Agenda Document Pack - Finance and Corporate Resources Committee - 03/05/2023
South Lanarkshire Council · 3 May 2023
Back to Finance and Corporate Resources Committee — 3 May 2023 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 25 April 2023 Dear Councillor Finance and Corporate Resources Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 03 May 2023 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 Cleland Sneddon Chief Executive Members Lesley McDonald (Chair), Walter Brogan (Depute Chair), Celine Handibode (Depute Chair), Joe Fagan (ex officio), Alex Allison, Mathew Buchanan, Andy Carmichael, Maureen Chalmers, Margaret Cooper, Andrea Cowan, Maureen Devlin, Colin Dewar, Mary Donnelly, Grant Ferguson, Gladys Ferguson-Miller, Graeme Horne, Martin Hose, Katy Loudon, Hugh Macdonald, Catherine McClymont, Elaine McDougall, Mark McGeever, Richard Nelson, Mo Razzaq, John Ross, Graham Scott Substitutes John Bradley, Archie Buchanan, Ross Gowland, Gavin Keatt, Susan Kerr, Ross Lambie, Martin Lennon, Richard Lockhart, Carol Nugent, Norman Rae, Dr Ali Salamati, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Finance and Corporate Resources Committee held on 15 February 2023 submitted for approval as a correct record. (Copy attached) 5 - 12 3 Minutes of Appeals Panel Minutes of the meetings of the Appeals Panel held on 7 February and 30 March 2023 submitted for approval as a correct record. (Copies attached) 13 - 16 4 Minutes of Recruitment Committee Minutes of the meetings of the Recruitment Committee held on 17 and 30 March and 17 April 2023 submitted for approval as a correct record. (Copies attached) 17 - 22 Monitoring Item(s) 5 Capital Budget Monitoring 2022/2023 - Finance and Corporate Resources Report dated 12 April 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 23 - 26 6 Revenue Budget Monitoring 2022/2023 - Finance and Corporate Resources Report dated 5 April 2023 by the Executive Director (Corporate and Finance Resources). (Copy attached) 27 - 36 7 Finance and Corporate Resources – Workforce Monitoring – December 2022 to February 2023 Report dated 30 March 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 44 8 Council-wide Workforce Monitoring - December 2022 to February 2023 Report dated 30 March 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 45 - 66 Item(s) for Decision 9 Revenue Collection and Approval for Write Offs Report dated 14 April 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 67 - 72 10 Procurement Strategy 2023 to 2028 Report dated 3 April 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 73 - 94 11 Money Matters Advice Service – External Funding Report dated 12 April 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 95 - 98 12 Finance and Corporate Resource Plan 2023/2024 Report dated 4 April 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 99 - 116 2
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13 2023/2024 Information and Communication Technology (ICT) Asset Management Plan Report dated 5 April 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 117 - 134 14 Heads of Service - Terms and Conditions Report dated 12 April 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 135 - 138 Item(s) for Noting 15 Early Retirement, Voluntary Severance and Switch 2 Report dated 4 April 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 139 - 144 Urgent Business 16 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Carol Lyon Clerk Telephone: 07385370065 Clerk Email: carol.lyon@southlanarkshire.gov.uk 3
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FINANCE AND CORPORATE RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 15 February 2023 Chair: Councillor Lesley McDonald Councillors Present: Councillor Alex Allison, Councillor Walter Brogan (Depute), Councillor Mathew Buchanan, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Grant Ferguson, Councillor Gladys Ferguson-Miller, Councillor Celine Handibode (Depute), Councillor Graeme Horne, Councillor Richard Lockhart (substitute for Councillor Martin Hose), Councillor Katy Loudon, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Elaine McDougall, Councillor Mark McGeever, Councillor Richard Nelson, Councillor Mo Razzaq, Councillor Dr Ali Salamati (substitute for Councillor John Ross), Councillor Graham Scott Councillors' Apologies: Councillor Mary Donnelly, Councillor Joe Fagan (ex officio), Councillor Martin Hose, Councillor John Ross Attending: Finance and Corporate Resources P Manning, Executive Director; M Carrigan, Administration Assistant; C Fergusson, Head of Finance (Transactions); T Little, Head of Communications and Strategy; C Lyon, Administration Officer; G McCann, Head of Administration and Legal Services; K McVeigh, Head of Personnel Services; A Norris, Administration Assistant; J Taylor, Head of Finance (Strategy) 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Finance and Corporate Resources Committee held on 16 November 2022 were submitted for approval as a correct record. A member referred to minute item 8 and the report that was to be brought to a future meeting of this Committee specifically in respect of BAME groups and veterans and noted that there was no item on this agenda on that matter. The Head of Personnel Services advised that this had still to be discussed at the Equal Opportunities Forum and would be brought to this Committee after that discussion had taken place. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of Appeals Panel The minutes of the meetings of the Appeals Panel held on 23 November and 21 December 2022 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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4 Revenue Budget Monitoring 2022/2023 – Finance and Corporate Resources A report dated 10 January 2023 by the Executive Director (Finance and Corporate Resources) was submitted comparing actual expenditure for the period 1 April to 29 December 2022 against budgeted expenditure for 2022/2023 for Finance and Corporate Resources. As at 29 December 2022, there was a breakeven position against the phased budget, detailed in Appendix A to the report. The forecast to 31 March 2023 was a breakeven position. The budget included in Transactions, as detailed in Appendix C to the report, included funding for Child Bridging Payments of £1.890 million as part of Finance Circular 11/2022. Virements were proposed to realign budgets and those movements were detailed in the appendices to the report. Officers responded to a member’s question on various aspects of the report. The Committee decided: (1) that the breakeven position, as detailed in Appendix A to the report, be noted; (2) that the forecast to 31 March 2023 of a breakeven position be noted; and (3) that the budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of 16 November 2022 (Paragraph 5)] 5 Capital Budget Monitoring 2022/2023 – Finance and Corporate Resources A report dated 17 January 2023 by the Executive Director (Finance and Corporate Resources) was submitted advising of progress on Finance and Corporate Resources’ capital programme for 2022/2023 and summarising the expenditure position at 29 December 2022. The Finance and Corporate Resources’ capital programme for 2022/2023 was £3.695 million. Anticipated spend to date was £2.247 million and spend to 29 December 2022 totalled £2.832 million. This represented an overspend of £0.585 million. Work had been ongoing to monitor the predicted spend position for this financial year and current estimates from Finance and Corporate Resources suggested an outturn of £4.4 million. This represented an overspend of £0.705 million and was mainly due to the timing of spend of the Oracle Fusion project, with funding for the overall spend already identified into the next financial year. Officers responded to a member’s question on various aspects of the report. The Committee decided: (1) that the Finance and Corporate Resources’ capital programme of £3.695 million and expenditure to date of £2.832 million be noted; and (2) that the projected outturn of £4.4 million be noted. [Reference: Minutes of 16 November 2022 (Paragraph 6)] 6
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6 Finance and Corporate Resources – Workforce Monitoring – September to November 2022 A report dated 11 January 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the following employee information for Finance and Corporate Resources for the period September to November 2022:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews staffing watch as at 10 September 2022 Officers responded to a member’s question on various aspects of the report. The Committee decided: that the report be noted. [Reference: Minutes of 16 November 2022 (Paragraph 7)] Councillor Razzaq left the meeting after this item of business 7 Council-wide Workforce Monitoring – September to November 2022 A report dated 11 January 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the following Council-wide employee information for the period September to November 2022:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring staffing watch as at 10 September 2022 In response to a member’s question regarding the high number of veterans being unsuccessful in being appointed, the Head of Personnel Services provided an explanation and advised that she would carry out further analysis, with a report being brought to a future meeting of either the Equal Opportunities Forum or this Committee. The Head of Administration and Legal Services advised that this issue was also being discussed at Firm Base, with a view to assisting veterans in being successful at interviews. The Committee decided: that the report be noted. [Reference: Minutes of 16 November 2022 (Paragraph 8)] 8 Treasury Management Activity 2022/2023 – Third Quarter Review A report dated 6 February 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the third quarter review of Treasury Management activity for 2022/2023. 7
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Details were given on:- market performance management of risk debt management and borrowing strategy next quarter investment plans investment activity treasury management indicators The Committee decided: that the report be noted. [Reference: Minutes of 16 November 2022 (Paragraph 9)] 9 Revenue Collection and Approval for Write-Offs 2022/2023 A report dated 25 January 2023 by the Executive Director (Finance and Corporate Resources) was submitted on:- collection performance for the financial year 2022/2023 to 31 December 2022 on revenue income which comprised Council Tax, non-domestic rates, sundry debts and arrears performance in the Business Rates Incentivisation Scheme (BRIS) the write-off of irrecoverable Council Tax, non-domestic rates, BID levy, sundry debt and Housing Rent and associated charges Details were provided on current collection targets and, at this stage, the Council was ahead of target and of comparable performance from 2021/2022 in respect of Council Tax and non- domestic rates. In respect of sundry debt, the Council was behind target but ahead of comparable performance from 2021/2022. In terms of arrears collection targets, at this stage, the Council was ahead of target but behind comparable performance from 2021/2022 in respect of Council Tax and non-domestic rates. In respect of sundry debt, the Council was behind target but ahead of comparable performance in 2021/2022. As previously advised to Committee, the BRIS scheme had been suspended for 2020/2021 and 2021/2022 due to the impact of COVID-19. Further guidance was awaited from the Scottish Government in this regard, however, performance against the BRIS target continued to be closely monitored. It was proposed that the following debts be written off:- irrecoverable Council Tax accounts from 1993/1994 to 2022/2023 to the value of £292,163.74 relating primarily to prescribed debt, sequestrations and estates of the deceased irrecoverable non-domestic rates from 2020/2021 to 2022/2023 to the value of £706,171.79 relating primarily to debtors in liquidation, those who had ceased trading or had been sequestrated Business Improvement District (BID) levies totalling £3,155.56 administered by the Council on behalf of Hamilton, Carluke and Lanark BID companies sundry debts to a value of £233,270.78 former tenant rent arrears totalling £316,627.93, factoring arrears of £407.98 and Housing Benefit overpayments totalling £63,315.77 The Committee decided: (1) that the Council’s performance in the collection of revenues be noted; 8
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(2) that the Council’s performance against the Business Rates Incentivisation Scheme target be noted; and (3) that the write-off of the following irrecoverable debts be approved:- Council Tax debt from 1993/1994 to 2022/2023 to the value of £292,163.74 Non Domestic Rates from 2020/2021 to 2022/2023 totalling £706,171.79 BID levies totalling £3,155.56 sundry debts to a value of £233,270.78 house rent and associated charges totalling £380,351.68 [Reference: Minutes of 16 November 2022 (Paragraph 10)] 10 Non-Domestic Rates – Empty Property Relief Policy A report dated 25 January 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the devolution of Non-Domestic Rates Empty Property Relief (EPR) from the Scottish Government to local authorities. The existing EPR scheme operated at a national level, was mandatory and fully funded by the Scottish Government through the Local Government Finance Settlement. EPR provided certain rates relief on unoccupied non-domestic properties. The Programme for Government 2021/2022 confirmed that the devolution of EPR would be delivered in April 2023 for the purpose of enabling councils to tailor support to meet local needs. This meant that EPR reliefs and exemptions would no longer be covered by legislation. All Scottish councils required to have an EPR Policy in place from 1 April 2023 as the current legislation governing this would lapse on 31 March 2023. £105 million was to be devolved across councils by the Scottish Government, reflecting the Scottish Fiscal Commission (SFC) Medium Term Finance Strategy (MTFS) forecasts published on 31 May 2022. The annual allocation of £105 million was fixed until the next revaluation in 2026. This considered the impact of the rates revaluation effective from 1 April 2023 and any inflationary pressures. The Council’s allocation for 2023/2024 was £2.183 million. It would be for local authorities to decide how they used this funding and the reliefs and exemptions that might apply under a local scheme. The funding provided was based on the operation of the current EPR scheme. Any changes to the reliefs and exemptions provided which cost more than the funding would have to be met by the Council. The current legislative criteria for awarding EPR and the relief categories awarded in 2021/2022 were detailed in the report. Devolution of EPR would come into effect at a time of significant change, with a major revaluation of non-domestic rateable values effective from 1 April 2023 and at a time of major volatility in the economy and financial uncertainty facing businesses. Maintaining the current provisions would provide some stability and certainty for businesses as well as the Council, during these challenging times. It also provided a period to assess the benefits of any future amendments to the policy. Indications from other councils were that this was also the approach they were adopting. Clarification was also awaited from the Scottish Government on some specific aspects of the new arrangements. A revised funding allocation had been confirmed to the Council on 24 January 2023. 9
