Agenda Document Pack - Performance and Review Scrutiny Forum - 27/08/2024
South Lanarkshire Council · 27 August 2024
Back to Performance and Review Scrutiny Forum — 27 August 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 19 August 2024 Dear Councillor Performance and Review Scrutiny Forum The Members listed below are requested to attend a meeting of the above Forum to be held as follows:- Date: Tuesday, 27 August 2024 Time: 14:00 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), Gerry Convery (Depute Chair), John Anderson, Maureen Chalmers, Maureen Devlin, Richard Lockhart, Katy Loudon, Davie McLachlan, Kirsten Robb, John Ross Substitutes Andrea Cowan, Gladys Ferguson-Miller, Martin Hose, Eileen Logan, Margaret B Walker 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Performance and Review Scrutiny Forum held on 28 May 2024 submitted for approval as a correct record. (Copy attached) 3 - 6 Item(s) for Consideration 3 Council Plan Connect 2022 to 2027: Quarter 4 Progress Report 2023/2024 Report dated 23 July 2024 by the Chief Executive. (Copy attached) 7 - 50 4 Annual Performance Spotlights 2023/2024 Report dated 23 July 2024 by the Chief Executive. (Copy attached) 51 - 62 5 South Lanarkshire Council/South Lanarkshire Leisure and Culture - Vision for Future Relationship Joint report dated 9 August 2024 by the Executive Directors (Community and Enterprise Resources), (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 63 - 78 6 Cross-Cutting Reviews – Update Report dated 6 August 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 79 - 100 Urgent Business 7 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370 089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 2
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PERFORMANCE AND REVIEW SCRUTINY FORUM Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 28 May 2024 Chair: Councillor Joe Fagan Councillors Present: Councillor John Anderson, Councillor Maureen Chalmers, Councillor Gerry Convery (Depute), Councillor Maureen Devlin, Councillor Richard Lockhart, Councillor Katy Loudon, Councillor Davie McLachlan, Councillor Kirsten Robb, Councillor John Ross Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy; L Marshall, Finance Adviser; N Reid, Improvement and Community Planning Manager Community and Enterprise Resources A Brown, Head of Enterprise and Sustainable Development; F Carlin, Head of Planning and Regulatory Services; K Carr, Head of Facilities, Waste and Grounds; C Park, Head of Roads, Transportation and Fleet Services Finance and Corporate Resources S Jessup, Administration Assistant; S McLeod, Administration Officer Housing and Technical Resources L Hayes, Performance and Support Adviser Social Work Resources L Purdie, Head of Children and Justice Services 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Performance and Review Scrutiny Forum held on 19 March 2024 were submitted for approval as a correct record. The Forum decided: that the minutes be approved as a correct record. 3 Local Government Benchmarking Framework (LGBF) Overview Report 2022/2023 A report dated 2 May 2024 by the Chief Executive was submitted providing a summary of the key messages from the Local Government Benchmarking Framework (LGBF) overview report published by the Local Government Improvement Service in March 2024. The 2022/2023 overview report was structured around the following themes:- financial and workforce pressures poverty, financial hardship and cost of living crisis health and social care pressures education for children and young people performance of local government services 2 3
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A summary of the key messages contained in the 2022/2023 overview report was provided in the Forum report and the full data set for the LGBF was available through the Improvement Services’ ‘explore the data’ tool. An officer responded to members’ questions on the report. The Forum decided: that the report be noted. 4 Accounts Commission – New Approach to the Audit of Best Value – Falkirk and Moray Councils A report dated 2 May 2024 by the Chief Executive was submitted on the Controller of Audit (COA) reports that had been published by the Accounts Commission under its new approach to auditing Best Value. Towards the end of 2023, the Accounts Commission introduced a new approach to the Audit of Best Value to replace the Best Value Assurance Report (BVAR) arrangements which had run from 2018 to 2023. The new approach consisted of brief COA reports which were accompanied by, and reflected on, published annual audit reports. The COA reports, which would be considered by the Accounts Commission in public and reported publicly, were intended to offer a Best Value focused reflection on each council’s annual audit report. In line with previous practice of reporting Best Value Assurance Report (BVAR) findings to the Forum to highlight good practice and place South Lanarkshire Council’s activities in context, the findings from the following COA reports were summarised in the Forum report:- Falkirk Council (published 2 May 2024) Moray Council (published 28 March 2024) Officers responded to a member’s question on an aspect of the report. The Forum decided: that the report be noted. 5 Local Government Benchmarking Framework (LGBF) Dashboard Development A report dated 2 May 2024 by the Chief Executive was submitted on the custom South Lanarkshire Council Local Government Benchmarking Framework (LGBF) dashboard, developed in partnership with the Local Government Improvement Service. The Council had raised a number of concerns regarding the LGBF throughout 2021 with the Improvement Service and the LGBF Board. As a result of subsequent discussions, the Council had agreed to work with the Improvement Service to review how it used the LGBF and, in particular, to develop an approach to LGBF reporting to better reflect the Council's priorities and support scrutiny of progress in priority areas. Progress on this work had been reported to previous meetings of the Forum with the outcome reported to the meeting held on 21 March 2023. In 2024, the Improvement Service had launched an online dashboard as the main portal to access LGBF data and analysis. The dashboard was part of the commitment by SOLACE (Society of Local Authority Chief Executives) and COSLA (Convention of Scottish Local Authorities) to develop better measurement and comparable data as a catalyst for improving services, targeting resources to areas of greatest impact and enhancing public accountability. 4
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Following this, the Council had taken the opportunity to work with the Improvement Service to develop a South Lanarkshire version of the LGBF dashboard to improve use of the LGBF. The key features of the dashboard were that it:- was based on the 36 “priority indicators” aligned to the Council Plan outcomes, as detailed in Appendix 1 to the report focused on South Lanarkshire Council versus Scotland versus family group average performance allowed drill-down to examine family group members and their performance provided, at a glance, time trend information for each indicator presented the LGBF data for the Council along with local commentary Appendix 2 to the report provided screenshots of the dashboard showing the home page, indicator detail page and data definition pages. The dashboard would be made available via a link on the Council website and would be accessible via any device which supported internet browsing. The Forum decided: that the report be noted. [Reference: Minutes of 21 March 2023 (Paragraph 4)] 6 Urgent Business There were no items of urgent business. 5
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 27 August 2024 Report by: Chief Executive Subject: Council Plan Connect 2022 to 2027: Quarter 4 Progress Report 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] • provide the Council Plan Connect Quarter 4 Progress Report 2023/2024, for the period 1 April 2023 to 31 March 2024 [1purpose] 2. Recommendations 2.1. The Forum is asked to approve the following recommendation(s):- [] (1) that the Connect Quarter 4 Progress Report 2023/2024, summarised at paragraph 4.5. and attached as Appendix 1 of this report, be noted; (2) that the key achievements, as detailed in paragraph 4.6. of this report, be noted; (3) that the additional scrutiny of measures that have changed status between Quarter 2 and Quarter 4, as summarised at paragraph 4.7. and detailed at Appendix 2 of this report, be noted; and (4) that the Strategic subset of Local Government Benchmarking Framework (LGBF) Results, as detailed at paragraph 5. and Appendix 3 of this report, be noted. [1recs] 3. Background 3.1. The Council Plan Connect covering the period 2022 to 2027 was approved by South Lanarkshire Council at its meeting on 15 June 2022. The Plan sets out the Council’s vision, values, priorities and outcomes for the five-year period. 3.2. As part of the performance reporting arrangements introduced in 2007, it was agreed that progress reports on the Council Plan would be provided at the mid-year point (Quarter 2) and at the end of the financial year (Quarter 4). 4. Quarter 4 Progress 2023/2024 4.1. The Council Plan offers flexibility, both at the Resource level and from one year to the next, in the choice of actions and measures required to deliver the Council’s priorities. Alongside this flexibility, however, comes the requirement to ensure that the golden thread from Council Plan to Resource Plan remains unbroken. 4.2. The reporting framework for the Council Plan identifies key measures within Resource Plans which are taken and combined in a Connect report to provide a balanced picture of council performance against Connect outcomes. 4.3. A total of 272 measures have been identified from the 2023-2024 Resource Plans. Of those, 68 (25%) have been nominated as key strategic measures for reporting progress against Connect. 3 7
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4.4. Progress to date against all measures is contained in the Connect Quarter 4 Performance Report 2023/2024, attached as Appendix 1. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure: Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 4.5. To ensure adequate scrutiny of performance across all Resources, individual Resource committees receive details of all ‘red’ measures relating to that Resource including management actions, where applicable. In addition, the forum may consider those measures across all Resource Plans reporting a ‘red’ and/or ‘amber’ status. The overall summary of progress to date is set out in the table below. Status Measures Statistical Project Total % Blue N/A 10 10 15% Green 28 17 45 66% Amber 3 3 6 9% Red 6 1 7 10% Report later/Contextual 0 0 0 0% Totals 37 31 68 100 % (Data correct as at 17 May 2024 v3) 4.6. Key achievements to date against each of the six Connect Outcomes have been summarised in the following tables: 4.6.1. Connect Outcome Communities and Environment Number of measures Blue Green Amber Red Report later Total 3 7 5 3 0 18 Achievements The percentage of properties with Full Fibre Connection has exceeded the 2023- 24 target by 1.5%. Investment in Full Fibre connection to households continues within urban areas with 34.5% of properties now connected. The Climate Emergency Community Grants fund was re-launched in April 2023 and has once again proven to be a big success, with the £75,000 fully committed by the end of June 2023. A full report on the overall impact of the Climate community grants will be presented to the Climate Change and Sustainability Committee at the beginning of 2025. During 2023, 1.5% of household waste was sent to landfill, which is significantly below (better than) the target of 10%. 8
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Consultation on the draft Carers Strategy has included a number of focus groups with service users and carers which assisted with the strategic priorities for carers. South Lanarkshire University Health and Social Care Partnership (SLUHSCP) has implemented Care Opinion across all Adult and Older People services and work is progressing to embed in Children and Justice Social Work services. To date, 73 stories have been received from patients, service users and their families, providing valuable feedback to services. The Care Opinion lead for SLUHSCP has been attending forums to promote the use of Care Opinion, including Locality Implementation Groups, Learning and Development Groups and reporting to the Joint Locality Performance Quarterly Review. A quarterly training schedule is under development and Communications is working on a tailored briefing for Care at Home staff. Works are complete for the Office for Zero Emissions Vehicles (OZEC) Project that consists of the installation of 13 dual on-street electric chargers in various residential streets. As part of our efforts to identify opportunities to increase food growing provision a new allotment site at Chatelherault Country Park is now fully operational and all plots are now let. A number of cycling and walking projects were progressed during 2023-24, including: Active Travel Studies completed for towns such as Blackwood, Kirkmuirhill, Abington, Crawford, Carnwath, Forth and Biggar. Development of a segregated cycle network with enhanced pedestrian facilities in East Kilbride is now complete on Churchill Avenue, linking West Mains Road to Cornwall Street and towards the trunk road network on the A726. Locations for cycle shelters and parking stands in schools have been identified and funding awarded by Cycling Scotland - works will be undertaken in early summer 2024. The Community Wish list is a way that local communities can make specific requests for support from council suppliers or contractors that will benefit their local community, their projects and causes. The Community Wish List has thrived over the course of the year. 111 Community Wishes were received from a range of community groups across South Lanarkshire and 41 Wishes were answered, with a range of financial donations, goods and materials and food items, totalling £29,475. Including a light installed by Block Architects to illuminate a defibrillator available at Blantyre Old Parish Church. 4.6.2. Connect Outcome Education and Learning Number of measures Blue Green Amber Red Report later Total 2 10 0 0 0 12 Achievements In literacy 73.5% of primary aged pupils achieved the appropriate attainment level, an increase of 2.2% points from the previous year. The ‘closing the gap’ data has improved by 2.1% points. In numeracy 81.6% of primary aged pupils achieved the appropriate attainment level an increase of 2.5% points from the previous year. In literacy and numeracy, for secondary aged pupils (2022-23) there is a strong performance that stands out as one of the best in recent years • Literacy: saw the highest percentage of S4 candidates achieving SCQF Level 4 Literacy in 5 years • Numeracy: S4 candidates achieved the highest percentage at SCQF Level 4 since 2020 13 establishments were inspected and received positive outcomes with a grade of good or above. Feedback provided to schools as part of the process was very positive. 9
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The percentage of young people who have left school and moved into a positive destination is 96.8% - the highest in the last 5 years and above the national average of 95.8%. At the national Scottish Education Awards held on 7 June 2023, South Lanarkshire Education Resources had five finalists: With Mrs Fiona Mullen, Head Teacher of St Andrew’s and St Bride’s High School winning the highly prestigious ‘Head Teacher of the Year Award’. 389 young people achieved Duke of Edinburgh Award accreditation:- 3 Gold, 20 Silver and 243 Bronze awards with 123 receiving Certificates of Achievement. The new Jackton Primary School opened to pupils in August 2023. 4.6.3. Connect Outcome Health and Wellbeing Number of measures Blue Green Amber Red Report later Total 1 6 0 1 0 8 Achievements Of the 104 new homes completed to date in 2023-24, all have been built to ‘Housing for Varying Needs’ standards and are easily adaptable to accommodate tenants’ changing needs over time. Located in Larkhall, Strathaven and Hamilton the new homes comprise a mix of terraced, semi- detached and flatted properties alongside larger family homes. 20 of the 104 (19.2%) new council homes completed in 2023-24 were accessible for wheelchairs, exceeding the target of 10% established in the Local Housing Strategy 2022-27. The homes are located close to existing services, amenities and transport links allowing tenants to easily connect with the existing community. The council’s affordable housing supply programme continues to increase the supply of council homes across South Lanarkshire, with a focus on ensuring that the new homes provide for changing in people’s need over the course of time. Over 50% of children and young people that access counselling are from SIMD 1-4, and 7% are care experienced. Evidence is showing that there are positive outcomes for those that have completed counselling. All schools and educational settings are now providing free and easy to collect period products as and when required. Implementation of the multi-year Play Area Investment Programme is well underway with consultation undertaken in Larkhall, Rutherglen and Cambuslang with local members and young people. The contract for the play areas in Larkhall identified for refurbishment has been awarded and works have started on site. Over 7,500 children and their families are benefitting from the council’s investment in early learning and childcare South Lanarkshire Health and Social Care Partnership and the Adult Protection Committee (APC) have collaborated with the national Right Decision Service provided by the Digital Health and Care Innovation Centre to deliver an Adult Support and Protection (ASP) Decision Support Web and Mobile App. The app launched in February 2023, empowers partners across all sectors to quickly access and apply ASP guidance consistently and in a person-centred way. This is the first Public Protection app to be developed in Scotland and has received high praise and a lot of interest from partners across the country. As at 31 March 2024, there were a total of 694 Looked After Children, 70 (10%) were looked after in a residential setting including local authority houses, secure accommodation and residential schools. This position has been consistent since 1 April 2021 and reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children, with continued support to children and young people within the community. The Resource has supported an increased number of adult carers with access to Carers SDS Support packages. The Carers commissioned services from 10
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Lanarkshire Carers (Adult Carers) and Action for Children (Young Carers) continue to support increased numbers of Carers/Young Carers in the Community as evidenced in their quarterly reporting. The Family Support Hub annual report has been published and details the impact of the first year of operation. Engagement and feedback from families has been a clear indicator of impact. Families have shared their positive experiences of support delivered from the family support hubs. Notably families reported that supports were available at the right time for them, that the approach was caring and supportive and assisted them in overcoming obstacles and trauma to improve their situation. The holistic family support delivered from the hubs includes a parenting support pathway to divert vulnerable pregnancies away from child protection. Peer support staff are embedded in each hub to support parents who have experienced drug and alcohol difficulties. A trauma counsellor has been recruited, this will enhance the reflective practice coordinator aligned to Hubs in ensuring practice is trauma informed and creates capacity for direct counselling support to families. Justice Social Work Services commenced the Alcohol and Drug Problem Solving Court on 4 December 2023 within Hamilton Sheriff Court. To date 8 service users have been included within the structured deferred sentence court and are engaging with Justice Social Work and recovery community support. The contract award to a third sector provider has concluded and the independent evaluation has been awarded to a research fellow within the University West of Scotland. Justice Social Work Services commenced the Alcohol and Drug Problem Solving Court on 4 December 2023 within Hamilton Sheriff Court. At the end of March 8 service users have been included within the structured deferred sentence court and are engaging with Justice Social Work and recovery community support. SACRO peer mentoring services were awarded the contract in April 2024 and independent evaluation has been awarded to a research fellow within the University West of Scotland. The Peer Support Service launched on 14 June 2024. 4.6.4. Connect Outcome Children and Young People Number of measures Blue Green Amber Red Report later Total 1 5 0 0 0 6 Achievements 100% of young people leaving care were provided with a housing options discussion which resulted in the development of an individual housing plan. 300 young people received a South Lanarkshire Achievement Award on 31 May 2023 Over 200 S1 to S3 pupils took part in the second Climate Change and Sustainability Conference. The launch of the Cost of the School Day and Poverty Guidance document for all schools and establishments took place on 25 March 2024. South Lanarkshire continue to have no under 18s in Polmont Young Offenders Institution since September 2021 and this reflects the success of the proactive Whole System Approach and use of secure care (where necessary) and robust multi agency community risk management plans. 4.6.5. Connect Outcome Housing and Land Number of measures Blue Green Amber Red Report later Total 2 8 0 2 0 12 Achievements We continue to increase the supply of affordable housing with the delivery of 269 additional new houses provided in 2023-24. This includes 104 new build 11
