Order also confirmed the £2.934 million previously held back in respect of Teacher Numbers, which had already been assumed in the Education Resources’ budget position. 5. 2023/2024 General Services Monitoring Position 5.1. Financial Position as at 23 February 2024: As at 23 February 2024, the position on the General Services budget is a net underspend of £1.760 million, after Transfers to Reserves. This is shown in Appendix 2 with the position before Transfers to Reserves in Appendix 1 for information. 5.2. The underspend of £1.760 million to date differs from the breakeven Probable Outturn position as the net underspend on Council Tax (£3.262 million) and the 2023/2024 Probable Outturn underspend to be transferred to Reserves (£9.000 million) have not been included in the position to date. These variances will materialise at year-end. 6. Housing Revenue Account Position 6.1. Financial Position as at 23 February 2024: Appendix 3 of the report shows a breakeven position against the phased budget on the Housing Revenue Account. 6.2. Probable Outturn Position: Appendix 3 also shows the forecast position for the financial year, being a breakeven position for the Housing Revenue Account. 6.3. This break-even position includes a lower than budgeted Transfer from Reserves being required in the financial year. It is assumed that the increased level of costs experienced will be offset by an underspend in Loan Charges this financial year. 6.4. The reduction in Loan Charges is anticipated in 2023/2024 as a result of utilising an in-year benefit from the Housing Revenue Account Loans Fund Review. The Loans Fund Review is detailed in the 2024/2025 budget setting report for the HRA which was approved by Council on 21 February 2024. 7. Employee Implications 7.1. None. 8. Financial Implications 8.1. As detailed in sections 4 to 6 of the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. As detailed in section 4, inflationary and budget pressures this year increase the risk of overspend, however, we have mitigated this going forwards through providing additional funds in future years’ budget strategy, and through the one-off use of reserves in the current year. 14
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10.2. We will also continue to monitor the actual impact through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the Probable Outturn information included in this report ensures early warning for corrective action to be taken where appropriate. 11. Equality Impact Assessment and Consultation Arrangements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 18 March 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 23 February 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O'Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o'hagan@southlanarkshire.gov.uk 15
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Appendix 1 SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report (BEFORE Transfers) Period Ended 23 February 2024 (No.12) Committee Annual Budget Annual Forecast BEFORE Transfers Annual Forecast Variance BEFORE Transfers Budget Proportion To 23/02/24 Actual to Period 12 23/02/24 Variance to 23/02/24 Departments: £m £m £m £m £m £m Community and Enterprise Resources 139.295 139.055 0.240 121.262 121.039 0.223 under Facilities, Waste and Grounds 83.216 82.889 0.327 70.631 70.287 0.344 under Leisure and Culture Services 23.227 23.044 0.183 23.164 23.000 0.164 under Planning and Regulatory Services 5.382 5.018 0.364 5.019 4.732 0.287 under Enterprise and Sustainable Development 5.973 5.664 0.309 4.344 4.066 0.278 under Roads, Transportation and Fleet 21.497 22.440 (0.943) 18.104 18.954 (0.850) over Education Resources 439.766 440.061 (0.295) 384.406 384.576 (0.170) over Education 439.766 440.061 (0.295) 384.406 384.576 (0.170) over Finance and Corporate Resources 45.636 45.852 (0.216) 48.417 48.627 (0.210) over Finance Services - Strategy 2.306 2.272 0.034 3.164 3.120 0.044 under Finance Services - Transactions 20.922 21.103 (0.181) 18.206 18.353 (0.147) over Audit and Compliance Services 0.411 0.417 (0.006) 0.537 0.557 (0.020) over Information Technology Services 5.542 5.542 0.000 9.933 10.028 (0.095) over Communications and Strategy Services 3.026 3.026 0.000 2.920 2.922 (0.002) over Administration and Licensing Services 4.510 4.730 (0.220) 4.626 4.775 (0.149) over Personnel Services 8.919 8.762 0.157 9.031 8.872 0.159 under Housing and Technical Resources 17.592 16.082 1.510 27.769 27.769 0.000 - Housing Services 10.229 8.673 1.556 9.270 9.208 0.062 under Property Services 7.363 7.409 (0.046) 18.499 18.561 (0.062) over Social Work Resources 239.322 239.322 0.000 205.121 205.121 0.000 - Performance and Support Services 6.686 6.501 0.185 5.628 5.379 0.249 under Children and Families 48.943 49.233 (0.290) 43.205 43.584 (0.379) over Adults and Older People 182.252 182.252 0.000 154.980 154.980 0.000 - Justice and Substance Misuse 1.441 1.336 0.105 1.308 1.178 0.130 under Joint Boards 2.053 2.053 0.000 1.895 1.895 0.000 - 883.664 882.425 1.239 788.870 789.027 (0.157) over Committee Annual Budget Annual Forecast BEFORE Transfers Annual Forecast Variance BEFORE Transfers Budget Proportion To 23/02/24 Actual to Period 12 23/02/24 Variance to 23/02/24 £m £m £m £m £m £m Service Departments Total 883.664 882.425 1.239 788.870 789.027 (0.157) over CFCR 0.038 0.038 0.000 0.000 0.000 0.000 - Loan Charges 38.796 29.340 9.456 0.000 0.000 0.000 - Corporate Items (4.691) (11.725) 7.034 1.147 (0.993) 2.140 under Investments – 2023/24 (T/f to Reserves) 2.994 0.000 2.994 0.000 0.000 0.000 - 2023/2024 Probable Outturn Underspend (T/f to Reserves) 0.000 0.000 0.000 0.000 0.000 0.000 - Total Expenditure 920.801 900.078 20.723 790.017 788.034 1.983 under Council Tax 179.102 182.394 3.292 165.325 165.325 0.000 - Less: Council Tax Reduction Scheme (23.278) (23.308) (0.030) (21.487) (21.487) 0.000 - Net Council Tax 155.824 159.086 3.262 143.838 143.838 0.000 - General Revenue Grant 351.216 351.216 0.000 324.199 324.199 0.000 - Non-Domestic Rates 341.536 341.536 0.000 315.264 315.264 0.000 - Transfer from Reserves 72.225 72.225 0.000 72.225 72.225 0.000 - Total Income 920.801 924.063 3.262 855.526 855.526 0.000 - Net Expenditure / (Income) 0.000 (23.985) 23.985 (65.509) (67.492) 1.983 under 16
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Appendix 2 SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report (AFTER Transfers) Period Ended 23 February 2024 (No.12) Committee Annual Budget Annual Forecast AFTER Transfers Annual Forecast Variance AFTER Transfers Budget Proportion To 23/02/24 Actual to Period 12 23/02/24 Variance to 23/02/24 Departments: £m £m £m £m £m £m Community and Enterprise Resources 139.295 139.295 0.000 121.262 121.262 0.000 - Facilities, Waste and Grounds 83.216 82.889 0.327 70.631 70.287 0.344 under Leisure and Culture Services 23.227 23.244 (0.017) 23.164 23.186 (0.022) over Planning and Regulatory Services 5.382 5.018 0.364 5.019 4.732 0.287 under Enterprise and Sustainable Development 5.973 5.664 0.309 4.344 4.066 0.278 under Roads, Transportation and Fleet 21.497 22.480 (0.983) 18.104 18.991 (0.887) over Education Resources 439.766 440.061 (0.295) 384.406 384.576 (0.170) over Education 439.766 440.061 (0.295) 384.406 384.576 (0.170) over Finance and Corporate Resources 45.636 45.852 (0.216) 48.417 48.627 (0.210) over Finance Services - Strategy 2.306 2.272 0.034 3.164 3.120 0.044 under Finance Services - Transactions 20.922 21.103 (0.181) 18.206 18.353 (0.147) over Audit and Compliance Services 0.411 0.417 (0.006) 0.537 0.557 (0.020) over Information Technology Services 5.542 5.542 0.000 9.933 10.028 (0.095) over Communications and Strategy Services 3.026 3.026 0.000 2.920 2.922 (0.002) over Administration and Licensing Services 4.510 4.730 (0.220) 4.626 4.775 (0.149) over Personnel Services 8.919 8.762 0.157 9.031 8.872 0.159 under Housing and Technical Resources 17.592 17.592 0.000 27.769 27.769 0.000 - Housing Services 10.229 10.158 0.071 9.270 9.208 0.062 under Property Services 7.363 7.434 (0.071) 18.499 18.561 (0.062) over Social Work Resources 239.322 239.322 0.000 205.121 205.121 0.000 - Performance and Support Services 6.686 6.501 0.185 5.628 5.379 0.249 under Children and Families 48.943 49.233 (0.290) 43.205 43.584 (0.379) over Adults and Older People 182.252 182.252 0.000 154.980 154.980 0.000 - Justice and Substance Misuse 1.441 1.336 0.105 1.308 1.178 0.130 under Joint Boards 2.053 2.053 0.000 1.895 1.895 0.000 - 883.664 884.175 (0.511) 788.870 789.250 (0.380) over Committee Annual Budget Annual Forecast AFTER Transfers Annual Forecast Variance AFTER Transfers Budget Proportion To 23/02/24 Actual to Period 12 23/02/24 Variance to 23/02/24 £m £m £m £m £m £m Service Departments Total 883.664 884.175 (0.511) 788.870 789.250 (0.380) over CFCR 0.038 0.038 0.000 0.000 0.000 0.000 - Loan Charges 38.796 38.598 0.198 0.000 0.000 0.000 - Corporate Items (4.691) (10.742) 6.051 1.147 (0.993) 2.140 under Investments – 2023/24 (T/f to Reserves) 2.994 2.994 0.000 0.000 0.000 0.000 - 2023/204 Probable Outturn Underspend (T/f to Reserves) 0.000 9.000 (9.000) 0.000 0.000 0.000 - Total Expenditure 920.801 924.063 (3.262) 790.017 788.257 1.760 under Council Tax 179.102 182.394 3.292 165.325 165.325 0.000 - Less: Council Tax Reduction Scheme (23.278) (23.308) (0.030) (21.487) (21.487) 0.000 - Net Council Tax 155.824 159.086 3.262 143.838 143.838 0.000 - General Revenue Grant 351.216 351.216 0.000 324.199 324.199 0.000 - Non-Domestic Rates 341.536 341.536 0.000 315.264 315.264 0.000 - Transfer from Reserves 72.225 72.225 0.000 72.225 72.225 0.000 - Total Income 920.801 924.063 3.262 855.526 855.526 0.000 - Net Expenditure / (Income) 0.000 0.000 0.000 (65.509) (67.269) 1.760 under 17
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Appendix 3 SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 23 February 2024 (No.12) Housing Revenue Account Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion to 23/02/24 Actual to Period 12 23/02/24 Variance to 23/02/24 % Note £m £m £m £m £m £m Employee Costs 15.310 15.401 (0.091) 13.530 13.581 (0.051) over (0.4%) Property Costs 50.814 56.495 (5.681) 36.762 41.956 (5.194) over (14.1%) 1 Supplies & Services 0.653 0.691 (0.038) 0.566 0.570 (0.004) over (0.7%) Transport & Plant 0.196 0.189 0.007 0.132 0.123 0.009 under 6.8% Administration Costs 5.570 5.597 (0.027) 0.466 0.496 (0.030) over (6.4%) Payments to Other Bodies 3.089 3.094 (0.005) 1.961 1.963 (0.002) over (0.1%) Payments to Contractors 0.100 0.145 (0.045) 0.076 0.103 (0.027) over (35.5%) Transfer Payments 0.000 0.000 0.000 0.000 0.000 0.000 - 0.0% Financing Charges 27.162 27.162 0.000 27.169 27.169 0.000 - 0.0% Total Controllable Expenditure 102.894 108.774 (5.880) 80.662 85.961 (5.299) over (6.6%) Total Controllable Income (115.940) (116.768) 0.828 (94.711) (95.678) 0.967 over recovered 1.0% 2 Transfer to/(from) Balance Sheet (4.907) (0.853) (4.054) (4.249) (0.787) (3.462) under recovered (81.5%) 3 Net Controllable Expenditure (17.953) (8.847) (9.107) (18.298) (10.504) (7.794) over (42.6%) Add: Non Controllable Budgets Financing Charges 17.953 8.847 9.107 7.794 0.000 7.794 under (100.0%) Total Budget 0.000 0.000 0.000 (10.504) (10.504) 0.000 - 0.0% Variance Explanations 1. The net overspend reflects the volume and cost of repairs and maintenance, including additional costs for the internal contractor. There is also an overspend in relation to cleaning charges. 2. The additional income is due to the favourable timing of new build and purchased council housing units being available to rent. 3. The timing impact of the net overspend requires a higher than budgeted transfer from reserves at this time. Virements None. 18
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Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2023/2024 and Monitoring for Period 12 - 1 April 2023 to 23 February 2024 1. Purpose of Report 1.1. The purpose of the report is to:- update the Executive Committee of progress on the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2023 to 23 February 2024 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): (1) that the period 12 position (ended 23 February 2024) of the General Fund Capital Programme detailed in Appendices 1 to 3 and the Housing Capital Programme at Appendix 4, be noted; and (2) that the programmes be monitored by the Financial Resources Scrutiny Forum. 3. Background 3.1. The attached statements to this report provide a summarised monitoring position as at 23 February 2024. Spending has been split into two separate sections: General Fund Capital Programme including Education, Social Work, Roads and Transportation and General Services (Section 4) Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2023/2024 Budget: The budget agreed at Executive Committee on 20 March 2024 was £78.296 million. A revised programme of £78.365 million is now anticipated, an increase of £0.069 million from the previously reported position. 4.2. This revised programme of £78.365 million incorporates an increase in the General Capital Grant allocation totalling £0.069 million. This reflects the late distribution of 2023/2024 funding made available for Free School Meals. The revised Programme, including the movement from the last report, is detailed in Appendix 1. 4.3. The funding available to support the overall 2023/2024 Capital Programme also totals £78.365 million and is detailed in Appendix 2. 4 19
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4.4. 2023/2024 Outturn: As reported previously, estimates from Resources suggested an outturn of around £72 million, a net underspend across Resources of £6.3 million against the revised budget of £78.365 million. The majority of the variance is due to the timing of spend, resulting in budget required in 2024/2025 rather than 2023/2024. 4.5. The year-end position for the General Services Capital Programme is currently being finalised and this will be reported back to this Committee on 26 June 2024. Funding for projects remaining underspent at the financial year-end will be carried forward to allow the projects to be completed in 2024/2025. Again, this is a timing issue only with funding for the overall spend on these projects already identified into the next financial year. Officers have continued to work to maximise spend in 2023/2024, where possible. 4.6. A list of the main projects making up the predicted £6.3 million underspend as declared previously, and which will now complete in 2024/2025, is included in Appendix 3. This Appendix also includes their anticipated completion dates. 4.7. General Fund – Period 12 Position: As noted in section 4.1, the total capital spending programme for the year is £78.365 million. The detailed programme and spend for the General Fund are shown in Appendix 2. 4.8. Appendix 2 also shows budget for the period of £42.242 million and spend to the 23 February 2024 of £41.623 million. The spend is, therefore, behind programme by £0.619 million and this mainly reflects the timing of spend on a number of projects within Community and Enterprise Resources. Recharges for works completed to date on the Roads Carriageway Programme (£0.370 million) have still to be processed. 4.9. In addition, spend on Hairmyres Park and Ride (£0.131 million) has also been delayed as a result of the ongoing discussions with SPT / Scottish Government around funding. However, the current year budget will fully spend with Network Rail progressing with the installation of the power supply to the new site. Finally, expenditure in relation to the new Clyde Bridge (£0.113 million) is also less than anticipated, with issues arising during the main construction works which have delayed progress on site. 4.10. Actual funding received to 23 February 2024 is £71.833 million. This is shown in Appendix 2. 4.11. Relevant officers will continue to closely monitor the generation of all income. 5. Housing Capital Programme 5.1. 2023/24 Budget: Appendix 4 summarises the position on the Housing programme as at 23 February 2024. The revised capital programme for the year is £67.443 million, as approved by the Executive Committee on 20 March 2024 5.2. Programmed funding for the year also totals £67.443 million. The funding sources are detailed in Appendix 4. 5.3. 2023/2024 Outturn: As reported previously, the predicted spend position for the Housing Programme for this financial year is £67.443 million. The year-end position is currently being finalised and this will be reported back to this Committee on 26 June 2024. 5.4. Period 12 Position: Budget for the period is £50.834 million and spend to 23 February 2024 amounts to £50.290 million. This results in the Housing Programme 20
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being £0.544 million behind programme. This is due to access issues with a significant number of central heating systems upgrades and windows and doors projects. 5.5. As at 23 February 2024, £50.290 million of funding had been received. 5.6. Regular monitoring of both the General Fund Programme and the Housing Programme will be carried out in detail by the Financial Resources Scrutiny Forum and reported on a regular basis to the Executive Committee. 6. Employee Implications 6.1. There are no employee implications as a result of this report. 7. Financial Implications 7.1. The General Services and Housing Programme Programmes and their spend position to 23 February 2024 are detailed in sections 4 and 5 respectively. 7.2. Regular monitoring of both the General Fund Programme and the Housing Programme will be carried out in detail by the Financial Resources Scrutiny Forum and reported on a regular basis to this Committee. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment management meetings. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 9 April 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 20 March 2024 List of Background Papers Capital Ledger prints to 23 February 2024 21
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 22
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Appendix 1 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2023 TO 23 FEBRUARY 2024 £m Total Budget – Approved by Executive Committee, 20 March 2024 78.296 Proposed Adjustments – Period 12 – Free School Meals 2023/24 Allocation 0.069 Total Revised Budget 78.365 2023/24 Budget Period 12 Proposed Adjustments Revised 2023/2024 Budget Resource £m £m £m Community & Enterprise 45.177 - 45.177 Education 14.268 0.069 14.337 Finance & Corporate 5.333 - 5.333 Housing & Technical 11.488 - 11.488 Social Work 2.030 - 2.030 Other Match Funding - - - TOTAL CAPITAL PROGRAMME 78.296 - 78.365 23
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Appendix 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2023 TO 23 FEBRUARY 2024 2023/2024 Original Estimate inc C/F 2023/2024 Revised Budget 2023/2024 Budget to 23/02/24 2023/2024 Actual to 23/02/24 Expenditure £m £m £m £m General Fund Programme 77.849 78.365 42.242 41.623 Income 2023/24 Budget 2023/24 Revised Budget 2023/24 Actual To 23/02/24 £m £m £m Prudential Borrowing 32.075 30.106 30.106 Developers Contributions 0.542 3.219 2.270 Partners (Including SPT, Clyde Windfarm and Transport Scotland) 2.157 3.764 0.634 Scottish Government: - Capital Grant 33.985 30.016 27.537 - Cycling, Walking and Safer Routes 1.632 2.284 0.704 - Road Safety Improvement 0.000 0.475 0.000 - Vacant and Derelict Land 2.019 1.519 1.519 - Regeneration Capital Grant 0.737 1.225 0.745 - Place Based Investment Programme 1.510 2.723 2.723 -Inspiring School Age Childcare Spaces Programme 0.000 0.234 0.000 Glasgow City Region City Deal 0.000 0.000 3.118 Capital Receipts 2.000 1.340 1.017 Specific Reserves 1.192 1.422 1.422 Revenue Contribution 0.000 0.038 0.038 TOTAL FUNDING 77.849 78.365 71.833 24
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Appendix 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2023 TO 23 FEBRUARY 2024 Projects with Anticipated Underspends in 2023/2024, which will carry forward into 2024/2025 Project Name Project Type Completion Date Community and Enterprise Resources Phillipshill Cemetery – Extension Infrastructure May 2024 Play Parks – Various Infrastructure Throughout 2024/25 and beyond White Bridge Replacement, Chatelherault Country Park - Design Infrastructure April 2024 Larkhall Leisure Centre – Design New Build January 2025 TACT Hall - Heating Replacement Refurbishment May 2024 Priory Changing Pavilion, Blantyre Refurbishment September 2024 Rural Development Centre – Lanark New Build September 2024 2023/2024 Place Based Investment Programme – Various Regeneration September 2024 Vacant & Derelict Land - Cuningar Allotments Regeneration May 2024 City Deal Community Growth Areas - Woodfoot Road / Wellhall Road, Hamilton Infrastructure March 2025 Lanark Interchange Infrastructure June 2024 (ongoing discussions on funding) Cycle Shelters at Schools Infrastructure September 2024 Education Resources Woodside Primary School - Adaptations Adaptations August 2024 Uddingston Nursery Expansion Adaptations August 2024 (Previously August 2024) Crawforddyke Primary School - Toilet Adaptations Adaptations April 2024 Wooddean Early Learning Centre (formerly Clyde Terrace Nursery) New Build April 2024 First Steps Community Nursery Extension June 2024 Free School Meals Expansion Adaptations Throughout 2024/25 and beyond Finance and Corporate Resources IT Infrastructure IT Infrastructure Throughout 2024/25 25
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Appendix 3 (continued) SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2023 TO 23 FEBRUARY 2024 Projects with Anticipated Underspends in 2023/2024, which will carry forward into 2024/2025 Project Name Project Type Completion Date Housing and Technical Resources Prioritised Urgent Investment Refurbishment Throughout 2024/25 Lifecycle Replacement Schools Refurbishment Throughout 2024/25 Communities Facilities Fund Refurbishment Throughout 2024/25 Council Offices – Brandon Gate Adaptations June 2024 CEEF 2023/24 Programme Refurbishment June 2024 26
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Appendix 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2023 TO 23 FEBRUARY 2024 2023/2024 Original Budget 2023/2024 Revised Budget 2023/2024 Budget to 23/02/24 2023/2024 Actual to 23/02/24 £m £m £m £m Expenditure 2023/2024 Budget 63.916 67.443 50.834 50.290 2023/24 Original Budget 2023/24 Revised Budget 2023/24 Actual to 23/02/24 £m £m £m Income Capital Receipts 0.000 1.683 1.905 Capital Receipts – Land Sales 0.000 0.000 0.018 Capital Funded from Current Revenue 27.162 27.162 27.162 Prudential Borrowing 17.302 23.166 13.137 Scottish Government Specific Grant: - New Build 16.632 10.048 7.877 - Open Market Purchase Scheme 2.700 5.264 0.000 - Mortgage to Rent 0.120 0.120 0.191 63.916 67.443 50.290 27