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It was recommended that the EDR Policy, to be adopted from 1 April 2023, reflect the change in legislation covering EPR and that the current policy be amended to reflect this. The proposed policy was attached as Appendix 1 to the report. A review of the Council’s EPR Policy would be undertaken and the outcome reported to this Committee by March 2024. The Committee decided: (1) that the devolution of EPR to councils and the funding arrangements be noted; and (2) that the EPR Policy be reviewed and presented to this Committee by March 2024 to allow for a period of stability for rate payers and the Council. The Committee recommended to the Executive Committee: that the EPR Policy to be adopted by the Council from 1 April 2023, as detailed in Appendix 1 to the report, be approved. [Reference: Minutes of the Executive Committee of 4 November 2015 (Paragraph 14)] 11 Procurement Strategy Action Plan – Mid Year Update (2022/2023) A report dated 13 January 2023 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on progress in the Procurement Strategy Action Plan for the period 1 April to 30 September 2022. The Council’s Procurement Strategy 2020 to 2023 was approved by the Executive Committee on 13 May 2020 and the reviewed strategy objectives for 2022/2023 had been noted by this Committee at its meeting on 8 September 2022. The Procurement Strategy updated for 2022/2023 included 7 key strategic objectives, which linked to key outcomes for the Procurement Service. An update on each of those objectives and evidence of progress in working towards those outcomes was detailed in Appendix 1 to the report. The Procurement Strategy Action Plan included specific projects for 2022/2023 in support of those strategic objectives which included 9 actions. Progress made to the end of September 2022 was detailed in Appendix 2 to the report. A new Procurement Strategy for the period 2023 to 2028 was currently under development. The Committee decided: that the report be noted. [Reference: Minutes of 7 September 2022 (Paragraph 20)] 12 Finance and Corporate Resource Plan - Quarter 2 Progress Report 2022/2023 A report dated 20 December 2022 by the Executive Director (Finance and Corporate Resources) was submitted on the Finance and Corporate Resource Plan Quarter 2 Progress Report for 2022/2023 for the period 1 April 2022 to 31 March 2023. The Resource Plan measures were rated using a traffic light system of red, amber or green as well as blue (BRAG) which indicated that an action had been completed. 10
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Details were provided on:- progress made against all Resource Plan measures, as detailed in the Quarter 2 progress report, attached as Appendix 2 to the report key achievements made by the Resource to date, as detailed in Section 5.3 of the report areas for improvement and associated management actions, as detailed in Section 5.4 of the report the additional scrutiny of reporting the updated status of those measures identified as ‘report later’ at Quarter 4 2020/2021, as detailed in Section 5.5 to the report The Committee decided: (1) that the Finance and Corporate Resource Plan Quarter 2 Progress Report 2022/2023, as summarised in paragraph 5.2 and attached as Appendix 2 to this report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report, be noted; (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4 of the report, be noted; and (4) that the additional scrutiny of reporting the updated status of those measures identified as ‘report later’ at Quarter 4 2020/2021, as summarised in paragraph 5.5 of the report, be noted. [Reference: Minutes of 7 September 2022 (Paragraph 18)] 13 Urgent Business There were no items of urgent business. 11
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APPEALS PANEL Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 7 February 2023 Chair: Councillor Lesley McDonald Councillors Present: Councillor Elise Frame, Councillor Ross Gowland Attending: Finance and Corporate Resources H Calley, Administration Officer; E Maxwell, HR Business Manager 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Panel decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Appeal Against Dismissal The Panel considered an appeal (Ref 10/22) by an employee against their dismissal. The appellant was present and represented by a trade union representative. The Council was represented by a Personnel Adviser. The Council called a witness and the appellant’s representative called the appellant. All parties were heard in relation to the appeal and then withdrew from the meeting. The Panel decided: that the grounds of the appeal had not been substantiated and the appeal be not upheld. 3 13
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APPEALS PANEL Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 22 March 2023 Chair: Councillor Celine Handibode Councillors Present: Councillor Mary Donnelly, Councillor Bert Thomson Attending: Finance and Corporate Resources H Calley, Administration Officer; E Maxwell, HR Business Manager 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Panel decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Appeal Against Dismissal The Panel considered an appeal (Ref 1/23) by an employee against their dismissal. The appellant was present and represented by a trade union representative. The Council was represented by a Personnel Adviser. The Council called a witness and the appellant’s representative called the appellant. All parties were heard in relation to the appeal and then withdrew from the meeting. The Panel decided: that the grounds of the appeal had not been substantiated and the appeal be not upheld. 3 15
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RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 17 March 2023 Chair: Councillor Joe Fagan Councillors Present: Councillor Alex Allison, Councillor Maureen Chalmers, Councillor Gerry Convery (Depute), Councillor Andrea Cowan (substitute for Councillor Gladys Ferguson-Miller), Councillor John Ross Councillor’s Apology: Councillor Gladys Ferguson-Miller Attending: Finance and Corporate Resources S McLeod, Administration Officer; E McPake, Human Resources Business Partner (Education and Social Work Resources) Housing and Technical Resources S Gibson, Executive Director 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting – 21 February 2023 The minutes of the meeting of the Recruitment Committee held on 21 February 2023 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of Previous Meeting – 28 February 2023 The minutes of the meeting of the Recruitment Committee held on 28 February 2023 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 4 Urgent Business There were no items of urgent business. 5 Exclusion of Press and Public The Committee decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 17
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6 Post of Head of Housing Services The Committee proceeded to interview 4 candidates for the post of Head of Housing Services. The Committee decided: that Ms S Egan, Area Housing Manager, South Lanarkshire Council be appointed to the post of Head of Housing Services. [Reference: Minutes of 28 February 2023 (Paragraph 4)] 18
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RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 30 March 2023 Chair: Councillor Joe Fagan Councillors Present: Councillor Alex Allison, Councillor Maureen Chalmers, Councillor Gerry Convery (Depute), Councillor Gladys Ferguson-Miller, Councillor John Ross Attending: Finance and Corporate Resources P Manning, Executive Director; S McLeod, Administration Officer; E McPake, Human Resources Business Partner (Education and Social Work Resources); K McVeigh, Head of Personnel Services 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Recruitment Committee held on 22 March 2023 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Urgent Business There were no items of urgent business. 4 Exclusion of Press and Public The Committee decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 5 Post of Head of Information Technology Services The Committee proceeded to interview 3 candidates for the post of Head of Information Technology Services. The Committee decided: that Mr M Husband, Head of Digital and Community Safety, East Renfrewshire Council be appointed to the post of Head of Information Technology Services. [Reference: Minutes of 22 March 2023 (Paragraph 4)] 4 19
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RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 17 April 2023 Chair: Councillor Joe Fagan Councillors Present: Councillor Alex Allison, Councillor Maureen Chalmers, Councillor Gerry Convery (Depute), Councillor Gladys Ferguson-Miller, Councillor John Ross Attending: Finance and Corporate Resources P Manning, Executive Director; S McLeod, Administration Officer; K McVeigh, Head of Personnel Services 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Committee decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Post of Head of Personnel Services The Committee proceeded to interview 5 candidates for the post of Head of Personnel Services. The Committee decided: that Mrs M Milne, Business Change Manager, South Lanarkshire Council be appointed to the post of Head of Personnel Services. [Reference: Minutes of 21 February 2023 (Paragraph 4)] 4 21
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget Monitoring 2022/2023 - Finance and Corporate Resources 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Finance and Corporate Resources for the period 1 April 2022 to 24 February 2023 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Finance and Corporate Resources capital programme of £3.695 million, and expenditure to date of £3.252 million, be noted; and (2) that the projected outturn of £4.4 million be noted. [1recs] 3. Background 3.1. This is the fourth capital monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2022/2023. A final report will be presented following the end of the financial year. 3.2. As noted in the last report to this Committee (15 February 2023), the budget for Finance and Corporate Resources for financial year 2022/2023 was £3.695 million. There has been no change to this budget since this last report to this Committee. 3.3. The report details the financial position for Finance and Corporate Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2022/2023 Budget As detailed in Section 3.2, the 2022/2023 capital programme for Finance and Corporate Resources is £3.695 million. 5 23
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5.2. 2022/23 Outturn As reported previously to this Committee, work has been ongoing to monitor the predicted spend position for this financial year and current estimates from Finance and Corporate Resources suggest an outturn of £4.4 million, a net overspend of £0.705 million. This mainly relates to the timing of spend on the Oracle Fusion project, with funding for the overall spend on this project already identified into next financial year. 5.3. The year-end position is currently being finalised and this will be reported to the Executive Committee on the 21 June 2023. The final position for the Finance and Corporate Resources programme will be reported to the next Committee on 28 June 2023. 5.4. Period 12 Position Anticipated spend to date was £2.633 million and spend to 24 February 2023 amounts to £3.252 million, an overspend of £0.619 million. Again, this mainly reflects the timing of spend on the Oracle Fusion project. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is an overspend. There are detailed project management plans prepared and the risk of overspend on each project is monitored through four weekly investment management meetings. 7.2. The Council continues to experience material shortages, longer lead times and extraordinary inflationary price increases and it is anticipated that this will continue to impact the supply chain for the foreseeable future. The impact of this will continue to be monitored through the four weekly investment management meetings. Further updates will be reported in the coming months with any significant increases in contract values being brought to members’ attention. 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. Paul Manning Executive Director (Finance and Corporate Resources) 12 April 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee, 15 February 2023 24
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List of Background Papers Financial ledger to 24 February 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 25