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properties and 165 properties have been acquired through the market purchase scheme. 92.2% of tenancies were sustained for more than a year. 99% of reactive repairs were completed right first time. Ensuring those with the highest housing need are prioritised with 62.9% of lets to Urgent homeless (UH) need households. A further 3.41% of lets were allocated to other urgent need categories. 4.6.6. Connect Outcome Our Economy Number of measures Blue Green Amber Red Report later Total 1 6 1 1 0 9 Achievements The number of jobs created or sustained per annum, and the increased value of sales generated by businesses, as a direct result of Economic Development intervention exceeded the targets set. 646 jobs were created or sustained, and increased sales derived exclusively from additional sales through Business Support Grants amounted to £14.496m. Programmes aimed at developing the skills of business owners, and the growth of businesses in the following sectors have been delivered during 2023-24: Construction, Social Economy, Tourism, and Food and Drink. A new South Lanarkshire Social Enterprise Strategy was approved by Executive Committee on 21 June 2023. The Strategy sets out the council’s commitment to increase the number of social enterprises and improve the sustainability of the sector in South Lanarkshire. Agreement has been reached with VisitScotland for them to provide funding to enable the council to support agritourism businesses to become quality assured. NHS Demonstrator Programme is delivered in partnership with South Lanarkshire Council and NHS Lanarkshire. Its target group is parents who are in the 6 key priority groups and is funded by No One Left Behind/Tackling Child Poverty from the Scottish Government. Each participant has a key worker who supports them to prepare for starting a 6 month paid employment role within an NHS or the company ISS. Each post is flexible to meet the needs of the individual in relation to hours and working patterns. These posts are fully funded by South Lanarkshire Council and will be contracted up to the end of June 2024. 4.6.7. In addition to working towards the six Connect Outcomes, the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource Outcomes have also been identified, under the heading Delivering the Plan and achieving Best Value. Progress on this and the related achievements have been summarised in the following table:- Delivering the Plan and achieving Best Value Number of measures Blue Green Amber Red Report later Total 0 3 0 0 0 3 Achievements During the period 1 April 2023 – 31 March 2024, South Lanarkshire Council employees completed 130,729 eLearning modules. In the same period, 10,248 employees attended 1,214 classroom-based events, and 3,402 employees attended 311 virtual online events. The council submitted a favourable year-end position to the council’s Executive Committee on 21 June 2023. The Unaudited Annual Accounts were presented to the Risk and Audit Scrutiny Forum on 27 June 2023, before being submitted to External Audit by the statutory deadline of 30 June 2023. 12
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Against an extremely challenging set of socio-economic circumstances, positive performance, against previous year, was achieved in relation to:- • the percentage of rent collected increased from 98.8% Quarter 2 to 99.5% in Quarter 4. • the percentage of gross rent arrears (current and former) reduced over the same period from 8.3% Quarter 2 to 8.0% in Quarter 4. A new Cemetery Strategy was approved at Community and Enterprise Resources Committee in May 2023 to allow the service to take forward and develop new working arrangements within Bereavement Services. Primary, Additional Support Needs and Early Years Refresh - 141 establishments were upgraded with over 4,000 devices delivered. Education establishments wireless expansion programme - over 30 establishments now have upgraded wireless functionality. 4.7. Scrutiny of change in measure status A further analysis introduced to aid scrutiny of performance, is to highlight and explain all measures that have changed status from Quarter 2 to Quarter 4. On analysis of these, nine measures show a decline in performance, details of which are included at Appendix 2. The remaining measures under scrutiny showed an improvement in status between Quarter 2 and Quarter 4, for example, changed from Green or Report later to Blue (complete) and need no further action. 5. Strategic subset of Local Government Benchmarking Framework (LGBF) Results 5.1. As agreed at the Performance and Review Scrutiny Forum on 21 March 2023, this report includes a new Appendix 3 which focuses on a subset of LGBF indicators aligned to the outcomes in the Council Plan. This provides an opportunity to review benchmarking indicators which are of strategic importance to theCcouncil and gives insight into the Council’s performance over time as well as comparison with national average. 5.2. As well as featuring in this report, LGBF indicators continue to be reported annually in full to the Performance and Review Scrutiny Forum and included in the Council’s public performance reporting arrangements, published on the Council’s website. 6. Employee Implications 6.1. The outcomes noted within the Council Plan inform the Resource Plans and in turn the Performance Appraisal process for individual employees. 7. Financial Implications 7.1 Provision for meeting the Council Plan’s outcomes is reflected in both the Revenue and Capital budgets, and longer term, within the framework of the council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications arising from this report. 8.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2023-24. 13
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9. Other Implications 9.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Equality Impact Assessments will be undertaken in line with the various actions within Connect as appropriate. 10.2. Many of the priorities, outcomes and actions detailed within the plan reflect ongoing work programmes implemented to address local and national priorities. Extensive consultation, therefore, has already taken place in relation to a significant proportion of the priorities, outcomes and actions outlined in the plan. Paul Manning Chief Executive 23 July 2024 Link(s) to Council Values/Priorities/Outcomes ♦ The Council Plan 2022 to 2027 reflects the overarching vision of South Lanarkshire Council and details its values, priorities and outcomes, including links to the Community Planning Partnership Previous References ♦ Performance and Review Scrutiny Forum 8 August 2023 - Connect Quarter 4 Progress Report 2022-23 List of Background Papers ♦ Council Plan Connect 2022 to 2027: approved by South Lanarkshire Council on 15 June 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Phone: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk Performance: www.southlanarkshire.gov.uk/performance 14
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IMPROVe - SLC Performance Management System Report printed on 17 May 10:17 Quarter 4 : April 2023 - March 2024 (This represents the cumulative position to March 2024) Performance Report 2023-24 South Lanarkshire Council Connect Appendix 1 15
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IMPROVe - SLC Performance Management System Report printed on 17 May 10:17 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome / Theme Green Amber Red Report later / Contextual Total Communities and Environment 2 2 3 0 7 Education and Learning 8 0 0 0 8 Health and Wellbeing 6 0 1 0 7 Children and Young People 1 0 0 0 1 Housing and Land 3 0 1 0 4 Our Economy 5 1 1 0 7 Delivering the plan and achieving best value 3 0 0 0 3 Total 28 3 6 0 37 Page 1 16
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of household waste sent to landfill in 2023 This measure is reported per calendar year and the latest figures relate to the period from January to December 2023 (1.50%). This remains well below the target to stay under 10%. Performance in October to December 2023 (1.61%) is lower (better) than the same quarter in 2022 (2.07%). Green 10.00% 1.50% 9.71% 8.66% 1.84% Page 2 17
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Make an annual saving from using recycled items as opposed to new through the joint store For the 2023-24 Q4 reporting period, the savings to the Council is £44,776 (90%) of the quarterly savings target of £50,000: Total number of recycled items = 544 Cost of items = £45,930 Value of items = £90,706 Savings over new = £44,776 The 2023/24 figures show there has been a saving for the Council of £155,580 (78%) of the annual target of £200,000. The cumulative total for recycled equipment is: No of items - 1330 Cost of items - £127,238 Value of items - £282,819 The 2023/24 financial year has seen the introduction and implementation of eligibility criteria for the direct provision of all equipment and adaptations solutions that are assessed as being needed. This has resulted in a downturn of approximately one third in the overall number of items purchased when compared to the same period in the last financial year. Assessment staff continue to select recycled items when available as a first choice for all authorised requests, which has seen the value of recycled items obtained decreasing by only around 17% over the same period. This indicates than an even greater proportion of orders are placed by selecting recycled items. Equipu and assessment staff continue to actively encourage people to return all previously issued equipment items to be available for recycling. This measure has been reviewed for 2024/25, given the overall reduction in purchase activity. Red 200,000 155,580 ------ 267,296 296,990 Page 3 18
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of properties with Superfast Broadband >30Mbps Progress towards target is slow with 0.09% increase in quarter four, however the year to date figure remains high at 97.9% just over one percent less than the 99% target. Progress is dependent on BT Openreach investment. Alternative solutions such as Starlink satellite availability may affect this target. It should be noted that coverage increases in Full Fibre continue at a more rapid level than expected and investment is dependent on market conditions. Amber 99.0% 97.9% 96.6% 97.0% 97.3% Land Audit Management System grounds maintenance score The Land Audit Management System (LAMS) maintenance score at year end has met the annual target. Green 72.0 72.0 72.0 71.3 72.0 Page 4 19
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of our road network that should be considered for maintenance treatment This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The target figure of 30.8% is based on the results for the period 2021-23. The revised figure for 2022-24 at 31.9% indicates a regression of 1.1% of the amount of our road network in an amber or red status. Deterioration is also showing across individual road categories to a similar extent. The Service is currently preparing the annual Roads Asset Management Plan (RAMP) update for 2024 to reflect the most recent data and this will be reported to committee later this year. Red 30.8% 31.9% 30.6% 29.7% 30.8% Page 5 20
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of road casualties in South Lanarkshire during 2023 Provisional casualty figures are available for the full year 2023, when there were 370 casualties. Of these, there were 7 fatal casualties, 125 serious casualties and 238 slight casualties. There were 0 child fatal casualties, 23 children seriously injured and 24 children slightly injured. Compared with the same period in 2022, there were 284 casualties. Of these, there were 10 fatalities, 84 serious casualties and 190 slight casualties. For children in 2022, there were 0 child fatal casualties, 4 children seriously injured and 16 children slightly injured. In 2021 and 2022, casualty numbers were notably low, due to Covid-19's impact on travel patterns; but in 2023, they increased, approaching pre 2020 levels. Despite the increase, overall casualty figures in 2023 decreased by 36% compared to the 2014-18 baseline and the overall annual trend is downwards. Amber 284 370 317 254 284 Percentage of total household waste that is recycled in 2023 This measure is reported per calendar year. The year to date figure to the right reflects performance from January to December 2023 (43.75%). This remains below the target of 50%. Performance in October to December 2023 (38.71%) was an improvement on the same quarter in 2022 (37.75%). The new bulky waste contract continues to increase the quantities of bulky waste being recycled. Performance will continue to be closely monitored. Red 50.00% 43.75% 40.50% 41.50% 41.20% Page 6 21
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Education and Learning Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of P1, P4 and P7 pupils attaining the appropriate Curriculum for Excellence level for their stage or better in Literacy Performance is above target set Green 71.7% 73.5% ------ 70.2% 71.7% Percentage of P1, P4 and P7 pupils attaining the appropriate Curriculum for Excellence level for their stage or better in Numeracy Performance is above target set Green 79.2% 81.6% ------ 77.9% 79.1% Percentage of pupils gaining 1 or more awards at SCQF Level 5 or better Performance has met target set. Green 90.0% 90.0% 88.9% 91.2% 90.0% Percentage of pupils gaining 1 or more awards at SCQF Level 6 or better Performance is above target set Green 66.5% 67.0% 69.9% 72.3% 68.9% Improve the attendance of children and young people at primary school The attendance rate is slightly above the target set and compared to previous years must be seen in the context of the ongoing Covid-19 pandemic during school session 2021/22 Green 91.8% 92.9% 94.3% 94.6% 91.8% Improve the attendance of children and young people at secondary school The attendance rate remains below that of the last pre Covid-19 session (2018/19) but is only slightly lower than the target set. Green 87.5% 87.2% 91.0% 90.5% 87.5% Percentage of pupils entering positive destinations (initial destinations) The most recent school leaver destination rate is higher than the target set Green 96.0% 96.9% 94.8% 96.2% 96.2% Percentage gap between pupils from the least and most deprived areas entering positive destinations The gap between the most and least deprived is 2.9% for South Lanarkshire Council compared to 3.7% nationally Green 5.8% 2.9% 4.3% 6.4% 6.1% Health and Wellbeing Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- % of approved applications for adaptations completed in year (SSHC) All adaptations were approved, this measure is demand led. Green 100.00% 100.00% 100.00% 100.00% 100.00% Page 7 22
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Health and Wellbeing Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- % of new build that are wheelchair accessible (RP) 20 of the 104 new council homes completed in 2023/24 were accessible for wheelchairs, exceeding the target of 10% established in the Local Housing Strategy 2022-27. Green 10.0% 19.2% ------ ------ ------ Percentage of Justice Social Work reports submitted to Court by the due date For the reporting year 23/24, 98% (1757 out of 1799) of Justice Social Work reports have been submitted within timescale. This measure has exceeded the target for the year. In quarter 4, 98% (445 out of 455) of Justice Social Work Reports were submitted to the court by the due date. Green 95.0% 98.0% 97.0% 99.0% 98.0% Page 8 23
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Health and Wellbeing Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of reports submitted to the Children’s Reporter within agreed timescales In quarter 4, 30 out of 73 (41%) reports were submitted to SCRA within timescales. To date, 58% (160 out of 278) were submitted within timescale. The 75% target has not been met and performance has dropped from 63% at quarter 2 and 3. Whilst performance against target remains lower than planned, the service continues to monitor risk and maximise available resources to ensure the protection of children and to prioritise supervision order visits where this is possible. Service demand is not reducing, for example, the number of child protection investigations carried out, 166 in Q3 compared to 187 in Q4. To mitigate the impact of some of the above challenges, the service is currently working in conjunction with partner agencies to develop and implement a Single Assessment Framework to streamline processes, a pilot is live in our East Kilbride and Clydesdale localities with full implementation expected by December 2024. Successful recruitment aligned with the new assessment frameworks are expected to support improved performance moving into 2024-25. Red 75.0% 58.0% 88.0% 82.0% 77.0% Page 9 24
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Health and Wellbeing Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders In quarter 4, there was a total of 54 local authority welfare guardianship visits due with 94% (51) being completed on time. A decrease in this quarter is noted when compared from the quarter 3 2023-2024 position of 98%, however target of 90% has still been achieved. To date, there was a total of 251 local authority guardianship visits due with 94% (237) being completed on time. This remains the same when compared to the quarter 3 2023-24 position. Performance reports remain available to the locality teams providing current performance levels against the target level. Green 90% 94% 93% 94% 93% Percentage of statutory supervising officer visits completed within timescale for private welfare guardianship orders In quarter 4, there was a total of 499 private welfare guardianship visits due with 95% (474) being completed on time. An increase in this quarter is noted when compared from the quarter 3 2023-2024 position of 91%, target of 90% has been exceeded. To date, there was a total of 2,293 private guardianship visits due with 92% (2,108) being completed on time. This is an increase when compared to the quarter 3 2023-2024 position of 91%. Performance reports remain available to the locality teams providing current performance levels against the target level. Green 90% 92% 94% 95% 93% No of households currently waiting for adaptations to their home Target achieved. Green 0 0 0 0 0 Page 10 25
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Children and Young People Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of our looked after children and young people accommodated in residential placements As at 31 March 2024, there were a total of 694 Looked After Children, 70 (10%) were looked after in a residential setting including local authority houses, secure accommodation and residential schools. This position has been consistent since 1 April 2021, this reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children, with continued support to children and young people within the community. Green 10.0% 10.0% ------ 10.0% 10.0% Housing and Land Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- % of lets to Urgent housing (UH) need households (RP) Target achieved. Green 55.0% 62.9% 61.1% 53.5% 58.1% % of new tenancies sustained for more than a year for all lets (SSHC) (RP) Tenancy sustainment has remained strong this year and target achieved. Green 88.00% 92.20% 91.90% 93.40% 92.00% % of Housing Options interventions where Homelessness prevented (RP) During 2023/24, 633 (60.8%) homeless cases prevented. The operating context in relation to the prevention of homelessness continues to be extremely challenging this year. The prevailing socio-economic conditions adversely impacted upon the ability to prevent homelessness during 2023/24. This trend has been mirrored nationally. A range of actions are being progressed to help mitigate the situation and updates on homelessness are now being presented to committee on a 6 monthly basis. Red 70.0% 60.8% ------ 73.5% 65.9% % of response repairs completed on time Target achieved. Green 90.0% 97.0% 97.7% 99.1% 95.3% Page 11 26