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Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Additional Funding from Scottish Government and Other External Sources 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Members of additional funding that has been made available to the Council by the Scottish Government and other external sources since the last report to this Committee (24 January 2024) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): [recs] (1) that the additional funding totalling £0.528 million, detailed in Appendix 1 and 2, be noted. 3. Background 3.1. The Council is periodically advised of additional funding which is made available from the Scottish Government and other sources to enable various initiatives to be undertaken. 3.2. Additional funding may either be paid through the General Revenue/Capital Grant mechanism or by the completion of appropriate grant claims. 3.3. Details of the additional funding are attached in Appendix 1 and 2 of the report. The report details additional funding that has been reported by Resources as part of the additional resources notification process, as well as any additional funding that has increased the Council’s budget by more than £0.100 million. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. Additional Revenue funding of £0.459 million has been identified for 2023/2024. This is a result of the redeterminations noted in the Local Government Finance Order, issued on 29 February 2024. These are detailed in Appendix 1. 5.2. Additional Capital funding of £0.069 million has been identified for 2023/2024. This is again the result of the redeterminations noted in the recent Local Government Finance Order. This is detailed in Appendix 2. 5 29
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5.3. The total additional funding is, therefore, £0.528 million, and Resource budgets have been updated to reflect this additional funding as required. Where appropriate, details of spending plans will be presented to Resource Committees for approval. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. There are no other implications in terms of the information contained in this report. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 7.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 18 March 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 24 January 2024 List of Background Papers Additional Funding Reports 6 January 2024 to 15 March 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 30
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Appendix 1 Additional Revenue Funding Resource Description 2023/2024 £m 2024/2025 £m Total £m Method Various Local Government Finance Order (Redeterminations): • School Staff Training • Pay Funding 0.057 0.402 - - 0.057 0.402 Scottish Government – General Revenue Grant TOTAL REVENUE FUNDING 0.459 - 0.459 31
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Appendix 2 Additional Capital Funding Resource Description 2023/2024 £m 2024/2025 £m Total £m Method Education Free School Meals – 2023/2024 Allocation 0.069 - 0.069 Scottish Government - General Capital Grant TOTAL CAPITAL FUNDING 0.069 - 0.069 32
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Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Executive Director (Housing and Technical Resources) Executive Director (Community and Enterprise Resources) Subject: Transformation Fund Proposals and First Phase 1. Purpose of Report 1.1. The purpose of the report is to:- advise of the themes and criteria used to identify investment in property assets through the Transformation Fund seek approval to the first tranche of investment proposals 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that the first phase of investment from the Transformation Fund, amounting to around £8.4 million, as set out in Appendix 1 is approved; and (2) that it be noted that proposals for a further phase of investment will be prepared for consideration in Quarter 3 2024/2025. 3. Background 3.1. The Corporate Asset Management Plan sets out the approach to ensuring that the council’s property portfolio is suitable for the council’s needs in terms of scale, condition, location, suitability and corporate image. This is based on the Corporate Standard that property should be in good condition, well maintained, well used and energy and cost efficient. This approach includes regularly reviewing service need. 3.2. In light of the significant budgetary pressures facing Local Government and the challenges of net zero targets, consideration has been given to identifying what should be defined as the council’s property estate and where the focus for modernisation, capital investment, repairs and maintenance budgets should be. 3.3. In recognition of the service delivery and community challenges arising from the transformation of the property estate managed by South Lanarkshire Leisure and Culture (SLLC), the Council, at its meeting held on 22 February 2023, approved funding for capital investment to help modernise the leisure and culture estate, optimise use of assets and assist in the transition towards net zero. 3.4. A fund of £13 million has been included within the council’s financial plans in the capital programme and this is what has become known as the Transformation Fund. 6 33
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4. Establishing Themes and Priorities 4.1. Consideration has been given as to how the Transformation Fund can be managed, recognising that spend must be capital and relate to a council owned asset. 4.2. In considering the objectives of the Transformation Fund, projects have been assessed on the basis that they must relate to a property managed by SLLC and fall under one of the following headings to qualify:- 1. Adaptation and Modernisation 2. Energy Efficiency and Decarbonisation 3. Reduction of Liabilities and Demolition 4. Community Accessibility 4.3. Themes 1 and 2 are aimed at extending the useful life of properties and creating an operating environment that meets modern standards and maximises the opportunity for increased use, generation of income and reduced expenditure. 4.4. Theme 3 focuses on removing the revenue liabilities associated with a small number of properties that have been lying vacant for a considerable period of time and enabling land to be considered for alternative purposes, although none have development potential. 4.5. Theme 4 is aimed at exploring mechanisms for community organisations to be more directly involved in the management of facilities, by adapting the property to accommodate alternative operational arrangements for SLLC. Options could include community control through licences to occupy and leases, or arrangements for remote access etc. 5. Proposed Projects 5.1. Using information collated during 2022 and 2023 in respect of property survey and maintenance information and SLLC business planning, officers from Community and Enterprise and Housing and Technical Resources, as well as SLLC and Finance have identified priorities for investment in order to sustain and modernise services. These are identified on Appendix 1. 5.2. There are also a small number of properties that require demolition in order to remove ongoing financial liabilities and health and safety risks. 5.3. At this stage, detailed project briefs have not been finalised and therefore cost estimates are very high level. Work is underway to create the detailed brief for each property, settling out the specifications, outcomes and a more specific budget. Whilst improving property condition is a key element, projects will also take into account the opportunities to increase accessibility, improve operations and generate income/reduce expenditure and create savings. 5.4. It is intended to undertake feasibility studies for the larger projects such as Chatelherault and Calderglen Country Parks, Museum Stores and Fairhill Lifestyles with detailed proposals feeding into the consideration of the range of projects under phase 2. 5.5. An element of funding has been suggested to support the changes to the library service arrangements, however, at this stage, work is ongoing to establish the most appropriate approach. 34
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6. Employee Implications 6.1. There are no direct employee implications identified through this report and any implications arising from individual proposals will be assessed by SLLC prior to implementation. 7. Financial Implications 7.1. Capital expenditure will improve the life expectancy and performance of properties as well as generate opportunities for revenue savings and income generation. 8 Climate Change, Sustainability and Environmental Implications 8.1. The specification of improvements to the fabric of the properties will take into account the wider council objectives in terms of energy reduction and carbon footprint. 9. Other Implications 9.1. There are a number of funds available for investment in the council’s estate and new funds have recently been created in relation to supporting community management of facilities for which oversight arrangements are being put in place. These arrangements will include monitoring the Transformation Fund programme to ensure that any overlaps or conflicts are identified. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Stephen Gibson Executive Director (Housing and Technical Resources) David Booth Executive Director (Community and Enterprise) 15 March 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Joanne Forbes, Head of Property Services Ext: 4073 (Tel: 01698 454073) E-mail: joanne.forbes@southlanarkshire.gov.uk 35
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Appendix 1 Facility Works Cost Hamilton Water Palace, Hamilton Ventilation and fabric upgrade and refurbishment of fitness studio. £0.5 m Blantyre Sports Centre Ventilation and fabric along with internal remodelling and the gym and fitness studio modernisation described below. £1 m Gym/Fitness studios modernisation programme Replace all gym equipment across sites & upgrade studios – this helps to justify price increases, make service more competitive. £1.9 m equipment £0.84 m studios Hamilton, Rutherglen and Lanark Town Halls Upgrade to modern standard to maximise use/income and enhance customer experience. Refurb of registrar’s area to create additional usable space with income generating potential. £1.8 m £0.3 m John Wright Sports Centre Main Sports Hall floors 1, 2 & 3 require complete replacement. Hall 3 and reception refurbishment. £0.15 m Fairhill Lifestyles Investigate extend the gym area utilising the corridor along the front of the building. Increasing size and capacity of the gym and in turn increasing income £0.005 m Feasibility Murray Owen, East Kilbride Adaptation to accommodate additional public daytime lets and diversify use. £0.10 m Oxford dipper Improve swimming pool experience for residents who have access issues– 9 pools £0.12m Hamilton Palace Sports Grounds Male & Female Foyer Toilets Upgrade and replacement of passenger lift £0.08 m James Hamilton Heritage Park Changing Room Refit – Ladies & Gents including shower £0.03 m Coalburn Leisure Facility Pool, poolside/changing and fabric upgrade to enhance customer experience, increase use and extend the useful life of the property. £0.2 m Hillhouse and Earnock CC Refurbish former library area to create alternative lettable space. £0.1 m Chatelherault Country Park Refurbishment of reception/foyer/cafe area to create social dwelling space. £0.03 m feasibility 6 37
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Upgrade to both internal and external public toilets, and refurbishment of exhibition space. Replacement of life expired windows, doors and gates. Museum Stores Centralising museum stores to release Crosshouse property for sale and explore options for public access to collections on request. £0.03 m Feasibility Conservatory, Calderglen Country Park, East Kilbride Roof replacement, energy efficiency measures and modernisation of visitor experience following a review of the future operational requirements of a zoo and potential for alternative opportunities such research/education £0.03 m Feasibility HPSG LED lights upgrade of Indoor Sports Pitch and Floodlight Conversion for 5-a- side pitches & Tennis Courts £0.08 m Lifestyle Eastfield Battery storage for solar panels, improve efficiency of current panels £0.05 m John Wright Sports Centre Investigate resolution of Athletics Hub power supply (part fund) to allow for LED upgrade to floodlights and re- introduction of 11-a-side football increasing income potential. £0.05 m Former Farmcross Hall, Rutherglen Vacant in excess of 5 years without valid CAT interest, reinstate ground £0.05 m Former Bowling Pavilion, Carnwath Park Within public park which has protected planning status, however condition deteriorating, reinstate ground. £0.05 m Hamilton Palace Sports Grounds Removal of abandoned Playpark – Allow for additional parking and address antisocial behaviour. £0.08 m Library reprovision Setting up of library space in a number of alternative venues, locations still to be identified £0.3 m estimate Improvements to Accessibility Improving access, door entry, and security facilities. Centre access gates at 11 sites plus external staffing support & remote access. £0.65 m 38
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Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Chief Executive Subject: Recommendations Referred by Community and Enterprise Resources Committee 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request approval of the following recommendations referred to this Committee by the Community and Enterprise Resources Committee of 23 April 2024 in respect of:- Centre West Shopping Centre, East Kilbride – Transfer of Ownership to South Lanarkshire Council Glasgow City Region City Deal – Stewartfield Way/East Kilbride Town Centre [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposed approach to ensure the smooth handover of Centre West Shopping Centre, East Kilbride to the Council be approved; and (2) that the proposed next steps in developing and delivering the Stewartfield Way/East Kilbride Town Centre Infrastructure project be approved. [1recs] 3. Recommendation Referred by Community and Enterprise Resources Committee of 23 April 2024 – Centre West Shopping Centre, East Kilbride – Transfer of Ownership to South Lanarkshire Council – Extract of Minute 3.1. A report dated 27 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the current position of Centre West Shopping Centre, East Kilbride seeking endorsement for the proposed approach to ensure the smooth handover of Centre West Shopping Centre, East Kilbride to the Council East Kilbride, like most town centres across the UK, had faced many challenges over recent years resulting in significant voids throughout the shopping centre. Approximately a third of vacant units in the shopping centre had been empty for more than 3 years. Those challenges had resulted in the shopping centre being put into administration on 16 November 2022. 7 39
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The administrator, Interpath, had appointed a team of specialists to consider the future of the town centre. This was led by Scoop Asset Management, and included 360 Architecture and Savills property agent, who worked closely with Council officers to undertake a masterplanning exercise for the town centre. The resultant East Kilbride Town Centre Masterplan was approved by the Executive Committee on 13 September 2023. Despite being the most recently developed part of the town centre, Centre West had several challenges which made it commercially unviable and those were fully detailed at paragraph 3.3 of the report. The East Kilbride Masterplan had identified Centre West as a new residential neighbourhood following demolition of the site. The current position of East Kilbride Shopping Centre was detailed in section 4 of the report whereby it was held in split ownership, with Centre West being owned by Sapphire 15 and the remainder of the asset (Olympia, Plaza and Princes Malls) by Sapphire 16. The remainder of the shopping centre would be marketed for sale over the coming months and it was expected that Sapphire 16 would be put on the market in April/May 2024. Given the stark financial position, Sapphire 15 had confirmed its intention to hand back Centre West to the Council which retained the ground lease. The existing owners were expecting a legal agreement to facilitate this as early as summer 2024, with transfer of ownership expected to take place in December 2025/January 2026. A proactive approach was, therefore, required for the transfer of ownership alongside the progression of the Masterplan. The Council’s external advisers, Knight Frank, had undertaken an options appraisal and made a clear recommendation that the Council continued to engage with the owners to prepare for ownership and to progress the Masterplan proposals within the indicated timescales. Demolition of Centre West would allow for early elements of the Masterplan to be delivered and would bring new residents to the town centre. The development of a ‘Civic Hub’ Council facility would also be progressed and details of that project would be presented at a future meeting of the Committee. To take control of Centre West in a controlled and manged way, a variety of arrangements had to be implemented and it was proposed that a professional team was put in place as follows:- interim/ongoing property management advice by an independent adviser, appointed to act on behalf of the Council, to oversee property management decisions by Scoop/new owner appointment of independent technical consultants to advise on:- the current condition of Centre West the preferred approach to splitting services, including mechanical, electrical, access routes and formation of a new ‘end piece’ to the Plaza Mall potential other costs of separating assets the demolition Burness Paull LLP was currently being procured as legal advisers to provide external advice on:- the rights/obligations/liabilities the Council would inherit upon taking control the termination/relocation of the remaining occupier leases to ensure vacant possession 40
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a project management team to lead the technical delivery of the project for elements such as the demolition of Centre West The proposed approach, if endorsed, would be referred to the next meeting of the Executive Committee for approval. Thereafter, officers would commence the procurement of the external professional team to advise on the transfer process over the course of the next 18 months. It was expected that the ownership of Centre West would be transferred by December 2025/January 2026. The appointment of technical consultants would allow background work for the demolition of the site to be prepared in tandem with the transfer process. Demolition work would then commence when ownership was transferred. It was proposed that the costs of the project would be met through Glasgow City Region City Deal funding for East Kilbride, details of which were presented in a separate report to the Committee. There would be significant risks if the Council did not agree to enter into a Heads of Terms with Interpath and appoint a professional team of experts, and those were detailed in paragraph 10.2 of the report. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the position in relation to the administration of Centre West Shopping Centre, East Kilbride and the associated risks to the Council be noted; (2) that entering into a Heads of Terms with Interpath for the transfer of Centre West Shopping Centre, East Kilbride to South Lanarkshire Council be endorsed; (3) that the appointment of a professional team to manage the transfer of ownership of Centre West Shopping Centre, East Kilbride to the Council, and the subsequent demolition of the site, be endorsed; and (4) that the recommendations be referred to the Executive Committee for approval. The Committee recommended to the Executive Committee: that the proposed approach to ensure the smooth handover of Centre West Shopping Centre, East Kilbride to the Council be approved. [Reference: Minutes of the Executive Committee 13 September 2023 (Paragraph 6)] 3.2 A link to the report submitted to the Community and Enterprise Resources Committee of 23 April 2024 is provided for information. Centre West Shopping Centre, East Kilbride - Transfer of Ownership to South Lanarkshire Council 4. Recommendation Referred by Community and Resources Committee of 23 April 2024 – Glasgow City Region City Deal – Stewartfield Way/East Kilbride Town Centre – Extract of Minute 41
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A report dated 27 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the proposed next steps in developing and delivering the Stewartfield Way/East Kilbride Town Centre Infrastructure project. The Stewartfield Way project was approved at the Executive Committee on 26 August 2015 as one of the original 20 Glasgow City Region (GCR) City Deal projects. Several iterations had been considered since this approval and the Strategic Business Case had been updated periodically in line with the governance arrangements of the City Deal. The challenges in delivering the original scheme, in terms of engineering challenges and difficulties around land ownership, put the deliverability of that option in question. Subsequent updates had refined the project scope based on a public consultation in late 2019, and an augmented Strategic Business Case had been approved by the Executive Committee on 10 March 2021 and, thereafter, by the GCR City Deal Cabinet in June 2021. To date, the project had focused on the transportation challenges across the town and how improvements to the road and wider sustainable transport network could accelerate and unlock development potential, improve access to existing facilities and improve journey times. While those issues remained at the heart of proposals, a refined approach was being considered which brought together a combination of transportation improvements and direct town centre interventions. The East Kilbride Town Centre Masterplan, which set out the strategic direction of the town centre for the next 20 years, was approved by the Executive Committee on 13 September 2023 Delivery of the Masterplan was underway with officers working closely with representatives of the town centre’s administrators and the Council’s professional advisers. The Council would require to directly deliver significant elements of the Masterplan, particularly in relation to Centre West and the development of a new ‘Civic Hub’ facility. Endorsement for interventions in Centre West was included in a separate report to the Committee. The current position was fully detailed at section 4 of the report and highlighted the economic climate and the challenges facing the town since the City Deal projects had been established and approved in 2015. The key elements of the project, which reflected the approval of the Executive Committee on 10 March 2021, were detailed at paragraph 4.4 of the report. It was proposed that the project be rescoped to be split into 2 component parts:- delivering transportation improvements accelerating the town centre redevelopment infrastructure works As the rescoped project moved to the Outline Business Case (OBC) stage, a further report would be brought to the Committee prior to submission to the GCR Programme Management Office (PMO) in November 2024. The proposal was set out fully at section 5 of the report, whereby a report would be considered by the City Deal Cabinet on 11 June 2024, following endorsement by this Committee and subsequent approval by the Executive Committee, asking for permission to rescope the project and to realign the approved project budget of £62.2 million. The intention would be to direct £30 million to the Stewartfield Way Transport Infrastructure project and to direct £32.2 million to town centre activity. 42