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Appendix A South Lanarkshire Council Capital Expenditure 2022-2023 Finance and Corporate Resources Programme For Period 1 April 2022 – 24 February 2023 Finance and Corporate Resources Total Original Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Budget to Date £000 Actual Expenditure £000 Information Technology Services 3,695 - - 3,695 2,633 3,252 TOTAL 3,695 - - 3,695 2,633 3,252 26
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring 2022/2023 - Finance and Corporate Resources 1. Purpose of Report 1.1. The purpose of the report is to:- [p provide information on the actual expenditure measured against the revenue budget for the period 1 April 2022 to 24 February 2023 for Finance and Corporate Resources provide a forecast for the year to 31 March 2023 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the breakeven position on the Finance and Corporate Resources’ revenue budget, as detailed in Appendix A of the report, and the forecast to 31 March 2023 of breakeven, be noted; and (2) that the proposed budget virements be approved. 3. Background 3.1. This is the fourth revenue budget monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2022/2023. 3.2. The report details the financial position for Finance and Corporate Resources on Appendix A, along with variance explanations in Appendices B-H. This also includes the forecast position to end March 2023. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Probable Outturn: Following the Council’s formal Probable Outturn exercise, the Resource is forecasting a breakeven position. The Resource has no proposed transfers to reserves at this point. This will be confirmed at the year-end. 5.2. The Resource position is outlined in Appendix A. 5.3. Position as at 24 February 2023: As at 24 February 2023, the Resource position is breakeven. 5.4. Virements are proposed to realign budgets. These movements are detailed in the appendices to this report, as appropriate. 6 27
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are general inflation and budget pressures this year which increase the risk of overspend however we have mitigated this going forward by providing additional funds in future years’ budget strategy, and in this year, through some reserve funds available. There are also emerging underspends in employee costs which will help offset increasing inflationary pressures. 7.2. We will also continue to monitor the actual impact through four weekly budget monitoring meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 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. Paul Manning Executive Director (Finance and Corporate Resources) 5 April 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee, 15 February 2023 List of Background Papers Financial ledger and budget monitoring results to 24 February 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 28
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 24 February 2023 (No. 12) Finance and Corporate Resources Summary Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 24/02/23 Actual 24/02/23 Variance 24/02/23 % Variance 24/02/23 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 38,473 37,754 719 33,993 33,241 752 Under 2.2% Property Costs 1,986 1,946 40 1,879 1,882 (3) Over 0.2% Supplies & Services 12,351 12,401 (50) 11,047 11,107 (60) Over (0.5%) Transport & Plant 72 62 10 51 52 (1) Over (2.0%) Administration Costs 9,222 9,461 (239) 7,819 8,038 (219) Over (2.8%) Payments to Other Bodies 10,125 10,164 (39) 6,651 6,669 (18) Over (0.3%) Payments to Contractors 259 250 9 240 236 4 Under 1.6% Transfer Payments 65,317 63,683 1,634 55,274 53,942 1,332 Under 2.4% Financing Charges 1,230 1,310 (80) 1,135 1,210 (75) Over (6.6%) Total Controllable Exp. 139,035 137,031 2,004 118,089 116,377 1,712 Under 1.4% Total Controllable Inc. (90,793) (88,789) (2,004) (68,065) (66,353) (1,712) Under Recovered 2.5% Net Controllable Exp. 48,242 48,242 0 50,024 50,024 0 - 0.0% Variance Explanations Variance explanations are shown in Appendices B to H as appropriate. Budget Virements Budget virements are shown in Appendices B to H as appropriate. 29
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 24 February 2023 (No. 12) Finance – Strategy Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 24/02/23 Actual 24/02/23 Variance 24/02/23 % Variance 24/02/23 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 3,048 3,036 12 2,693 2,570 123 Under 4.6% 1 Property Costs 0 0 0 0 0 0 - n/a Supplies & Services 19 16 3 16 13 3 Under 18.8% Transport & Plant 0 0 0 0 1 (1) Over n/a Administration Costs 112 113 (1) 104 109 (5) Over (4.8%) Payments to Other Bodies 516 521 (5) 348 353 (5) Over (1.4%) Payments to Contractors 22 22 0 22 24 (2) Over (9.1%) Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 16 21 (5) 16 23 (7) Over (43.8%) Total Controllable Exp. 3,733 3,729 4 3,199 3,093 106 Under 3.3% Total Controllable Inc. (1,604) (1,588) (16) (83) (67) (16) Under recovered 19.3% Net Controllable Exp. 2,129 2,141 (12) 3,116 3,026 90 Under 2.9% Variance Explanations 1. Employee Costs The underspend is a consequence of vacant posts within the Service, which are being considered in line with service requirements. 30
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 24 February 2023 (No. 12) Finance – Transactions Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 24/02/23 Actual 24/02/23 Variance 24/02/23 % Variance 24/02/23 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 13,643 13,054 589 11,985 11,359 626 Under 5.2% 1 Property Costs 1,855 1,843 12 1,817 1,808 9 Under 0.5% Supplies & Services 5,804 5,751 53 5,502 5,502 0 - 0.0% Transport & Plant 5 2 3 3 1 2 Under 66.7% Administration Costs 3,166 3,135 31 2,880 2,796 84 Under 2.9% 2, a Payments to Other Bodies 2,954 2,965 (11) 2,321 2,327 (6) Over (0.3%) b Payments to Contractors 237 228 9 218 209 9 Under 4.1% Transfer Payments 65,317 63,683 1,634 55,274 53,942 1,332 Under 2.4% 3 Financing Charges 155 165 (10) 155 150 5 Under 3.2% Total Controllable Exp. 93,136 90,826 2,310 80,155 78,094 2,061 Under 2.6% Total Controllable Inc. (69,347) (67,531) (1,816) (58.923) (57,295) (1,628) Under recovered 2.8% 3, c Net Controllable Exp. 23,789 23,295 494 21,232 20,799 433 under 2.0% Variance Explanations 1. Employee Costs The underspend is a consequence of vacant posts within the Service, which are being considered in line with service requirements. 2. Administration Costs The underspend relates to the timing of spend on the Scottish Child Payment Bridging Payments. 3. Transfer Payments / Controllable Income The underspend reflects the demand lead spend on Rent Allowance and Rent Rebates and is offset by an under-recovery of Income. Budget Virements a. LACER Funding for Financial Wellbeing Support: Net effect: £0.250m: Administration: £0.250m b. LACER Funding for Scottish Welfare Fund Payments: Net effect: £0.130 Payments to Other Bodies: £0.130m c. Additional Funding for Discretionary Housing Payments: Net effect: (£0.130m): Income: (£0.130m) 31
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 24 February 2023 (No. 12) Audit Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 24/02/23 Actual 24/02/23 Variance 24/02/23 % Variance 24/02/23 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 635 664 (29) 559 588 (29) Over (5.2%) 1 Property Costs 0 0 0 0 0 0 - n/a Supplies & Services 7 7 0 2 3 (1) Over (50.0%) Transport & Plant 0 0 0 0 0 0 - n/a Administration Costs 6 6 0 6 4 2 Under 33.3% Payments to Other Bodies 1 1 0 0 0 0 - n/a Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 4 4 0 4 5 (1) Over (25.0%) Total Controllable Exp. 653 682 (29) 571 600 (29) Over (5.1%) Total Controllable Inc. (277) (306) 29 (2) (22) 20 Over recovered (1000.0%) 2 Net Controllable Exp. 376 376 0 569 578 (9) Over (1.6%) Variance Explanations 1. Employee Costs The overspend is mainly due to lower than anticipated staff turnover across the Service to date. 2. Income The over-recovery of income reflects staff funded by the European Social Fund. 32
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 24 February 2023 (No. 12) Information Technology Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 24/02/23 Actual 24/02/23 Variance 24/02/23 % Variance 24/02/23 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,238 5,274 (36) 4,620 4,688 (68) Over (1.5%) 1 Property Costs 0 0 0 0 0 0 - n/a Supplies & Services 5,576 5,576 0 4,806 4,806 0 - 0.0% Transport & Plant 4 4 0 2 2 0 - 0.0% Administration Costs 1,604 1,604 0 1,141 1,145 (4) Over (0.4%) Payments to Other Bodies 0 0 0 0 0 0 - n/a Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 631 631 0 548 548 0 0 0.0% Total Controllable Exp. 13,053 13,089 (36) 11,117 11,189 (72) Over (0.6%) Total Controllable Inc. (7,749) (7,749) 0 (3,439) (3,448) 9 Over recovered 0.3% Net Controllable Exp. 5,304 5,340 (36) 7,678 7,741 (63) Over (0.8%) Variance Explanations 1. Employee Costs The overspend is mainly due to lower than anticipated staff turnover across the Service to date. 33
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Appendix F SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 24 February 2023 (No. 12) Personnel Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 24/02/23 Actual 24/02/23 Variance 24/02/23 % Variance 24/02/23 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 9.147 8,802 345 8,171 7,967 204 Under 2.5% 1 Property Costs 113 98 15 60 71 (11) Over (18.3%) Supplies & Services 192 248 (56) 143 171 (28) Over (19.6%) Transport & Plant 19 10 9 6 5 1 Under 16.7% Administration Costs 1,098 1,213 (115) 1,083 1,263 (180) Over (16.6%) 2 Payments to Other Bodies 4,601 4,624 (23) 2,509 2,514 (5) Over (0.2%) a Payments to Contractors 0 0 0 0 3 (3) Over n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 41 70 (29) 41 78 (37) Over (90.2%) 3 Total Controllable Exp. 15,211 15,065 146 12,013 12,072 (59) Over (0.5%) Total Controllable Inc. (6,194) (6,226) 32 (1,831) (1,897) 66 Over recovered (3.6%) 4 Net Controllable Exp. 9,017 8,839 178 10,182 10,175 7 Under (0.1%) Variance Explanations 1. Employee Costs The underspend reflects the level of modern apprentices currently required, and staff working on other funded projects. 2. Administration Costs The overspend reflects the level of training costs and medical expenses incurred to date. 3. Financing Charges This overspend is due to the additional cost of leasing IT Equipment. 4. Income The income over-recovery relates to greater than anticipated income received to support the Modern Apprentice Programmes. Budget Virements a. Young Person Guarantee Funding Transferred from Reserves: Net effect: £0.225m: Payments to Other Bodies: £0.225m 34
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Appendix G SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 24 February 2023 (No. 12) Administration, Legal and Licensing Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 24/02/23 Actual 24/02/23 Variance 24/02/23 % Variance 24/02/23 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 4,219 4,260 (41) 3,723 3,766 (43) Over (1.2%) 1 Property Costs 18 5 13 2 3 (1) Over (50.0%) Supplies & Services 120 170 (50) 70 104 (34) Over (48.6%) 2 Transport & Plant 14 16 (2) 12 11 1 Under 8.3% Administration Costs 2,094 2,248 (154) 1,800 1,916 (116) Over (6.4%) 3 Payments to Other Bodies 718 718 0 588 590 (2) Over (0.3%) Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 32 68 (36) 32 68 (36) Over (112.5%) 4 Total Controllable Exp. 7,215 7,485 (270) 6,227 6,458 (231) Over (3.7%) Total Controllable Inc. (2,941) (2,738) (203) (1,868) (1,733) (135) Under recovered 7.2% 5 Net Controllable Exp. 4,274 4,747 (473) 4,359 4,725 (366) over (8.4%) Variance Explanations 1. Employee Costs The overspend is mainly due to lower than anticipated staff turnover across the Service to date. 2. Supplies & Services The overspend reflects higher than anticipated spend on computer equipment purchases. 3. Administration Costs The overspend reflects higher than anticipated spend on a number of budget lines including printing and stationery, and membership fees/subscriptions. 4. Financing Charges This overspend reflects the costs of leasing IT Equipment. 5. Income The under-recovery is due to a lower level of Licensing and Registration income generated to date and includes the ongoing impact of the pandemic on a number of licenses, including taxi licences being applied for in 2022/2023. 35
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Appendix H SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 24 February 2023 (No. 12) Communications and Strategy Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 24/02/23 Actual 24/02/23 Variance 24/02/23 % Variance 24/02/23 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 2,543 2,664 (121) 2,242 2,303 (61) Over (2.7%) 1 Property Costs 0 0 0 0 0 0 - n/a Supplies & Services 633 633 0 508 508 0 - 0.0% Transport & Plant 30 30 0 28 32 (4) Over (14.3%) Administration Costs 1,142 1,142 0 806 805 1 Under 0.1% Payments to Other Bodies 1,335 1,335 0 885 885 0 - 0.0% Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 351 351 0 338 338 0 - 0.0% Total Controllable Exp. 6,034 6,155 (121) 4,807 4,871 (64) Over (1.3%) Total Controllable Inc. (2,681) (2,651) (30) (1,919) (1,891) (28) Under recovered 1.5% Net Controllable Exp. 3,353 3,504 (151) 2,888 2,980 (92) Over (3.2%) Variance Explanations 1. Employee Costs The overspend is mainly due to lower than anticipated staff turnover across the Service to date. 36