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Our Economy Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of unemployed people supported via council-operated employability programmes Through a wide range of employability programmes delivered both internally and externally with Local Employability Partners we have supported 2,663 participants in total throughout 2023-24. This ranges from young people age 16-19, adults 18+, people with disabilities and parents from the priority groups. Green 1,350 2,663 1,348 1,934 1,687 Number of unemployed people accessing further education or training Through participation on our employability programmes 870 have progressed into further education or training. This includes young people who are moving into Further/Higher Education (FE/HE) for their first destination and also participants who are involved with our Sector Based Training programmes and Rural Academy. Our Making it Work Programme for Parents also offers a range of vocational training qualifications. Green 225 870 211 219 536 Number of new South Lanarkshire business starts supported by Business Gateway Figures provided are up to 29 February 2024, March figures not available as yet. This target has been achieved at a time when the Business Gateway was undergoing significant staffing changes and moving from an external contractor to local authority delivery. Green 500 499 ------ ------ 520 Page 12 27
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Our Economy Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of business support interventions per annum by Economic Development (grants, loans or advice) The Business Support service supported 829 businesses during 2023-24, significantly lower than the target of 1,200. There are a number of contributing factors that have led to the reduction in the number, including that the Business Growth Grant did not open until August 2023 and there were less face to face events this year e.g. no business exhibitions or ‘meet the real buyer’ events. The Business Support section have been impacted by reduced resources, in particular a reduction in the number of staff within the team. For 2024-25, the targets will need to be reviewed in line with the reduced resources available within the team. The Business Gateway Service has been taken into North Lanarkshire Council. This provides opportunities to review how the Council supports businesses and will also be a factor in a review of targets. Red 1,200 829 3,075 2,679 1,615 Number of jobs created or sustained per annum as a direct result of Economic Development intervention 646 jobs were created or sustained during 2023-24 as a direct result of Economic Development intervention, exceeding the target of 500. Eligibility criteria for SLC Business Growth Grant amended in August 2023, from then on applications were only accepted for projects that led to direct job creation or net zero projects. Green 500 646 ------ 1,095 1,256 Increased value of sales generated by businesses as a direct result of Economic Development intervention Increased sales figure derived exclusively from additional sales from Business Support Grants. Green £5.000m £14.496m ------ £22.107m £13.113m Number of unemployed people gaining sustainable employment Through participation on our employability programmes 643 have progressed into sustainable employment. This is 32 short of our target, however, throughout the year we have worked with a high number of employability participants who are further away from the labour market and who require longer term support. This includes people with disabilities and parents in particular. Amber 675 643 410 1,146 584 Page 13 28
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan Performance Indicators Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Customer Service Centre - % of calls answered Target achieved for the year with 91% of all calls answered against a target of 90%. Green 90.00% 91.00% 92.00% 93.00% 94.00% Customer Service Centre – average queue time (in seconds) Average queue time target achieved. Actual performance of 252 seconds against a target of 300 seconds. Green 300 252 93 158 134 Percentage of income due from Council Tax received by the end of the year - in year (incl water) The annual Council Tax collection target for 2023-24 was set at 95.2%. A Council Tax collection rate of 95.7% was achieved, ahead of target by 0.5% and behind comparable performance in 2022-23 by 1.07%. For information, the equivalent level of Council Tax collection for 2023-24 when Scottish Water debts are removed is 96.3%. Green 95.20% 95.70% 94.89% 95.54% 96.77% Page 14 29
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome / Theme Complete Green Amber Red Report later Total Communities and Environment 3 5 3 0 0 11 Education and Learning 2 2 0 0 0 4 Health and Wellbeing 1 0 0 0 0 1 Children and Young People 1 4 0 0 0 5 Housing and Land 2 5 0 1 0 8 Our Economy 1 1 0 0 0 2 Delivering the plan and achieving best value 0 0 0 0 0 0 Total 10 17 3 1 0 31 Page 15 30
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures Communities and Environment Action Measures Comments/ Progress Status Community Safety priorities are achieved Implement the recommended next steps of the review of the Safer South Lanarkshire Board and associated structure, ensuring that reporting requirements around police and fire scrutiny, anti-social behaviour and community justice are appropriate Actions from review being implemented with key initial focus on scrutiny training scheduled to take place over three sessions between April and June 2024. Green Protect, enhance and respect South Lanarkshire's natural environment Develop a new Biodiversity Strategy (2024-2030) and Biodiversity Implementation Plan for (2024-2026) for approval by Climate Change and Sustainability Committee by February 2024 The Biodiversity Strategy and the Biodiversity Duty Implementation Plan were approved by the Climate Change and Sustainability Committee in February 2024. Complete Increase routes for communities to participate in decision making and priority setting Increase the number of communities with their own community-led neighbourhood plans All Neighbourhood Planning Groups have been busy in Q4 reviewing and re-ranking their plan priorities and gathering information on the actions taken this year for annual reports. 2 new Neighbourhood Plans have been in progress and community engagement has taken place in East Kilbride and Hamilton South Localities. These plans will be drafted in early 2024-25. Green Implement new approaches to community involvement in decision making such as a community Wishlist approach to community benefits and the delivery of the Shaping Places for Wellbeing project The Community Wish List has thrived over the course of the year, with 111 Community Wishes received from a range of community groups across South Lanarkshire. 41 Wishes have been answered, with a range of financial donations, goods and materials and food items, totalling £29,475. Green Take forward IT strategic developments Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of broadband and 4G/5G mobile services across the council area To further drive coverage across the area, IT Services are developing a Digital Connectivity business case which will include increased capability to support full fibre and 4G/5G services across the area. The revised business case is under consideration. Amber Page 16 31
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures Communities and Environment Action Measures Comments/ Progress Status Produce a new Local Transport Strategy for South Lanarkshire to support the National and Regional Transport Strategy as well as the provisions, where appropriate, of the Transport Scotland Act Draft Local Transport Strategy to be presented to Committee by Spring 2024 A consultant to undertake the development of the next Local Transport Strategy (LTS) has been appointed. An extensive consultation exercise was undertaken in July/August 2023 with numerous groups, organisations, elected members and the public invited to contribute views. We have reviewed the feedback and a draft document is now being reviewed. A second public consultation will commence mid-2024 and it is anticipated that a draft document will be presented to Community and Enterprise Resource Committee in summer 2024. An update report outlining the shape of the new LTS was considered by Community and Enterprise Committee on 23 April 2024. Green Provide road and infrastructure improvements to support new developments including those undertaken as part of the City Deal An Outline Business Case will be prepared for the Stewartfield Way Sustainable Transport Capacity Enhancement Project in Autumn 2023 Work is now underway to rescope the project to have greater focus on Town Centre redevelopment as well as the core transportation infrastructure improvement. A consultant has been appointed to progress an outline business case for submission later this year. A report was considered by Community and Enterprise Resources Committee in April 2024. Amber Page 18 33
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures Communities and Environment Action Measures Comments/ Progress Status Promote citizenship and the democratic participation of children and young people to effect change in climate and sustainability matters Empower the involvement of children and young people in schools, and through the Young People’s Forum, to help shape and influence Council outcomes in the climate strategy The SLC Youth forum on Climate Change and Sustainability remains committed to fostering and empowering the participation of young individuals within schools. In February, these young participants organised and led a climate conference, COS2, conducting workshops and activities focused on climate change and sustainability. These initiatives aimed to educate students in S1-S3 about simple actions they can take at home, in school, and within their local communities. Through the forum, these young individuals have been provided with opportunities to contribute to and influence Council decisions regarding climate strategy. This involvement includes presenting their work at Committee meetings and having council officers attend forum sessions to share the Council's initiatives and provide students with opportunities to pose questions and voice their concerns. Green Develop Climate Change and Sustainability Plan to support educational settings Organise a pupil led COS2 conference involving primary, secondary and ASN schools to empower the voice of young people and build on pledges to improve climate change and sustainability COS2 event delivered in February 2024 by our young people to over 300 of their peers with presentations and interactive activities to promote sustainability and address climate change Complete Page 19 34
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures Education and Learning Action Measures Comments/ Progress Status Close the equity gap and improve learner outcomes Develop and implement the Equity Strategy including Strategic Equity Funding and use this to support schools to close the poverty-related attainment gap as measured in the authority’s Stretch Aims Year 2 of the Strategic Equity Fund is almost complete. Early indications show positive impact and progress towards closing our poverty related attainment gap. Planning for year 3 is already under way. Schools also continue to make positive progress with their PEF planning Green Update the Council Framework for Inclusion guidance taking account of The Morgan Review, the Additional Support for Learning Action Plan, The Promise and Getting it Right for Every Child update Audit and update all sections of the inclusion framework to ensure all education establishments can meet the expected principles and practice associated with inclusion and equality Framework has been fully updated and will go to print in time for the new school year. Complete Ensure effective delivery of tackling poverty policy and raise awareness of the priorities contained in the Local Child Poverty Action Report (LCPAR) across all partner organisations Produce and publish a Child Poverty Strategy for 2023-26 and supporting Local Child Poverty Action Report by June 2023 to outline the key support offered to families to address child poverty challenges A child poverty 'Commitment' document has been produced and published instead of a strategy. The Local Child Poverty Action Report has also been produced and published. Complete Page 20 35
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures Education and Learning Action Measures Comments/ Progress Status Provide opportunities for young people to participate in work-based learning opportunities in the senior phase Deliver a Foundation Apprenticeship programme in partnership with colleges to provide young people with increased opportunities to access FA frameworks locally Our Youth Employability Service have designed and planned the Foundations Apprenticeship programme this year in partnership with South Lanarkshire College and New College Lanarkshire under the South Lanarkshire FA Consortium banner. We increased the number of frameworks on offer to schools and provided access to College based delivery to ensure all FA pupils get the College experience. The 2023-24 programme update will be reported early in 2024-25. Some frameworks have been extended to allow for a period of remediation. We have agreed the delivery plan for 24-25 and are now able to market the provision to schools and pupils. Green Health and Wellbeing Action Measures Comments/ Progress Status Raise awareness of the priorities within the Children’s Services Plan across all partner organisations Publish a revised Children’s Services Plan (2023-26) by June 2023 that sets out the agreed priorities for the Children’s Services Partnership for the next three years A Children's Services Plan for 2023-26 has been published and implemented. Three strategic thematic groups of Whole Family Approach, Health and Wellbeing and Keeping The Promise have been established to drive the priority areas for improvement and monitor and evaluate progress. Complete Children and Young People Action Measures Comments/ Progress Status Enhance the school Open the new Jackton Primary School in August 2023 Complete - opened 16 Aug 23 Complete estate with targeted investment to increase Commence the major refurbishment and expansion of Our Lady of Lourdes Primary School Project underway, target for completion August 2024 Green Page 21 36
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First Step extension has been approved by the Care Inspectorate and will be fully online in August 2024. Green Expand the Council’s ELCC provision to make early learning and childcare more flexible Open the new Early Learning and Childcare Centre at Clyde Terrace, Bothwell Expansion complete and scheduled to open August 2024. Green Implement the new Scottish Government guidance, linking in with the Department of Work & Pensions to increase the uptake of eligible 2-3 places Improve early years uptake for vulnerable for 2–3-year-olds who meet the eligibility criteria for 1140 hours of early learning and childcare We write to all families with eligible 2 year old children to explain they are eligible and to invite them to apply for a nursery place if they have not already done so. The uptake of these places within SLC continues to be above the national average with definitive data confirmed at the end of the school year. All eligible 2 year old children who are SLC residents have been allocated a nursery place. Green Housing and Land Action Measures Comments/ Progress Status Ensure that Sheltered housing services are compliant with Care Inspectorate Inspection standards Complete quality assurance checks to monitor and ensure compliance with care inspectorate standards. Each of the 34 sheltered housing complexes will be checked during 2023/24 with findings of completed checks reported on a quarterly basis (RP) Self assessment against new Care Inspectorate framework complete and shared with Care Inspectorate. Green Work with Gypsy/Traveller residents to develop and implement a programme of site improvement Continue to deliver co-produced Site Masterplans at both sites, reflecting council and resident priorities (RP) Range of projects continue to be delivered at both sites, in line with residents priorities and agreed through the regularly updated Site Masterplans. Green Page 22 37
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Green Increase the number of new affordable homes Total new/additional affordable homes delivered per SHIP and reported to Housing and Technical Resources Committee (RP) 269 new/additional homes added YTD. 104 new build and 165 market purchase. Green Ensure effective involvement with tenants and other customer groups Customer Engagement Programme agreed with tenant representatives by August 2023 (RP) The annual programme for customer engagement programme was agreed in August 2023 and implemented during 2023/24. Complete Consult with community organisations and develop a Rural Action Plan maximising existing and future funding through Community Led Local Development and Renewable Energy Fund Finalise the Rural Action Plan and report to Rural Task Force in November 2023 A seminar proposing new priorities and changes to the Renewable Energy Fund (REF) was given to the Rural Task Force on 2 October 2023 and a final paper taken to the Rural Task Force on 15 November 2023, completing this action. The proposals were taken to Community and Enterprise Resource Committee in February 2024 approving the strategic aims for the REF to address over five years. Complete Improve access to settled accommodation for homeless households Continue to implement Rapid Rehousing Transition Plan (RP) Despite high levels of achievement against several key measures, the level of homelessness in South Lanarkshire continues to increase to unprecedented levels . This was noted in the RRTP annual review and mirrors trends across Scotland. A range of work is being progressed locally to help mitigate the situation and the Resource continues to engage with representative groups, such as COSLA and ALACHO , to highlight the key issues which require to be addressed at a national level. Red Improve energy efficiency stock to help address fuel poverty Deliver Housing Investment Programmes to ensure as many socially rented properties as practically possible achieve the Energy Efficiency Standard for Social Housing (EESSH2) by 2032 EESSH2 has been suspended and will be replaced by the Social Housing Net Zero Standard. Green Page 23 38
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IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 17 May 2024 Council Plan actions and measures Our Economy Action Measures Comments/ Progress Status Complete the south Lanarkshire wide town centre visioning strategy which will give a strategic overview on the engagement and interventions with town centres over the next 10 years, and a series of town specific strategies and action plans will sit below this, giving a template for placemaking within our communities. Complete draft town centre visioning study by end June 2023 for consultation, and present final visioning strategy to Community and Enterprise Resources Committee in November 2023 Work complete, report presented to Community and Enterprise Resources Committee in November 2023. This action can be closed for 2023-24. Complete Deliver effective Employability Services to support Individuals and Business Monitor and adjust the delivery plan agreed via the LEP and Community Planning Partners The LEP continue to meet regularly to review delivery, funding and partner updates. Subgroups have also been formed to cover the Operational delivery of programmes - picking up on any gaps in provision and trends. The health subgroup meets to develop the offer of supporting those with longer term health conditions in light of Fair start coming to an end and Local Authorities being the delivery organisation. The Tackling child poverty subgroup focuses on parental support to parents and their families along with data and trends. Green Page 24 39