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The transportation infrastructure elements were at various stages of development and a delivery timeline, including necessary planning approvals, was being developed, taking cognisance of available resources and other infrastructure priorities. The town centre work would be a major project, requiring a level of resource that the Council did not have internally. It was, therefore, proposed that a project management led team be procured, as detailed in paragraph 5.3 of the report. Detailed information of project development/delivery timelines and the proposed next steps was provided in section 6 of the report. A revised timeline was provided to progress through each stage in both the approval process and on-site delivery. Those timescales would be refined as the project progressed through the business case process and the elements became more defined. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the proposed next steps in developing the Outline Business Case (OBC) and delivering the Stewartfield Way/East Kilbride Town Centre Infrastructure project be endorsed and referred to the Executive Committee for approval; and (2) that a report be submitted to the GCR Programme Management Office, following endorsement by this Committee and approval by the Executive Committee, to seek permission to rescope the project and develop the OBC for a Stewartfield Way and East Kilbride Town Centre project. The Committee recommended to the Executive Committee: that the proposed next steps in developing and delivering the Stewartfield Way/East Kilbride Town Centre Infrastructure project be approved. [Reference: Minutes of the Executive Committee of 26 August 2015 (Paragraph 23), 10 March 2021 (Paragraph 10) and 13 September 2023 (Paragraph 6)] 4.2 A link to the report submitted to the Community and Enterprise Resources Committee of 23 April 2024 is provided for information. Glasgow City Region City Deal - Stewartfield Way/East Kilbride Town Centre 5. Employee Implications 5.1. All employee implications were highlighted as part of the original reports to the Resource Committee. 6. Financial Implications 6.1. All financial implications were highlighted as part of the original reports to Resource Committee. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. Any risks or other implications were highlighted as part of the original reports to the Resource Committee. 43
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9. Equality Impact Assessment and Consultation Arrangements 9.1. Equality impact assessment and consultation arrangements were highlighted as part of the original reports to the Resource Committee. Paul Manning Chief Executive 23 April 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References ♦ Community and Enterprise Resources Committee of 23 April 2024 (Paragraph 9) ♦ Community and Enterprise Resources Committee of 23 April 2024 (Paragraph 10) List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Pauline MacRae, Administration Adviser Tel: 07385370044 E-mail: Pauline.macrae@southlanarkshire.gov.uk 44
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Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Lanarkshire British Sign Language Plan 2018 to 2024 Update; Proposed Shared Lanarkshire British Sign Language Plan 2024 to 2030 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide Committee with an update on the progress of the shared Lanarkshire British Sign Language (BSL) Plan 2018 to 2024, which shared the long-term goals of the National BSL Plan, developed to meet the requirements of the British Sign Language (Scotland) Act 2015 outline the proposed shared Lanarkshire British Sign Language (BSL) Plan for 2024 to 2030 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress on the Lanarkshire BSL Plan 2018 – 2024, at section 4, be noted; and (2) that the shared BSL plan for 2024 – 2030, at Appendix 1, be approved. [1recs] 3. Background 3.1 Scotland's first British Sign Language (BSL) National Plan, as required by the BSL (Scotland) Act 2015, was published by the Scottish Government on 24 October 2017. The Council, with its partners, North Lanarkshire Council and the NHS, created their first shared BSL plan, developed on a joint basis to meet the requirements of the British Sign Language (Scotland) Act 2015. The plan was approved at the Executive Committee meeting held on 21 November 2018 and, thereafter, published on the Council intranet. 3.2 The second Scottish National BSL Plan 2023-2029 was published on 6 November 2023. This plan sets out a range of government actions to tackle barriers faced by BSL users to help make Scotland the best place in the world for BSL users to live, work, visit and learn and identifies further priorities based on discussions with the BSL community and the organisations representing them. 3.3 The British Sign Language (Scotland) Act 2015 requires listed authorities in Scotland to publish BSL plans every six years, showing how they will promote, and facilitate the promotion of the use and understanding of BSL in Scotland. 3.4 As a specified public authority, South Lanarkshire Council has a Duty under the Act to write and publish a BSL plan every six years, showing how the Council will promote 8 45
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and support BSL. The plan will set out measures to increase or improve the use of BSL in delivery of our services. At present through the council’s equality outcomes and its Translation and Interpretation Policy, it demonstrates a proactive approach to meeting the needs of any member of the community that is using its services. 4. Progress to Date BSL Shared Plan 2018-2024 4.1 A BSL Steering Group was set up to develop the first shared plan and the Group is responsible for monitoring and reviewing the impact the Plan is having on the lives of Deaf and Deafblind BSL users and ensuring that the long-term goals are realised. 4.2 Membership of the Steering Board is detailed below:- Deaf Blind Scotland Deaf Equality and Access Forum South Lanarkshire Deaf Services Lanarkshire Lanarkshire Deaf Club NHS Lanarkshire North Lanarkshire Council South Lanarkshire Council 4.3 The role of the Steering Group is to ensure:- BSL plans are developed any BSL plans are accessible and realistic any BSL plans reflect the views of the Deaf and Deafblind BSL communities of Lanarkshire that they co-ordinate the engagement on the development of any plans in preparation for publishing 4.4 Progress from the first shared Lanarkshire BSL plan has been fed back to the British Deaf Association (BDA), through their annual survey. In addition, the Council attended the BDA Scotland hosted event on ‘Your Views: BSL National Plan 2017 – 2023’ in Glasgow, October 2022. This event was attended by representatives from councils and NHS services as well as Deaf community members. 4.5 The event was described on the BDA website as a wonderful, informative and successful event, with many participants highlighting positive examples of good practices across Scotland where Deaf people are working collaboratively with Public Services. Deaf people on the panel at the event shared their personal experiences and everyone was able to contribute to the valuable discussions that took place. This was an opportunity for people to review the BSL National Plan ahead of the governmental review set for next year, 2023. 4.6 The event was seen as good progress in the development of access to BSL resources and with engagement with Deaf community members in Scotland. This project was funded by the Scottish Government and the Equality and Human Rights Fund. 4.7 Work has been ongoing within South Lanarkshire to support the long-term goals identified in the first Lanarkshire shared BSL plan. Progress has been made in the following key areas:- a service review has taken place in schools to establish the best and most cost- effective means of supporting young people with BSL 46
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support has been provided to South Lanarkshire Leisure and Culture (SLLC) to facilitate signed theatre performances there has been more BSL content incorporated onto the SLC website an action in progress is the development of a ‘button’ on the council website (similar to the Reciteme button) to enable BSL information to be easily accessed. This has been discussed with the BSL Steering Group to assess the best location on the website for this BSL awareness classes have been delivered to employees and to elected members 5. BSL Plan 2024 - 2030 5.1 The second shared BSL Local Plan for Lanarkshire 2024 to 2030, attached at Appendix 1, covers the work of NHS Lanarkshire, North Lanarkshire Council and South Lanarkshire Council. It was co-produced in partnership with the Deaf and Deafblind BSL communities of Lanarkshire:- Deaf Services Lanarkshire Deafblind Scotland D.E.A.F. South Lanarkshire and Lanarkshire Deaf Club 5.2 The shared plan 2024 to 2030 mirrors the National BSL Plan aims to make Scotland the best place in the world for BSL users to live, learn, work and visit. The plan promotes South Lanarkshire aspirations and aims to both improve the use of and understanding of British Sign Language in Lanarkshire and the lives of Deaf and Deafblind BSL users living in Lanarkshire. 5.3 The focus of the National Plan (link at 3.2) over the next six years will be to deliver actions that will lead to improved equality, opportunities, and outcomes for BSL users. The Shared BSL Plan for Lanarkshire, reflects those same priorities and sets out the long term goals and actions that the Council will take from 2024 to 2030. 5.4 The priorities included in the Lanarkshire shared plan for 2024 to 2030, are shown below: Priority Lanarkshire’s long term goal: 1 Delivering the Lanarkshire BSL Local Plan 2024-2030 To improve outcomes for BSL users by embedding BSL in our policies, plans and strategies to develop solutions to the barriers faced by BSL users in their daily lives. 2 BSL Accessibility To remove accessibility as a barrier for BSL users in all aspects of life, recognising the importance of having accessible information in the right format at the right time, utilising technology and increasing people’s awareness of communication tools. 3 Children, young people and their families The Getting it Right for Every Child (GIRFEC) approach will be fully embedded, with a D/deaf or Deafblind child and their family offered the right information and support at the right time to engage with BSL. 4 Access to Employment BSL users will receive person-centred support to develop their skills, consider what route to employment is right for them and enter the workforce so that they can fulfil their potential, and improve Lanarkshire’s economic performance. They will be provided with support to enable them to progress in their chosen career. 47
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Priority Lanarkshire’s long term goal: 5 Health and wellbeing BSL users will have access to the information and services they need to live active, healthy lives, and to make informed choices at every stage of their lives. 6 Celebrating BSL culture BSL users will have full access to the cultural life of Lanarkshire, an equal opportunity to enjoy and contribute to culture and the Arts and are encouraged to share BSL and Deaf Culture with the people of Lanarkshire. 7 BSL Data To strengthen the evidence and data on the BSL community in Lanarkshire to better inform decision making in public policy and service design. 8 Transport BSL users will have safe, fair and inclusive access to public transport and the systems that support all transport use in Scotland. 9 Access to Justice BSL users will have fair and equal access to our justice services. 6. Rationale for a Shared BSL Plan 6.1 As with the first Local BSL Plan for Lanarkshire, producing a shared second plan was, once again, viewed by all BSL member organisations as the best approach. 6.2 In Lanarkshire, the Deaf and Deafblind BSL community is small and closely linked through their shared language and culture. People in this community go to the same clubs and social events across Lanarkshire. 6.3 For both councils and the NHS there is already a strong commitment to partnership working, and developing a shared plan has many benefits:- having the support and expertise of BSL users when engaging with the wider BSL community reducing consultation fatigue as the Council would be consulting with the same people maximising the availability of BSL interpreters and Deafblind guide communicators as this is a finite resource sharing experiences across authorities to promote best practice; and most importantly putting in place a BSL Plan, co-produced with Deaf and Deafblind BSL users, ensuring it is meaningful and accessible 7. Developing the Plan - consultation and engagement 7.1. The BSL Steering Group, has continued to be the driving force for monitoring and delivering the ambitions of the first local plan since 2018 and will continue this approach with the BSL plan for 2024 to 2030. 7.2. As a first step, the BSL Steering Group considered the new National Plan and how its priorities and long-term goals could be aligned within our local context. To do this, it held a one-day workshop to consider:- priorities and long-term goals actions which required to be carried over from the first Local Plan new actions needed in relation to the new priorities 7.3. Once this workshop was complete, a first draft of the new plan was developed. The Lanarkshire BSL Steering Group again met in March 2024 where the draft Plan was agreed as ready for consultation with the wider community. 48
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7.4 This shared plan is being presented for approval to the NHS and both North and South Lanarkshire Councils for approval and publishing. 8. Next Steps 8.1. As the Shared BSL Plan for Lanarkshire is a high-level plan, the next step for the public body partners, through the Steering Group, is to produce their own working BSL action plans, pertinent to their own organisation, ensuring accountability and compliance with the requirements of the Act. 8.2 A requirement of developing the action plan is to ensure this reflects the views of the Deaf and Deafblind BSL community of each partner. Therefore, within South Lanarkshire, community consultation and engagement events will take place during August and September 2024 to engage with the community to ensure the plan has input at a local level, for example, through the See, Hear Group. 8.3 The implementation of the Shared Plan and related action plan will be the subject of regular reports to Council elected members and NHS Board Members, as appropriate. Within the South Lanarkshire Council, this will be reported to the Equal Opportunities Forum on an annual basis. 8.4 Ensuring the BSL Shared Plan is making a difference to the lives of BSL users in Lanarkshire requires the ongoing involvement of the BSL community. The BSL Steering group will be responsible for monitoring and reviewing the impact the Shared Plan and action plan is having on the lives of Deaf and Deafblind BSL users and that the long-term goals are realised. 9. Employee Implications 9.1. Employees will need to be fully aware of the shared plan and action plan and the range of interpretation and translation services available across Lanarkshire and how to best work with customers to ensure they receive a fair and equal level of access. 9.2. The Shared Plan will be communicated to employees as part of the agreed action plan. 10. Financial Implications 10.1. The cost of implementing the plan will be met within the existing budget. 11. Climate Change, Sustainability and Environmental Implications 11.1. There are no climate change, sustainability or environmental implications associated with this report. 12. Other Implications 12.1. There are no other implications contained within this report 13. Equality Impact Assessment and Consultation Arrangements 13.1. An impact assessment in relation to the shared plan has been undertaken. The assessment identifies positive impact for Deaf and Deafblind BSL across all ages and sex. The impact assessment is available for members on request from the Head of Personnel. 13.3 The Consultation activity that has taken place is detailed within this report for both the BSL Plan 2018 to 2024 and for the BSL Plan 2024 to 2030. Jackie Taylor Executive Director (Finance and Corporate Resources) 49
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23 April 2024 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Previous References Executive Committee, 21 November 2018 - Proposed shared Lanarkshire British Sign Language Plan List of Background Papers British Sign Language (Scotland) Act 2015 British Sign Language (BSL): national plan 2023 to 2029 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Michelle Milne, Head of Personnel Services Ext:4330 (Tel: 01698 454660) E-mail: michelle.milne@southlanarkshire.gov.uk 50
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Appendix 1 A Shared British Sign Language Plan for Lanarkshire 2024-2030 51
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Appendix 1 1 Contents Foreword 2 Executive Summary 3 Introduction 3 About Us 3 BSL Support in Lanarkshire 4 Rationale for a Shared Plan 4 Developing the Plan – consultation and engagement 5 Next Steps 5 Our long-term goals 6 1. Delivering the Lanarkshire BSL Local Plan 2024-2030 6 2. BSL Accessibility 6 3. Children, Young People and their Families 7 4. Access to Employment 8 5. Health and Wellbeing 8 6. Celebrating BSL Culture 9 7. BSL Data 9 8. Transport 10 9. Access to Justice 10 10. Democratic Participation 10 52
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Appendix 1 2 Foreword We are delighted to present the second British Sign Language (BSL) Plan for Lanarkshire. The BSL (Scotland) Act 2015 continues to provide opportunities to:- • show our continuing commitment to protecting and supporting BSL including in its tactile form. • recognise and value BSL as a language in its own right; and • ensure the needs of Deaf and Deafblind BSL users are brought into the mainstream in our organisations. The Plan aims to make Lanarkshire a place where people, whose first or preferred language is BSL, have the same opportunities to be active healthy citizens and are able to make informed choices about every aspect of their lives. We want to thank the Deaf and Deafblind BSL representatives who worked with us for their valued support in the development of this Plan. Signed NLC Leader of the Council – Cllr Jim Logue NLC Chief Executive – Des Murray SLC Leader of the Council- Cllr Joe Fagan SLC Chief Executive – Paul Manning NHS Lanarkshire Chair – Martin Hill NHS Lanarkshire Chief Executive – Professor Jann Gardner 53
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Appendix 1 3 Executive Summary This is the second shared BSL Local Plan for Lanarkshire covering the work of NHS Lanarkshire, North Lanarkshire Council and South Lanarkshire Council. It was co-produced in partnership with the Deaf and Deafblind BSL communities of Lanarkshire -Deaf Services Lanarkshire, Deafblind Scotland, D.E.A.F. South Lanarkshire and Lanarkshire Deaf Club. The Plan mirrors the National BSL Plan which aims to make Scotland the best place in the world for BSL signers to live, learn, work and visit. This local plan has those same aspirations for Lanarkshire and aims to both improve: the use of and understanding of British Sign Language in Lanarkshire; and the lives of Deaf and Deafblind BSL users living in Lanarkshire. The plan for Lanarkshire sets out actions around ten priority areas: 1. Delivering the Lanarkshire BSL Local Plan 2024-2030 2. BSL Accessibility 3. Children, Young People and their Families 4. Access to Employment 5. Health and Wellbeing 6. Celebrating BSL Culture 7. BSL Data 8. Transport 9. Access to Justice 10. Democratic Participation Introduction The BSL National Plan 2023 - 2029 was published by the Scottish Government on 6 November 2023. Within this plan there are ten priority areas with an emphasis on the following: children, young people and their families; health and wellbeing; celebrating deaf culture; and tackling accessibility for BSL users that impacts on a number of areas such as transport, democratic participation and access to justice. The focus of the National Plan over the next six years will be to deliver actions that will lead to improved equality, opportunities and outcomes for BSL users. This Shared BSL Plan for Lanarkshire reflects those same priorities and sets out our long- term goals and the actions we will take from 2024 – 2030. About Us Lanarkshire Situated in the heart of Scotland, Lanarkshire has the second largest populated region in Scotland with a working age population of 425,000 (and total population of 652,300) over 896 square miles. Scattered in a diverse mixture of urban, rural and isolated settlements it covers urban towns including Motherwell, Hamilton, Airdrie, Rutherglen, the new town of East Kilbride and the market town of Lanark, as well as smaller towns, villages and agricultural areas. Ongoing social and economic changes in Lanarkshire have resulted in an ever-changing environment. Modern business ventures and increasing employment opportunities are replacing traditional heavy industries. NHS Lanarkshire NHS Lanarkshire is responsible for improving the health of more than 654,490 people living within the North and South Lanarkshire local authority areas. 54