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources – Workforce Monitoring – December 2022 to February 2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for December 2022 to February 2023 relating to Finance and Corporate Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for December 2022 to February 2023 relating to Finance and Corporate Resources be noted:- attendance statistics. occupational health. accident/incident statistics. discipline, grievance and Dignity at Work cases. analysis of leavers and exit interviews. staffing watch as at 10 December 2022 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Finance and Corporate Resources provides information on the position for December 2022 to February 2023. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of February 2023 for Finance and Corporate Resources. The Resource absence figure for February 2023 was 3.8%, this figure has decreased by 0.5% when compared to last month and is 2.1% lower than the Council-wide figure. Compared to February 2022, the Resource absence figure has increased by 0.4%. Based on the absence figures at February 2023 and annual trends, the projected annual average absence for the Resource for 2022/2023 is 3.7%, compared to a Council-wide average figure of 5.8%. 7 37
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, which include medical examinations and physiotherapy, overall, 70 referrals were made this period. This represents an increase of 36 when compared with the same period last year. 4.3. Accident/Incident Statistics There was 1 accident/incident recorded within the Resource this period, this figure has increased by 1 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 1 disciplinary hearing was held within the Resource. This figure remains unchanged when compared to the same period last year. One appeal was heard by the Appeals Panel. No grievance hearings were raised within the Resource, this figure remains unchanged when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There were a total of 16 leavers in the Resource this period eligible for an exit interview, an increase of 8 when compared with the same period last year. Six exit interviews were conducted in this period, an increase of 2 when compared to the same period last year. 4.6. When processing an employee termination, managers were asked to identify whether they intended to replace the employee who had left the Council. If they indicated that they did not intend to replace the employee, they were asked to select from the following options:- plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term post 4.7. Appendix 2a provides a breakdown of vacant posts and whether these are being replaced or held for savings. In the period December 2022 to February 2023, 29 employees (24.47 FTE) in total left employment, managers indicated that 11 posts (9.39 FTE) were being replaced and 3 posts (3.00 FTE) is being held pending a service review. 5. Staffing Watch 5.1. There has been an increase of 3 in the number of employees in post from 10 September 2022 to 10 December 2022. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 38
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7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for risk in terms of the information contained within this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) 30 March 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Finance and Corporate Resources – 15 February 2023 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Elaine Maxwell, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 39
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 % % % % % % % % % % % % April 3.5 2.6 2.8 April 8.5 0.0 0.0 April 3.6 2.6 2.8 April 4.4 4.3 5.6 May 2.3 3.3 3.2 May 16.0 0.0 0.0 May 2.4 3.3 3.2 May 3.1 4.9 5.4 June 1.9 3.5 4.0 June 7.4 0.0 0.0 June 1.9 3.5 4.0 June 2.7 4.7 5.3 July 2.0 3.3 3.9 July 3.5 0.0 0.0 July 2.0 3.3 3.9 July 2.3 4.0 4.6 August 1.8 3.6 4.1 August 12.1 0.0 0.0 August 2.0 3.6 4.1 August 3.1 4.7 4.4 September 2.3 4.0 3.6 September 13.4 0.0 0.0 September 2.4 4.0 3.6 September 4.2 6.4 5.4 October 3.2 3.6 3.8 October 10.2 0.0 0.0 October 3.3 3.6 3.8 October 4.8 6.3 5.8 November 3.1 4.3 3.4 November 11.4 0.0 0.0 November 3.2 4.3 3.4 November 5.8 6.9 6.5 December 2.7 3.8 4.3 December 11.4 0.0 0.0 December 2.8 3.8 4.3 December 5.6 6.9 7.0 January 2.8 3.8 4.3 January 7.0 0.0 0.0 January 2.8 3.8 4.3 January 4.8 7.0 5.8 February 3.5 3.4 3.8 February 0.0 0.0 0.0 February 3.5 3.4 3.8 February 4.8 6.6 5.9 March 3.5 3.4 March 0.0 0.0 March 3.5 3.4 March 4.9 7.9 Annual Average 2.7 3.6 3.7 Annual Average 8.4 0.0 0.0 Annual Average 2.8 3.6 3.7 Annual Average 4.2 5.9 5.8 Average Apr-Feb 2.6 3.6 3.7 Average Apr-Feb 9.2 0.0 0.0 Average Apr-Feb 2.7 3.6 3.7 Average Apr-Feb 4.1 5.7 5.6 955 0 955 16122 Resource Total No of Employees at 28 Feb 2023 Appendix 1 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Finance and Corporate Resources No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 APT&C Council WideManual Workers No of Employees at 28 Feb 2023 40
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Dec - Feb Dec - Feb 2021 / 2022 2022 / 2023 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 14 24 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 34 70 Dec - Feb Dec - Feb 2021 / 2022 2022 / 2023 Minor 0 1 Total Accidents/Incidents 0 1 Dec - Feb Dec - Feb 2021 / 2022 2022 / 2023 Total Number of Hearings 1 1 Total Number of Appeals 0 1 Time Taken to Convene Hearing December 2022 - February 2023 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 1 0 Dec - Feb Dec - Feb 2021 / 2022 2022 / 2023 Number of Grievances 0 0 Dec - Feb Dec - Feb 2021 / 2022 2022 / 2023 Number of Incidents 0 0 Dec - Feb Dec - Feb 2021 / 2022 2022 / 2023 Career Advancement 1 3 Further Education 2 0 Moving outwith area 1 0 Poor relationship with managers / colleagues 0 1 Travelling difficulties 0 1 Other 0 1 Number of Exit Interviews conducted 4 6 Total Number of Leavers Eligible for Exit Interview 8 16 Percentage of interviews conducted 50% 38% ANALYSIS OF REASONS FOR LEAVING ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the "Total Specified" figures. ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7-day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS RECORD OF DIGNITY AT WORK 9 27 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different circumstance. Appendix 2 11 19 0 0 FINANCE & CORPORATE RESOURCES 41
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FTE H/C FTE H/C Terminations/Leavers 24.47 29 76.93 96 Being replaced 9.39 11 54.32 68 Filling on a temporary basis 0.00 0 1.00 2 Plan to transfer this budget to another post 0.00 0 2.00 2 End of fixed term contract 0.00 0 2.14 3 Held pending service Review 3.00 3 4.60 5 Plan to remove for savings 0.00 0 0.79 1 Appendix 2a Reason Dec 2022 - Feb 2023 Cumulative total 42
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As at 10 December 2022 Total Number of Employees F/T P/T F/T P/T 213 24 431 232 Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 2.00 136.99 367.61 219.47 59.16 24.30 6.00 0.00 0.00 815.53 As at 10 September 2022 Total Number of Employees F/T P/T F/T P/T 207 24 415 251 Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 2.00 128.41 363.75 223.48 57.49 24.30 6.00 0.00 0.00 805.43 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 897 Appendix 3 JOINT STAFFING WATCH RETURN FINANCE AND CORPORATE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 900 MALE FEMALE TOTAL 43
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Council-wide Workforce Monitoring – December 2022 to February 2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information relating to the Council for the period December 2022 to February 2023 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for the period December 2022 to February 2023 relating to the Council be noted:- attendance statistics occupational health accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring staffing watch as at 10 December 2022 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to the Committee. This report for the Council provides information on the position for the period December 2022 to February 2023. 4. Attendance Statistics 4.1. Information on absence statistics for the Council and each Resource, as analysed for February 2023, is provided in Appendices 1 to 8. Points to note are:- The Council’s absence rate for February 2023, shown in Appendix 1, is 5.9%, which represents an increase of 0.1% when compared with last month and the figure has decreased by 0.7% when compared to February 2022. When compared to February 2022, the APT&C absence rate has decreased by 0.8%, the teachers’ figure has increased by 0.4% and the manual workers’ figure has decreased by 1.6%. 8 45
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Based on annual trends and the absence rate to February 2023, the projected average absence rate for the Council for the financial year 2022/2023 is 5.8%. In comparison to February 2022 (Appendix 8):- Psychological and musculoskeletal conditions are the main reasons for absence Total days lost due to psychological conditions have increased by 679 days Total days lost due to musculoskeletal conditions have decreased by 289 days Total days lost due to respiratory conditions have decreased by 2875 days Total days lost due to stomach, bowel, blood and metabolic disorders have decreased by 383 days Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 5. Occupational Health 5.1. Information on Occupational Health for the period December 2022 to February 2023 is provided in Appendix 9. during the period there were 322 employees referred for a medical examination, a decrease of 49 when compared to the same period last year. Both musculoskeletal and psychological conditions continue to be the main reason for medical referrals. a total of 448 employees attended physiotherapy treatment, showing an increase of 83 when compared to the same period last year. Of the 448 employees referred, 78% remained at work whilst undertaking treatment. during this period 469 employees were referred to the Employee Support Officer, showing an increase of 19 when compared with the same period last year. Of the referrals made this period, 87% related to personal reasons. 155 employees were referred to the PAM Assist counselling service this period, showing an increase of 4 when compared with the same period last year. All the referrals made this period were from management and none were made directly by employees. Personal reasons accounted for 70% of the referrals made, 17% were for work related reasons and 13% was for other reasons. 6 employees were referred for Cognitive Behavioural Therapy this period, an increase of 3 when compared to the same period last year. 6. Accidents/Incidents 6.1. The accident/incident report for December 2022 to February 2023 is contained in Appendix 10. the number of accidents/incidents recorded was 427, this figure has increased by 111 from the same period last year. there were no specified injuries recorded, this figure has decreased by 1 from the same period last year. there were 414 minor accidents/incidents, this figure has increased by 122 from the same period last year. there were 3 accidents resulting in an absence lasting over 3 days during the period, this figure has decreased by 4 from the same period last year. there were 10 accidents resulting in an absence lasting over 7 days during the period, this figure has decreased by 6 from the same period last year. 46
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7. Discipline, Grievance, Dignity at Work Hearings and Mediation Referrals 7.1. Information on Disciplinary, Grievance Hearings, Dignity at Work and Mediation Referrals for December 2022 to February 2023 is contained in Appendices 11, 12a and 12b. in total, 55 disciplinary hearings were held across Resources within the Council, this figure has increased by 38 when compared to the same period last year. action was taken in 48 of these cases. No appeals were raised against the outcomes. our target is to convene disciplinary hearings within 6 weeks, 76% of hearings met this target. during the period, 2 appeals were heard by the Appeals Panel, of which 2 were not upheld. at the end of February, 1 Appeals Panel was pending. during the period, 2 grievance cases were raised. during the period, no Dignity at Work cases were raised. during the period, no referrals for mediation were submitted. 8. Analysis of Leavers and Exit Interviews 8.1. Information on the number of leavers and exit interviews for the period December 2022 to February 2023 is contained in Appendix 13. Exit interviews are conducted with employees who leave voluntarily. Labour Turnover Using information compiled from Resources and Staffing Watch information as at 10 December 2022, the Council’s turnover figure for December 2022 to February 2023 is as follows: - 160 leavers eligible for exit interviews/15,047 employees in post = Labour Turnover of 1.1%. Based on the figure at February 2023, the projected annual labour turnover figure for the financial year 2022/2023 for the Council is 5.1%. 8.2. Analysis of Leavers and Exit Interviews there were a total of 160 employees leaving the Council that were eligible for an exit interview, a decrease of 8 when compared with the same period last year. There were a total of 66 exit interviews conducted which is a decrease of 12 when compared with the same period last year. 8.3. When processing an employee termination, managers are asked to identify whether they intend to replace the employee who had left the Council. If they indicate that they do not intend to replace the employee, they are asked to select from four options:- plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term contract 47