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Appendix 2 Connect: Quarter 2 to Quarter 4 2022-23 - scrutiny of change in measure status Measure Q2 Status Q4 Status Q4 Comments Performance has declined from Q2 to Q4 Make an annual saving from using recycled items as opposed to new through the joint store (SWR) Amber Red The 2023-24 figures show there has been a saving for the Council of £155,580 - 78% of the annual target of £200,000. The cumulative total for recycled equipment is: No of items – 1,330 Cost of items - £127,238 Value of items - £282,819 The 2023-24 financial year has seen the introduction and implementation of eligibility criteria for the direct provision of all equipment and adaptations solutions that are assessed as being needed. This has resulted in a downturn of approximately one third in the overall number of items purchased when compared to the same period in the last financial year. Assessment staff continue to select recycled items when available as a first choice for all authorised requests, which has seen the value of recycled items obtained decreasing by only around 17% over the same period. This indicates than an even greater proportion of orders are placed by selecting recycled items. Equipu and assessment staff continue to actively encourage people to return all previously issued equipment items to be available for recycling. Considering the overall downturn in general purchase activity, the £50k quarterly target for saving over new that was set when overall activity had been significantly higher is not realistic or achievable. The sustainability agenda and best value agenda is being better served however by the reduction in overall activity. Percentage of our road network that should be considered for maintenance treatment (CER) Report Later Red This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The target figure of 30.8% is based on the results for the period 2021-23. The revised figure for 2022- 24 at 31.9% indicates a regression of 1.1% of the amount of our road network in an amber or red status. Deterioration is also showing across individual road categories to a similar extent. Percentage of total household waste that is recycled in 2023 (CER) Amber Red This measure is reported per calendar year. The year to date figure reflects performance from January to December 2023 (43.75%). This remains below the target of 50%. The new bulky waste contract continues to 40
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Measure Q2 Status Q4 Status Q4 Comments increase the quantities of bulky waste being recycled. Performance will continue to be closely monitored. % of Housing Options interventions where Homelessness prevented (RP) (HTR) Amber Red During 2023-24, 633 (60.8%) homeless cases prevented against the target of 70%. The operating context in relation to the prevention of homelessness continues to be extremely challenging this year. The prevailing socio-economic conditions adversely impacted upon the ability to prevent homelessness during 2023-24. This trend has been mirrored nationally. Number of business support interventions per annum by Economic Development (grants, loans or advice) (CER) Green Red The Business Support service supported 829 businesses during 2023-24, significantly lower than the target of 1,200. There are a number of contributing factors that have led to this reduction, including that the Business Growth Grant did not open until August 2023 and there were less face to face events this year e.g. no business exhibitions or ‘meet the real buyer’ events. The Business Support section have been impacted by reduced resources, in particular a reduction in the number of staff within the team. For 2024-25, the targets will need to be reviewed in line with the reduced resources available within the team. The Business Gateway Service has been taken into North Lanarkshire Council. This provides opportunities to review how the Council supports businesses and will also be a factor in a review of targets. Number of unemployed people gaining sustainable employment (FCR) Green Amber Through participation on our employability programmes 643 people have progressed into sustainable employment. This is 32 short of our target, however, throughout the year we have worked with a high number of employability participants who are further away from the labour market and who require longer term support. This includes people with disabilities and parents in particular. Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of broadband and 4G/5G mobile services across the council area (FCR) Green Amber Report to be prepared for Q1 2024/25. Draft Open Space strategy to be presented to the Green Amber Timescales for the presentation of a draft Open Space Strategy to the Planning Committee have been revised to correlate 41
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Measure Q2 Status Q4 Status Q4 Comments Planning Committee by March 2024 (CER) with work on the LDP3 evidence report. Analysis of data from the open space audit has been completed. Engagement on these findings will be carried out during Quarter two 2024-25 which in turn will be used to inform the evidence report. It is anticipated that a draft Open Space Strategy will be available in early 2025 once the Gatecheck of the Evidence Report has been completed. Continue to implement Rapid Rehousing Transition Plan (RHTP) (HTR) Amber Red Despite high levels of achievement against several key measures, the level of homelessness in South Lanarkshire continues to increase to unprecedented levels . This was noted in the RRTP annual review and mirrors trends across Scotland. A range of work is being progressed locally to help mitigate the situation and the Resource continues to engage with representative groups, such as COSLA and ALACHO, to highlight the key issues which require to be addressed at a national level. 42
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2022/23 LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Communities and Environment C&L05a Percentage of adults satisfied with libraries 69.23% 67.30% 66.30% 71.00% SLC has dropped 1% on our 21/22 satisfaction rates and 4.7% below the Scottish average, however when taken in the context of the ‘family grouping’ SLC sits 1.8% above the average for library services. It should also be noted that the household survey does not necessarily mean those completing the survey have used our services. SLLC conducted a Customer Satisfaction Survey in 22/23 to assess actual service delivery, nearly 3,000 customers responded (12% of members across services), with very positive feedback saying - service delivery 95%, staff performance 97% and value for money 95%. C&L05c Percentage of adults satisfied with museums and galleries 64.70% 65.70% 66.30% 71.30% SLC saw an improvement of 0.6% in 2021/22 satisfaction rates although we remain 5% below the Scottish average. When taken in the context of the ‘family grouping’ SLC sits 7.4% above the average for museum services. It should also be noted that the household survey does not necessarily mean those completing the survey have used our services. SLLC conducted a Customer Satisfaction Survey in 2022/23 to assess actual service delivery, nearly 3,000 customers responded (12% of members across services), with very positive feedback saying - service delivery 95%, staff performance 97% and value for money 95%. C&L05d Percentage of adults satisfied with leisure facilities 68.27% 68.00% 69.70% 71.00% SLC saw an improvement of 1.7% on 2021/22 satisfaction rates although we remain 1.3% below the Scottish average, however when taken in the context of the ‘family grouping’ SLC sits 7.4% above the average for sport and leisure services. It should also be noted that the household survey does not necessarily mean those completing the survey have used our services. SLLC conducted a Customer Satisfaction Survey in 2022/23 to assess actual service delivery, nearly 3,000 customers responded (12% of members across services), with very positive feedback saying - service delivery 95%, staff performance 97% and value for money 95%. ENV03c Street cleanliness score 94.05% 92.10% 92.30% 90.60% South Lanarkshire Council continues to score higher for its street cleansing service than the Scottish average (90.6%), with 92.30% of streets surveyed found to be of an acceptable standard. This is a slight increase from 92.10% in 2021/22. South Lanarkshire Council also scored slightly higher than the Club 3 (local authority benchmarking club) average which is Appendix 3 43
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2022/23 LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress 92.20%. ENV04b Percentage of A class roads that should be considered for maintenance treatment 23.90% 23.99% 23.90% 27.40% There has been a marginal improvement in the condition of A Class roads in South Lanarkshire although the condition trend could be described as static. Due to continued high levels of construction inflation projects are costing much more than before, and the equivalent scale of works are not presently possible with the same level of investment. Positively however, the condition of the A Class network in South Lanarkshire remains better than the Scottish average. ENV04c Percentage of B class roads that should be considered for maintenance treatment 26.20% 25.62% 26.10% 31.50% There has been slight regression in the condition of B class roads in South Lanarkshire however their condition remains a substantial 5.4% better than the Scottish average. ENV04d Percentage of C class roads that should be considered for maintenance treatment 37.60% 34.91% 35.60% 32.70% There has been regression in the condition of C class roads in South Lanarkshire and their condition falls below that of the Scottish average. ENV04e Percentage of U (unclassified) roads that should be considered for maintenance treatment 30.50% 29.91% 31.60% 36.40% Unclassified roads make up a sizeable proportion of the road network in South Lanarkshire. In 2022-23 we have noted a regression in their condition however this remains 4.8% better than the Scottish average. ENV06 The percentage of total household waste arising that is recycled 40.48% 40.40% 41.00% 43.30% The percentage of total household waste that is recycled increased (improved) slightly in 2022/23 compared to the previous year but at 41% it is still below the Scottish average of 43.3%. Multi--occupancy properties (flatted developments) make up over 30% of housing stock in South Lanarkshire. The lack of space at these properties means opportunities to provide recycling services are limited. Moreover, when recycling bins are provided often the only option is to provide large communal bins, where contamination rates are significantly higher than in individual wheeled bins. This has a major impact on the amount of good quality recyclable material collected which negatively affects the Council’s household recycling rate. It is also worth noting that, unlike a number of other councils, South Lanarkshire Council still accepts ‘black bag waste’ in bulk uplifts. This disincentivises residents from sorting their household 44
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2022/23 LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress waste and has a further a detrimental impact on recycling rates. CLIM02 CO2 Emissions area wide: emissions within scope of Local Authority (LA) per Capita 3.34 3.73 ------ ------ Data not yet available Education and Learning CHN04 Percentage of pupils gaining 5+ awards at level 5 69.0% 71.0% 70.0% 66.0% CHN11 Percentage of pupils entering positive destinations 96.2% 96.2% 96.9% 95.9% CHN14a Literacy attainment gap P1,4,7 combined - % point gap between the least deprived and most deprived pupils 24.00% 24.40% 22.30% 20.50% In 2022/23 the primary literacy "Closing the Gap" is 22.3% points. This means the Closing the Gap data has improved by 2.1% points between 2021/22 & 2022/23. Closing the Gap and raising attainment remains a key priority. CHN14b Numeracy attainment gap P1,4,7 combined - % point gap between the least deprived and most deprived pupils 19.00% 18.60% 17.70% 17.00% In 2022/23 the primary numeracy "Closing the Gap" is 17.7% points. This means the Closing the Gap data has improved by 1.1% points between 2021/22 & 2022/23. Closing the Gap and raising attainment remains a key priority. CHN19b School attendance rate - looked after children 86.01% ------ ------ ------ Data not yet available - published every 2 years Health and Wellbeing SW01 Home Care costs per hour for people aged 65 or over £25.50 £30.47 £29.86 £30.45 Home care costs per hour decreased in 2022-23 compared with 2021-22, which is an improvement. In South Lanarkshire Home Care costs per hour are less than the Scottish average and lower than the Family Group. South Lanarkshire’s ranking has improved, however, this is not necessarily a positive position in terms of commissioning services and generating growth within the sector, as a lower rate may inhibit the local authority’s ability to attract recruits into the sector, grow the external market and meet continuing demands for services. There is an imminent risk that the market has insufficient capacity and choice to meet demand, with providers unable to sustain their current business models. Recruitment and retention to the social care workforce remains a challenge and is further impacted by an existing ageing workforce. A mapping 45
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2022/23 LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress tool has been developed by the Care at Home service, in partnership with external providers, to support the efficiency of services by operating within agreed geographic areas SW05 Residential cost per week per resident for people aged 65 or over £659.00 £755.00 £697.00 £684.00 This measure relates to the average net cost to the council. South Lanarkshire had a spend of £697 per week in 2022-23 compared to the Scottish average of £684. Within the LGBF family group costs range from £442 to £992. The performance of each council is influenced by demographics and contributions made by service users. The cost of care also increases year on year with changes to the national care home rate. There are currently variable costs for care homes across Scotland and it is anticipated that the review of the National Care Home Contract (NCHC), which has not been revised since 2013, will standardise some of this. Although it should be noted that the NCHC rate will not equate to the net cost per resident, it will impact only on local authority funded residents who are in private and voluntary care homes, whilst others will continue to pay a proportion of their care home fees. SW06 Rate of readmissions to hospital within 28 days per 1,000 discharges 111.82 106.27 98.50 101.70 The rate of readmissions in South Lanarkshire decreased again this year from 106.27 per 1,000 in 2021-22 to 98.50 in 2022-23 and we continue to perform better than the Scottish average. Information on the six areas of the Health and Social Care Delivery Plan are monitored monthly and formally reported on a quarterly basis to the Social Work Committee (alongside the Integration Joint Board). SW08 Number of days people spend in hospital when they are ready to be discharged, per 1,000 population (75+) 544.22 910.36 482.00 432.00 Performance for this indicator has improved significantly from 910.36 days in 2021-22 to 482.00 days in 2022-23. In line with this our ranking shifted from 25 to 22. The initial work undertaken as part of our Discharge without Delay (DWD) programme has now been subsumed within Operation Flow. Hospital staff and other partners work together closely to establish clear timeframes of when someone will go from hospital to community. Early and effective discharge planning puts the patient at the centre of the process, it improves the benefits for those currently 46
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2022/23 LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress in hospital by discharging home at the earliest and safest opportunity and creates capacity for patients who require admission. We continue to embed the Home First approach across the localities. This re-ablement approach optimises independence over a six week period, enabling people to remain in their own homes, or supporting discharge from hospital with the support of health, social care and third sector provision to meet any ongoing needs identified. Children and Young People CHN08a The gross cost of "Children Looked After" in residential based services per child per week £3,650.00 £3,860.00 £4,241.50 £4,804.00 CHN08b The gross cost of "Children Looked After" in a community setting per child per week £277.50 £307.00 £340.96 £422.00 CHN09 Percentage of children being looked after in the community 90.43% 90.40% 89.50% 89.20% CHN17 % of children meeting developmental milestones 82.29% 80.80% 81.90% 82.10% CHN23 % Looked After Children (LAC) with more than 1 placement in the last year (Aug-July) 13.96% 15.60% 13.90% 17.20% CHN24 Percentage of children living in poverty (After Housing Costs) 19.6% 22.8% ------ ------ Data not yet available Housing and Land HSN01b Gross rent arrears (all tenants) as at 31 March, as a percentage of rent due for the reporting year 8.26% 8.91% 8.70% 9.60% Resource target achieved and significantly lower than Scottish average. A range of supports measures continue to assist tenants facing financial hardship. Arrears have increased over the last three financial years which reflects the pressure on rent collection due to the overall economic position. The Council will continue to set affordable rents and provide advice. 47
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2022/23 LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Performance continues to be routinely monitored with a number of improvement actions identified. HSN02 Percentage of rent due in the year that was lost due to voids 0.42% 0.60% 0.60% 1.70% Performance over the past two years has remained consistent and the Resource continues to focus on void management to minimise void rent loss with a number of improvement actions identified. Performance in this area has been consistent among the best in Scotland compared to other LAs . In the past three years we have had either the lowest or second lowest void rent loss and well below the Scottish average. HSN04b Average number of days taken to complete non emergency repairs 13.07 days 11.76 days 11.60 days 9.70 days The improved performance in this area, whilst still above the Scottish average, is viewed positively because it is based on an appointment-based system that is supported by tenants and tenants’ representatives. Improvement activity within the repairs service continues in 2023-24 to support the reduction of the average time taken although the council's focus will continue to be on quality rather than speed of service. HSN05 Percentage of council dwellings that are energy efficient 93.88% 98.64% ------ ------ The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2045. In advance of the new national indicators, a review of housing stock is underway to determine the additional energy measures required to achieve energy efficiency and carbon reduction requirements within the council’s housing stock. Our Economy ECON01 Percentage of unemployed people assisted into work from council funded/operated employability programmes 5.54% 22.04% 12.90% 12.90% The percentage of unemployed people supported into employment by SLC employability programmes has reduced from 22% in 21/22 to 12.9%. This reflects the more buoyant labour market which has enabled higher numbers of unemployed people to find work without support. The figures also reduced due to the ending of the Kickstart and LTU programmes which directly recruited unemployed people into work in 21/22. ECON07 Percentage of people earning less than the 20.80% 12.50% 10.00% 9.40% The figures that correspond to the year for reporting (Office for National Statistics, Annual Survey of Hours and Earnings 2022) 48
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2022/23 LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress living wage indicates that 10% of employees in South Lanarkshire currently earn less than the living wage. The percentage of employees earning less than the living wage in South Lanarkshire (10%) continues to run above the Scottish average (9.4%), the benchmark for this measure. The Community Planning Partnership Living Wage group continues to promote the Living Wage across South Lanarkshire. For example, events and communications promoting the Living Wage including participating in the Living Wage week; supporting 15 local employers with their accreditation fees; and celebrating the 100th employer who started paying the Living Wage. ECON08 Percentage of properties receiving superfast broadband 96.20% 97.00% 97.60% 95.50% In 2022/23, 97.60% of properties in South Lanarkshire had access to high-speed broadband and speeds greater than 30 Mbps. This figure continues to rise slowly and remains above the Scottish average of 95.50%. The majority of the 2.40% of properties not yet able to access high speed broadband are located within rural areas. These properties are either included within the Scottish Governments R100 investment Programme and projected to receive full fiber connection by 2026 or are too difficult or expensive to connect to an existing network and are then eligible for Scottish Broadband Voucher Scheme to help find alternative solutions. ECON09 Town vacancy rates 8.80 9.85 14.00 12.00 There has been an increase in town centre vacancy rates and this is due to the high levels of vacancies in Hamilton and East Kilbride Shopping Centers as a result of the challenges that they are facing. However, overall vacancy rates have held up well under the recent pressures. Work being done through the East Kilbride and Hamilton masterplans are expected to improve vacancy rates over the life of the masterplans. CORP07 Percentage of income due from Council Tax received by the end of the year 95.55% 96.19% 97.00% 96.20% The improved collection rate is largely due to the cost of living payment of £150 applied to council tax accounts for low income households in 2022-23. South Lanarkshire’s performance continues to be better than the Scottish average. Work to maximise council tax income collection will continue in 2023-24, utilising all available recovery 49