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Appendix 1 4 There are three university hospitals in the area – Hairmyres, Monklands and Wishaw. Primary health care is provided in the community and includes general practitioners (GPs), dentists, health visitors and a wide range of health professionals. NHS Lanarkshire’s primary care facilities include health centres and community and day hospitals. North Lanarkshire Council North Lanarkshire is Scotland’s fourth largest council covering around 181 square miles. Stretching from Stepps to Harthill the area has eight main towns interspersed with many villages and hamlets. With a population of around 340,000, our people and communities are diverse. According to the last census in 2011 there were 848 active British Sign Language users living in North Lanarkshire. The most recent census results are awaited, and this plan will be updated when available. South Lanarkshire Council South Lanarkshire is the fifth largest council area in Scotland with a population of 320,000, a working age population of 203,000 and around 145,000 households. It is a varied area, with heavily populated towns and extensive rural areas. According to the last census in 2011 there were 722 people living in South Lanarkshire using BSL at home. The most recent census results are awaited, and this plan will be updated when available. British Sign Language support in Lanarkshire Across our organisations we provide BSL interpretation to anyone who requires support when accessing our services or attending meetings and appointments. In addition, we aim to raise awareness for all of our employees and provide access to a number of learning opportunities including:- • BSL training • Sensory Impairment training and • Deaf Culture etc. Rationale for a Shared BSL Plan As with the first Local BSL Plan for Lanarkshire, producing our second plan, as a shared one, was once again viewed by all BSL member organisations as the best approach. In Lanarkshire the Deaf and Deafblind BSL community is small and closely linked through their shared language and culture. They go to the same clubs and social events across Lanarkshire. There are no borders. For both council’s and the NHS there is already a strong commitment to partnership working, and developing a shared plan has many benefits: • having the support and expertise of BSL users when engaging with the wider BSL community • reducing consultation fatigue as we would be consulting with the same people. • maximising the availability of BSL interpreters and Deafblind guide communicators as this is a finite resource; • sharing experiences across authorities to promote best practice; and most importantly 55
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Appendix 1 5 • putting in place a BSL Plan, co-produced with Deaf and Deafblind BSL users, ensuring it is meaningful and accessible. Developing the Plan - consultation and engagement Our Plan was produced in a partnership between the Deaf and Deafblind BSL user led organisations of Lanarkshire and NHS Lanarkshire, North Lanarkshire Council and South Lanarkshire Council via Lanarkshire BSL Steering Group. This group has continued to be the driving force for monitoring and delivering the ambitions of the first local plan since 2018. As a first step the BSL Steering Group considered the new National Plan and how its priorities and long-term goals could be aligned within our local context. To do this it held a one-day workshop to consider: • Our priorities and long-term goals • Actions which required to be carried over from our first Local Plan; and • New actions needed in relation to the new priorities. Once this exercise was complete a first draft of the new plan was developed. The Lanarkshire BSL Steering Group again met in March 2024 where the draft Plan was agreed as ready for consultation with the wider community. A programme of consultation and engagement was then developed which included: • the draft Plan being uploaded onto our websites in BSL and in English along with an on-line questionnaire and people were invited to comment. • hosting a face-to-face event with the BSL community to discuss the Shared Plan; and • within our own organisations seeking the views of services who would have a part to play in ensuring the Plan is progressed. Feedback was then used to prepare this Second Shared BSL Plan for Lanarkshire Next Steps As our Shared BSL Plan for Lanarkshire is a high-level plan, a first step for the public body partners is to produce its own working action plan, pertinent to its own organisation, ensuring accountability and compliance with the requirements of the Act. Furthermore, the implementation of the Plan will be the subject of regular reports to our respective Council Elected and NHS Board Members. Critically, ensuring the BSL Plan is making a difference to the lives of BSL users in Lanarkshire requires the ongoing involvement of the BSL community. The BSL Steering group will be responsible for monitoring and reviewing the impact the Plan is having on the lives of Deaf and Deafblind BSL users and that the long-term goals are realised. 56
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Appendix 1 6 Our long-term goals and what we will do by 2030 Priority 1 - Delivering the Lanarkshire BSL Local Plan 2024-2030 The Lanarkshire BSL Local Plan will span six years. We are committed to the actions within it, starting from the time of publication by creating the right conditions required to facilitate the discussions, learning and sharing of knowledge required to improve outcomes for BSL users in Lanarkshire. Our long term goal: To improve outcomes for BSL users by embedding BSL in our policies, plans and strategies to develop solutions to the barriers faced by BSL users in their daily lives. We will: 1. Continue in partnership with Deaf and Deaf blind representative organisations operating in Lanarkshire to help us deliver the actions within this plan and make the cross-cutting connections required to progress BSL equality in Lanarkshire. This plan will not be static, the ambitions set out within it requires flexibility and leadership to respond to opportunities and challenges. Collaborative working will help us achieve this aim. 2. Ensure consideration of the needs of BSL users are integrated into our equality impact assessment processes. 3. Consider guidance on BSL access for public engagement when published by Scottish Government. Priority 2 - BSL Accessibility For many BSL users, BSL is their first language. We recognise that for public services to be truly accessible for BSL users, there should be awareness around the culture of BSL, providing vital information in BSL, and enabling people to access services using their own language. Our long-term goal: To remove accessibility as a barrier for BSL users in all aspects of life, recognising the importance of having accessible information in the right format at the right time, utilising technology and increasing people’s awareness of communication tools. We will: 1. Improve accessibility of our websites for BSL users by: • Including signed videos to provide information about available services • Reviewing guidance on accessing interpretation and translation • Increasing staff awareness, knowledge and understanding of Deaf culture, language and service provision issues; and • Working with local Deaf organisations to develop a programme of training and awareness raising for front-line staff. • Explore the potential to mirror the Scottish Government’s Citizen Space locally 2. Ensure BSL users can access information in a variety of ways including face to face, leaflets, social media etc and explore the use of QR codes and link with BSL user organisations 57
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Appendix 1 7 3. Ensure that BSL users are included in Lanarkshire’s See Hear strategy as part of the wider group of deaf people, with a focus on living a good life. 4. Promote the use of Contact Scotland BSL, Scotland’s BSL online interpreting Video Relay Service, throughout our organisation, making improvements to this service to ensure it meets the needs of BSL users. Priority 3 - Children, young people and their families Getting it right for every child (GIRFEC) is our commitment to provide all children, young people and their families with the right support at the right time. We recognise the need to develop a clear pathway for deaf and deafblind children that helps promote the use of BSL at each stage in their education journey helping to maximise their potential at school, ensuring they have the right support to engage with BSL. Parents who use BSL will have the same opportunities as other parents to be fully involved in their child’s education. Our long-term goal: The Getting it Right for Every Child (GIRFEC) approach will be fully embedded, with a D/deaf or Deafblind child and their family offered the right information and support at the right time to engage with BSL. We will: In Health 1. Roll out training and awareness raising for maternity services. 2. Create a directory of services and community-based support for parents to ensure support can be accessed as early as possible at each stage of a child’s journey. 3. Consider how we can effectively implement Deaf role model support. In Early Years and school education 1. Provide Early Year’s staff and childcare workers with access to training and awareness raising of Deaf and Deafblind BSL. 2. Ensure children learn in an environment that best suits their needs and are supported through appropriate GIRFme pathway in North Lanarkshire and their ASP - Additional Support Plan in South Lanarkshire. 3. Ensure communication used is appropriate to child – i.e. not Makaton or other type which are learning support needs. 4. Ensure Deaf parents have access to information in BSL. This includes report cards, parent evenings, routine information, IT Apps, etc. 5. Consider accessibility of school trips, parent councils, work placements and day to day information. 6. Take account of any new guidance for teachers or support staff working with pupils who use BSL. 7. Review training and qualification needs of teachers working with Deaf and Deafblind pupils in mainstream settings, linking in with local Hearing-Impaired Services 8. Share the Education Scotland BSL toolkit for practitioners who work with deaf children, young people and their families, parents and carers who use British Sign Language (BSL) and Tactile BSL in education. Share any resources from partner agencies such as SCILT regarding BSL delivery. 58
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Appendix 1 8 9. Support opportunities for teachers of the deaf and teachers working with deaf and deafblind children and young people in obtaining qualifications for instance Deaf Teachers Charter from Moray House. Promote the culture of BSL within schools as part of 1+2 languages by working in partnership with communities. Priority 4 - Access to Employment We aim to build an employability system that tackles inequalities in Lanarkshire’s labour market by creating a more responsive, joined up and aligned employability system that meets the needs of employers and the local labour market helping support people on their journey towards, into and within employment. This complements our approach to Fair Work that is underpinned by the principles of equity and equality of opportunity for all. Our Long-term goal: BSL users will receive person-centred support to develop their skills, consider what route to employment is right for them and enter the workforce so that they can fulfil their potential, and improve Lanarkshire’s economic performance. They will be provided with support to enable them to progress in their chosen career. We will: 1. Through No One Left Behind, deliver place-based employability services which support individuals to overcome structural barriers to entering and sustaining employment. 2. Use guidance when available from the Scottish Government on solutions to specific barriers for BSL users accessing devolved employability support. 3. Work with local employment services to help highlight specific advice and guidance required by BSL users. Priority 5 - Health and wellbeing Under the law, patients who are BSL users are entitled to the same health and social care access as their hearing peers, in their first or preferred language. NHS Lanarkshire is committed to providing high-quality healthcare services that are person-centred, safe and effective. Good communication is a vital component in delivering high-quality healthcare and in enabling equitable and inclusive access to services and health information. Our long-term goal: BSL users will have access to the information and services they need to live active, healthy lives, and to make informed choices at every stage of their lives. We will: 1. Signpost BSL users to health and social care information available in BSL (to be produced by NHS Health Scotland and NHS24). 2. Work with Health and Social Care North Lanarkshire, South Lanarkshire Health and Social Care Partnership, third sector partners and the Lanarkshire BSL community to develop appropriate information in appropriate formats, signed information on the internet, provision of easy read information etc. • Raise awareness of ‘alert’ systems across services, for example Public health teams’ multi-disciplinary ‘disaster’ responses 59
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Appendix 1 9 • Community alerts • Contacting emergency services - 999 App 3. Provide Public Protection information in BSL. 4. Raise awareness mental of health support available across the range of partner organisations. 5. Improve access to information about active health provision, local sports facilities and sporting opportunities. Priority 6 - Celebrating BSL culture Culture can improve the life chances of all people at every stage in their life. In Lanarkshire, cultural activity can be an important element to help reduce poverty and mitigate its impacts. Our long-term goal: BSL users will have full access to the cultural life of Lanarkshire, an equal opportunity to enjoy and contribute to culture and the Arts and are encouraged to share BSL and Deaf Culture with the people of Lanarkshire. We will: 1. Enable BSL users to take part in culture and the arts as participants, audience members and professionals. 2. Increase information in BSL about culture and the arts on our websites and at venues 3. Improve access to the historical environment, cultural events and performing arts and film for BSL users. Work in partnership with providers of cultural events and activities across Lanarkshire to increase availability of signed performances and enhance individuals’ access to engagement in cultural activities. Explore the use of technology to enhance the experience of BSL users when visiting exhibitions or accessing museum collections. Priority 7 - BSL Data Building up evidence and data around BSL users, deaf and deafblind people is essential for informing public policy and shaping services to meet people’s needs. Our long-term goal: To strengthen the evidence and data on the BSL community in Lanarkshire to better inform decision making in public policy and service design. We will: 1. Include a question in our equalities questionnaires/monitoring forms in relation to the use and understanding of BSL. Example question To what extent can you use British Sign Language (BSL)? Use BSL Understand BSL None of these 60
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Appendix 1 10 Priority 8 - Transport We know not all BSL users identify themselves as disabled but like disabled people, access to, and confidence in, public transport is important. Our long-term goal: BSL users will have safe, fair and inclusive access to public transport and the systems that support all transport use in Scotland. We will: 1. Work with Strathclyde Partnership for Transport to identify practical solutions to make public travel more accessible for BSL users. 2. Encourage inclusion of BSL awareness within partners regulated transport service driver training, including school transport. 3. Promote BSL awareness training to our patient transport service, licensed taxi drivers/owners Priority 9 - Access to Justice Issues of justice affects us all. Justice is the concept of fairness. We must be able to exercise our human and civil rights, to live in a just and fair society. Our long-term goal: BSL users will have fair and equal access to our justice services. We will: 1. Ensure offenders and their families have access to BSL support when needed. 2. Raise awareness with our Community Justice Partnerships of the needs of BSL users when accessing justice systems. Priority 10 - Democratic Participation BSL users should be involved in and able to influence the decisions affecting them Our long-term goal: BSL users will be fully involved in democratic and public life in Lanarkshire, as active and informed citizens, as voters, as elected politicians and as board members of our public bodies. We will: 1. Promote the Access to Elected Office Fund locally, which can meet the additional costs of BSL users wishing to stand for selection or election in local or Scottish Parliament elections 2. Promote Access to Work support that can help pay for practical support in the workplace. 3. BSL interpreters will be booked for public meetings we organise to encourage participation of BSL users. 4. Raise awareness among elected members about ContactScotlandBSL. 5. Ensure that BSL users have access to information about Elected Members/Public Appointments in BSL. 6. Provide information on local democratic elections in BSL. 61
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Appendix 1 11 For further information on the plan please contact: NHS Lanarkshire: Hina.sheikh@lanarkshire.scot.nhs.uk North Lanarkshire Council: equality@northlan.gov.uk South Lanarkshire Council: equalities@southlanarkshire.gov.uk 62
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Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Representation on Outside Bodies – Care and Repair in South Lanarkshire Advisory Committee 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] request approval of the appointment of Councillor Walker as the Council’s representative on Care and Repair in South Lanarkshire Advisory Committee [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation: - [recs] (1) that Councillor Walker, as Chair of Social Work Resources Committee, be appointed as the Council’s representative on Care and Repair in South Lanarkshire Advisory Committee. [1r 3. Background 3.1. The Council, at its meeting on 18 May 2022, approved its representation on certain statutory joint boards and outside bodies. A report which provided an update on arrangements which were delegated to the Chief Executive to finalise was submitted to the Council on 15 June 2022. At that meeting, it was agreed that a report to consider any further representation on a number of other bodies be submitted to the Executive Committee. 4. Representation on Care and Repair in South Lanarkshire Advisory Committee 4.1. At the meeting of the Executive Committee held on 29 June 2022, it was noted that, due to the large number of requests for elected member involvement received from organisations, the Council was not in a position to nominate a representative to every organisation which requested this. Those bodies, including Care and Repair in South Lanarkshire, were advised accordingly. 4.2. The Council is now in a position to appoint a representative to Care and Repair in South Lanarkshire Advisory Committee and Councillor Walker, as Chair of Social Work Resources Committee, has intimated her interest in an appointment to this organisation as she has been attending meetings in a personal capacity. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1. None. 9 63
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications as a result of this report. 8. Other Implications 8.1. There are no issues in terms of risk arising from this report. 9. Equality Impact Arrangements and Consultation Arrangements 9.1. This report does not introduce a new policy function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Jackie Taylor Executive Director (Finance and Corporate Resources) 24 April 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient. Previous References South Lanarkshire Council 18 May and 15 June 2022 Executive Committee, 29 June 2022 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Susan Somerville, Administration Manager Ext: 4197 (Tel: 01698 454197) E-mail: susan.somerville@southlanarkshire.gov.uk 64
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Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Strathclyde Regional Bus Strategy – Recommendations for Future Delivery of the Regional Bus Network 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the development of the Strathclyde Regional Bus Strategy (SRBS) and to provide an overview of the proposed Council response to the consultation. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to:- [recs] (1) approve the contents of this paper which will form the Council’s response on the consultation. [1recs] 3. Background 3.1. Bus services in the UK outside London were deregulated in 1986. Since then, bus operators have been free to run any service, set their own fares and choose their own vehicles, subject to meeting safety and operating standards and applicable government policies such as Low Emission Zones. Following deregulation, publicly owned bus companies in the Strathclyde region were sold off and privatised. 3.2. In 2019, in response to the continuing decline in bus use and in recognition of the important role of bus in delivering public policy, new provisions to improve bus services were introduced in Scotland under the Transport (Scotland) Act 2019. The new provisions allow Local Transport Authorities, in accordance with relevant guidance and regulations, to develop Bus Service Improvement Partnerships in partnership with bus operators, to develop and manage a bus franchise, and establish a new municipal bus company to directly operate bus services. 3.3. In 2023, Strathclyde Partnership for Transport’s (SPT) new Regional Transport Strategy (RTS) was approved by their Partnership Board and the Scottish Transport Minister. The RTS sets out policies for a high quality, integrated public transport system and for SPT to further investigate the use of the provisions in the Transport (Scotland) Act 2019 within the SPT area. 3.4. In 2023, SPT commenced work on the Strathclyde Regional Bus Strategy (SRBS). The SRBS is SPT’s process to investigate the use of the provisions and to determine a preferred strategy to improving the bus network in the region. 10 65