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8.4. Appendix 13a provides information relating to vacant posts and whether these are being replaced or held for savings. From December 2022 to February 2023, 454 employees (260.39 FTE) left employment. Managers indicated that 331 posts (218.40 FTE) would be replaced, 102 posts (25.00 FTE) were due to the end of fixed term contracts and 6 posts (5.45 FTE) were being left vacant pending savings or service reviews. 9. Recruitment Monitoring 9.1. Information on Recruitment Monitoring for December 2022 to February 2023 is contained within Appendix 14. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:- overall, 1808 applications and 1759 completed Equal Opportunities Monitoring Forms were received of those applicants who declared themselves as disabled (37), 17 were shortleeted for interview and 4 were appointed of those applicants of a black/ethnic minority background (130), 25 were shortleeted for interview and 3 were appointed of those applicants who are veterans (43), 25 were shortleeted for interview and 1 was appointed 10. Staffing Watch 10.1 There has been a decrease of 18 in the number of employees in post from 10 September 2022 to 10 December 2022. Details of the staffing watch are contained in Appendix 15. 11. Employee Implications 11.1. There are no implications for employees arising from the information presented in this report. 12. Financial Implications 12.1. All financial implications are accommodated within existing budgets. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no climate change, sustainability or environmental implications arising from the information presented in this report. 14. Other Implications 14.1. There are no implications for risk in terms of the information contained within this report. 15. Equality Impact Assessment and Consultation Arrangements 15.1. 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. 15.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) 48
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30 March 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Finance and Corporate Resources Committee – 15 February 2023 List of Background Papers Monitoring information provided by Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Elaine Maxwell, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 49
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 % % % % % % % % % % % % April 4.2 4.1 5.2 April 2.9 2.5 2.7 April 6.0 6.2 8.8 April 4.4 4.3 5.6 May 2.9 4.7 5.0 May 1.4 3.2 3.6 May 4.9 6.7 7.6 May 3.1 4.9 5.4 June 2.5 4.4 5.0 June 0.9 2.6 2.6 June 4.5 7.0 8.1 June 2.7 4.7 5.3 July 2.2 4.1 4.5 July 0.5 1.1 1.4 July 4.0 6.3 7.4 July 2.3 4.0 4.6 August 2.9 4.6 4.3 August 1.2 2.0 1.4 August 5.1 7.3 7.4 August 3.1 4.7 4.4 September 4.1 6.1 5.2 September 2.7 4.4 2.8 September 5.8 8.5 8.0 September 4.2 6.4 5.4 October 4.7 6.0 5.7 October 3.2 4.1 3.4 October 6.4 8.7 8.1 October 4.8 6.3 5.8 November 5.6 6.5 6.3 November 4.6 5.6 4.7 November 7.3 8.7 8.6 November 5.8 6.9 6.5 December 5.3 6.2 6.7 December 4.7 6.1 5.3 December 6.9 8.8 8.9 December 5.6 6.9 7.0 January 4.5 6.7 5.2 January 2.7 3.9 4.3 January 7.2 10.1 8.0 January 4.8 7.0 5.8 February 4.3 6.5 5.7 February 2.5 3.7 4.1 February 7.4 9.5 7.9 February 4.8 6.6 5.9 March 4.6 8.0 March 2.9 4.3 March 7.2 11.3 March 4.9 7.9 Annual Average 4.0 5.7 5.6 Annual Average 2.5 3.6 3.4 Annual Average 6.1 8.3 8.3 Annual Average 4.2 5.9 5.8 Average Apr-Feb 3.9 5.4 5.3 Average Apr-Feb 2.5 3.6 3.3 Average Apr-Feb 6.0 8.0 8.1 Average Apr-Feb 4.1 5.7 5.6 7695 3958 4469 16122No of Employees at 28 Feb 2023 Appendix 1 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Council Wide APT&C Teachers No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 Manual Workers Council Wide No of Employees at 28 Feb 2023 50
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 % % % % % % % % % % % % April 3.1 2.3 4.4 April 5.3 5.7 7.3 April 5.0 5.2 6.9 April 4.4 4.3 5.6 May 2.4 2.7 3.9 May 4.3 6.4 6.8 May 4.0 5.9 6.3 May 3.1 4.9 5.4 June 1.6 2.8 3.5 June 4.0 6.6 7.2 June 3.6 6.0 6.7 June 2.7 4.7 5.3 July 1.8 2.9 3.9 July 3.6 5.3 5.9 July 3.4 4.9 5.6 July 2.3 4.0 4.6 August 1.7 2.9 3.4 August 4.9 6.4 6.6 August 4.4 5.9 6.1 August 3.1 4.7 4.4 September 1.6 3.4 3.1 September 5.8 8.2 7.9 September 5.1 7.5 7.1 September 4.2 6.4 5.4 October 3.1 3.8 5.1 October 6.3 7.9 7.5 October 5.8 7.3 7.1 October 4.8 6.3 5.8 November 3.6 3.5 4.2 November 7.1 8.0 8.3 November 6.6 7.3 7.7 November 5.8 6.9 6.5 December 3.1 4.2 3.7 December 6.4 8.0 8.8 December 5.9 7.4 8.0 December 5.6 6.9 7.0 January 3.4 3.6 2.6 January 6.0 9.6 7.4 January 5.6 8.6 6.7 January 4.8 7.0 5.8 February 2.8 4.4 3.6 February 6.5 9.5 7.4 February 5.9 8.7 6.9 February 4.8 6.6 5.9 March 2.6 6.0 March 6.8 11.0 March 6.2 10.2 March 4.9 7.9 Annual Average 2.6 3.5 4.0 Annual Average 5.6 7.7 7.7 Annual Average 5.1 7.1 7.1 Annual Average 4.2 5.9 5.8 Average Apr-Feb 2.6 3.3 3.8 Average Apr-Feb 5.5 7.4 7.4 Average Apr-Feb 5.0 6.8 6.8 Average Apr-Feb 4.1 5.7 5.6 518 2895 3413 16122 Resource Total No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 Appendix 2 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Community and Enterprise Resources APT&C Council WideManual Workers 51
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 % % % % % % % % % % % % April 3.9 4.8 5.5 April 2.9 2.5 2.7 April 3.3 3.5 4.0 April 4.4 4.3 5.6 May 2.2 5.7 5.5 May 1.4 3.2 3.6 May 1.8 4.4 4.5 May 3.1 4.9 5.4 June 1.8 4.7 5.1 June 0.9 2.6 2.6 June 1.3 3.5 3.7 June 2.7 4.7 5.3 July 1.3 3.4 3.8 July 0.5 1.1 1.4 July 0.9 2.1 2.5 July 2.3 4.0 4.6 August 2.7 3.8 3.6 August 1.2 2.0 1.4 August 1.8 2.8 2.4 August 3.1 4.7 4.4 September 4.8 6.4 5.8 September 2.7 4.4 2.8 September 3.6 5.3 4.1 September 4.2 6.4 5.4 October 5.4 6.6 6.5 October 3.2 4.1 3.4 October 4.1 5.2 4.8 October 4.8 6.3 5.8 November 6.6 8.0 7.9 November 4.6 5.6 4.7 November 5.5 6.7 6.2 November 5.8 6.9 6.5 December 6.5 8.0 8.5 December 4.7 6.1 5.3 December 5.5 7.0 6.8 December 5.6 6.9 7.0 January 4.8 8.1 6.1 January 2.7 3.9 4.3 January 3.6 5.8 5.1 January 4.8 7.0 5.8 February 4.7 7.2 6.8 February 2.5 3.7 4.1 February 3.5 5.3 5.4 February 4.8 6.6 5.9 March 5.6 9.5 March 2.9 4.3 March 4.1 6.7 March 4.9 7.9 Annual Average 4.2 6.4 6.2 Annual Average 2.5 3.6 3.4 Annual Average 3.3 4.9 4.7 Annual Average 4.2 5.9 5.8 Average Apr-Feb 4.1 6.1 5.9 Average Apr-Feb 2.5 3.6 3.3 Average Apr-Feb 3.2 4.7 4.5 Average Apr-Feb 4.1 5.7 5.6 3501 3958 7459 16122 Teachers Resource Total No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 Appendix 3 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Education Resources Council WideAPT&C 52
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 % % % % % % % % % % % % April 3.5 2.6 2.8 April 8.5 0.0 0.0 April 3.6 2.6 2.8 April 4.4 4.3 5.6 May 2.3 3.3 3.2 May 16.0 0.0 0.0 May 2.4 3.3 3.2 May 3.1 4.9 5.4 June 1.9 3.5 4.0 June 7.4 0.0 0.0 June 1.9 3.5 4.0 June 2.7 4.7 5.3 July 2.0 3.3 3.9 July 3.5 0.0 0.0 July 2.0 3.3 3.9 July 2.3 4.0 4.6 August 1.8 3.6 4.1 August 12.1 0.0 0.0 August 2.0 3.6 4.1 August 3.1 4.7 4.4 September 2.3 4.0 3.6 September 13.4 0.0 0.0 September 2.4 4.0 3.6 September 4.2 6.4 5.4 October 3.2 3.6 3.8 October 10.2 0.0 0.0 October 3.3 3.6 3.8 October 4.8 6.3 5.8 November 3.1 4.3 3.4 November 11.4 0.0 0.0 November 3.2 4.3 3.4 November 5.8 6.9 6.5 December 2.7 3.8 4.3 December 11.4 0.0 0.0 December 2.8 3.8 4.3 December 5.6 6.9 7.0 January 2.8 3.8 4.3 January 7.0 0.0 0.0 January 2.8 3.8 4.3 January 4.8 7.0 5.8 February 3.5 3.4 3.8 February 0.0 0.0 0.0 February 3.5 3.4 3.8 February 4.8 6.6 5.9 March 3.5 3.4 March 0.0 0.0 March 3.5 3.4 March 4.9 7.9 Annual Average 2.7 3.6 3.7 Annual Average 8.4 0.0 0.0 Annual Average 2.8 3.6 3.7 Annual Average 4.2 5.9 5.8 Average Apr-Feb 2.6 3.6 3.7 Average Apr-Feb 9.2 0.0 0.0 Average Apr-Feb 2.7 3.6 3.7 Average Apr-Feb 4.1 5.7 5.6 955 0 955 16122 Resource Total No of Employees at 28 Feb 2023 Appendix 4 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Finance and Corporate Resources No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 APT&C Council WideManual Workers No of Employees at 28 Feb 2023 53
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 % % % % % % % % % % % % April 4.1 3.2 5.5 April 3.5 3.6 10.6 April 3.8 3.3 7.6 April 4.4 4.3 5.6 May 2.8 2.9 4.5 May 2.0 4.2 8.1 May 2.5 3.4 6.0 May 3.1 4.9 5.4 June 3.2 3.5 4.9 June 2.0 6.2 8.5 June 2.7 4.6 6.4 June 2.7 4.7 5.3 July 2.7 4.0 5.5 July 2.7 5.7 8.9 July 2.7 4.7 6.9 July 2.3 4.0 4.6 August 2.5 4.9 4.7 August 3.4 7.9 7.1 August 2.8 6.2 5.7 August 3.1 4.7 4.4 September 2.1 5.8 4.5 September 3.3 8.1 6.3 September 2.6 6.8 5.2 September 4.2 6.4 5.4 October 2.9 5.2 4.3 October 3.9 9.0 7.8 October 3.3 6.8 5.8 October 4.8 6.3 5.8 November 3.7 5.7 4.6 November 5.6 9.2 7.8 November 4.5 7.2 5.9 November 5.8 6.9 6.5 December 3.3 4.6 4.4 December 4.8 9.5 7.2 December 3.9 6.7 5.6 December 5.6 6.9 7.0 January 3.5 5.2 4.5 January 4.4 8.8 5.5 January 3.9 6.7 4.9 January 4.8 7.0 5.8 February 3.2 6.4 4.4 February 4.7 8.5 6.2 February 3.8 7.3 5.1 February 4.8 6.6 5.9 March 3.1 7.8 March 4.5 10.7 March 3.6 9.0 March 4.9 7.9 Annual Average 3.1 4.9 5.0 Annual Average 3.7 7.6 7.9 Annual Average 3.3 6.1 6.2 Annual Average 4.2 5.9 5.8 Average Apr-Feb 3.1 4.7 4.7 Average Apr-Feb 3.7 7.3 7.6 Average Apr-Feb 3.3 5.8 5.9 Average Apr-Feb 4.1 5.7 5.6 867 569 1436 16122 Manual Workers Council Wide No of Employees at 28 Feb 2023No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2020/2021, 2021/2022 & 2022/2023 APT&C 54
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 % % % % % % % % % % % % April 5.5 4.5 6.2 April 10.2 9.6 12.6 April 7.1 6.2 8.3 April 4.4 4.3 5.6 May 4.4 5.0 5.7 May 8.1 9.3 10.1 May 5.7 6.5 7.1 May 3.1 4.9 5.4 June 3.9 3.9 5.9 June 7.6 7.6 11.3 June 5.2 5.2 7.6 June 2.7 4.7 5.3 July 3.7 6.1 6.0 July 6.3 10.3 11.8 July 4.6 7.5 7.9 July 2.3 4.0 4.6 August 4.4 7.3 6.0 August 6.7 10.2 10.8 August 5.2 8.2 7.5 August 3.1 4.7 4.4 September 5.4 7.6 5.9 September 7.5 10.3 9.6 September 6.1 8.5 7.1 September 4.2 6.4 5.4 October 5.9 6.9 5.8 October 8.2 11.3 10.4 October 6.7 8.4 7.3 October 4.8 6.3 5.8 November 6.6 6.2 6.0 November 8.9 10.8 10.4 November 7.4 7.7 7.4 November 5.8 6.9 6.5 December 6.5 5.5 6.4 December 10.3 11.1 10.6 December 7.7 7.3 7.7 December 5.6 6.9 7.0 January 5.8 7.4 5.2 January 13.1 13.0 12.0 January 8.3 9.2 7.4 January 4.8 7.0 5.8 February 5.1 7.5 5.8 February 12.6 10.1 11.0 February 7.6 8.3 7.5 February 4.8 6.6 5.9 March 4.6 8.0 March 10.6 12.8 March 6.6 9.5 March 4.9 7.9 Annual Average 5.2 6.3 6.1 Annual Average 9.2 10.5 11.1 Annual Average 6.5 7.7 7.7 Annual Average 4.2 5.9 5.8 Average Apr-Feb 5.2 6.2 5.9 Average Apr-Feb 9.0 10.3 11.0 Average Apr-Feb 6.5 7.5 7.5 Average Apr-Feb 4.1 5.7 5.6 1854 1005 2859 16122 Resource TotalManual Workers No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 No of Employees at 28 Feb 2023 Appendix 6 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Social Work Resources APT&C Council Wide 55
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Appendix 7 Absence by long and short term From: 1 December 2022 to 28 February 2023 Community and Enterprise 3413 3.0 5.0 8.0 2.1 4.6 6.7 2.5 4.4 6.9 Education 7459 3.1 3.7 6.8 1.8 3.3 5.1 1.9 3.5 5.4 Finance and Corporate 955 2.0 2.3 4.3 1.7 2.6 4.3 1.7 2.1 3.8 Housing & Technical 1436 2.6 3.0 5.6 2.0 2.9 4.9 1.9 3.2 5.1 Social Work 2859 2.6 5.1 7.7 2.5 4.9 7.4 2.8 4.7 7.5 Council Overall for December 2022 to February 2023 16122 2.9 4.1 7.0 2.0 3.8 5.8 2.2 3.7 5.9 Resource No of employees December 2022 Total Short Term % Total Long Term % Resource Total Absence % Resource Total Absence % January 2023 Total Short Term % Total Long Term % February 2023 Total Short Term % Total Long Term % Resource Total Absence % 56
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From : 1 February 2023 to 28 February 2023 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1125 25 786 11 76 12 449 33 720 20 3156 18 Psychological 1382 31 3056 41 223 35 416 30 1137 32 6214 35 Stomach, Bowel, Blood, Metabolic Disorders 366 8 578 8 82 13 89 6 257 7 1372 8 Respiratory 616 14 1147 15 104 16 147 11 506 14 2520 14 Other Classification 1030 23 1910 26 158 25 270 20 905 26 4273 24 Total Days Lost By Resource 4519 100 7477 100 643 100 1371 100 3525 100 17535 100 Total Work Days Available From : 1 February 2022 to 28 February 2022 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1507 26 717 10 110 19 410 21 701 17 3445 18 Psychological 1351 24 2259 31 197 34 474 24 1254 31 5535 28 Stomach, Bowel, Blood, Metabolic Disorders 521 9 621 8 20 3 208 11 385 10 1755 9 Respiratory 1494 26 2268 31 124 22 493 25 1016 25 5395 27 Other Classification 864 15 1518 21 121 21 371 19 679 17 3553 18 Total Days Lost By Resource 5737 100 7383 100 572 100 1956 100 4035 100 19683 100 Total Work Days Available *WDL = Work Days Lost 65677 139591 643 Percentage Housing and Technical Resources Education Resources Finance and Corporate 26804 47220 Appendix 8 Attendance Monitoring Absence Classification Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason REASONS Community and Enterprise Resources Education Resources Finance and Corporate Housing and Technical Resources Social Work Resources PercentageTotal WDL By Reason 65728 139601 16840 26788 48484 57
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Appendix 9 Teachers Others 91 32 50 19 37 93 100 39 41 11 64 116 Dec 2021 - Feb 2022 Dec 2022 - Feb 2023 Dec 2021 - Feb 2022 Dec 2022 - Feb 2023 Dec 2021 - Feb 2022 Dec 2022 - Feb 2023 103 111 99 100 0 0 67 70 194 214 3 3 73 79 14 24 0 0 9 27 41 26 0 0 37 49 102 105 Social Work 0 0 76 112 450 469 Not Disclosed 0 3 365 448 Total 3 6 M S M S M S M S M S M S Total (Dec 2022 - Feb 2023) 26 0 0 0 108 0 6 0 15 0 155 0 Total (Dec 2021 - Feb 2022) 29 0 0 0 98 0 0 0 24 0 151 0 Total 155 151 M = MANAGEMENT REFERRAL S = SELF REFERRAL Total Referrals (Dec 2021 - Feb 2022) No of Employees Referred For Cognitive Behavioural Therapy Analysis of Counselling Referrals by Cause Reason Work Stress Addiction Personal Anxiety/ Depression Bereavement No of Employees Referred For Physiotherapy Total Referrals (Dec 2022 - Feb 2023) From: 1 December 2022 - 28 February 2023 comparison with 1 December 2021 - 28 February 2022 Medical Referrals Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Totals Total (Dec 2022 - Feb 2023) 322 Total (Dec 2021 - Feb 2022) Finance and Corporate Housing and TechnicalFinance and Corporate Housing and Technical 371 No of Employees Referred To Employee Support Officer Education Finance and Corporate Education Social Work Housing and Technical Resource Community and Enterprise Total Occupational Health Reports Total Social Work Resource Community and Enterprise Education (Teachers) Education (Others) Total Resource Community and Enterprise 58