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2022/23 LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress methods. FINSUS02 Uncommitted General Fund Balance as a % of council annual budgeted net revenue 1.64% 1.50% 1.45% 3.20% The value of the Council’s Uncommitted General Fund balance has not changed from 2019/20. The Council's budget has increased therefore resulting in a minor decrease in the percentage. This is very much an arithmetic impact. Our uncommitted balance has not changed, but the budget does change due to external factors including government grant ringfenced for specific purposes. The Council’s position on Reserves will be included in the Revenue Budget Strategy. FINSUS05 Actual outturn as a percentage of budgeted expenditure 100.00% 100.00% 100.00% 98.60% The outturn reflects that the council reported a breakeven position after all transfers to reserves. The SLC position is consistent across years, but movement in other councils' figures may result in a change to our ranking going forward. 50
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 27 August 2023 Report by: Chief Executive Subject: Annual Performance Spotlights 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] • provide the Forum with a draft version of the Annual Performance Spotlights (APSs) infographics for 2023/2024 [1purpose] 2. Recommendations: 2.1. The Forum is asked to approve the following recommendations:- [recs] (1) that the infographics content of the Annual Performance Spotlights is noted; and (2) that the Annual Performance Spotlights become live on the Council’s website in September 2024, well ahead of the statutory deadline of 31 March 2025. 3. Background 3.1. The Council’s first Annual Performance Report (APR) was prepared based on 2011/2012 information and represented part of the council’s ongoing commitment to continuous improvement in respect of its approach to public performance reporting (PPR). 3.2. On 4 September 2018, the Forum considered a report which set out plans to review the APR component of the Council’s PPR approach, in light of the continuing evolution of the Accounts Commission’s expectations and taking into account feedback from Audit Scotland on the APR in particular. 3.3. A new approach was developed which replaced the APR document with Annual Performance Spotlights (APSs) – bite sized web content performance information comprising a case study, selection of infographics and links to other related material - one for each Connect objective plus the theme Delivering the Plan and achieving Best Value. 3.4. Following extensive consultation and engagement the new Council Plan Connect 2022 to 2027 was approved by Council on 15 June 2022 and the overall structure is now based on six Outcomes and the Best Value theme. In line with this revised structure an Annual Performance Spotlight is presented for each of the Council’s six Outcomes, comprising a case study, selection of infographics and links to other material. 3.5. This report now provides the Forum with the opportunity to consider the draft infographics content of the APSs. 4 51
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4. Current Position 4.1. The Improvement Unit has worked closely with services across the Council to bring together the content of the APSs. The focus, at all times, has been to ensure that the information included is of interest to the public, balanced and readily accessible. These are key requirements of Public Performance Reporting, as set out by the Accounts Commission. 4.2. The draft infographics for the APSs 2023/2024, as they will appear on the performance pages of the Council’s website, are attached as Appendix 1. Further explanatory narrative for those measures where targets were not met or where performance was not improving in 2023/2024 is attached as Appendix 2. 4.3. In line with the Council’s shift towards a digital first approach, the focus has been on providing performance information as content on the web. The performance pages of the Council’s website allow our customers and residents to browse the information electronically. 4.4. The spotlights use infographics to present information about the Council’s performance. The infographics show performance against certain measures for each of the Council’s six strategic Outcomes. In response to points made by the Accounts Commission in the Best Value Assurance Report 2019 (BVAR) the following improvements were made: • for each infographic, trend information is included with a clear indication whether or not performance has improved and if the target has been met • a link has been added directly below the infographic on the website to supporting data or further reports or more detailed information 4.5. In order to gather feedback which will help us to continue to improve our public performance reporting material, the ‘Did you find?’ response box at the bottom of each of the APS web pages is monitored. 4.6. To complement the APSs, we will continue to prepare and publish the suite of ‘public performance reports’ on the Council’s website which focus on key areas of Council business. Each report includes a clear presentation of data; targets and narrative to introduce and explain the performance indicators and results; comparisons, customer feedback, satisfaction statistics and links or signposts to further relevant information. These reports were praised by Audit Scotland in their Public Performance Reporting (PPR) assessment in 2015 and by the public in our web testing exercise. Since they were first uploaded (at the end of March 2015) they have attracted thousands of visitors to the performance pages of the website indicating that there is an audience for the performance information, and that the web pages provide us with a platform on which to report and highlight our performance to the public. 4.7. The 2023/2024 Local Government Benchmarking Framework (LGBF) indicator results are not due to be published by the Local Government Improvement Service until January 2025. These results are analysed and included in our public performance reporting material which is completed by the statutory deadline of 31 March 2025. 52
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5. Public Performance Reporting assessment 5.1. The Accounts Commission (the Commission) has a statutory responsibility to define the performance information that councils must publish for performance comparisons and benchmarking purposes. This is closely linked with the Commission’s Best Value audit responsibilities. 5.2. Since 2008, the Commission has taken steps to develop a more flexible approach to its statutory responsibility to define the performance information that councils must publish. 5.3. The 2015 Direction sets out a streamlined and more flexible set of performance information for the 2016/2017 financial year and each year through to the financial year ending March 2019. The Accounts Commission published their most recent refresh of the Direction in December 2021 (for reporting the results for financial years 2023-2024 to 2024/2025). The additional requirements and implications have been taken into account in South Lanarkshire’s Public Performance Reporting material. 5.4. As noted at 3.2 and 3.3. above, the APSs and the council’s approach to Public Performance Reporting generally continue to evolve in response to user feedback and changing legislative requirements. It is intended that the format of the APSs will continue to be reviewed to ensure the documents keep pace with public expectations and also with Audit Scotland’s requirements in respect of Public Performance Reporting, continuous improvement and Best Value. The APSs will continue to be complemented by a full suite of performance information on the council’s website. 6. Next steps 6.1. The Forum is asked to note the infographics content of the APSs 2023/2024. 6.2. Looking forwards, council officers will continue to review the presentation of the Annual Performance Spotlights, and Public Performance Reporting generally, to take account of changes arising. 7. Employee Implications 7.1. There are no employee implications relating to this report. 8. Financial Implications 8.1. There are no financial implications relating to this report. 9. Climate Change, Sustainability and Environmental Implications 9.1 There are no Climate Change, Sustainability and Environmental Implications relating to this report. 9.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. 10. Other Implications 10.1. The work undertaken in the preparation of the APSs assists in providing assurance that the Council is responding to its Best Value obligations in terms of continuous improvement and public performance reporting. 53
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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. Consultation took place with Resources on the plans to update our PPR material as well as the content of the APSs through the Corporate Improvement Advisory Board officers. Paul Manning Chief Executive 23 July 2024 Link to Council Values/Priorities/Outcomes ♦ Ambitious, self-aware and improving ♦ Accountable, effective, efficient and transparent Previous References ♦ Report to Forum (8 August 2023) Annual Performance Spotlights 2022-23 List of Background Papers ♦ none Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk 54
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Produced by Communications and Strategy. 067169/Jun24 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Children being looked after in a community setting Target met ✔ Performance maintained Target: more than 90% 2022-23 90% 2023-24 90% Children and young people outcome How we did in 2023-24 Council Plan 2022 2027 Target met ✔ Performance maintained Gap in attendance between secondary pupils from the least and most deprived areas Target: 7.4% 2023-24 8.3% 2022-23 8.3% School Reduce the gap for positive destination outcomes for care experienced young people Target met ✔ Performance improving ✘ Target: in line/better than national rate 8% 2023-24 4.0% 2022-23 3.7% Pupils entering positive destinations Target met ✔ Performance improving ✔ Target: 96% 2022-23 96.2% 2023-24 96.9% Note: 2023-24 education results are for academic year 2023. SLC digital proof Appendix 1 55
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Produced by Communications and Strategy. 067169/Jun24 Note: 2023-24 education results are for academic year 2023. Education and learning outcome If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect How we did in 2023-24 Council Plan 2022 2027 P1, P4 and P7 pupils attaining the Curriculum for Excellence level for their stage or better in Literacy Target met ✔ Performance improving ✔ Target: 71.5% 2022-23 71.7% 2023-24 73.5% School leavers achieving 1 or more awards at Level 6 Target: 66.5% 2022-23 68.9% 2023-24 67.0% Target met ✔ Performance improving ✘ P1, P4 and P7 pupils attaining the Curriculum for Excellence level for their stage or better in Numeracy Target met ✔ Performance improving ✔ Target: 80.5% 2022-23 79.1% 2023-24 81.6% School leavers achieving 1 or more awards at Level 5 Target: 89% 2022-23 90.0% 2023-24 89.9% Target met ✔ Performance improving ✘ SLC digital proof 56
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Produced by Communications and Strategy. 067169/Jun24 Our economy outcome If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Target met ✔ Performance improving ✔ Unemployed people supported via council operated employability programmes Target: 1,350 2022-23 1,687 2023-24 2,663 , 2022-23 536 2023-24 870 Number of unemployed people accessing further education or training Target met ✔ Performance improving ✔ Target: 225 Increased value of sales generated by businesses as a direct result of Economic Development intervention Target met ✔ Performance improving ✔ Target: £5m 2022-23 £13.1m 2023-24 £14.5m How we did in 2023-24 Council Plan 2022 2027 Number of jobs created or sustained as a direct result of Economic Development intervention Target met ✔Performance improving ✘ 2022-23 1,256 2023-24 646 Target: 500 £ ? SLC digital proof 57
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Produced by Communications and Strategy. 067169/Jun24 Communities and environment outcome If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Target met ✔Performance improving ✔ Percentage of household waste sent to landfill Target: 10% 2022-23 1.84% 2023-24 1.50% How we did in 2023-24 Council Plan 2022 2027 Percentage of our road network that should be considered for maintenance treatment (Road Condition Index) Target: 30.8% 30.8% 2022-23 31.9% 2023-24 Target met ✘ Performance improving ✘ Target met ✔ Performance maintained Percentage of streets found to be acceptable during Litter Monitoring System (LMS) Surveys Target: 92% 2022-23 92% 2023-24 92% Target met ✘ Performance improving ✔ Percentage of total household waste that is recycled Target: 50% 2023-24 43.7% 2022-23 41.2% SLC digital proof 58
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Produced by Communications and Strategy. 067169/Jun24 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Local authority and private Welfare guardianship visits completed on time: Target met ✔ Performance improving ✘ Target: 90% 9292%%9393%% 2022-23 2023-24 New carers accessing support 2022-23 1,113 2023-24 1,398 Target: increase by 10% Target met ✔ Performance improving ✔ Health and Wellbeing outcome How we did in 2023-24 Council Plan 2022 2027 Target met ✔ Performance improving ✔ Target met ✔ Performance improving ✔ Percentage of care at home hours reduced through Home First intervention. 2022-23 25% 2023-24 37% Target: 30% Target: 3,000 2,338 3,4592022-23 2023-24 Number of people participating in a co-produced SDS Assessment to exercise choice and control over their care SLC digital proof 59
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Produced by Communications and Strategy. 067169/Jun24 Housing and land outcome If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect How we did in 2023-24 Council Plan 2022 2027 Percentage of lets to urgent homeless (UH) households Target met ✔ Performance improving ✔ Target: 55% Percentage of repairs appointments kept Target: 90% Target met ✔ Performance improving ✔ Target met ✔ Performance maintained Percentage of new tenancies sustained for more than a year for all lets Target met ✔ Performance improving ✔ Target: 88% Housing repairs completed right first time 2022-23 92.0% 2023-24 92.2% Target: 90% 2022-23 99% 2023-24 99% 2023-24 94.7% 2022-23 94.0% 2022-23 58.1% 2023-24 62.9% SLC digital proof 60
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Appendix 2 Explanatory narrative for those measures where targets were not met or where performance was not improving in 2023-2024 Outcomes: Measure Target Perf Explanations/narrative Education and learning School leavers achieving 1 or more awards at level 5 X Although the 2023 result of 90% is a reduction of 1.2% points from the previous year, direct comparison is still difficult due to ongoing covid mitigation and changes to course work and assessments. The 2023 result shows a significant increase since pre covid data: in 2019 the result was 86.53%. School leavers achieving 1 or more awards at Level 6 X Although the 2023 result of 68.9% is a reduction of 3.4% points from the previous year, direct comparison is still difficult due to ongoing covid mitigation and changes to course work and assessments. The 2023 result shows a significant increase since pre covid data: in 2019 the result was 66.48%. Children and young people Reduce the gap for positive destination outcomes for care experienced young people X Although the gap has widened slightly compared to the previous year this is due to the rate for non-care experienced young people improving at a higher rate within a context where both rates have improved. The council achieved a higher positive destination rate in 2022-23 (92.9%) than in 2021-22 (92.5%) which relates to 79 young people out of 85 compared to 74 out of 80. We do not believe that further improvement actions are required as robust processes are in place to track care experienced young people’s destination between the employability team, social work, school and SDS and this is reflected in a positive destination rate for care experienced young people which is significantly higher than the national rate. Our economy Number of jobs created or sustained as a direct result of Economic Development intervention X 646 jobs were created or sustained during 2023-24 as a direct result of Economic Development intervention, exceeding the target of 500. Eligibility criteria for SLC Business Growth Grant amended in August 2023, from then on applications were only accepted for projects that led to direct job creation or net zero projects. Communities and environment Percentage of our road network that should be considered for maintenance treatment (Road Condition Index) X X This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey. The survey has now been completed and the overall RCI is 31.9% for 2022-2024. This falls short of the target of 30.8% and indicates a regression of 1.1% of the amount of our road network in an amber or red status. Deterioration is also showing across individual road categories to a similar extent. The Service is currently preparing the annual Roads Asset Management Plan (RAMP) update for 2024 to reflect the most recent data and this will be reported to committee later this year. Budgetary as well as inflationary pressures impacts on the ability to improve the condition of our assets; and whilst there has been an increase in capital funding for this financial year, this is being used to help balance the reduction in the revenue budget which provides the Service with its day-to- day funding to help maintain the network in a safe and serviceable condition. The Service will continue to inspect routes on a regular basis and identify priorities within available budgets. 61
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Outcomes: Measure Target Perf Explanations/narrative Percentage of household waste that is recycled X The Household Recycling Rate for January to December 2023 was 43.75%. This remains below the target of 50%. The new bulky waste contract commenced on 1 April 2022, and continues to increase the quantities of bulky waste being recycled, as evidenced by the increase from 2022 (41.2%) to 2023 (43.75%). Performance will continue to be closely monitored. Health and wellbeing Local authority and private welfare guardianship visits completed on time X This is a statutory area of work and the target has been met. 2023-24 No of Visits Due Timescale Met % Met Target SLC 251 237 94% 90% Private 2,293 2,108 92% 90% Total 2,544 2,345 92% 90% The Resource prioritises statutory areas of work to protect the most vulnerable people in our communities. Housing and Land For the selection of indicators, all targets were met and performance improved 62