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3.5. Bus services are a lifeline that many people heavily rely on, with around 70% of all public transport journeys in the region being taken by bus. However, SPT’s work in developing the new Regional Transport Strategy reaffirmed significant concerns in terms of the efficiency, performance, affordability, and overall sustainability of the bus network in Strathclyde. Similar concerns are emerging through work being undertaking in preparation of the Council’s own Local Transport Strategy. 3.6. In addition, at the South Lanarkshire Council meeting of 1 November 2023, a motion was approved that recognised the Council’s concerns in relation to the state of bus provision across the Strathclyde area. The Council believes that the current deregulated model of bus provision is inadequate and that there is now a compelling case for changing the model of bus provision across Strathclyde. 3.7. The Council also believes that a new model of bus provision will enable bus services and public transport across Strathclyde to contribute more towards a healthier environment, inclusive economic growth, and an improved quality of life for the people and communities of Strathclyde. Importantly, the design of bus services must be informed by quality community engagement to identify local transport needs and aspirations. 3.8. The Chief Executive subsequently wrote to SPT and the Scottish Government stating that:- a new model of bus provision for Strathclyde must be developed that is integrated and democratically accountable a new model of bus provision must contribute towards Regional Transport Strategy objectives and policies set out by SPT this model must meet the needs of South Lanarkshire’s communities and its rural areas in particular, where there is little or no current service the Regional Transport Strategy must cover all urban and rural areas the Scottish Government must support local authorities and transport authorities seeking to replace deregulated bus models with models of regulation or common ownership, with fair funding and regulation that respects the autonomy and democratic wishes of Scotland’s communities and regions a democratically accountable Strathclyde-wide bus franchise should be progressed to improve bus services across the region and realise the ambitions of the Regional Transport Strategy 3.9. The ongoing and continuing development of the SRBS sought to address these issues and aims to deliver a clear vision and strategy for the future of bus services in our region. 3.10 Senior Officers from South Lanarkshire Council have, to date, been working with SPT colleagues in progressing various elements of the SRBS and Section 4 provides further detail on the assessment, recent recommendations and intended response to the consultation from the Council. 4. Outline of Assessment / Recommendations 4.1. Based on earlier work, consultation, and engagement undertaken to date, and following further dialogue with councils and operators, the SRBS Options, Development and Appraisal process is now complete and being consulted upon by SPT. 66
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4.2. SPT has considered several ways, or options, through which the bus network could be delivered. These options include continuing with the current ‘business as usual’ approach, partnership models on a voluntary or statutory basis, local services franchising, and municipal bus operations. Based on the findings of the appraisal process, the recommendations for future delivery of the regional bus network being consulted upon are set out below, along with a potential response from the Council. Appendix 1 provides more details on each of these options. 4.3. Recommendation 1: SPT should commence work on franchising, in line with the requirements of the Transport (Scotland) Act 2019. 4.3.1. Local services franchising is a system that allows a Local Transport Authority to award exclusive rights to an operator to run certain bus services for a set period. In Scotland, the Local Transport Authority must first put in place a franchise framework setting out what local services are to be provided, the standards to which the services are to be provided, and any additional facilities or services that are to be provided. Under this franchise framework, the Local Transport Authority then enters into franchise agreements with bus operators, awarded through competitive processes, to deliver the specified services and standards. 4.3.2. SPT notes that franchising is a proven model for delivery of local bus services across Europe and beyond, and provides the greatest certainty of making significant improvement to the network to achieve passenger growth and better accessibility for all and deliver on wider public policy outcomes. It is recommended that SPT should initiate the franchise process in line with the requirements of the Transport (Scotland) Act 2019. 4.3.3. The cost of carrying the franchising process to the point of implementation is estimated to be around £15 million and to take 5 to 7 years. SPT can initiate the franchise assessment process of its own accord at this stage but will require financial support from government to see through the processes to later stages and, ultimately, in the implementation. 4.4. Recommendation 2: SPT should progress with Bus Service Improvement Partnership (BSIP) arrangements to provide a firm basis for private and public sector commitments to arrest further passenger decline and improve the bus network over the medium term. 4.4.1. The appraisal identified that 1) there is a need for improvement in the short / medium term and 2) franchising has a lengthy development process and delivery risks. Bus Service Improvement Partnerships generally perform well against most criteria and can be implemented relatively quickly, potentially within 12 months of commencing the process, although they are not without implementation risk and the need for dedicated resource from public sector to develop and manage. In this context, it is worth highlighting that the Scottish Government has indicated that it has paused the Bus Partnership Fund (BPF) in 2024/25. 4.4.2. The consultation asks to what extent does the Council support or oppose recommendations number 1 and number 2 to take forward local services franchising and BSIPs. 4.4.3 In response, the intention is to confirm that the Council strongly supports recommendation 1 which would see franchising being progressed across the Strathclyde area. 4.4.4. With regard to recommendation, 1 the appraisal process identified implementation costs of around £15 million and an indicative high-level estimate of £45 to £85 million 67
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per annum additional subsidy to deliver a regional franchise. To date, it is unclear where such funding would come from. Pressures are expected to remain across National and Local Government over the immediate future and the period where franchise model is being developed; this is a fundamental concern to the success or otherwise of this recommendation. The Council support is predicated on there being a clear and fully funded delivery model that does not put additional pressure on existing Council or SPT priorities. 4.4.5. Furthermore, while the Council intends to support the franchise recommendation, there are many unknowns in relation to franchising including funding, feasibility, timescales, process for establishment, competition, risk-sharing, and uncertainty. It is essential that the Council remains engaged with SPT and these matters are worked through timeously. 4.4.6. There are no doubt major opportunities arising from this recommendation, however, it is important to recognise existing Council statutory responsibilities, functions, and duties. Local democracy must remain with councils to ensure full consideration of geographical differences (e.g. rural areas), local priorities and to ensure a balanced approach to the needs of all sectors of our businesses and communities. This is vitally important when developing supporting bus related infrastructure and / or when cross boundary initiatives are being developed. Such infrastructure development and initiatives can be equally successful using existing statutory powers and duties, strong professional partner relationships and political support across councils and SPT. 4.4.7. Notwithstanding our support for recommendation 1, at this stage, support for recommendation 2 is unclear. Would a BSIP use up scarce resources at the expense of progressing the franchising model? Also, as an interim measure, would a BSIP potentially entangle SPT and Council in legal agreements or challenge that could frustrate attempts to take forward the preferred option of bus franchising. 4.4.8. While the feasibility of BSIPs appears positive and risks on the surface appear low if all parties deliver agreed inputs, achieving the beneficial outcomes for the network and passengers will once again be heavily dependent on availability of additional funding and it remains unclear as to where such funding will emerge from. This should be considered in the current climate when funding for such interventions is not presently available. 4.4.9. The success of BSIPs is also wholly dependent on early positive engagement and agreement between partners. Any delay or reluctant behaviour by principal partners would fundamentally undermine the BSIPs’ credibility and successful delivery. It is noted that there are already some partners expressing concern over the direction of travel in terms of future bus franchising. There is also a question as to whether BSIPs could deliver the change necessary to achieve what is necessary. 4.4.10. In terms of our response to the consultation it would, therefore, be the intention to confirm our support and intention to be part of any BSIP development but that we would provide an overall neutral stance on the recommendation itself, largely for the reasons set out above. 4.5. Recommendation 3: As and when it may be required, SPT will consider developing business case(s) for small-scale municipal bus company(ies) aimed at providing socially necessary services in parts of the region where private operators are currently very limited. 4.5.1 A municipal bus company is an operator of bus services owned by a Local Transport Authority. A municipal bus company can be formed from the purchase of an existing 68
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bus or coach company or the creation of a new company. Municipal bus companies compete for the market in the same way as privately owned bus companies. 4.5.2. SPT notes that a municipal bus operation will not in itself deliver the change needed to achieve the aspirations of the RTS. However, municipal bus provision may help in the short to medium term in areas where competition for bus contracts is currently limited and there is a requirement for an ‘operator of last resort’. Further investigation should be conducted in a targeted way and in partnership with councils. 4.5.3. The consultation asks to what extent does the Council support or oppose SPT’s recommendation to further investigate the opportunities offered by the creation of a small-scale municipal bus operation? 4.5.4. It is noted that a municipal bus company entering the market might help to drive up standards or could fill gaps in provision by accepting lower profits (or accepting a social cost) than the private sector, but there are significant risks for authorities and no certainty of success. 4.5.5. Any new municipal bus company in Strathclyde would either need to start ‘from scratch’ or be based around the acquisition of an existing operator. Both situations would require potentially significant initial capital investment in the form of start-up or acquisition costs. The question once again remains as to where such investment and funding will emerge from. 4.5.6. In terms of our response to the consultation it would be the intention to confirm a modest level of support, but to note that a fully funded and structured business case must be developed before progressing to the next stage of discussion. What is clear is that individual Councils will not have the necessary funding available or indeed the necessary skills or assets to run such a bus company; should this be necessary it would be expected that SPT would lead on this. 4.6. Recommendation 4: SPT should continue working with local authorities, Transport Scotland, and bus operators to continue delivery through the Bus Partnership Fund. 4.6.1. Bus priority, funded by the BPF, will be critical to the successful delivery of both BSIPs in the medium term and franchising in the longer term. Capital investment in bus priority will be necessary to secure agreements with private operators in any BSIP and to arrest patronage decline in the medium term. In the longer term, a ‘bus-friendly’ road network, with faster and more reliable journeys, will improve the attractiveness of bus compared to private car and help deliver a modal shift. 4.6.2. However, as noted above, the Scottish Government has paused the BPF in 2024/25, and further, as members will be aware, the Scottish Government has reduced SPT’s capital programme to zero in 2024/25, thereby removing two potential sources of funding for investment in bus. 4.6.3. The ongoing consultation does not specifically ask for comment on this but, in response, it is proposed to note that, while having faster and more reliable journey times is essential and the Council would strongly support this, care must be taken to ensure a balanced approach for all sectors of our businesses and communities. 4.6.4. Bus priority should also not automatically mean road space reallocation. Through the adoption of on board bus and on road technology across the network, a faster and more reliable journey time for all users can also be achieved. Once again consideration of geographical differences (e.g. rural areas) and local priorities must be 69
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integral to the roll out of bus priority to ensure a balanced approach to the needs of all sectors of our businesses and communities. 4.6.5. By way of an example, the Council, with SPT funding, has recently introduced bus priority at 61 traffic signal junctions along various corridors in Hamilton, Cambuslang, Rutherglen, Larkhall, Blantyre, Carluke, Lanark and Uddingston. 4.7. Recommendation 5: Business As Usual and Voluntary Partnerships should be ruled out as means to deliver a better bus network as more radical intervention as required. 4.7.1. SPT is proposing to rule out the current business as usual and voluntary partnerships for further consideration in its bus strategy. Business as usual describes the existing bus network. Operators are free to run any service, set their own fares and choose their own vehicles, subject to meeting safety and operating standards and applicable government policies such as Low Emission Zones. Evidence suggests that, with this option, it is highly unlikely that the cycle of decline will be broken. SPT also anticipates that continuing with business as usual is unacceptable to most stakeholders and communities. 4.7.2. Voluntary partnerships are when bus operators and public sector partners come together to improve the bus network through agreeing, on a voluntary basis, to provide or deliver improvements to services and infrastructure or other local policies to support bus services. The SPT option appraisal process found no evidence in the region to suggest that voluntary partnerships are likely to break the cycle of bus decline. 4.7.3. The consultation asks to what extent does the Council support or oppose SPT’s recommendation to rule out ‘business as usual’ and ‘voluntary partnerships’ for further consideration in the bus strategy. 4.7.4. In response, and noting the content of the motion agreed on 1 November 2023 at the full Council meeting, it is clear that ‘business as usual’ is not seen as acceptable, therefore, it would be intention to strongly support the ruling out of ‘business as usual’. 4.7.5. With regards voluntary partnership and noting the comments above around BSIPs, it is suggested a neutral stance is taken on the recommendation to rule out voluntary partnerships until such time as the success or otherwise of BSIPs has been clarified and the timeline for franchising is clearer. 5. Consultation / Next Steps 5.1. The consultation is underway and began on 2 April and will close on 13 May 2024. Further information on how to take part in the consultation is available on SPT’s website and this has been advertised and communicated with key stakeholders in advance. 5.2. The full appraisal report has been made available, via SPT’s website. The results of the public consultation and its impact on the SRBS will be reported to an SPT Partnership later in 2024. 5.3. Subject to Committee approval, Officers will formally refine and submit the responses included in this report, taking on board further comments received, prior to the consultation closing date. 5.4. Following the public consultation, SPT have advised the next steps for the SRBS will be to conclude the remaining work packages, namely: Work Package 3 (WP3) Strategy Development and Consultation 70
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Work Package 4 (WP4) Finalise Strategy & Delivery Plan Work Package 5 (WP5) Strategic Business Case Work Package 6 (WP6) Strategic Advisor - Bus Reform and Organisational Change 5.5. The SRBS remains on track to complete by Summer 2025, and Officers will continue to engage with SPT colleagues to ensure members are updated on progress via the suite of SPT Committees. 6. Employee Implications 6.1. There are no employee implications currently for Council with existing senior officers engaging with SPT colleagues to progress work in relation to this workstream. Clearly, should work commence in relation to the above recommendations, employee resources will require to be considered. 7. Financial Implications 7.1. There are no financial implications currently for the Council other than those set out and discussed above. Clearly, should work commence in relation to the above recommendations, employee and financial resources will require to be considered. 7.2. In terms of the recommendations noted above, pressures are expected to remain across national and local government over the immediate future and the period where recommendations are being progressed. Such significant and fundamental capital and revenue funding requirements represent a serious concern to the success or otherwise of the recommendations. 8. Climate Change, Sustainability and Environmental Implications 8.1. Delivery of the SRBS will have a positive impact on climate change, adaptation, and carbon reduction. A Strategic Environmental Assessment was undertaken as part of the development of the new RTS, from which the SRBS has developed. This is available from SPT website. 9. Other Implications 9.1. There are no risk implications associated with this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. An Equality Impact Assessment, Fairer Scotland Duty Impact Assessment, Island Community Impact Assessment, and Child Rights and Wellbeing Impact Assessment are being conducted by SPT as part of the SRBS development process. 10.2. As stated at paragraph 5.1, the consultation is underway and began on 2 April 2024 and will close on 13 May 2024. Further information on how to take part in the consultation is available on SPT’s website and this has been advertised and communicated with key stakeholders in advance. David Booth Executive Director (Community and Enterprise Resources) 17 April 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs 71
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Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress, and improve Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References South Lanarkshire Council, Notice of Motion, Future of Strathclyde Bus Services, 1 November 2023 List of Background Papers “Development of the Strathclyde Regional Bus Strategy & Delivery Plan,” Strategy & Programmes Committee, November 2022 “Strathclyde Regional Bus Strategy & Delivery Plan – Award of Contract,” Strategy & Programmes Committee, June 2023 “A Call to Action: The Regional Transport Strategy (RTS) for the West of Scotland 2023- 2038”, Partnership Report, March 2023 “Regional Transport Strategy – Approval by Scottish Ministers,” approved July 2023 “Strathclyde Regional Bus Strategy and Delivery Plan: Case for Change,” Partnership Report, September 2023 “Strathclyde Regional Bus Strategy & Delivery Plan – Progress Update,” Partnership Report, December 2023 “Strathclyde Regional Bus Strategy – Recommendations for Future Delivery of the Regional Bus Network – for Public Consultation,” Partnership Report, March 2024 Contact for Further Information If you would like to inspect the background papers or want further information, contact: - Colin Park, Head of Roads, Transportation and Fleet Services Ext: 4484, Tel: 07795 090494 Email: colin.park@southlanarkshire.gov.uk 72