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2021/2022 2022/2023 2021/2022 2022/2023 2021/2022 2022/2023 2021/2022 2022/2023 2021/2022 2022/2023 2021/2022 2022/2023 Specified Injury 0 0 1 0 0 0 0 0 0 0 1 0 Violent Incident: Physical 0 0 0 0 0 0 0 0 0 0 0 0 Total Specified Injury* 0 0 1 0 0 0 0 0 0 0 1 0 Over 7-day 9 6 0 0 0 0 4 2 2 2 15 9 Violent Incident: Physical 0 0 1 0 0 0 0 0 0 0 1 0 Violent Incident: Verbal 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 7-day** 9 6 1 0 0 0 4 2 2 2 16 10 Over 3-day 3 1 2 1 0 0 0 0 2 1 7 3 Violent Incident: Physical 0 0 0 0 0 0 0 0 0 0 0 0 Violent Incident: Verbal 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3-day** 3 1 2 1 0 0 0 0 2 1 7 3 Minor 25 17 6 12 0 1 4 8 15 20 50 58 Near Miss 5 3 0 1 0 0 0 0 3 0 8 4 Violent Incident: Physical 3 3 203 306 0 0 0 1 8 12 214 322 Violent Incident: Verbal 6 6 7 16 0 0 3 1 4 7 20 30 Total Minor*** 39 29 216 335 0 1 7 10 30 39 292 414 Total Accidents/Incidents 51 36 220 336 0 1 11 12 34 42 316 427 *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. *** A minor injury is an injury not covered by " Over 7-day", "Over 3-day" or "Specified". Housing & Tech Analysis of Accidents/ Incidents Comparison Cause of Accidents/ Incidents to employees Appendix 10 Social Work TOTALCommunity and Enterprise Education From: 1 December 2022 - 28 February 2023 comparison with 1 December 2021 - 28 February 2022 Finance and Corporate 59
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APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 1 40 N/A 41 0 5 N/A 5 1 35 N/A 36 18 16 7 83% 41 Education 5 3 1 9 0 1 0 1 5 3 0 8 3 0 6 33% 9 Finance and Corporate 1 0 N/A 1 0 0 N/A 0 1 0 N/A 1 0 1 0 100% 1 Housing and Technical 2 1 N/A 3 1 0 N/A 1 1 1 N/A 2 2 1 0 100% 3 Social Work 0 1 N/A 1 0 0 N/A 0 0 1 N/A 1 0 1 0 100% 1 Total (Dec 2022 - Feb 2023) 9 45 1 55 1 6 0 7 8 40 0 48 23 19 13 76% 55 Total (Dec 2021 - Feb 2022) 5 12 0 17 0 0 0 0 5 12 0 17 5 5 7 59% 17 APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (Dec 2022 - Feb 2023) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total (Dec 2021 - Feb 2022) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 *Resources nil responses are not included in figures Appeal's Panel From: 1 December 2022 - 28 February 2023 Appeal's Panel Total 20 Appendix 11 Outcome of Appeals Not Upheld From: 1 December 2022 - 28 February 2023 comparison with 1 December 2021 - 28 February 2022 Appeals pending to date Record of Disciplinary Hearings No of weeks to convene Disciplinary Hearing Total 1 % Held within 6 Weeks No of Appeals No Action APT&C 4-6 6+3Teachers Total No of Disciplinary Hearings Upheld APT&C Upheld in Part Teachers 2 Resource Resource Action Taken Upheld Upheld in Part Manual/ Craft Outcome of Disciplinary Hearings Manual/ Craft 0 Withdrawn 0 Not Upheld Total Appeals Pending 60
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Appendix 12a Record of Grievances From: 1 December 2022 - 28 February 2023 comparison with 1 December 2021 - 28 February 2022 Grievances No of Grievances No Resolved at Stage 1 No Resolved at Stage 2 No Resolved at Stage 3 Still in Process Total (Dec 2022 - Feb 2023) 2 0 2 0 0 Total (Dec 2021 - Feb 2022) 3 3 0 0 0 Dignity at Work Dignity at Work No of Incidents No Resolved at Informal Stage No Resolved at Formal Stage No of Appeals Appeals in Process Still in Process Total (Dec 2022 - Feb 2023) 0 0 0 0 0 0 Total (Dec 2021 - Feb 2022) 3 0 3 0 0 0 From: 1 December 2022 - 28 February 2023 comparison with 1 December 2021 - 28 February 2022 61
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Appendix 12b Referrals for Workplace Mediation Workplace Mediation Dec-22 Jan-23 Feb-23 No of Referrals 0 0 0 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 0 0 Workplace Mediation Dec-22 Jan-23 Feb-23 No of Referrals 0 0 0 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 0 0 *successful/unsuccessful case outcomes may be shown outwith the month they were referred. As at February 2023 62
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Appendix 13 From 1 December 2022 - 28 February 2023 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 5 12 3 3 7 30 45% Moving outwith area 0 5 0 0 3 8 12% Personal Reasons 0 4 0 0 2 6 9% Poor relationship with managers / colleagues 3 1 1 0 0 5 8% Disatisfaction with terms and conditions 1 1 0 1 1 4 6% Travelling difficulties 1 0 1 0 1 3 5% Child Caring / Caring Responsibilities 0 1 0 0 1 2 3% Further Education 0 1 0 0 0 1 2% Other 1 3 1 0 2 7 11% Number of exit interviews conducted 11 28 6 4 17 66 Total no. of leavers per Resource eligible for an exit interview 34 61 16 8 41 160 % of leavers interviewed 32% 46% 38% 50% 41% 41% From 1 December 2021 - 28 February 2022 Number of exit interviews conducted 13 25 4 5 31 78 Total no. of leavers per Resource eligible for an exit interview 37 53 8 17 53 168 % of leavers interviewed 35% 47% 50% 29% 58% 46% * Note these totals include temporary employees Analysis of leavers and exit interviews 63
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Resource Total FTE* Total H/C** FTE H/C FTE H/C FTE H/C FTE H/C FTE H/C FTE H/C Community & Enterprise 91.14 137.00 67.14 113.00 0.00 0.00 0.00 0.00 24.00 24.00 0.00 0.00 0.00 0.00 Education 65.22 188.00 63.72 109.00 0.00 0.00 0.00 0.00 0.00 77.00 1.50 2.00 0.00 0.00 Finance & Corporate 24.47 29.00 9.39 11.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 0.00 0.00 Housing & Technical 22.39 28.00 22.39 28.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Social Work 57.70 72.00 55.76 70.00 0.00 0.00 0.00 0.00 1.00 1.00 0.95 1.00 0.00 0.00 Total 260.93 454.00 218.40 331.00 0.00 0.00 0.00 0.00 25.00 102.00 5.45 6.00 0.00 0.00 Appendix 13a December 2022 to February 2023 Number of leavers Replace Employee Filling on a temp basis Plan to transfer this budget to another post End of fixed term post Leave vacant pending savings or service review Plan to remove for savings 64
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Appendix 14 Applied Interviewed Appointed % of Applicants interviewed % of Applicants appointed % of Interviewees appointed 1759 755 278 43% 16% 37% 546 216 58 40% 11% 27% 1203 506 179 42% 15% 35% 37 17 4 46% 11% 24% 1378 540 181 39% 13% 34% 362 176 54 49% 15% 31% 1607 695 233 43% 14% 34% 130 25 3 19% 2% 12% 43 25 1 58% 2% 4% Applied Interviewed Appointed % of Applicants interviewed % of Applicants appointed % of Interviewees appointed 3208 1512 713 39% 13% 34% 827 360 126 41% 10% 25% 2370 1145 568 37% 16% 43% 82 47 15 53% 11% 22% 2601 1211 589 37% 12% 33% 551 288 108 39% 20% 52% 3025 1457 683 40% 14% 34% 146 41 10 27% 4% 16% 30 23 0 39% 0% 0% Total Number of appointments: 716 Total Number of applications received: 3238 Total No of Male Applicants Total No of Disabled Applicants Total No of applicants aged under 50 1114 1808 Total Number of Equal Opportunities Monitoring forms received: 1759 Total Number of posts recruited for: *Black/Ethnic Minority applicants includes Mixed, Asian, Black and other backgrounds. Total Number of Equal Opportunities Monitoring forms received: 3208 Total No of applicants aged over 50 Total Number of posts recruited for: Total No of Veteran applicants Total EO Forms Received Total No of White applicants Total No of Black/Ethnic minority applicants* Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants aged under 50 Gender / Disability / Age *Black/Ethnic Minority applicants includes Mixed, Asian, Black and other backgrounds. Total No of White applicants Total No of Black/Ethnic minority applicants* Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age From : 1 December 2022 - 28 February 2023 From : 1 December 2021 - 28 February 2022 358 Total Number of applications received: Total Number of appointments: 278 Total No of Veteran applicants Total No of applicants aged over 50 Total No of Female Applicants Gender / Disability / Age Total EO Forms Received 65
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Resource Total F/T P/T F/T P/T Total Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3063 1235 233 203 1392 2160.40 1.00 1471.04 386.49 233.64 44.23 17.00 2.00 5.00 0.00 Education - Others 3265 144 90 670 2361 2392.62 1.00 1168.50 941.97 149.13 47.00 11.00 2.96 63.26 7.80 Education - Teachers 3859 676 76 2259 848 3499.40 0.00 0.00 0.00 0.00 0.00 1.00 0.00 6.60 3491.80 Finance & Corporate Resources 900 213 24 431 232 815.53 2.00 136.99 367.61 219.47 59.16 24.30 6.00 0.00 0.00 Housing & Technical 1295 819 26 326 124 1237.17 1.00 206.94 633.91 352.72 29.60 11.00 2.00 0.00 0.00 Social Work Resources 2665 198 183 963 1321 2335.91 1.00 1111.64 617.78 536.93 35.80 30.76 2.00 0.00 0.00 8941.63 (excluding Teachers) Total All Staff 15047 3285 632 4852 6278 12441.03 6.00 4095.11 2947.76 1491.89 215.79 95.06 14.96 74.86 3499.60 Resource Total F/T P/T F/T P/T Total Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3137 1287 236 206 1408 2230.86 1.00 1525.42 397.39 233.22 45.23 17.00 2.00 9.60 0.00 Education - Others 3212 143 88 656 2325 2352.27 1.00 1159.20 914.47 143.94 46.60 11.60 4.00 63.66 7.80 Education - Teachers 3876 688 70 2275 843 3515.30 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 3514.30 Finance & Corporate Resources 897 207 24 415 251 805.43 2.00 128.41 363.75 223.48 57.49 24.30 6.00 0.00 0.00 Housing & Technical 1291 823 26 320 122 1233.52 1.00 216.87 615.18 358.87 28.60 11.00 2.00 0.00 0.00 Social Work Resources 2652 223 166 1003 1260 2321.75 1.00 1131.10 572.73 548.36 36.80 29.76 2.00 0.00 0.00 8943.83 (excluding Teachers) Total All Staff 15065 3371 610 4875 6209 12459.13 6.00 4161.00 2863.52 1507.87 214.72 94.66 16.00 73.26 3522.10 QUARTERLYJOINT STAFFING WATCH RETURN : NUMBER EMPLOYED ON 10 DECEMBER 2022 Analysis by Resource Analysis by Resource Appendix 15 Total Number of Employees Full-Time Equivalent Male Female Salary Band Total Number of Employees Full-Time Equivalent Male Female Salary Band QUARTERLYJOINT STAFFING WATCH RETURN : NUMBER EMPLOYED ON 10 SEPTEMBER 2022 66
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Collection and Approval for Write Offs 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of Revenue Collection performance for financial year 2022/2023 to 31 March 2023 advise Committee of performance regarding the Business Rates Incentivisation Scheme (BRIS) for financial year 2022/2023 to 31 March 2023 seek approval for write offs [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that performance in the collection of revenue be noted; (2) that the current position in respect of BRIS be noted; and (3) that write offs for the following be approved: - Council Tax £3,008,848.09 Non-Domestic Rates £1,515,827.44 BID Levy £4,158.79 Sundry Debt £496,728.63 Housing Rent and associated charges £924,859.88 School Meals Debt £8,818.06 [1recs] 3. Background 3.1. Responsibility for the collection of Council Tax, Non-Domestic Rates (NDR) and Sundry Debt is the responsibility of Finance and Corporate Resources. This report and the attached appendix provide information on collection performance and proposals for write off. 4. Current Collection Performance 4.1. The first table in Appendix 1 presents the collection performance for Council Tax, NDR and Sundry Debts for financial year 2022/2023. 4.2. The annual Council Tax collection target for 2022/2023 was set at 95.5%. A Council Tax collection rate of 96.77% was achieved, ahead of target by 1.27% and ahead of comparable performance in 2021/2022 by 1.22%. Due to the Scottish Government’s Cost of Living Award being allocated as an up-front cash payment at the beginning of the financial year, a comparison with the same period in 2021/2022 is not on a like-for-like basis. 9 67
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4.3. Council Tax performance is now reported nationally on a “line by line” basis, which adjusts for the impact of Scottish Water billing and collection. For information, the equivalent level of Council Tax collection for 2022/2023 when Scottish Water debts are removed is 96.98%, ahead of comparable performance in 2021/2022 by 0.79%. 4.4. A Non-Domestic Rates (NDR) collection target of 97.5% was set for 2022/2023. A NDR collection rate of 97.8% was achieved, ahead of target by 0.3% and ahead of comparable performance in 2021/2022 by 0.3%. 4.5. The 2022/2023 annual target for Sundry Debt collection was set at 98.0%. A Sundry Debt collection rate of 98.3% was achieved, ahead of target by 0.3% and ahead of comparable performance in 2021/2022 by 0.2%. 5. Arrears Collection Performance 5.1. Arrears collection performance for Council Tax, NDR and Sundry Debt is presented in the second table of Appendix 1. 5.2. The 2022/2023 arrears annual target for Council Tax was set at £3.500 million, with collection of £3.951 million, ahead of target by £0.451 million (12.9%) but behind comparable performance in 2021/2022 by £0.338 million. 5.3. The 2022/2023 arrears target for NDR was set at £2.000 million, with collection of £3.425 million, ahead of target by £1.425 million (71.2%) but behind comparable performance in 2021/2022 by £3.865 million. 5.4. The 2022/2023 arrears target for Sundry Debt was set at £11.309 million, with collection of £11.583 million, ahead of target by £0.274 million (2.4%) and ahead of comparable performance in 2021/2022 by 11.3%. 6. Business Rates Incentivisation Scheme 6.1. The Business Rates Incentivisation Scheme (BRIS) is a Scottish Government initiative to incentivise growth of the local business tax base, with a view to increasing NDR income yields. 6.2. The Scottish Government sets annual targets for growth (buoyancy) and councils who achieve their target retain 50% of the additional income generated above the target. The buoyancy target is a measure of the increase in the total rateable value of the non-domestic properties on the Valuation Roll (including certain categories of public undertakings). 6.3. Due to the impact of Covid-19, the Scottish Government confirmed that the scheme has been suspended for 2020/2021 and 2021/2022. Moreover, it was confirmed in March 2023 that BRIS will not be reinstated for 2022/2023. Further guidance and information is awaited from the Scottish Government with regards to reinstatement in 2023/2024. 6.4. Nonetheless, BRIS performance continues to be monitored closely and is reported to Committee on a quarterly basis. Buoyancy for 2022/2023 has seen a decrease of 0.23%. 68