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 27 August 2024 Report by: Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: South Lanarkshire Council/South Lanarkshire Leisure and Culture - Vision for Future Relationship 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] outline the approach to the future commissioning of Leisure and Culture services between South Lanarkshire Council (SLC) and South Lanarkshire Leisure and Culture (SLLC) that continues to support the successful partnership in a more sustainable way, in line with the newly adopted governance model and in recognition of the challenging financial context facing both the Council and SLLC 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [recs] (1) that the background to the development of the Terms of Reference are noted; (2) that the 3 appended Terms of Reference are noted; and (3) that the Assessment Framework to evaluate the future categorisation of SLC assets be noted. [1recs] 3. Background 3.1. The Council and SLLC have operated a successful partnership for many years, however given recent financial challenges faced by the Council and SLLC, particularly in the last two to three years, SLLC has required to consider what services can be sustained in the light of the need to balance budget in an environment of reduced funding, significant inflationary pressures, a cost-of-living crisis, and a deteriorating estate. 3.2. It is right that we consider a longer-term, more sustainable approach to how the Council and SLLC work together, how we commission services from SLLC, how the Council and SLLC approach the use of property and how the financial relationship interlinks. 3.3. The approach outlined in the report aims to ensure a successful and impactful leisure and culture service is provided that meets the aims and objectives of the Council, that is more financially sustainable and that works towards the ambitions of net zero. 5 63
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With regards to the development of a long-term estate strategy, it is important to stress that all Council properties will be in-scope, including those manged by SLLC and the Health and Social Care Partnership, to develop a long-term estate strategy for the Council. 3.4. Three key workstreams have been identified to help achieve this and three terms of reference have been developed and are attached to this briefing. These cover the development of:- a commissioning plan for SLC (Appendix 1) a long-term estate strategy for SLC (Appendix 2 & 3) an agreed financial relationship between SLC and SLLC (Appendix 4) 3.5. These will be progressed over the forthcoming year, anticipating all plans finalised and approved by March 2025 to allow implementation. Progress across each workstream will be overseen by a Review Board comprising the Council and SLLC Chief Executives, and the Executive Directors of Community and Enterprise Resources, Finance and Corporate Resources and Housing and Technical Resources. Outcomes will be presented to appropriate committees and to the SLLC Board for decision as progress develops. 3.6. Following the noting of the report at Performance and Review Scrutiny Forum, briefing sessions on the workstreams will be held for all elected members and for SLLC Board members, with outcomes being reported to appropriate committees and to the SLLC Board as progress develops. 4. Summary of workstreams 4.1. Commissioning Plan This workstream covers the development of commissioning arrangements between the Council and SLLC. It will define the Council’s ask of SLLC – the services provided, management fee arrangements, and performance reporting. Contract and associated legal documents will be updated in line with commissioning intentions. 4.2. Long-term Estate Strategy The key aim of this Review is to secure corporate and political approval for a 10-year strategy that will direct investment into a reduced, higher quality and energy efficient core estate. To ensure that the strategy is informed by robust evidence-based data, it is important to evaluate the performance of our assets against a consistent and structured set of criteria, as follows: No. Criterion Definition 1 Cost Effectiveness Measures the relationship between the cost of an asset and the value it delivers to the Council. This includes cost to operate, maintain and any recent investments. 2 Sustainability Measures the operational carbon efficiency of an asset and its potential for increased efficiency with a view for a net zero estate. This includes assessing the property’s energy use, its carbon footprint, the requirements for the asset to become net zero, any scope for renewable generation and its adherence to green building standards and certifications. 3 Service Delivery Assesses a property asset’s ability to support the Council's service delivery objectives. This includes evaluating the 64
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property's accessibility for both staff and the public and its suitability for the services which are in occupation. 4 Placemaking Assesses a property's contribution to the wider community. This includes its location within the community, its proximity to similar assets, and its role in providing essential services or amenities for residents and supporting community groups. 5 Use and Utilisation Assesses the extent and function of an asset’s occupation. This category assesses the efficiency of space usage within the property, including factors such as occupancy rates and the suitability of the space for its current function. Additionally, it considers the property's flexibility, and availability, to accommodate different uses or occupiers in the future. Using this methodology, we will calculate a cumulative (weighted) score for each asset. This will promote a strategic and outcome focussed methodology to Asset Management that will inform and guide future land/property decisions on the investment, rationalisation, co-location, and disposal of assets. Appendix 3 provides additional information on each assessment criteria, including the proposed assessment and scoring methodology. 4.3. Financial Relationship The main aim of this workstream is to work towards a longer-term financial plan that results in a more financially sustainable relationship between the Council and SLLC. The review will allow both parties to understand how the business will develop and how increasing costs will be managed. The property and commissioning workstreams will inform this. 5. Next steps 5.1. As detailed above, the workstreams will be overseen by a review board, and the outcomes will be presented to committee and the SLLC Board along with ongoing meetings arranged with the Council Leader, Chair of SLLC and the associated Chief Executives throughout development and implementation to support a positive and successful partnership. 5.2. Each workstream is projected to have reached implementation stage by April 2025. It should be noted, however, that the implementation of the long-term estate strategy extends over a 10-year period. More detailed key milestones for each Terms of Reference are contained within the relevant Appendices. 6. Employee Implications 6.1. There are no immediate employee implications. 7. Financial Implications 7.1. It is anticipated that this exercise will facilitate the longer term financial planning and result a more financially sustainable relationship between the Council and SLLC. 7.2. Details of the workstream for developing the SLLC/SLC financial relationship are contained in Appendix 4. 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. 65
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9. Other Implications 9.1. There are no other implications or risks in terms of the information contained in this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Equality impact assessment and consultation arrangements will be considered as the workstreams progress. David Booth Executive Director (Community and Enterprise Resources) Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 9 August 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 Fair, open and sustainable Excellent employer 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 None 66
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List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- David Booth Executive Director – Community and Enterprise Resources E-mail: David.Booth@southlanarkshire.gov.uk 67
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Appendix 1 Strategic Commissioning Plan Terms of Reference 1 Subject Strategic Commissioning Plan 2 Identified Issues Development of commissioning arrangements between South Lanarkshire Council (SLC) and South Lanarkshire Leisure and Culture SCIO (SLLC). Updated contract & associated legal documents in line with commissioning intentions. Identified Outcome(s) SLC to define it’s ask of SLLC – the services provided, Management fee arrangements, performance reporting, as a commissioning document for agreement between the two parties. To update the associated legal documents; contract, leases etc The Strategic Commissioning Plan will set out a clear strategic framework for the provision of leisure and culture activities in South Lanarkshire. The Plan does two key things: • The Plan defines the Council’s ‘ask’ of SLLC by highlighting the key strategic intentions over the medium to long term, in support of the Council’s own strategic priorities. • Although not a legal document itself, the Plan helps to define the legal relationship between the Council and SLLC by aligning the full suite of legal documents which govern the relationship between SLC and SLLC and clarifying the requirements of each organisation The commissioning plan from SLC to SLLC will be set in line with each new political term, allowing each administration to consider it’s ask of SLLC in line with their priorities and reflecting the Council plan. The commissioning plan will clearly state the outcomes the Council wishes SLLC to achieve through the delivery of the services and to evidence that achievement through an agreed performance reporting mechanism that will be detailed in the plan. SLC’s ask and expectation will be aligned to the funding that SLC allocates for the delivery of the outcomes and services. The plan will continue to hold SLLC as the sole provider of all Leisure & Culture Services on behalf of SLC. 3 Scope/Proposals The Commissioning plan will outline the following: • SLC/SLLC legal relationship • SLC strategic intentions – Council sets strategic direction for Leisure & Culture through commissioning plan. • SLC funding provision 68
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• SLLC strategic objectives – SLLC sets its own 5 year strategy to ensure that the resources available to the SCIO are directed in the best way at the right time to successfully deliver on the Council’s strategic priorities. • Implementation – SLLC is the delivery vehicle to progress the actions and intentions that flow from the plan. SLLC are the sole provider and key delivery partner responsible for implementing the plan. The Plan has a mutually reinforcing relationship with other key strategies and plans – notably the South Lanarkshire Community Plan. A key priority within the Community Plan is for people to live the healthiest lives possible, and leisure and culture services play a pivotal role in helping to achieve this. SLLC, and the services they deliver, feature heavily in the priorities, outcomes and actions across a wide range of Council strategies and plans. The strategic intentions and the key objectives within SLLC’s own strategy are consistent with and contribute to national policy and objectives, ensuring SLLC assist in achieving both national and local outcomes. 4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work x 5 Financial overview (£m) to be completed where appropriate 2024/25 Management fee (24/25) £14.9m SLLC Expenditure budget £34.1m SLLC income budget £19.2m 6 Key aims of/outcomes from project Service/operational The diagram below illustrates the commissioning plan and delivery cycle. 69
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Employee Other 7 Key milestones • Update report(draft) – October 24 • First draft shared with SLLC Board for feedback – Nov 24 • Report to Council for approval – Feb 24 • Plan presented to SLLC Board for agreement – Feb 2025 • Implementation of commissioning plan – April 2025 8 Monitoring and reporting arrangements • Report through SLC Executive Director of Community and Enterprise Resources / SLLC Chief Executive • SLLC 5-year strategy – SLLC Board • Performance reporting via agreed reporting mechanism SLC/SLLC 9 Sponsor / Lead Officer David Booth / Kay Morrison 10 Project resourcing Approved by: Insert position ……………………………………………… Insert position……………………………………………… Date: 70
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Appendix 2 Long term estate strategy Terms of Reference 1 Subject SLC long term estate strategy Based on a set of agreed guiding principles, the purpose of this review is to promote a strategic and outcome focussed methodology to Asset Management that will inform and guide future land/property decisions on the investment, rationalisation, co-location, and disposal of assets. 2 Identified Issues The condition, cost, quality, performance, location, and usage of Council assets, either managed directly or through a partner organisation, have been the subject of continuous review. However, with Council requirements to meet net zero targets and operate within the available financial resources in future years, it is now vital that a long-term estate strategy is developed and implemented. Identified Outcome(s) The challenge is to reduce the portfolio of buildings, creating an affordable, efficient, fit-for-purpose and sustainable core estate that supports; • Climate Change – is more resilient and sustainable – making a major contribution towards the achievement of our climate change objectives and net zero targets. • Accessibility - where practical, the location of assets will reflect the principles of the 20-minute neighbourhood. It will take account of future population trends and provide the right properties, in the right place, to meet current and future service needs. • Finance - will balance the need for reduced operating/ maintenance costs and future investment requirements. • Health & Wellbeing – will establish a core estate that continues to support people to be more engaged, connected and active, more often. Targeting the most disadvantaged individuals and communities. • Improve Quality - will meet a higher-quality bar in relation to condition, running costs, layout, flexibility, and commerciality – using technological solutions to maximise accessibility. • Co-location - will be multi-functional, flexible, and adaptable to meet the combined needs of a wider-variety of services and service users and promote joint working. • Location, number, and type of buildings – will reflect that we are a local authority and have wider corporate objectives. It is therefore important that the location, number, and type of buildings we retain demonstrates that we are people centred and service driven. 3 Scope/Proposals All Council buildings will be in-scope, including those manged by SLLC and the HSCP, to develop a long-term strategy for the Council. 4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 5 Financial overview (£m) – Property related costs 71
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Community & enterprise £9.9m Includes £5.5m utilities budget for SLLC Education £36.4m Finance & Corporate £0m Housing & Technical £18.1m Social Work £4.3m Includes £3m for IJB 6 Key aims of/outcomes from project Service/operational The objective will be to: • Secure corporate and political approval for a 10-year strategy that will direct investment into a smaller, higher quality and energy efficient core estate. • Facilitate the transition to net zero. • Generate revenue/capital savings. • Realise opportunities to work collaboratively with other public sector bodies and promote community asset transfer where this is appropriate. Employee Other 7 Key milestones • Develop assessment framework - Hub South West engaged to develop robust and appropriate metrics that can be used to measure suitability and sustainability within the estate. The assessment framework is included at appendix 3. • Initial Assessment – review of the performance of all properties that are in-scope against the framework and make initial recommendations on the proposed core estate, including timescales for action. • Facilitated workshops with Service Heads - to look at service delivery models joint with ICT. In order to develop a Core Estate, services need to transform how they deliver services and that in turn informs how we develop and use technology. • School Estate – Small working group established with key decision makers in Housing & Tech, Education and SLLC to identify issues and opportunities in opening up the school estate to house other services (SLLC flex to manage school buildings outside school hours). • Lifestyle Buildings – Undertake inspection of Lifestyles Facilities to identify surplus or underused accommodation. • Consultation Strategy – develop a consultation strategy to facilitate engagement with communities and then elected members once framework agreed. Currently looking at new software that will support the consultation process for LDP3 and it could offer the opportunity to publish and consult on the “local asset plans” also. 72
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8 Monitoring and reporting arrangements • Reviews - Update reports will be brought back to Council, SLLC and HSCP at appropriate intervals • Framework of key indicators taken for approval to PRSF– August 2024 • Estate strategy presented to Exec committee Feb 2025 • Implementation March 2025 – 2035 • Report through Director of Housing and Technical Resources/ SLLC Chief Executive to Review board • Consultation and communication as proposals are identified 9 Sponsor / Lead Officer Stephen Gibson/Kay Morrison 10 Project resourcing Hub South West support – possibly in partnership with other LA’s to collectively appoint specialist consultants Approved by: Insert position ……………………………………………… Insert position……………………………………………… 73
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Appendix 3 Cost Effectiveness Criteria Assessment Methodology Scoring Methodology Running Costs (including Rents, Rates, Utilities, Service Charge, and staffing) per annum Assessed per sqm Lower cost is favoured Backlog Maintenance Assessed overall and per sqm Lower cost is favoured FM Budget per annum Assessed per sqm Lower cost is favoured Reactive / PPM Split Assessed as a % of overall FM budget High PPM is favoured Recent Capital Expenditure Assessed overall Assets with recent investment are favoured Land and Building Value Assessed relative to Running Costs, Backlog Maintenance, and Income (where applicable) Efficient assets and High ROIs are favoured Sustainability Criteria Assessment Methodology Scoring Methodology Current building energy use intensity vs benchmark Assessed energy intensity (kWh/m2) compared to recognised benchmark % energy intensity below benchmark is preferred Readiness of the building for low carbon heating Assessed dependant on current heating system and ability to be retrofit to low carbon heating High efficiency heating system (typically indicated by system age) with lower running temperatures are favoured Overlap with existing plans such as Local Heat & Energy Efficiency Strategy (LHEES) Assessed if currently in proposed heat networks or delivery area zones as confirmed in published LHEES Inclusion in LHEES zones is preferred, even more so if an ‘anchor load’ i.e. source of potential heat network Scope for alternative energy generation1 Assessed as free area for renewable generation i.e. roof mounted solar panels High free area is favoured Quality of building fabric including overall building age, and listed status if relevant Assessed dependant on current building fabric and building age Good building fabric, and low age is preferred Service Delivery Criteria Assessment Methodology Scoring Methodology Functional Suitability Assessed A-D, whereby A demonstrates high suitability for current function High suitability is favoured Accessibility Scored based on compliance with DDA regulations DDA compliance is favoured Compliance Assessed as average % compliant across all relevant categories (relevant categories will vary based on asset type) High compliance is favoured 1 Council land will also be reviewed separate to buildings in Phase 3 with regards to potential for renewable generation installations i.e. ground mounted solar arrays 74
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Placemaking Criteria Assessment Methodology Scoring Methodology Public Footfall Public attendance per month/year Well attended property assets are favoured Support of Local Community events / groups / teams Number and size of groups which are supported by the asset Well attended property assets are favoured Public Surveys Public engagement Well regarded property assets are favoured Location Assessed based on accessibility for intended service users Well located assets are favoured Proximity to similar assets Assessed based on number of similar assets within defined journey time Unique assets are favoured Demographic change Expected demographic changes including those driven by new residential development Growing populations are favoured Use and Utilisation Criteria Assessment Methodology Scoring Methodology Current utilisation Assessed as a proportion of total capacity Well utilised assets are favoured Flexibility Assessed based on the internal arrangement/construction of a building to determine suitability to support alternative uses. Flexible spaces are favoured Tenure Assessed based on the flexibility provided to repurpose or dispose of the asset Freehold/Heritable assets are favoured 75