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Appendix 1 Delivery Model Option Description Rationale for considering option Business as usual Business as usual is the way the bus network is delivered now. This option allows other options to be compared against the current situation to understand the difference in costs and benefits that may be delivered through organising the bus market differently. Voluntary Partnership Bus operators and public sector partners may come together to improve the bus network through agreeing, on a voluntary basis, to provide or deliver improvements to services and infrastructure or other local policies to support bus services. There is no legal basis or enforcement mechanism for voluntary partnerships and parties can leave the partnership at any time. This option is available to Local Transport Authorities and bus operators, either working together or on an operator-only basis, and has not been discounted through any previous work by SPT. Bus Service Improvement Partnership (BSIP) A BSIP is a formal partnership between a Local Transport Authority (or Authorities) and one or more bus operators. In the model, the Local Transport Authority is responsible for making a Partnership Plan and Scheme (or Schemes), which are developed and agreed with bus operators and other relevant partners. The Plan sets out policies and objectives to be achieved through the BSIP and the Scheme (or Schemes) imposes service standards on operators and specifies the facilities to be provided or measures to taken by the LTA to support the bus network. This model differs from a voluntary partnership in that there is a legal basis for the Plan and Scheme and, therefore, elements of the Scheme can be enforced. This option is available to Local Transport Authorities under the Transport (Scotland) Act 2019, and has not been discounted through any previous work by SPT. Local Services Franchising Local services franchising is a system that allows a Local Transport Authority to award exclusive rights to an operator to run certain bus services for a set period. In Scotland, the Local Transport Authority must first put in place a franchise framework setting out what local services are to be provided, the standards to which the services are to be provided, and any additional facilities or services that are to be provided. Under this franchise framework, the Local Transport Authority then enters into franchise agreements with bus operators, awarded through competitive processes, to deliver the specified services and standards. This option is available to Local Transport Authorities under the Transport (Scotland) Act 2019, and has not been discounted through any previous work by SPT. 73
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Municipal bus company A municipal bus company is an operator of bus services owned by a Local Transport Authority. A municipal bus company can be formed from the purchase of an existing bus or coach company or the creation of a new company. Municipal bus companies compete for the market in the same way as privately owned bus companies. Currently, there are no municipal bus companies in the SPT area. This option is available to Local Transport Authorities under the Transport (Scotland) Act 2019, and has not been discounted through any previous work by SPT. 74
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1 5 Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Executive Director (Housing and Technical Resources) and Director, Health and Social Care Subject: South Lanarkshire’s Progressive Housing Framework 1. Purpose of Report 1.1. The purpose of the report is to:- provide an overview of the South Lanarkshire’s Progressive Housing Framework advise on how the Progressive Housing Framework is being implemented and further developed 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the content of the South Lanarkshire Progressive Housing Framework, as outlined in Appendix 1, be noted; and (2) that arrangements for the implementation of the Progressive Housing Framework, be noted. 3. Background 3.1. Progressive Housing is an approach which reflects the council’s response to people’s changing housing, support, and care needs over the course of their lives. It aims to promote independent living through the re-focusing of operating model(s) in relation to the types of accommodation provided, the location of new housing sites, the way care is provided, and the level of support that is delivered. 3.2 This aim is aligned with the wider strategic ambitions of Housing and Technical Resources and the South Lanarkshire University Health and Social Care Partnership (SLUHSCP), as set out in:- the Local Housing Strategy 2022-27, which provides a commitment for housing, homelessness and health services to work together to ensure that ‘people with particular needs are better supported to live independently within the community in a suitable and sustainable home’ the Strategic Commissioning Plan 2022-25, which outlines how health and social care partners will prioritise that ‘people, including those with disabilities or long- term conditions, or who are frail, are able to live, as far as reasonably possible, independently at home or in a homely setting in their community the Strategic Housing Investment Plan (SHIP) 2024-29, which outlines the council’s commitment to ensuring that each site within the council’s Affordable Housing Supply Programme is developed to meet identified local needs 11 75
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4. Overview of Progressive Housing 4.1. The purpose of the Progressive Housing Framework is to set out the approach through which Housing and Technical Resources and the South Lanarkshire University Health and Social Care Partnership will work collaboratively to secure the following outcomes:- people can stay in their own home where it is appropriate to their needs and circumstances people who require to move are assisted to move to housing which meets their needs and aspirations more and a wider range of homes are delivered through the council’s Affordable Housing Supply Programme to meet people’s needs as their lives and health circumstances change over time 4.2. The framework builds on a wide range of existing joint working to introduce an enhanced approach to:- establish the most appropriate housing, support, and care pathway for individuals through the establishment of the new Home and Health Assessment systematically identify and develop the progressive housing sites which will be planned and delivered on a collaborative basis by Housing and Technical Resources and the South Lanarkshire University Health and Social Care Partnership to meet health, care and housing needs in each locality 4.3. Considering those whose preference is to stay in their current home, the framework sets out a range of options that can provide practical help to allow people to continue with independent everyday living, including the community alarm service, technology enabled care, equipment and adaptations, and Care at Home services. 4.4. For those struggling to cope in their current home, or it is not suitable, the framework considers the range of housing options across the social rented sector, private rented sector, and home ownership that are available to people. 4.5. To ensure the provision of more suitable homes in South Lanarkshire, the joint framework sets out a new approach that will see Housing and Technical Resources and the South Lanarkshire University Health and Social Care Partnership work in a more systematic way jointly to:- identify Progressive Housing sites through the annual SHIP development process plan individual Progressive Housing sites to ensure that new council housing provision is designed to meet the known needs of those who may be allocated the new homes 4.6. The Progressive Housing Framework also encompasses the new Home and Health Assessment which will determine the award of medial priority under the terms of the South Lanarkshire Council Housing Allocation Policy and consider whether an applicant can be supported to stay in their current home or be prioritised to move to another home due to their health needs. 4.7. The full framework has been provided within Appendix 1. 5. Next Steps 5.1. Key aspects of the new framework are already being progressed, including the establishment of the Home and Health Assessment and consideration of potential 76
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Progressive Housing sites within the forthcoming SHIP. At the same time, however, a wider implementation roll-out plan for the Progressive Housing Framework is being progressed to ensure clarity amongst officers, customers, partners and stakeholders in terms of the roles with the approach. 5.2. A programme to ensure officers across Housing and Technical Resources and the South Lanarkshire University Health and Social Care Partnership are briefed on the new joint framework will be completed by the end of May 2024. 5.3. Progress in relation to the implementation of the Framework will be reported to the Integration Joint Board (IJB) and the Health and Social Care Strategic Commissioning Group, and also through the Local Housing Strategy Steering Group, with updates also provided to the Executive Committee as part of the annual review of the Local Housing Strategy. 5.4. Progress in relation to the More aspect of the Framework will also be monitored and reported on through the annual refresh of the Strategic Housing Investment Plan, presented to Housing and Technical Resources Committee on an annual basis. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 7.2. Financial impact relating to the costs of delivering additional council housing sites will be detailed in reports presented to Housing and Technical Resources Committee or Executive Committee for consideration and approval. 7.3. Financial implications relating to the delivery of additional affordable housing supply will also be detailed within the annual Housing Revenue and Capital Account Budget update reported to Housing and Technical Resources Committee. 8. Climate Change, Sustainability and Environmental Implications 8.1. The Progressive Housing Framework does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 9. Other Implications 9.1. There are no other implications as a result of this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. An equality impact assessment has been undertaken for each of the strategies and plans that underpin the Progressive Housing Framework. 10.2. The Progressive Housing Framework has been informed by the consultations undertaken as part of the development of the Local Housing Strategy 2022-27, Rapid Rehousing Transition Plan 2019-24, Strategic Housing Investment Plan 2024-29, and Strategic Commissioning Plan 2022-25. Wider consultation will be undertaken with partners and stakeholders, including customer representatives, to support the implementation and wider development of the framework. Professor Soumen Sengupta Director (Health and Social Care) 77
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Stephen Gibson Executive Director (Housing and Technical Resources) 9 April 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Outcomes Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References Housing and Technical Resources Committee, 8 November 2023, Strategic Housing Investment Plan 2024-29 List of Background Papers Local Housing Strategy 2022-2025 Strategic Commissioning Plan 2022-2025 Strategic Housing Investment Plan 2024-29 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ian Beattie, Head of Health and Social Care E-mail: ian.beattie@southlanarkshire.gov.uk Sharon Egan, Head of Housing Services E-mail: sharon.egan@southlanarkshire.gov.uk 78
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Appendix 1: South Lanarkshire Progressive Housing Framework South Lanarkshire’s Progressive Housing Framework Stay Move More 79
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Contents 1. Introduction 3 2. Progressive Housing Options: 6 • Stay 6 • Move 10 • More 14 3. Home and Health Assessment 19 4. Monitoring and Review 20 80
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1. Introduction Progressive Housing is an approach which reflects our response to people’s changing housing, support, and care needs over the course of their lives. The approach will re-focus our operating model(s) via the types of accommodation, the location of sites, the way we provide care, and the level of support delivered – with the aim of promoting independent living. Rather than continuing on the basis that we will default to directing people towards Nursing/Care Homes and/or Sheltered Housing, the Progressive Housing Approach will focus on the needs of the individual and of communities to deliver and support access to a blend of amenity, tech enabled, and extra care housing in a community setting that: • support the particular needs of individuals. • aid mobility and accessibility. • maximise community cohesion. Outcomes The purpose of this framework is to set out the approach through which Housing and Technical Resources and the South Lanarkshire University Health and Social Care Partnership will work collaboratively to secure the following outcomes: • People can stay in their own home where it is appropriate to their needs and circumstances. • People who require to move are assisted and supported to move to housing which meets their needs and aspirations. • More and a wider range of homes are delivered through the council’s Affordable Housing Supply Programme to meet people’s needs as their lives and health circumstances change over time. For those who wish or require to move to a new home, the range of options available is set out in the Housing Support and Care Pathway Options Summary (see tables 1 and 2 and figure1 below) which details housing options ranging from living independently in a mainstream home, all the way to living permanently in a care environment. The framework builds upon a wide range of existing joint working to establish a new collaborative approach to: • establishing the most appropriate housing, support and care pathway for individuals through the establishment of the new Housing and Home Suitability Assessment. • systematically identifying and developing the progressive housing sites which will planned and delivered on a collaborative basis with the HSCP to meet health, care and housing needs in each locality Figure 1 below sets out the pathway of options available to people as their housing, health, and care needs change .The Progressive Housing approach is founded upon supporting people who are unable to stay within their current home to progress along the pathway to the option which best meets their needs and aspirations . 81
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Figure 1: Housing Support and Care Pathway Options Summary Diagram The framework will ensure clarity among officers, customers, and stakeholders on how the agencies work together, the accommodation and support options available and how these are being further developed. The framework is supported by a range of agency specific and joint policies, procedures and approaches which support delivery and aims to ensure clarity and consistency of focus across both the HSCP and HTR. Independent Living Technology Enabled Care (TEC) Equipment and Adaptations Intermediate Care Care in the Community Move More Move More Technology Enabled Properties Living with family/friends Sheltered Housing Extra Care HousingPurchansing a suitable property Amenity Housing Extra Care Housing Amenity HousingTechnology Enabled Properties 24/7 Care Environment Wheelchair Standard Housing 82
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The Scottish Government’s Housing to 2040 strategy sets out a vision of delivering homes that meet people’s needs and supports their wellbeing by being adaptable and with enough space to live well as their needs change throughout their lives. This includes supporting people with long-term conditions and disabilities to live independently in a home of their own for as long as they can or want to through the provision of accessible homes and a range of health and social care services to meet demand, including the increased use of technology. The Housing for Varying Needs standards offer guidance on good practice in the design of all housing, so that newly built, refurbished or adapted buildings achieve a degree of flexibility, suit people of different abilities, are convenient to use, and fit for their purpose. These standards, first published in 1998, are currently under review by the Scottish Government. The Local Housing Strategy (LHS) 2022-27 is the main, statutory plan for housing in South Lanarkshire. It aligns with and bridges to other plans and strategies where housing makes key contributions towards achieving outcomes, including outcomes 5: ‘People with particular needs are better supported to live independently within the community in a suitable and sustainable home.” The South Lanarkshire University Health and Social Care Partnership (HSCP) Strategic Commissioning Plan (SCP) 2022-25 sets out how partners will work towards achieving nine national Health and Wellbeing Outcomes. Housing contributes to most of these, Outcome 2 in particular: ‘People, including those with disabilities or long-term conditions, or who are frail, are able to live, as far as reasonably possible, independently at home or in a homely setting in their community’. 83
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2. Progressive Housing Options As detailed in Section 1, Housing and Technical Resources works in partnership with the South Lanarkshire HSCP to support the delivery of the SCP 2022-25 and the achievement of the 9 national Health and Wellbeing Outcomes. Outcome 2 closely aligns to the aims and objectives of a number of housing policies and procedures, including the South Lanarkshire Council Housing Allocation Policy. Many adults and older people with care and support needs will prefer to stay in their home rather than move into other accommodation. There are a number of services that can provide practical help to allow people to continue with independent everyday living, including:- • Community alarm service, for someone living with varying needs including dementia, or a person living alone who has complex health needs. • Technology enabled care which can support people to live safely, independently and well at home, for example sensors and monitors for those at risk of falls. • Equipment and adaptations, for example a walking aid or a level access shower. • Intermediate Care, for example, where a person can be supported following a period of ill health/hospital admission, for a short time to enable them to return to their own home. • Care at Home Service to help with daily tasks such as washing and dressing. • Integrated Care in the Community for example, where a person has more complex needs and may require a range of supports in the community. Information and advice on housing options is a free service to anyone considering their housing prospects in South Lanarkshire to help make informed choices. Officers will also provide information or signposting to the most appropriate agency where an adult or older person requires access to independent advice and information. The overall aim is to ensure the HSCP and Housing work jointly to provide a seamless, end to end progressive housing solution which supports people to stay at home for as long as possible or move when necessary, preventing unnecessary hospital admissions, supporting people to get home from hospital, and helping people make the right housing choices. The Housing Support and Care Pathway Options summary detailed in Table 1 below provide a list of the progressive housing options that people can consider in conjunction with relevant HSCP and Housing and Technical Resources (HTR) practitioners. The framework is complimented by the new Home and Health Assessment (HHA - see section 3 below) through which Housing and Health professionals will work collaboratively to carry out a joint assessment of housing and health needs to identify whether an applicant can be supported to stay within their current accommodation or alternatively, be prioritised to move to another home due to their health needs (see options outlined in table 1 below). 84
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Practice Example: Mr A approached H & TR in relation to his difficulty climbing into the bath and access to the shower. Following a Home and health Assessment, it was identified that Mr A was unsteady on his feet and potential risk of falling while trying to climb into the bath. Following completion of the joint assessment of Mr A and his current home, an accessible shower was installed which allowed Mr A to continue to enjoy his home and live independently. Table 1: Housing Support and Care Pathway Options Summary - Stay Progressive Housing Option When is this option appropriate? Access and Eligibility Community alarm service A wide variety of people can benefit from having a community alarm including people who live alone and/or are at risk from falls or sudden attacks of illness, dementia, physical disability or discharged from hospital and need additional support. This is a response service which enables a wide range of people to remain safely within their community by providing access to an emergency response service A community alarm is suitable for people of any age who: • need short term assistance whilst recovering from injury or illness • have a long-term condition(s) • provide carer support • feel vulnerable or isolated in their own home • have no support or family There is a charge for community alarm service. Technology Enabled care (TEC) Technology can be used to support us all to live safely, independently and well at home. The TEC programme in Lanarkshire has 3 programmes of work: telecare, telehealth and consumer technology. Telecare: A range of sensors and peripherals can be used to help manage risk. These devises are linked to community alert alarms or pagers. When triggered, alerts are sent to either the council’s alarm receiving centre or family within the home. Connect Me: Connect Me remote health monitoring enables people to remotely connect with their healthcare clinicians by SMS text, automated landline, online portal or app. Over 20,000 people have used Connect Me to monitor a range of long- term health conditions in Lanarkshire. There is a charge applied for a community alarm service, but no additional charge is made for telecare equipment at present. Health professional such as GPs and nurses may speak to patients about remote health monitoring. This will be done on a case-by-case basis and many factors need to be considered before registering patients on the system, such as patients having a suitable device to input readings. People need to have access to a suitable device (smart phone, tablet, laptop); private space; WiFi; digital skills. A network of Near Me Near You hubs in community facilities across Lanarkshire have been set up for people who do not have suitable devices et and with volunteers/staff on hand to assist if required. Contact TEC team at tec.programme@lanarkshire.scot.nhs.uk for details. Private purchase: Advice on technology enabled care is available in person at Blantyre LiFE or as follows: 85