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7. Proposals for Write Off 7.1. Approval for write off of the following irrecoverable debts is requested from Committee. The Council has the power to write off accounts where the debtor is deceased, sequestrated, in liquidation or the debt is prescribed or where the debt is deemed uneconomical to pursue. 7.2. A members awareness session was held on 1 February 2023 to provide details of the planned bulk write-off exercise relating to Council Tax and former tenants of temporary accommodation. The first of these bulk write-offs is included in the proposals below. 7.3. The proposed write off of Council Tax accounts dating from 1993/1994 to 2022/2023 totals £3,008,848.09, relating mainly to prescribed debt, sequestrations and estates of the deceased. This includes the bulk write off of prescribed debt for years 1993/1994 and 1994/1995. 7.4. The value of accounts currently marked for write off in the Non-Domestic Rates system from rating years 2020/2021 to 2022/2023 totals £1,515,827.44. These debts are deemed to be irrecoverable because the debtor is in liquidation, has ceased trading or has been sequestrated. 7.5. Approval is sought for the write off of Business Improvement District (BID) Levies totalling £4,158.79, administered by the Council on behalf of the Hamilton, Carluke and Lanark BID companies. There is no financial impact on the Council for these write offs. 7.6. Following consultation and agreement with Resources, the proposed write off of Sundry Debt totals £496,728.63. Appendix 2 provides a breakdown of the proposed write-off over categories. 7.7. Approval is sought for the write off of former tenant rent arrears of £758,273.54 (including the bulk write-off for 2012/2013 – 2015/2016), factoring arrears of £1,050.87 and Housing Benefit Overpayments of £165,535.47. 7.8. Approval is sought for the write off of school meal debt as outlined in the Executive Committee report dated 21 September 2022, ‘Cost of Living Supports’. Debt to be written off totals £8,818.06. Education Resources continue to work with schools to review all remaining amounts owed for school meals. 7.9. A full list of all debts proposed for write off is held by the Executive Director (Finance and Corporate Resources). 8. Employee Implications 8.1. None. 9. Financial Implications 9.1. Provision has been made for the financial impact of all write offs. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 69
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11. Other Implications 11.1. The main risk associated with the Council’s revenue collection is a failure to monitor collection rates and take effective corrective action where required, resulting in a significant reduction in collection performance and Council funding. The risk is managed through monthly performance reporting and review of performance at monthly Senior Management Meetings. 12. Equalities Impact Assessment and Consultation Arrangements 12.1. There is no requirement to carry out an impact assessment in terms of the proposals within this report. 12.2. There is no requirement to undertake any consultation in relation to the content of this report. Paul Manning Executive Director (Finance and Corporate Resources) 14 April 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Finance and Corporate Resources Committee - 15 February 2023 List of Background Papers System Reports from Council Tax, Non-Domestic Rates, Sundry Debt and Academy Housing Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 70
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Appendix 1 SOUTH LANARKSHIRE COUNCIL REVENUES COLLECTION FOR PERIOD ENDING 31 MARCH 2023 Annual Budget Cash Target Actual Variance % Variance Budget to 31/03/23 to 31/03/23 to 31/03/23 to Notes £000's £000's £000's £000's annual budget FINANCIAL YEAR 2022/2023 Council Tax 144,843 144,843 146,765 1,922 over 1.27% Non-Domestic Rates 319,194 319,194 320,059 865 over 0.3% Sundry Debt 121,875 121,875 122,226 351 over 0.3% ARREARS Council Tax 3,500 3,500 3,951 451 over 12.9% Non-Domestic Rates 2,000 2,000 3,425 1,425 over 71.2% Sundry Debt 11,309 11,309 11,583 274 over 2.4% 71
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Appendix 2 BREAKDOWN OF PROPOSED SUNDRY DEBT WRITE-OFF Resource Service No. of Accounts Value (£) Housing & Technical Rechargeable Repairs 864 202,683.77 H&T General 46 10,028.61 Housing Support Services / Factoring / property / estates 31 2,994.89 Social Work Residential Services 44 104,924.78 Non-Residential Services / Social Work General 552 82,859.16 Alert Alarm Community Service 56 1,281.84 Finance & Corporate Sundry Income Team / Housing Benefit Overpayments 104 84,429.00 Community & Enterprise Roads 16 4,927.22 Care of Gardens / CATS / Environmental Health 13 2,599.36 Total 1,726 496,728.63 72
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Procurement Strategy 2023 to 2028 1. Purpose of Report 1.1. The purpose of the report is to:- provide Committee with the Procurement Strategy for the Council for the period 2023 to 2028 for consideration 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Procurement Strategy 2023 to 2028 be endorsed and referred to the Executive Committee for approval. 1recs] 3. Background 3.1. The Procurement Reform Act (Scotland) 2014 requires the Council to develop a Procurement Strategy and undertake an annual review of strategic objectives. The statutory guidance details the areas which the procurement strategy must include. 3.2. The Council’s previous Procurement Strategy covered the period 2020 to 2023 and was approved by Executive Committee on 13 May 2020. 4. Strategic objectives 4.1. The Procurement Strategy 2023 to 2028 is attached at Appendix 1. 4.2. The Strategy communicates the Council’s vision for procurement based on 7 key strategic objectives:- Compliance: ensure compliance with Procurement Regulations and the Council’s Standing Orders on Contracts Value for Money: to secure Best Value, balancing cost and quality of service and support the Council in achieving budget savings Collaborative: identify and influence collaborative opportunities to work with public partners and drive value through the power of public sector procurement Contract and Supplier Management: support Resources to take a proactive approach to contract and supplier management to achieve innovation and value in contract delivery Fair Work First: work with suppliers to deliver seven principles of Fair Work First, including payment of the Living Wage and compliance with Council Charters Sustainable and Ethical secure wider social, economic and environmental benefits through contracts as set out in the Sustainable Procurement Duty 10 73
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Community Wealth Building: Support and encourage the local economy to grow sustainably through the effective use of procurement to develop local communities and maximise use of Community Benefits 4.3. The Strategy promotes continuous improvement in all procurement activities and aims to ensure they are performed effectively while delivering efficiencies where possible. 4.4. In addition to detailing how the Council will maintain and improve upon its core procurement capability, the Strategy also considers how the Council will meet its obligations in terms of the Sustainable Procurement Duty and Fair Work First, with acknowledgement of wider responsibilities in respect of the Council’s Sustainable Development and Climate Change Strategy and Community Wealth Building Strategy. 4.5. The Procurement Service will develop an annual action plan each year for the life of the strategy to support the strategic objectives. Regular updates on progress against both strategic outcomes and the annual action plan will be provided to the Corporate Management Team and Finance and Corporate Resources Committee. The draft action plan for 2023/2024 is included in Appendix 2. 5. Employee Implications 5.1. Delivery of the strategic outcomes set out in the Strategy is dependent on procurement professionals and other employees with procurement responsibilities across the Council maintaining appropriate skills, qualifications and levels of competence. Recruitment and retention of appropriately qualified employees continues to present challenges for the Procurement Service. 6. Financial Implications 6.1. There are no specific financial implications as a consequence of this Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. The Procurement Service are working with the Scottish Government’s Sustainable Toolkit, which aims to embed sustainable procurement into the Council’s procurement processes and monitors progress in achieving the Sustainable Procurement Duty, including Climate Change objectives. 8. Other Implications 8.1. There is a risk that failure to promote and adhere to proper procurement rules and regulations could result in legal challenge against the Council, and a failure to achieve best value. This risk in reduced by agreement and implementation of the Procurement Strategy. 9. Equality Impact Assessment and Consultation Arrangements 9.1. There is no requirement to carry out an equality impact assessment in terms of the proposals contained within this report. 9.2 In preparing the Strategy, consultation has taken place with a number of stakeholders including Executive Directors, Heads of Service, South Lanarkshire Health and Social Care Partnership, Legal Services, Regeneration Services, the Sustainable Development team and the Procurement Network. Paul Manning Executive Director (Finance and Corporate Resources) 74
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3 April 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee 13 May 2020 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Name: Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 75
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Appendix 1 Procurement Strategy 2023 to 2028 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 or email equalities@southlanarkshire.gov.uk 76
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Appendix 1 Contents Section 1 Introduction by Executive Director of Finance and Corporate Resources Section 2 National and local context Section 3 Purpose and delivery of the Strategy Section 4 Strategic objectives 77
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Appendix 1 Section 1: Introduction by Executive Director of Finance and Corporate Resources This Strategy sets out the vision for council procurement for 2023-2028, demonstrating our commitment to achieving value for money and contributing to national and local priorities. The council’s vision is to “improve the quality of life for everyone in South Lanarkshire”and the works, supplies and services procured by the council have a direct impact on delivery of our services, from social care and educational supplies to new build housing. The council’s spending power can play a key role in influencing a more prosperous and sustainable South Lanarkshire, including promoting jobs and growth, fair work and tackling climate change. Our aim is to build on achievements delivered by the council’s previous procurement strategies and embed the principles of public procurement: equal treatment, transparency, competition and accountability. This strategy will be reviewed annually, and our outcomes monitored in the annual procurement report. The strategic objectives will promote best practice in procurement activity across the council, supporting delivery of high quality, sustainable and efficient services from our suppliers. Economic conditions post pandemic have proven to be challenging, with significant supply chain and inflationary pressures impacting on the council’s budgets for works, goods and services. Procurement will continue to support the council and our local economy during these economic circumstances and our strategic objectives reflect the wider remit for public procurement in responding to the Climate Change Emergency and Community Wealth Building. We will continue to focus on delivery of quality and value for money procured services while supporting local supply chains and quality employment opportunities. The establishment of a new National Care Service during the term of this strategy is likely to impact the nature of the procurement work undertaken by the council to support the Health and Social Care Partnership. In a broader sense, we will actively contribute to discussions about the nature and role of any new National Care Service and the impact on the Social Care role of local government. Paul Manning Executive Director of Finance and Corporate Resources South Lanarkshire Council 78
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Appendix 1 Section 2: National and Local context Public sector procurement in Scotland is valued at more than £11 billion per annum and the profile and remit of procurement activity continues to evolve and change. The overarching aim of public sector procurement continues to be delivery of public value, as set out in the Scottish Model of Procurement below: The council operates within the Scottish Government’s Procurement Journey, which ensures openness and transparency in our approach and clarity for stakeholders and suppliers. The National Performance Framework sets out how local government can contribute to achievement of National Outcomes. The framework aims to implement sustainable procurement and obliges the council to consider how procurement will improve society, the economy and communities under the Sustainable Procurement Duty. 79
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Appendix 1 Local Priorities The council’s procurement strategy allows the council to set out how procurement activity will contribute to the council and Community Planning Partnership’s wider priorities and objectives, as set out in the council plan "Connect". Procurement is at the centre of the council’s Value of being “accountable, effective, efficient and transparent” and contribute to many of the council’s strategic outcomes, including: Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Good quality, suitable and sustainable places to live People live the healthiest lives possible 80