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Appendix 4 Terms of Reference 1 Subject SLLC/SLC– Financial relationship (Council, SLLC management fee & associated financial arrangements) 2 Identified Issues Annual savings exercises that result in short notice proposals to withdraw from service provision is not a preferred approach for Leisure and Culture services. Longer term sustainability for SLLC and service delivery is needed (linked to workstreams to right size property to reflect future net zero requirements and develop a commissioning plan). Identified Outcome(s) Agree financial arrangements between the Council and SLLC that enable SLLC to move towards a more sustainable business model and allow the opportunity for long term joined up proposals with the Council and Communities. This will include: • Identifying longer term business plans to show that financially, there is a more sustainable business model. • The move from year by year financial planning cycles to longer term planning and for the Council and SLLC to work together to enable SLLC to develop a 3 year financial plan. • Building in plans around requirement to invest and expand to ensure sustainability. • Ensuring a level of resilience for SLLC to deal with unforeseen financial events, including pay award, and to invest internally to support and sustain the quality of the services provided. 3 Scope/Proposals This review will look at • SLLC budget in the medium term • Interdependencies with other reviews on property and commissioning • Business modelling around future costs and income • Options to hold or reduce management fee while business model is adapted to consistently absorb the liabilities of the Pay award, utilities, inflation etc which it now carries. 76
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• How the above allows for changes to SLC contribution - management fee; • Consideration will be given to how the budget is balanced during that period to address increasing costs of service provision over the next 3 years, out with any changes to management fee. 4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work x 5 Financial overview (£m) to be completed where appropriate 24/25 Management fee £14.9m SLLC Expenditure budget £34.1m SLLC income budget £19.2m 6 Key aims of/outcomes from project Service/operational The aim will be to define how SLC management fee and SLLC budgets will look in the medium to long term, taking into account future pressures, ambitions for resilience and investment, and consideration of changes to the management fee going forwards. Employee Other 7 Key milestones • Draft medium term financial plan complete (looking at expected costs changes, income levels and service development). • Options around impact on management fee to be developed to feed into council budget strategy. • SLLC 3 year finance plan finalised and approved by SLLC Board Feb 25 8 Monitoring and reporting arrangements • Report through Director of Finance and Corporate Resources / SLLC Chief Executive to Review board • Business plan – SLLC Board • Contribution to SLLC management fee – SLC Exec Committee / Council 77
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9 Sponsor / Lead Officer Jackie Taylor / Kay Morrison 10 Project resourcing Approved by: Insert position ……………………………………………… Insert position……………………………………………… Date: 78
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 27 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Cross-Cutting Reviews – Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] • provide details of the Cross-Cutting Reviews that are part of the Transformational Change programme for the year 2025/2026 2. Recommendation(s) 2.1. The Performance and Review Scrutiny Forum is asked to approve the following recommendation(s):- (1) that the update on the Cross-Cutting Reviews be noted. [1rec 3. Background 3.1. In June 2024, a report titled 2025/2026 to 2027/2028 Revenue Budget Strategy was presented to the Executive Committee. This report highlighted the need for Transformational Change to manage the significant Budget Gaps facing the Council over the next 3 years. 3.2. As noted in that report, a Transformational Change programme will drive continuous improvement as well as efficiencies and will feed into the Budget Strategy. The foundation of this Transformational Change Programme will be a series of Cross- Cutting Reviews. These Cross-Cutting Reviews are not focussed on one Resource, but on Council-wide activities. 3.3. These Cross-Cutting Reviews have started, and it is anticipated that they will deliver savings across the term of this Budget Strategy, 2025/2026 to 2027/2028. The Executive Committee report noted that the progress on each Cross-Cutting Review will be presented to the Performance and Review Scrutiny Forum. Any Review that has outcomes that requires approval, will then be presented to the appropriate Committee. 3.4. This report will cover the Cross-Cutting reviews being undertaken by the Council as part of the Transformational Change Programme (Section 4). 6 79
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4. Cross-Cutting Reviews 4.1. As noted above, the foundation of the Transformational Change Programme is a series of Cross-Cutting Reviews. Terms of Reference for the first tranche of Cross- Cutting reviews are included in this report (Appendices 1-6). A brief summary of each is listed in the following sections. 4.2. Charging: This Review will consider all charges made by the Council, and the basis for their charge, in order to maximise income generation. This will include a focus on those charges where the Council does not fully cover the cost of providing the service and will look at full cost recovery, where possible. As part of the existing charging policy, inflation is allowed for every year, however increases have not kept up with this. This review will look at the costs of provision of services, and through benchmarking, will compare current and proposed charges with the charges made by other councils. 4.3. Procurement: This will focus on procurement practices across the Council, to ensure the maximum level of efficiencies and identify cashable budget savings are achieved across a procured spend budget of £100 million. The main areas of the Review focus on demand management opportunities (buying less or not at all), alternative product specifications and new routes to market. 4.4. Overtime: This is a Personnel led review of overtime practices and spend to reduce expenditure and remove/reduce associated risks. The focus will be on reducing and containing enhanced overtime and plain time overtime expenditure. All Resources are involved in the review with analysis being carried out on premium rate overtime, plain time overtime and standby and callout. Action plans will be prepared within Resources with a view to achieving savings into 2025/2026. 4.5. Management Structures: This is a Personnel led review to ensure correct balance between management and the staff they oversee. This review refers to the Organisational Structure Models which were agreed and implemented formally in 2009/2010 and will consider how closely aligned the current structures are to the agreed operating models. It will look to make recommendations for future models and action plans will be developed by late September 2024. 4.6. Loans Fund: The review will consider two areas of Loans Fund Accounting with a view to realising benefits in relation to the payment of debt. As a reconsideration of the previous work on the Loans Fund Review / Additional Voluntary Repayments, we will look to identifying opportunities in relation to avoiding additional voluntary debt repayments. This work is being carried out across the early Summer period. In addition, the Council has previously implemented accounting adjustments for Service Concessions which allowed us to reprofile the debt payments of our PPP arrangements. A new accounting standard has been implemented nationally (IFRS16), which gives us scope to take the Service Concessions approach a step further. This means that we can not only reprofile the PPP debt repayments, but also other elements of the PPP payments such as the asset rental. This will be considered in August, with assistance from the Council’s Treasury Management Advisers. 4.7. Fleet Reduction: By looking at the number of vehicles used by Resources, and right- sizing the Council’s fleet. This review sets out the Fleet principles that Services should consider as part of their ongoing workstreams in order to lower operational expenses and extend the lifespan of vehicles. 80
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4.8. As these Cross-Cutting Reviews progress, further updates will be provided to the Forum. 4.9. As well as the initial tranche of reviews above, there are other Cross-Cutting Reviews that will progress into future years, but that will have no financial impact in 2025/2026. These are detailed in the following sections. 4.10. Digital Transformation / Customer Contact: A review of the use of technology will impact on all Reviews and will focus on how the Council and its customers interact. 4.11. Property: The Council owns and manages a vast estate of properties. This review will consider our Corporate footprint with a focus on the need to right size our use of property, given the challenging targets around moving to Net Zero. The Review to look at the Council’s use of property will be far reaching, covering all Resources and South Lanarkshire Leisure and Culture, and all areas of Service delivery. The condition, running costs, quality, performance, location, and use of Council assets will all be considered with the challenge being to consider the right portfolio of buildings, creating an affordable, efficient, fit-for-purpose and sustainable core estate that supports the move to net zero, improves service quality, is people centred and is service driven. The cost of achieving the Net Zero targets is significant and there is no additional funding being made available for this at this point in time. 4.12. All buildings will be reviewed for co-location opportunities with a view to being multi- functional, flexible, and adaptable to meet the combined needs of services and service users and promote joint working. This is likely to reduce the number of properties the Council has. Further information on this Review and its criteria is covered in another paper presented to this meeting: South Lanarkshire Council / South Lanarkshire Leisure – Vision for a Future Relationship. 4.13. In-house and Procured Services: Consideration will be given to the costs of in- house service provision compared to the cost of procuring these same services from external marketplace. 4.14. Depot Rationalisation: A review of the use and users of the depots, will be carried out to consider optimal use of depots across Resources/Services. 4.15. Alongside the Cross-Cutting Reviews, Resources are considering their own Service areas, and a programme of Reviews will also take place to inform savings for the coming year. As these Resource Reviews progress, proposals will be presented to Members for approval as part of the Budget setting process. 5. Employee Implications 5.1. There are no direct employee implications from this report. 6. Financial Implications 6.1. The financial implications are summarised within the report. 81
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7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 7.2. The main risk associated with the Council’s Capital Programme is that there 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 an overspend is managed through four weekly Investment Management Meetings. 7.3. There are no implications for sustainability 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 an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 6 August 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 26 June 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O'Hagan, Head of Finance (Strategy) Ext: 2601 (Tel: 01698 452601) lorraine.o'hagan@southlanarkshire.gov.uk 82
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Appendix 1 Transformational Review – Terms of Reference 1 Review Title Charging 2 Identified Issues The council can charge for services and has in place a Charging Policy that was agreed in 2019. As part of the charging policy, there are principles on how charges are considered and made. Inflation is allowed for every year; however, increases have not kept up with this. Since the introduction of the charging policy, pockets of areas for additional charging have been considered, however some of these have not been backed by persuasive arguments to justify charging or introducing new charges. Introducing considered and effective charging can help manage service delivery and contribute towards the council’s financial position. This ongoing review and parallel work streams will refresh work done over the last 2 years and look at all charges, and potential charges and concession schemes. Identified Outcome(s) The outcome of the review is a clear position on what and why the council charges for services. We will endeavour to maximise income on the areas agreed for charging whilst ensuring that those paying for services understand what and why they are paying. 3 Scope of Review The review will take account of the current charging review which encompassed the advice of the Audit Scotland report on Charging. • Social Care residential charges are subject to separate COSLA guidance so will be out of scope. • Changes to areas of charging that are currently delegated to the HSCP will fall to HSCP officers to consider, however they will require the approval of the council at the proper time. • SLLC charges, as a separate legal entity, will also be out of scope. • HRA income and charging will also be out of scope. The review will: • Consider all charges made and the basis for their charge, specifically those not recovering their costs. • Identify charging areas where the level of charging is to be reviewed, including new charging areas. • For the areas targeted, look at the costs of provision and at other council charges and other benchmarks for those charges we wish to review. • Recommend charges to be changed and the process for gaining approval. • Look at further options to deliver services on a commercial basis that are rechargeable. • Review inflation trend and how well our charges have or have not kept in line. 83
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4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X 5 Financial overview (£m) to be completed by finance where appropriate. Some lines may be subject to other Reviews, and some may include income from charges which are set nationally. Income from the IJB (in SWR) has been excluded. CER EDR FCR HTR SWR Employee costs Property costs Supplies and services Transport charges Admin costs Payments to other Bodies Payments to Contractors Finance charges Total expenditure £13.9m £0.4m £4.7m £0.1m - Fees and charges Other income Total income - - - - - Net expenditure £13.9m £0.4m £4.7m £0.1m - 6 Key aims of/outcomes from project Service/operational Options for charging and recovering costs underpinned by a clear understanding of costs. Benchmarking of charges with other bodies Consideration of impact of any charging changes. Employee n/a Other n/a 7 Key milestones All Resources engage to consider charges, including any new charges, or consideration of concessions. An initial report will be brought to CMT on 25 June with work continuing through the summer period. This will outline areas of opportunity and focus and signpost to other ongoing workstreams and reviews. An interim report will be presented to CMT on 20 August and Final Report to CMT 17 September. 8 Monitoring and reporting arrangements Monitoring will be undertaken by way of reporting to CMT Efficiencies meeting. 9 CMT Sponsor / Lead Officer Colin Park, Head of Roads, Transportation and Fleet Services. 84
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10 Project resourcing This Review will be led by Colin Park, Head of Roads, Transportation and Fleet Services who will engage directly with relevant Services Heads, most notably: • Kevin Carr, Head of Facilities, Grounds and Waste • Alison Brown, Head of Enterprise, and Sustainability • Fraser Carlin, Head of Planning and Regulatory Services • Tom Little, Head of Corporate Communications • Lynn Sherry, Head of Education (Support Services and School Estate) • Joanne Forbes, Head of Property Services • Iain Strachan, Head of Administration and Legal Services • Lorraine O’Hagan, Head of Finance (Strategy) 85
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Appendix 2 Transformational Review – Terms of Reference 1 Review Title Procured Spend Review Phase 2 2 Identified Issues To ensure the maximum level of efficiencies can be identified from the Council’s influenceable procured spend across all commodities. Identified Outcome(s) To identify cashable budget savings from: • Alternative goods and services • Demand management • Re-tendering activity • Contract Management • Improved Compliance 3 Scope of Review Background: Phase 1 Procured Spend Review The first phase of the Procured Spend Review was in place from October 2021 to September 2023. The review generated £2.4m in cashable savings over two years, representing a 500% return on investment. The initial review was supported by 2.5 FTEs from Scotland Excel: including a programme manager and commercial lead based with the Council, plus 0.5FTE floating resource from Scotland Excel. The Scotland Excel resources were responsible for identification of efficiency opportunities, scoping of alternative routes to market and co-ordinating assessment of risks and issues in discussion with operational services. Recommendations were reported to Corporate Management team over 6 phases and either approved or referred for political consultation as part of the wider budget savings exercise. Proposal: Phase 2 Procured Spend Review There are no proposals for external resources to support phase 2 of the review, which will be resourced from existing staffing levels across Resources and in Procurement. The following approach is proposed: • Resources generate potential opportunities through the existing Procurement Network. o There is natural overlap between the Resource representatives on the Procurement Network and those who participated on the phase 1 PSG group. o It should be noted that, of the 96 opportunities reviewed in phase 1 of the review, only 17 suggestions (18%) came from Resources: an increased level of engagement will be required in respect of identifying opportunities. o Opportunities are also expected from the National Savings Programme (see below) o Phase 2 will also focus on increased engagement with suppliers wherever possible to suggest alternative goods: this will require Resources to challenge existing product specifications. • Procurement to support analysis of potential opportunities through spend analysis, alternative routes to market and supplier engagement. • Resources conclude risk and impact assessment of opportunities. 86
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• Project lead officer co-ordinates recommendations report to CMT National Savings Programme In 2023, Scotland Excel were asked to focus on a programme of efficiencies across the collaborative portfolio by the Chief Executive Officers Management Group (CEOMG). The National Savings Programme has been established with the target of generating £5m of efficiency opportunities in year one. To April 2024, £4.2m of potential efficiencies has been identified across all 32 councils, with £0.194m attributed to South Lanarkshire Council. However, all projects were already identified through the Council’s internal procured spend review, so there are no “new” opportunities available. It is hoped going forward that new recommendations will be available to the Council through the National Programme. If so, the Procured Spend Review will be the mechanism to review and approve these opportunities. Collaborative approach The Council has a committed approach to the use of collaborative frameworks, participating in 94% of Scotland Excel arrangements and accessing wider collaborative opportunities via Crown Commercial Services, Procurement for Housing and Scottish Procurement Alliance. Due to the high levels of collaboration, there are likely to be limited savings from new collaborative arrangements. Updates CMT 30/05/24 • Consistent approach to previous review: efficiencies will be against spend, not budget. Appropriate consideration will be given to excluding “exceptional” spend. • Resource responsibility to evaluate proposals but decisions referred to CMT. • Cross-over with other reviews will be managed on a case by case basis, with note on other service reviews and insourcing review to be considered. Key point is identifying efficiency and ensuring no double counting. • PPE changes to be considered by Health and Safety (arrangements in place) • Efficiencies to focus on most economic supply under Best Value, rather than lowest cost. • CMT noted concerns on resourcing approach and lack of full time resource to drive review: this will be considered. 4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 87