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Progressive Housing Option When is this option appropriate? Access and Eligibility Near Me: Near me video consultations may be offered by health professionals as an alternative to in person clinic appoints. Consumer Technology: Digital technology is for many of us an essential part of our lives that we would struggle without. Everyday consumer technology that we now take for granted, such as smart speakers and smart plugs, can be transformative and provide accessible options that enable independence, choice and control. Consumer technology has a virtually inexhaustible range of applications which can help us all to stay active and connected with important others in our daily lives. Telecare and consumer technology: assistiveTEC@southlanarkshire.gov.uk SLC website: Telecare equipment Telehealth: Tec.programme@lanarkshire.scot.nhs.uk NHS Lanarkshire website: https://www.nhslanarkshire.scot.nhs.uk/services/nearme/ TEC Team YouTube Channel: https://www.youtube.com/watch?v=MOkrDsM8CZQ&list=PL4 Qllmza-ehiqGzNrgeOC02BaOXKMxQBv The provision of Equipment and Adaptations In general, anyone can benefit from equipment and adaptations to support independent living. A person has a completed occupational therapy assessment, and the following criteria are satisfied: • the property can be adapted • the provision of the equipment or the adaptation of the property will meet the individuals needs • the person can afford the equipment (CHARGING ARRANGEMENTS/ LEVELS) or adaptation Adaptations are provided free for Council or Housing Association tenants. For home owners and private tenants, the Home Improve Service may pay 80% of the approved cost (subject to budget availability) for something standard such as a shower, or for an internal adaptation. In some cases, a 100% grant can be provided. Access and assessment arrangements to be inserted. 86
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Progressive Housing Option When is this option appropriate? Access and Eligibility Care at Home Care at Home services operate seven days a week through a mix of internally provided and externally procured services to help people remain independent by providing support with daily living tasks such as washing, dressing, preparing meals and shopping. Care at Home services benefit a range of people, including those with a high risk to their physical safety, someone who is terminally ill or has a chronic or acute conditions or illness or support and rehabilitation after discharge from hospital. The Council can also offer short breaks or respite for carers. Breaks can be planned or provided in emergency situations. The Council is responsible for assessing Supported Persons’ needs and determining if they meet the Council’s eligibility criteria. Care at Home Services can be arranged after an assessment where the person who needs support, other relatives, carers, health and/or social work employees all agree the outcomes that should be met and what supports will be utilised using the Council’s SDS budget contribution alongside personal social and community assets. Priority is given to people who experience a significant impact from serious conditions or circumstances, including terminal, chronic or acute conditions or illnesses; high risk to physical safety; inability to carry out daily living tasks. Personal Care if free, however there can be charges for, non- personal care services, where they are assessed as required. These services are explained before agreeing to the service. Integrated Care in the Community Where people have more complex care needs in the community and require more than one service to support their needs, Health and Social Care have a range of integrated models includes Integrated Community Support Team Home First approach ICST There are 4 Integrated Community Support Teams (ICST) in South Lanarkshire who provide adults with health and social care needs support, advice and rehabilitation within the home environment. Each team is made up of community nurses, physiotherapists, occupational therapists and support workers. Home First Home First Transition Teams provide multi- disciplinary assessment and intervention underpinned by reablement focused care at home services. The service supports people to stay in their own home and avoid unnecessary hospital admissions. ICST offer support, treatment and rehabilitation to help people to improve their health, to be as independent as possible and to achieve what is important to them. This service will typically be the first option for older adults who require a community care assessment and who are believed to have a substantial or critical need for social care support. Referrals from both Community and hospital discharge. This care at home reablement service works alongside clinicians based within ICST who support assessment and goal based interventions. 87
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If someone is having difficulty coping in their home or their current home is not suitable to their needs, then there may be a need to consider moving to alternative accommodation and identifying what the best option is in relation to: • social rented • private rented • home ownership This section of the framework details the range of progressive housing options which exist where an adult or older person’s current home is no longer suitable and cannot be adapted to meet their changing needs. The Housing Support and Care Pathway Options Summary set out at Table 2 below (and summarised in the diagram at Appendix one) details the housing options which people may live in through the course of their lives, ranging from living independently in a mainstream home all the way through to living permanently in a care environment. The new Housing and Home Suitability Assessment (HHSA) provides the mechanism through which HSCP and HTR practitioners will work collaboratively to support the person to progress the most appropriate housing options pathway support the right move. It should be noted that in relation to the council’s Housing Allocation Policy, medical priority will only be awarded to move home where the applicant’s current home cannot be adapted, equipment or a health/care support service provided to meet an applicant’s medical requirement. The new HHSA model provides a comprehensive approach for Housing and Health professionals to carry out a joint assessment of housing and health needs which identifies whether an applicant can be supported to stay within their current accommodation, or where this is not an option, be prioritised to move to another property due to their health needs. Practice Example Mr and Mrs B lived in their 2-storey home with access to bedrooms and wc/bathroom on upper level, accessed by internal stairs. Mr and Mrs B, both in their late 70s, have multiple medical conditions including Parkinson’s Disease, heart failure and poor mobility. The couple already known to the HSCP for home care, occupational therapy and community alarm service. Due to poor mobility, Mr and Mrs B cannot leave the house due to the number of external stairs which was unsuitable for a ramp. Home care is assisting Mr B to access the corner shower which is not fully accessible due to steps. It was recognised that both would soon require single level living. Following a Home and Health Assessment by the HSCP and H & TR, urgent medical priority was awarded to ensure Mr and Mrs B could move to a more suitable home to allow them to live as independently as possible with any required support. Move More 88
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Table 2: The Housing Support and Care Pathway Options Summary – Move Progressive Housing Option When is this option appropriate? Access and Eligibility Buying a Property - including private retirement housing Buying a different type of home will provide an appropriate housing solution for many people. The ability to buy a property on the open market will depend on each individual’s financial situation, personal circumstances and needs. Moving to/ another social rented house / Mainstream Housing for rent - Council or Housing Association homes using the South Lanarkshire Common Housing Register Homefinder to find something suitable. Appropriate where • an individual’s needs cannot be met within their current home through the range of services noted above • buying or renting a house in the private rented sector is not a viable or appropriate option Anyone can apply for a house who is aged 16 years or over. An applicant can apply on their own or make a joint application with another person. The priority the individual will be awarded to move will be determined through the allocation policy operated by the social landlord. Amenity housing - Amenity housing is ground or first floor properties, or properties served by a lift, that have been specially designed or adapted for older people, including handrails, raised electrical sockets and non-slip bathroom flooring. Amenity Housing would be an appropriate option where the person would benefit from the design features of the amenity housing An applicant can apply for an amenity property if they are aged 60 or over or have a particular need such as a disability. As with mainstream properties, the priority the individual will be awarded to support them to move will be determined through the allocation policy operated by the social landlord Technology Enabled Housing - provides a housing environment which supports independent living for people, who need a high level of care and support due to age, disability or illness including conditions such as dementia Technology enabled houses are designed to be fully accessible, which makes it easy for people to move around, whilst enabling them to do more for themselves while being confident that any additional support required would be available. They would include wet rooms to further enhances their independence, giving them the ability to self-care. The technology can range for a standard package of consumer technology which can be simple ideas such as a smart speaker, voice activated lights and gadgets such as a video ring doorbell to more advanced and specialized equipment which can be easily adapted and tailored to a person’s needs. Good examples of Technology Enabled Housing already exist at the Blantyre LiFE campus. These properties would be allocated to adults 65+ through a Social Care Assessment. Technology enabled solutions can also be applied to any type of tenancy to support someone’s care needs. 89
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Progressive Housing Option When is this option appropriate? Access and Eligibility Sheltered housing - Sheltered housing is for older people who would like to continue to live independently but would benefit from some additional support. It is usually a group of flats or bungalows specially designed for older people. You normally need to be over 66 to qualify for Sheltered Housing. Sheltered Housing helps people, with appropriate needs and who require the support of the sheltered housing service to live independently in a suitable housing environment: • Provides a supportive living environment for eligible households who would benefit from the housing support service provided. People can apply for sheltered housing if they are aged 66 or over. In certain circumstances an applicant may apply if they are under 66 and would benefit from this type of accommodation and support. Extra Care Housing- Designed to meet the needs of frail older people who need additional support to live independently. Where households would benefit from the high level of housing support and other services provided. People can apply for very sheltered housing if they are a frail, older person who requires additional support to live independently. Moving to a private rented home This option may be appropriate where an applicant wishes to move to an area where the demand for social rented housing is high. Anyone over the age of 16 can access private rented accommodation. Applicants usually require to pay a deposit for the property prior to starting the tenancy. Private rented accommodation is advertised online, local newspapers, local letting agents, estate agents, shops and supermarkets Moving to live with a relative or friend This option may be suitable for someone who cannot live on their own and wish to live with friend or family member who has appropriate accommodation available. Availability dependent on • an individual’s social and family networks • and suitability of available accommodation in light of a person’s needs This may be a transitional or longer-term option. Care Homes A care home is a place where people can live in a homely setting and have their needs met by trained staff. There are a wide range of care homes, some specialising in specific types of care such as dementia. Care homes are settings for people who require 24/7 care. Some care homes have dual registration that lets them offer placements to people who need either residential or nursing care. Typically, the majority of people in a care home setting have higher levels of dependency which require nursing care. Social Work Resources carry out a care assessment for applicants. The ongoing care management of people in care homes remains the responsibility of the service. If an applicant chooses a care home that costs more than this contribution, they must pay the difference. 90
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The council and the HSCP recognise the requirement for homes to be able to adapt to the households’ changing needs over time and for a wide range of different types and sizes of homes to be added to complement existing housing provision across each area. This Progressive Housing Framework will aim to ensure that suitable sites included within the South Lanarkshire Strategic Housing Investment Plan 2024-29 (SHIP) contribute to meeting local health and care needs. This aligns with the wider strategic ambitions of the HSCP, as set out in the Strategic Commissioning Plan 2022-25 and continuing to increase levels of affordable housing as committed to in the Local Housing Strategy 2022-27 (LHS). The SHIP is a rolling 5-year plan. Its purpose is to set out affordable housing development priorities within a local authority area, to guide the way in which Scottish Government funding and other resources are allocated to achieve current LHS outcomes. The latest SHIP is available to review on the council’s website. Covering the 2024-29 period it outlines a potential capacity for delivering up to 2,442 affordable homes in South Lanarkshire over the 5-year period to March 2029. This includes 1,842 new build homes to be delivered by the Council and Registered Social Landlord partners. The approach to achieving More suitable homes through this Progressive Housing Framework will be through: Joint Identification of Progressive Housing Sites • Systematic engagement between HTR and the HSCP to inform the identification of prospective sites through the annual SHIP development process including the requirement for specialist housing types - e.g. technology enabled properties or Extra Care housing to be incorporated within the plan. • Consultation with Planning and Regulatory Services to align with National Planning Framework 4 principles and ensuring sites are appropriately mixed to enhance neighbouring communities, offering variety for those who live and visit the new homes. Joint Planning of Individual Progressive Housing Sites • Early engagement with developers, HSCP locality teams and Local Housing Offices to determine any specific or specialist housing provision required for an agreed site to ensure it contributes to and enhances nearby service and accommodation provision. This could be for those with particular health needs or particular customer groups such as those leaving direct care. • Consideration of any specific house or site design elements that would support particular needs within the site and aid both mobility and accessibility. Considerations would specifically include: o The sizes and types of property required. o Properties that require bespoke design features to meet a specific need. o the number of wheelchair and amenity standard properties to be included. Move More 91
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o any specialist housing, including technology enabled properties or Extra Care housing to be provided on the site. Key steps, roles and responsibilities relating to ‘More’ All sites contained within the SHIP are subject to further feasibility and development to determine their actual capacity and suitability, prior to detailed designs being drawn up. As part of this process, sites will now also be considered for suitability for inclusion as progressive housing sites. Suitability will be dependent on a range of factors, including location and proximity to services and transport, the sites size and potential capacity alongside its former use. Sites acquired by the council through Section 75 agreements or alternative procurement models would not be suitable for inclusion. An outline of the process to be followed for each potential progressive housing site is detailed below: Housing allocations for the sites would be agreed on a site-by-site basis between the Local Housing Office and HSCP Locality Management Team, aiming to ensure that appropriate allocations are made for each house type provided. Roles and responsibilities The key services involved in this approach and their responsibilities are outlined in the table below: Service/section Contribution HTR Strategy & Support • Hosting meetings with all parties to agree site design and housing mix. 92
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HTR Consultancy Services • Delivering feasibility, proposed layout and detailed design of site for consideration, based on preferred housing mix provided. HTR Local Housing Office • Contributing to initial discussions on housing mix based on understanding of local need and demand. • The allocation of properties, taking account of input from the HSCP HSCP Locality Management Team • Contributing to initial discussions on housing mix based on understanding of local need and demand. • Agreeing site design and housing mix based on designs presented. • Reviewing the allocation of properties with HTR and progressing any further adaptations or additional technologies required. Planning and Regulatory Services • Providing pre-application discussions of proposed outline of site. Case study 1 below sets out details of the first site jointly planned in accordance with the Progressive Housing Framework and will provide a template for subsequent sites. Case study 2 below provides details of the extensive nature of joint working between Housing and Technical Resources and the Health and Social Care Partnership to meet the requirements of an individual with significant needs. ‘More’ Case study 1: Utilising a former care site for social housing that meets particular needs. Following the transfer of the former McWhirter Care Home and Nisbet Day Centre in Larkhall by the Health and Social Care Partnership to Housing and Technical Resources, a site comprising of 19 new council homes has been jointly developed through consultation with the local housing and health teams as part of the new Progressive Housing framework, which will provide the blueprint for future sites. A key focus of the sites design has been ensuring that specific needs identified by the Health and Social Care Partnership for wheelchair and amenity standard housing in the Larkhall area have been incorporated within the proposed mix and that all property types within the site can be easily adapted to suit the changing needs of individuals or families over time. Within the proposed layout, eleven specialist properties have been included, designed to aid independent living for those with particular care needs, alongside a further eight general needs properties that will increase the overall provision of social housing in Larkhall. All properties proposed for the site can be adapted to suit particular needs and technology or design features that support independent living will also be considered as required. A standard package of consumer technology including a smart speaker, smart home technology and a video doorbell can also be utilised with further assistive technology, including community alarms being provided following assessment and tailored to the individual needs of the tenant. As part of the allocation process, local housing and health teams will work together to ensure the eleven specialist properties are allocated to those who’s 93
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needs will best be met by the attributes of each property. Recognising the close proximity to Larkhall town centre and to encourage and maintain tenants’ ability to visit shops or services, pedestrian and vehicle access to each property is provided, with dedicated pavement space and dropped kerbs throughout the site to improve pedestrian safety and aid those with sensory impairments. To support the identification of site requirements and design, engagement was undertaken with other relevant stakeholders, including local elected members. ‘More’ Case Study 2: Delivering bespoke adaptations in new homes to meet particular needs. As part of a development of 46 new council homes in Hamilton, a solution was required to be identified to provide accommodation for a prospective tenant with significant neurological and mobility issues sustained from a road traffic accident. Officers from Housing and Technical Resources and the Health and Social Care Partnership worked with the developer of the site and the prospective tenant’s family to ensure a full understanding of what would be required to meet the needs of the needs of the individual, alongside the live-in care services they required. 94
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The Local Housing Team and Occupational Therapist were involved in design meetings at an early stage, working with the council’s project team, the developers’ architects, and specialist medical equipment contractors to allow structural and cosmetic adaptations to be planned and delivered as part of the wider site construction process. A bespoke design was agreed by all parties as a result of this, with an accessible ground floor flatted property featuring enlarged wet room, ceiling hoists, widened doorways, carer accommodation and smart technology aspects all provided. Through working in partnership to understand what was required and what could be achieved, services from across Housing and Technical Resources, the Health and Social Care Partnership and the developer have delivered a property that will meet the particular accommodation needs of the individual and the care services they require. 95
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3. Home and Health Assessment (HHA) As detailed in Section 2, the new Home and Health Assessment provides a key link in the joint working between the HSCP and HTR in delivering the progressive housing approach. The HHSA provides a key link between the HSCP and HTR and will play a key role in delivering the Progressive Housing approach. Under the terms of South Lanarkshire Council’s Housing Allocation Policy, medical priority will only be awarded where the applicant’s current home cannot be adapted or a health/care support service provided to meet an applicant’s medical/care needs. Consequently, a key focus for the medical assessment service model is for both Housing and Health professionals to carry out a joint assessment of housing and health needs to identify whether an applicant can be supported to stay within their current accommodation or alternatively, be prioritised to move to another home due to their health needs. The HHA model is consistent with the aims set out in guidance issued by the Scottish Government on the provision of equipment and adaptations, specifically, promoting a consistent approach to assessing and promoting good practice and effective partnership working. There are a range of different housing models including mainstream housing, amenity and sheltered housing. As part of the assessment of housing need, suitable property types for individual applicants will be identified, taking account of a range of factors, for example mobility. 96
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4. Monitoring and Review This framework aims to guide services across Housing and Technical Resources and the Health and Social Care Partnership to deliver a progressive housing approach across South Lanarkshire. The framework will be reviewed regularly, and progress considered at a range of partnership forums, including: • Local Housing Strategy Partnership Steering Group • HSCP Integration Joint Board • HSCP Strategic Commissioning Group The fundamental focus of the review will be to gauge progress against objectives set out in section 1 above. Formal updates will also be provided to the Integration Joint Board and the council’s Executive Committee as part of annual reporting requirements for the Strategic Commissioning Plan and Local Housing Strategy. 97
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Report Agenda Item Report to: Executive Committee Date of Meeting: 8 May 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Homelessness Pressures - Impact and Mitigation 1. Purpose of Report 1.1. The purpose of the report is to: - update the Executive Committee on the unprecedented demand for statutory homeless services, particularly for temporary accommodation highlight actions being progressed to help mitigate the continued challenges 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - (1) that the scale and nature of the increase in demand for homelessness assistance both nationally and locally, be noted. (2) that the heightened pressure and impact within South Lanarkshire, resulting from the increase, which exceeds the national experience, be noted; and (3) that the actions being progressed to help mitigate the pressure detailed at section 5 of this report be noted. 3. Background 3.1. A report presented to Housing and Technical Resource Committee on 7 February 2024 detailed the unprecedented pressures currently facing homelessness services in South Lanarkshire, highlighting that: - there was no sign of abatement in the significant increase in the levels of homelessness experienced in South Lanarkshire over the last two years the extremely challenging circumstances are not affecting South Lanarkshire in isolation but are mirrored by trends being experienced across Scotland 3.2. The report also emphasised that the Council and its partners have a strong track record of effective delivery of homeless services. The commitment to preventing and alleviating homelessness has been a continuing strategic focus for over 20 years, clearly set out within the Local Housing Strategy and Community Plan along with other key Council and partner strategies. 4 National and Local Context 4.1. In October 2017, the Scottish Government established the Homelessness and Rough Sleeping Action Group (HARSAG) to develop solutions to end homelessness. Final recommendations included a requirement that local authorities develop a 5-year Rapid Re-housing Transition Plan (RRTP), setting out the local context and detailing the actions which partners would take to achieve a step change in reducing homelessness. 12 99
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4.2. The amount of funding provided (£2.66 million) by the Scottish Government to support delivery of the South Lanarkshire RRTP was significantly less than estimated costs to deliver the plan (circa £14 million). 4.3. Notwithstanding the significant shortfall in funding, tangible success was achieved in the early years of the plan (years 1 to 3) through a combination of: - effective use of additional funding directed towards increased prevention activity additional support to meet complex needs flipping temporary accommodation to permanent housing to meet individual need a renewed focus on a partnership approach success of wider existing plans delivering additional housing stock 4.4. At the same time, South Lanarkshire has been continuously performing well in relation to key aspects of housing and homelessness services, particularly in relation to the provision of permanent homes to resolve homelessness and providing good quality temporary accommodation. This includes:- more than 50% of available homes have been let to homeless households over the last 4 years zero breaches of the unsuitable accommodation order between June 2020 and January 2023 (11 breaches during 2023/24) growth of temporary accommodation to meet increasing need from 609 units in 2022 to current total of over 705 4.5. Over the last year, there has been a significant debate at a national level regarding the extreme pressures on the housing and homelessness system, this included:- publication of a thematic review of homeless services by the Scottish Housing Regulator (SHR) in February 2023. This emphasised the efforts being made by local authorities in incredibly challenging circumstances, highlighting that some local authorities were at point of systemic failure. The report noted 3 major strategic challenges: - dealing with the significant numbers of people in temporary accommodation maintaining a sufficient supply of appropriate temporary accommodation ensuring access to the required number of permanent homes in July 2023 a report by Solace set out a wide range of concerns. This highlighted a chronic shortage in the supply of affordable housing, an increasing demand trend which was projected to continue, and the risks associated with a failure to deliver the affordable housing supply programme at the required scale. The report asserted that that a failure to address the concerns could create the conditions for a housing emergency in Scotland over the past 10 months, Argyle and Bute, City of Edinburgh, Glasgow City and Fife councils declared housing emergencies within their respective authorities in November 2023, the SHR published a further update highlighting the risk that a systemic failure has now been realised with wider significant failure to meet statutory duty and ongoing risk nationally 100
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reflecting the ongoing debate, and the severity of the prevailing circumstances at its national conference on 5 March 2024, the Chartered Institute of Housing, declared a ‘Scottish Housing Emergency’ 4.6. As local authorities and partners increasingly raised concerns over pressure in the homeless system, the Scottish Government established a short life Housing Review Group in June 2023. The focus of this was to consider the recommendations of Solace, explore opportunities to increase affordable housing supply and maximise existing supply to meet demand. 4.7. Despite widespread consensus on the gravity of the situation facing many local authorities, there has, to date, been no indication of significant action or resources being directed at national level to ensure local authorities are resourced to meet their statutory duties in relation to homelessness and avoid the risk of wider systemic failure. 5 Current Position in South Lanarkshire 5.1. South Lanarkshire remains a top performing local authority, however, Table 1 below shows that, over the last two years, there has been a concerning downturn comparing 2021/22 performance to year end 2023/24. Whilst the increase in demand reduced over the last year, this is in the context of comparison against 2021/22 where demand rose sharply in the final months of the financial year and 2022/23, a year of unprecedented high levels of demand. Against three principal measures of homelessness, the Council experienced: - a 28% increase in the number of people applying to the council for assistance due to homelessness a 38% increase in the number of people recorded by the council as homeless a 101% increase in the backlog of urgent need homeless households awaiting housing Table 1 2021/22 2022/23 2023/24 % Increase from 21/22 to 23/24 % increase 22/23 to 23/24 Homeless Applications 2134 2502 2728 27.84% 9.03% Homeless Decisions 1652 2144 2277 37.83% 6.20% Homeless Caseload 785 1309 1579 101.15% 20.63% 5.2. On several occasions over the last 6 months, officers have highlighted the scale of the challenge facing the Council to both the Scottish Government and the SHR. Officers continue to engage with the Scottish Government and the SHR and have shared the committee report that was approved on 7 February 2024, detailing the mitigations now in place. 5.3. The change in the operating context which occurred during the fourth year of RRTP (2022/2023), proved extremely challenging both locally and nationally, with national statistics reflecting homelessness at the highest level since current statistics began in 2002. Moreover, the increase was significantly more pronounced within South Lanarkshire (19% v 9%) than Scotland as a whole. 101
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5.4. This increase has resulted in a wholescale reversal on the previously reducing trend in relation to the level of homelessness and has also placed extreme strain on local services and budgets. 5.5. While the Council has continued to allocate high levels of properties to homeless households, which at year-end, was 62.9% of all lets to the urgent homeless list in line with the local letting plan targets. It is recognised however that available stock does not match the level of demand, resulting in a significant increase in demand for temporary accommodation and for prolonged timescales. This, in turn, has led to a material increase in associated temporary accommodation costs, above budget provision. 5.6. There is no standout reason for increased homeless presentations, the most common reason for homelessness continues to relate to people who have been ‘asked to leave parental home’ accounting for 18% of all homeless presentations, closely followed by relationship breakdown at 17% of all presentations. 5.7. Whilst proportionate increases can be seen across reasons for homelessness in the current year, over the last 3 years there are notable differences within the private sector with an increase in the levels of homelessness presentations following the loss of private rented accommodation. This has resulted in a 150% increase in homelessness presentations linked to this reason over the past 3 years from 1 in 25 households to 1 in 10 since 2020/2021. 5.8. This year (2023/2024), 300 homeless presentations were received due to the loss of a private sector tenancy; this accounts for 11% of all homeless presentations. At the same time, challenges accessing the private rented sector is contributing to additional homelessness demand. In the context of limited supply against high demand for available properties further limiting housing options. 5.9. Among the other factors contributing to the increase in homelessness, two key factors are:- the removal of consideration of local connection within Scotland in November 2019 leading to out of area presentations (c240 in current year to date) significant housing need arising from humanitarian programmes which has been considerably above the expected local commitment 5.10. Whilst the Council and other local authorities have an ongoing commitment to assist humanitarian need and have recognised success in the strong partnership approach to resettlement, the increasing and various streams of demand through refugee and asylum programmes is concerning and is projected to grow. 5.11. During 2023/2024, the greatest increase in temporary accommodation was B&B placements which increased significantly compared to previous years, albeit starting from a very low level (30 placements during 2022/2023 increased to almost 700 during 2023/24). 6. Local Issues and Actions to Mitigate Impact 6.1. The report to Housing and Technical Resources Committee on 7 February 2024 set out the range of actions which are being progressed to help address the emergency homelessness situation. It should be emphasised the statutory and demand-led nature of the homelessness service means that the objective of the actions is only to partially mitigate the impact of the emergency situation and cannot be expected to fully address the scale of demand if it is continued over the longer term. 102
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6.2. These measures are founded on maintaining a person-centred approach to address 3 key issues, which are to:- address the significant increase in the number of households in temporary accommodation maintain a sufficient supply of appropriate temporary accommodation improve the timescales for homeless households to be allocated a suitable permanent home Reduce the number of children who are currently experiencing homelessness 6.3. Actions in progress to address the significant increase in the number of households in temporary accommodation are as follows: - prevention activities continue, although it is increasingly difficult as the private sector market is proving to be less accessible or sustainable for customers. Focus remains on partnership working to meet support needs, provision of housing options advice and support to access and sustain private sector housing via 3rd sector partnership housing pathway plans continue to inform a person-centred approach to preventing and resolving homelessness, particularly for more vulnerable clients with tailored plans in place e.g. people who have experience gender-based violence and care experienced young people the service continues to assist through direct financial and practical support to sustain social housing tenancies ongoing priority of available lets to meet urgent homeless need (year-end achieved 62.9% of all lets) to help address the emergency situation Housing and Technical Resources Committee was advised of a revision to personal housing planning to limit how selective homeless applicants can be as to where they wish to be re-housed with a view to resolving urgent housing need as quickly as possible. This change took effect from 4 March 2024 and a review of all existing pathway plans is underway for completion by the end of May 2024, dependent on client engagement in the process to improve the ability to reduce the impact of homelessness on children, the allocation of multi storey housing is now being added to the personal housing plan for households with shared access to children to increase available housing options a continued focus on meeting the needs of children within homeless households to minimise the adverse impact Maintaining a sufficient supply of appropriate temporary accommodation the Temporary Accommodation Strategic Plan which was developed in 2019 and updated annually to consider trends and current demand, demonstrates a current shortfall in temporary accommodation demand has grown significantly beyond previous trends or projections in a short space of time, therefore, supply has increased as far as possible at speed to meet current demand, close to 100 additional temporary furnished units in the last year this included expansion of self-contained community properties to meet shortfall in supported accommodation, with a commissioned intensive outreach support service attached the service is exploring opportunities to increase First Stop and Supported accommodation, which would reduce supply of self-contained furnished properties and better meet service and customer needs 103
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this includes the proposal to Housing and Technical Resources Committee scheduled for 24 April 2024 to enter a partnership with Social Bite, drawing in funding to deliver 15 units of supported accommodation recently introduced emergency furnished properties to reset culture and end unintended consequences of reliance on hotel accommodation; early indications are this approach is proving successful in meeting emergency need as well as cultural shift Ensuring access to the number of permanent homes lets to the urgent homeless list have been maximised at over 65% of all properties available to let, excluding amenity and sheltered amounts to almost all lets increased Registered Social Landlords (RSL) contribution at 44% of all lets, the highest individual organisation at 55.90% continuing new build will be key to meeting overall housing need in the medium to long term, however, it should be noted that the funding from the Scottish Government has been reduced by 26% for 2024/25, which an initial grant of £30m has now been reduced to £22.149m with uncertainty for 2025/26. At this time, the Service is evaluating the impact of this significant reduction and the impact it will have on increasing the Council’s affordable housing stock by 1300 by March 2027 affordable Housing Supply Buy Back target was doubled during 2023/2024 delivering short term increase in stock, targeting East Kilbride as the most pressured housing area. This approach will continue in the early years of the Strategic Housing Investment Plan (SHIP) 2024 to 2029 continuing the Council’s approach to balancing consideration of housing need against community cohesion through Local Letting Plan approach 6.4. In essence, the number of lets available each year is sufficient to address the extreme levels of homelessness demand which continues to be experienced. During 2023/24, there were periods where increased numbers of lets were made to urgent homeless applicants to reduce the impact on bed and breakfast costs, taking the service over the local letting plan target. However, the consequence of increasing the number of lets to homes applicants within the agreed reporting periods is to stifle the council’s ability to prevent homelessness by meeting housing need before people reach the point of crisis. 6.5. This clearly demonstrates the fundamental requirement to continue to focus on increasing the supply of affordable homes. It is recognised that while the Council’s transparent approach to local letting plans provides a mechanism to consider the proportion of lets to be directed towards different types of need, the scale of homelessness demand being experienced works against the ability to effectively address wider housing needs. 7. Next Steps 7.1. The Resource will continue to progress the range of actions to address the housing and homelessness situation set out at the Housing and Technical Resources Committee on 7 February 2024 and summarised at section 6 above. 7.2. The RRTP review document which, will be presented to the Housing and Technical Resources Committee in August 2024, will set out a revised outcome framework for 2024/25 which focuses upon the actions required to address the current situation along with key areas of partnership focus. 7.3. The position at a national level will continue to be monitored and the Council will take appropriate opportunities to make the case for the increased resources required to 104
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support service delivery and development. Fundamentally, the case will also be made along with partner organisations such as COSLA and ALACHO, for the need for a long-term commitment for the funding required to support the development of a sufficient supply of affordable housing. 7.4. Six monthly update reports will be provided to the Housing and Technical Resources Committee on progress and changes to the operating context. 7.5. The Council will continue to engage with the Scottish Government and the Scottish Housing Regulator in this regard. 8. Employee Implications 8.1. There are no employee implications arising from the content of this report, however, employee well-being and resilience is being managed and supported internally. 9. Financial Implications 9.1. The current out-turn in the homelessness budget projects that the service will deliver on budget, therefore, maintaining current reserves level at £1.5 million (ring fenced for development of supported accommodation) following management actions to reduce costs. However, this is a fragile position. Any surge in demand will increase costs at a point in time when the service is operating at increased cost with reduced funding. The uncertainty over longer term funding, the risk to business planning and the quality of service moving forward and further mitigations will require to be considered in 2024/25 if levels continue. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 11. Other Implications 11.1. There are no other implications arising from the content of this report. Equality Impact Assessment and Consultation Arrangements 12.1. There is no requirement to equality impact assess the content of this briefing paper or perform consultation. Stephen Gibson Executive Director (Housing and Technical Resources) 26 March 2024 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Good quality, suitable and sustainable places to live Previous References Housing and Technical Resources Committee 7 February 2024 - Homelessness Pressures – Impact and Proposals List of Background Papers 2022/2023 Annual Rapid Rehousing Transition Plan 2022 to 2027 Local Housing Strategy 105
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Jacqueline Fernie, Homelessness and Housing Support Manager Jacqueline.fernie@southlanarkshire.gov.uk 106