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5 Financial overview (£m) to be completed by finance where appropriate CER EDR FCR HTR SWR Employee costs Property costs Supplies and services Transport charges Admin costs Payments to other Bodies Payments to Contractors £60m £50m £20m £30m £100m Finance charges Total expenditure £60m £50m £20m £30m £100m Fees and charges Other income Total income - - - - - Net expenditure £60m £50m £20m £30m £100m Note: including HRA spend and services delegated to IJB. Capital expenditure is a further £50m 6 Key aims of/outcomes from project Service/operational • Identification of efficiencies to contribute to budget savings • Identification of demand management opportunities to reduce or remove requirement for contracted spend Employee • Increased commercial awareness • Procurement officers and other stakeholders provide a positive professional challenge on all aspects of service delivery Other - 7 Key milestones • Terms of Reference to be circulated to Procurement Network for consultation (May 2024) • Corporate Management Team to consider Terms of Reference in Procured Spend Review update report (30 May 2024) • Review of recommendations through Procurement Network (quarterly) • Recommendations on savings proposals to Corporate Management Team in phases (quarterly). 8 Monitoring and reporting arrangements • Monitoring arrangements through Procurement Network • Reporting recommendations to Corporate Management Team 9 CMT Sponsor / Lead Officer CMT sponsor Jackie Taylor, Executive Director of Finance and Corporate Resources Lead Officer Emma Smith, Corporate Procurement and Transactions Manager 88
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10 Project resourcing • No additional resources have been identified to support the review. • Resources will be responsible for identification of potential opportunities in respect of demand management and alternative goods or services. • Engagement with key suppliers of alternative product options will be led by Procurement with input from Resources. • Assessment of current spend position and potential alternative routes to market will be supported by Procurement. • Assessment of risks and issues will be co-ordinated through the Procurement Network. • Reporting to Corporate Management Team will be co-ordinated by the Lead Officer. • Finance Strategy to co-ordinate budget savings. • Input from Legal Services on contract matters will be as required. If a specific proposal is expected to have employee implications, this will be channelled through existing Resource TU consultation arrangements. 89
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Appendix 3 Transformational Review – Terms of Reference 1 Review Title Overtime 2 Identified Issues Overtime expenditure is currently reported as £14,159,060 (as at payroll run 14 March 2024). The Council is facing unprecedented financial pressures and budget savings are being agreed annually related to core staffing and other budget reductions. In parallel with this, overtime expenditure is increasing and this is concerning in terms of making financial provision and managing financial stability and risk. In managing the decisions around budget and service reductions, the CMT also require to ensure that overtime is not increasing as a consequence of service substitution. Identified Outcome(s) • To reduce and contain enhanced overtime expenditure. • To reduce and contain plain time overtime expenditure. • To remove the risk associated with overtime distribution leading to a concentration of overtime payments to individual employees. • To reduce the service risk associated with the level of dependency on overtime being worked outwith core service provision. • To remove any potential risk in terms of financial planning associate with the trend of rising overtime. • To improve the wellbeing of employees by removing or reducing the levels of overtime being worked. 3 Scope of Review All Resources and services will initially be involved in the review with an analysis being carried out on overtime expenditure and hours worked. The analysis will focus on information related to premium rate overtime, plain time overtime, standby and call out. Information will be collated for reasons for overtime – including cover related to absence and recruitment, types of or emergencies or service provision worked beyond current core contracted hours that results in overtime expenditure. Information will also be incorporated on recruitment and any other interventions to support overtime reduction, for example the creation of supply, cover or peri teams, to provide a fuller picture of this activity and therefore expenditure. As a result of the data analysed, specific services and or resources will be highlighted through the information gathered as the key areas for overtime removal and reduction. The analysis and findings will both information and options for Executive Director and Resource Management Teams in removing and reducing overtime costs. Specific actions will be developed by Resources in action plans to detail the specific requirements and steps to be taken to: remove (enhanced) and reduce (plain) overtime; to reduce or efficiently resource requirements for call out and standby requirements; to provide better distribution of overtime to individual employees when this is worked. 90
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The impact of the reduction on overtime will also be assessed and the action plans developed will be monitored on a quarterly basis. 4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 5 Financial overview (£m) to be completed by finance where appropriate. 2023/24 spend data shown below. Note : These figures are extracted from data reported to the Financial Resources Scrutiny forum. There will also be work done to look at costs associated with additional plain time overtime coded to basic salaries for additional hours to cover absence, standby and callout costs, and specific spend items like supported study. CER EDR FCR HTR SWR Employee costs £2.004m £0.025m £0.212m £1.529m £4.367m Property costs Supplies and services Transport charges Admin costs Payments to other Bodies Payments to Contractors Finance charges Total expenditure £2.004m £0.025m £0.212m £1.529m £4.367m Fees and charges Other income Total income - - - - - Net expenditure £2.004m £0.025m £0.212m £1.529m £4.367m 6 Key aims of/outcomes from project Service/operational To reduce overtime expenditure and associated risks to service. Employee To improve the wellbeing of employees by reducing or containing the levels of overtime being worked. Other N/A 7 Key milestones • To be inserted once action plans are completed. 8 Monitoring and reporting arrangements • Regular meetings scheduled with Sponsors • Detail Monitoring and Reporting to CMT • Interim and Final report to CMT • Outcomes for 2024/2025 to be detailed in action plans • Outcomes for 2025/2026 to be detailed in the action plans 9 CMT Sponsor / Lead Officer Jackie Taylor, Executive Director, Finance and Corporate Resources 91
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10 Project resourcing PMO support is available as is HR business manager co-ordination 92
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Appendix 4 Transformational Review – Terms of Reference 1 Review Title Organisational Structures 2 Identified Issues The current organisational structures were put in place formally in 2009/2010 when agreed preferred operating models were put in place. These models may have been deviated from over the years and deviations have not been managed. There has been due diligence in terms changes to structural changes through committee approval. The council has also been subject to change in terms of legislation and funding over the years. The Council is facing unprecedented financial pressures and budget savings are being agreed annually related to core staffing and other budget reductions. In managing the decisions around budget and service reductions, the CMT also require to ensure that Council operating models are future proof. Identified Outcome(s) To align to previously agreed operating models. To recommend other options for future operating models. To deviate from agreed operating models by exception. To agree a protocol for managing the operating models in place, aligned to Committee approval for organisational structural changes. 3 Scope of Review A desktop exercise will be carried out to assess how current delivery models align to the agreed operating models. All resources will then be involved in a consultation and validation exercise around the findings of this high-level assessment. Recommendations will be agreed around future operating models, this will include tiers within the model and spans of control, suitable to the different type of professional and operational service areas. Any implications and risks will be highlighted around transitioning from one model to another. A proposed implementation plan will be agreed. 4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 93
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5 Financial overview (£m) to be completed by finance where appropriate. Total Employee Cost budgets for 2024/2025 detailed. CER EDR FCR HTR SWR Employee costs £93m £323m £32m £45m £111m Property costs Supplies and services Transport charges Admin costs Payments to other Bodies Payments to Contractors Finance charges Total expenditure £93m £323m £32m £45m £111m Fees and charges Other income Total income - - - - - Net expenditure £93m £323m £32m £45m £111m 6 Key aims of/outcomes from project Service/operational Alignment to agreed operating models. Employee N/A Other N/A 7 Key milestones • Initial overview presented to CMT 25 June 2024 • Action and implementation date agreed 2 August 2024 • Recommendations and financial implications reported to CMT efficiencies 20 August 2024 8 Monitoring and reporting arrangements • Head of Personnel Services to track progress with HR Business Managers • Next Report to CMT efficiencies 20 August 2024 9 CMT Sponsor / Lead Officer Jackie Taylor, Executive Director, Finance and Corporate Resources 10 Project resourcing PMO support is available as is HR business manager co-ordination Head of Personnel will liaise with all Resources on the findings and proposals 94
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Appendix 5 Transformational Review – Terms of Reference 1 Review Title Loans Charges – Repayment of Debt 2 Identified Issues Loan charges form a significant element of the Council’s revenue budget. How these charges, in particular the repayment of debt, are calculated and accounted for, can have a material impact on the amounts charged to the Council’s Revenue budget. Identified Outcome(s) Identify savings to contribute to the revenue budget strategy moving forward. 3 Scope of Review Two areas are being considered where there is some flexibility in how these are accounted for: (1) Loans Fund Review / Additional Voluntary Payments: It is proposed that consideration be given to reviewing additional voluntary repayments, to identify whether there is any scope to make savings in loan charges by not making the additional repayments of debt, and by using existing budgets to pay for any additional interest arising as a result. Calculations will take place in July 2024 (2) Service Concessions and IFRS16 (Statutory Charge for Repayment of Debt) In 2024/2025 the Council is required to implement IFRS16 which changes how leases are accounted for in the Council’s accounts. Charges that would have been made to revenue over the life of the contract, known as contingent rentals will now be included on the balance sheet and will form part of the remeasured liability. Officers from Finance Services are currently working with the Council’s Treasury Management advisers to quantify the impact of this change in accounting treatment. 4 Resources affected: - The Loan Charges Budget is a corporate budget line. Community and Enterprise Education Finance and Corporate Housing and Technical Social Work - - - - - 95
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5 Financial overview (£m) to be completed by finance where appropriate The Loan Charges Budget for 2024/2025 is £39m (after agreed Transfers to Reserves). This is a corporate line but has been shown under Finance and Corporate Resources. CER EDR FCR HTR SWR Employee costs Property costs Supplies and services Transport charges Admin costs Payments to other Bodies Payments to Contractors Finance charges £39m Total expenditure - - £39m - - Fees and charges Other income Total income - - - - - Net expenditure - - £39m - - 6 Key aims of/outcomes from project Service/operational Identify savings Employee N/A Other N/A 7 Key milestones (1) Loans Fund Review initial calculations to be completed July 2024 and an update provided to the Corporate Management Team in August 2024. (2) Service Concessions initial calculations to be completed August 2024 and an update provided to the Corporate Management team in September 2024. 8 Monitoring and reporting arrangements Reporting recommendations to Corporate Management Team 9 CMT Sponsor / Lead Officer CMT Sponsor: Jackie Taylor, Executive Director of Finance and Corporate Resources Lead Officer: Lorraine O’Hagan, Head of Finance (Strategy) 10 Project resourcing Treasury Management Team Council’s Treasury Management Advisers 96
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Appendix 6 Transformational Review – Terms of Reference 1 Review Title Fleet Management 2 Identified Issues Fleet management is a key aspect of Council operations, underpinning the delivery of a multitude of essential services. From passenger services, school transport and waste collection to social care and winter maintenance, the efficiency and reliability of these services hinge on the effective management of the entire fleet. The reliability of fleet operations is critical for ensuring that services are delivered without interruption. A well-managed fleet ensures that vehicles are available and in optimal condition, enabling consistent performance of crucial services such as reactive response, public safety, and infrastructure maintenance. Identified Outcome(s) Efficient fleet management can contribute significantly to cost savings. By optimising vehicle utilisation, reducing fuel consumption, and implementing maintenance schedules, Councils can lower operational expenses and extend the lifespan of their vehicles. 3 Scope of Review Reviewing and running a Council fleet involves careful consideration of various principles to ensure efficiency, cost-effectiveness, and sustainability; these principles are set out below. Fleet Services adopt many of these principles as part of their routine Service delivery. However, the fundamental area that Resources and services need to focus on as part of their ongoing workstreams (and routine Service delivery) is in relation to the first principle covering efficiency and utilisation. The five principles to consider are as follows: 1) Efficiency and Utilisation • Assessment of Current Fleet Usage: Services need to evaluate the usage patterns of the existing fleet. Identify underutilised vehicles and analyse the operational current and future needs to ensure each vehicle is necessary. • Fleet Optimisation: Optimise the fleet size, specification, and composition to match actual needs. This might involve downsizing, right sizing, or reallocating vehicles. • Technology Integration: Incorporate telematics and fleet management software to monitor vehicle usage, driver behaviour, and maintenance needs in real-time. 2) Cost Management • Total Cost of Ownership: Consider all costs associated with owning and operating the fleet, including acquisition, fuel, maintenance, insurance, and disposal costs. • Budgeting and Forecasting: Develop accurate budgets and forecasts based on historical data and future projections. • Lifecycle Management: Plan for the entire lifecycle of each vehicle, from acquisition to disposal, to ensure cost- effectiveness and timely replacement. 97
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3) Sustainability and Environmental Impact • Green Fleet Initiatives: Promote the use of low-emission or zero- emission vehicles. Consider electric, hybrid, or alternative fuel vehicles. • Environmental Compliance: Ensure the fleet complies with local, national, and international environmental regulations and standards. • Sustainable Practices: Implement practices such as eco-driving training for drivers and regular maintenance to reduce the environmental impact. 4) Safety and Compliance • Regulatory Adherence: Ensure all vehicles meet safety and compliance standards as required by local and national regulations. • Driver Training: Provide ongoing training for drivers on safety protocols, defensive driving, and proper vehicle operation. • Risk Management: Develop and enforce policies for incident reporting, vehicle inspections, and preventive maintenance to minimise risks. 5) Stakeholder Engagement and Communication • Stakeholder Involvement: Engage with key stakeholders, including employees, management, and the community, to understand their needs and concerns regarding the fleet. • Transparent Communication: Maintain open and transparent communication about fleet policies, changes, and performance metrics. • Feedback Mechanisms: Establish channels for receiving feedback from stakeholders to continuously improve fleet operations and address any issues promptly. These five principles provide a comprehensive framework and scope for reviewing and optimising a fleet in a local authority, ensuring the fleet is efficient, cost-effective, and sustainable. Reviewing a fleet in a Council requires a holistic and comprehensive Service led approach that balances efficiency, cost management, sustainability, safety, and stakeholder engagement. 4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 98
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5 Financial overview (£m) to be completed by finance where appropriate. CER EDR FCR HTR SWR Employee costs £0.497m Property costs £0.234m Supplies and services £0.016m Transport charges £12.064m £1.587m £0.033m £2.968m £3.299m Admin costs Payments to other Bodies Payments to Contractors Finance charges £0.059m Total expenditure £12.870m £1.587m £0.033m £2.968m £3.299m Fees and charges Other income £0.256m Total income £0.256m - - - - Net expenditure £12.614m £1.587m £0.033m £2.968m £3.299m 6 Key aims of/outcomes from project Service/operational Reduced fleet costs e.g. from leases, maintenance, and fuel. Employee n/a Other n/a 7 Key milestones Savings for 2025/26 associated with fleet are expected to emerge from the ongoing Service related workstreams and reported via these workstreams to CMT as set out in individual Terms of Reference. Work is continuing throughout 2024/25 to fully realise already declared savings across Resource / Services. An initial report will be brought to CMT on 9 July and a further updated report to CMT on 17 September 2024. The principles outlined above and analysis of the information emerging from the requested Resource / Service actions will be the focus for the remainder of 2024/25. In addition, a review of our fleet strategy, vehicle replacement programme, corporate pool car fleet and passenger services are about to commence. This approach will guide our efforts to enhance efficiency, cost management, and sustainability, providing a more evidence led and informed input to the budget-setting process for 2026/27. 8 Monitoring and reporting arrangements Monitoring will be undertaken by way of reporting to CMT Efficiencies meeting. 9 CMT Sponsor / Lead Officer Colin Park, Head of Roads, Transportation and Fleet Services. 99
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10 Project resourcing This Review will be led by Colin Park, Head of Roads, Transportation and Fleet Services who will engage directly with relevant Services Heads, most notably • Kevin Carr, Head of Facilities, Grounds and Waste • Lynn Sherry, Head of Education (Support Services and School Estate) • Lorraine O’Hagan, Head of Finance (Strategy) • Louise Harvey, Finance and Corporate Services • Joanne Forbes, Head of Property Services • Ian Beattie, Head of Health, and Social Care • Martin Kane, Strategic Services, Social Work Strategy 100