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Appendix 1 Our Spend Profile The council spends in the region of £350m on externally procured goods, supplies and services annually, with significant areas of expenditure including construction and property (£137m) and social care (£112m). Construction & Property 40% Social Care 32% Other 8% ICT 6% Waste 5% Transport & Vehicles 4% Utilities 3% Food 2% 0% South Lanarkshire Council Annual procured spend 81
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Appendix 1 Section 3: Purpose and Delivery of Strategy Purpose of Strategy Under the Procurement Reform (Scotland) Act 2014, the council is required to publish a procurement strategy and review the objectives and outcomes annually. The strategy should establish the council’s strategic approach to procurement, setting out how we will deliver value for money and support delivery of national outcomes and the objectives set out in the council’s strategic plan. The council must also demonstrate how we will deliver the wider social, economic and environmental aims of procurement, as required by the sustainable procurement duty, while ensuring compliance with statutory duties and the council’s Standing Orders on Contracts. The purpose of our procurement strategy is to: ⧫ Set out clear objectives and provide a monitoring framework for reporting on our achievements and outcomes. Our strategic objectives are set out in Section 4. ⧫ Focus on people, processes and systems to deliver an effective and continually improving procurement service Contracting Activity The council awards in the region of 200 contracts above £50,000 each year, working within procurement regulations and our own Standing Orders on Contracts to ensure a compliant approach to contracts. We focus on open and connected procurement by publishing our Procurement Strategy and our forward plan of future opportunities is published in the Annual Procurement Report and Contract Register. We work with a range of collaborative partners in accessing framework opportunities, including Scotland Excel, Procurement for Housing, the Scottish Procurement Alliance, Crown Commercial Services and Hub South West. The Procurement Service seek continual improvement with the Procurement and Commercial Improvement Programme, where we are currently ranked in the highest performance band and have developed a quality in house Trainee Procurement Officer graduate programme to develop talent and grow professional capacity. Strategic Objective 1 and 3 82
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Appendix 1 Our Stakeholders Procurement work closely with both internal and external stakeholders to ensure works, goods and services are procured in accordance with strategic objectives to support the Council in delivering community services. Where appropriate, procurement arrangements will be determined by consultation feedback from community partners. Value for Money In responding to challenging economic conditions, Procurement is focused on supporting the Council to deliver Value for Money by: ⧫ Working closely with Resources in specifying works, goods and services and embedding a demand management approach ⧫ Ensuring an open and competitive tendering approach to maximise value ⧫ Working with collaborative partners to maximise public spending power Strategic Objective 2 Community To support delivery of Council services to communities and contribute to positive economic growth, employment outcomes and net zero targets Suppliers Positive contract management approach with all suppliers and engagement with local SMEs and Supported Businesses for tender opportunities Colleagues Working with Council Resources and collaborative partners to deliver works, goods and services 83
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Appendix 1 Supplier Engagement We are open and transparent in tendering activity and are committed to improving engagement with local SMEs and Supported Businesses under the council’s Community Wealth Building Strategy. This is a key strategic objective in supporting inclusive growth and fair employment opportunities: working closely with our partners in Economic Development and the Supplier Development Programme. The council has a number of performance measures in relation to supplier engagement and these are published in the Annual Procurement Report: ⧫ core trade spend with local enterprises ⧫ core trade spend across Lanarkshire and Glasgow City Region ⧫ payment of contractors and sub-contractors within 30 days Strategic Objective 4 and 7 Supplier Engagement Public Contracts Scotland Tender Opportunities •Meet the Buyer events •Talking Tenders •Pre-tender events •Build Lanarkshire •Prior Information Notices •Market Engagement •Contract Notices •Award Notices •Contract Register •Annual Procurement Report •Social Media 84
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Appendix 1 Fair Work First and Living Wage The council assesses all appropriate contracts in accordance with the Scottish Government’s seven Fair Work First criteria, being: ⧫ Appropriate channels for effective voice, such as trade union recognition ⧫ Investment in workforce development ⧫ No inappropriate use of zero hours contracts ⧫ Action to tackle the gender pay gap and create a more diverse and inclusive workplace ⧫ Providing fair pay for workers, including payment of the Living Wage ⧫ Offer flexible and family friendly working practices for all workers from day one of employment ⧫ Oppose the use of fire and rehire practices Strategic Objective 5 Sustainable Procurement Duty and the Sustainable Procurement Tools The Council recognises the key links between our Sustainable Development and Climate Change Strategy and the Sustainable Procurement Duty. This places a duty on each procurement process to consider how to improve the economic, social, and environmental wellbeing of the authority's area, facilitate the involvement of small and medium enterprises, third sector bodies and supported businesses in the process, and promote innovation. The Council works with the Scottish Government’s Sustainable Procurement Tools to optimise the economic, social and environment outcomes of procurement activity. Strategic Objective 6 Flexible Framework • Continuous assessment of how effectively sustainable procurement duty is embedded within the organisation Prioritisation Tool • Identifies risks and opportunities for sustainable procurement at category level and establishes sustainable priorities in future tendering activity Sustainabilit y Test • Determines sustainable procurement outcomes at individual tender level, including life cycle mapping 85
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Appendix 1 Procurement of Food The Council has published a Good Food Strategy and our joint Good Food/Procurement objectives set out below seek to support positive social economic and environmental outcomes on production and consumption of food. The Procurement team work closely with Council services who procure food and drink to ensure contractual arrangements are sustainable, reliable and meet nutritional standards while delivering Best Value. Strategic Objective 6 Community Benefits The Council seeks to maximise Community Benefits and will consider inclusion of Community Benefits in all suitable contracts above £50,000. We have developed a points menu to ensure that Community Benefits offered are commensurate with the value and term of the contract. Our range of Community Benefits prioritises support for training and employment and support for young people and community groups. The council has a Community Wish-List process in place to match community requirements with contractual opportunities. Strategic Objective 7 Ensure that the council prepares, serves and promotes enjoyable, healthy and sustainable food in council properties and schools by seeking to meet the Soil Association Food for life Engage with partners and the private sector to explore and research opportunities to improvement public procurement of food, including in relation to the provision of local food Connect with the community, partners and the private sector to reduce the impacts of the food system on the environment and its contribution to climate change and promote animal welfare 86
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Appendix 1 Section 4: Strategic Objectives The council has identified seven strategic objectives to support the Procurement Strategy. In this section, we set out how we will achieve each objective and what our target outcome will be. Compliance Value for Money Collaboration Contract and Supplier Management Fair Work First Sustainable and Ethical Community Wealth Building 87
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Appendix 1 Objective 1 Compliance Aim Ensure compliance with Procurement Regulations and the council’s Standing Orders on Contracts How to achieve Be open and transparent in our approach and monitor awareness of, and compliance with, Standing Orders and regulations. Procurement team members are capable, confident and empowered to support procurement activity across categories. Drive improvement in Procurement Team capability through the Scottish Procurement Competency Framework Continue to invest in Trainee Procurement Officer Programme to develop professional future capacity Procurement processes and systems are efficient, cohesive, streamlined and fit for purpose Monitor non-contractual spend and work with Resources to improve compliance Monitor performance against target of paying invoices within 30 days Quarterly meetings of the council’s Procurement Network to develop and review processes to ensure consistent standards council wide Aim for continual improvement in Scottish Government’s Procurement and Commercial Improvement Programme Develop the council’s Oracle Fusion system to secure improvements in procure to pay processes Outcome Improve compliance and mitigate risk of contract challenge 88
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Appendix 1 Objective 2 Value for Money Aim To secure Best Value, balancing cost and quality of service and support the council in achieving budget savings How to achieve Support Resources in contract management, in recognition of challenging supply markets and inflationary pressures Recognise demand and cost drivers and work with Resources in identifying opportunities for efficiencies Implement principles of demand management, starting with “whether to buy” before “what to buy and how to buy” Consider Whole Life Costing approach to embed sustainability in long term value decisions Outcome Improved Value for Money in support of the council’s Financial Strategy Objective 3 Collaboration Aim Identify and influence collaborative opportunities to work with public partners and drive value through the power of public sector procurement How to achieve Engage with procurement partners to identify collaborative opportunities and influence development of collaborative working Outcome Improved levels of collaborative activity and delivery of efficiencies Objective 4 Contract and Supplier Management Aim Support Resources to take a proactive approach to contract and supplier management to achieve sustainability, innovation and value in contract delivery How to achieve Engage with suppliers to monitor contract performance and drive improvements and efficiencies Influence suppliers to contribute to climate change and sustainability targets. Implement electronic process for contract and supplier management Outcome Ensure suppliers meet contractual obligations, drive improvements in supplier performance and achieve efficiency improvements 89
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Appendix 1 Objective 5 Fair Work First Aim Work with suppliers to implement Fair Work First standards, including payment of the Living Wage and compliance with council Charters How to achieve Assess Fair Work First and Living Wage in all appropriate contracts. Monitor compliance with Construction Charter, Ethical Care Charter and Fair Tax Charters adopted by the council Outcome Improved Fair Work Practices and Living Wage for those involved in delivery of council contracts Objective 6 Sustainable and Ethical Aim Secure wider social, economic and environmental benefits through contracts as set out in the Sustainable Procurement Duty How to achieve Support the council’s response to the Climate Change Emergency by improving environmental outcomes from procurement, including net-zero and carbon reduction plans Embed sustainability measures in procurement through use of Scottish Government’s Sustainability Tools and life cycle costing in appropriate contracts Require supply chain transparency from contractors to ensure appropriate ethical standards, Modern Slavery and avoid use of sanctioned countries and individuals. Work with Police Scotland in prevention of Fraud and Disruption of Serious and Organised Crime in all appropriate contracts Promote the highest standards in food procurement, including consideration of animal welfare standards, in our supply chains and in accordance with the Council’s Good Food Strategy Outcome Meet the Sustainable Procurement Duty 90
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Appendix 1 Objective 7 Community Wealth Building Aim Support and encourage the local economy to grow sustainably through the effective use of procurement to develop local communities and maximise use of Community Benefits How to achieve Expand the capability of local businesses and social enterprises to bid for public sector contracts with support from Economic Development and the Supplier Development Programme. Build on our knowledge of market supply through further analysis of local capacity to identify new opportunities for local business to grow Increase levels of pre-market engagement before commissioning to shape the preparation of tender requirements and prepare potential local bidders Increase promotion of tender opportunities to local sectors Encourage local suppliers to bid for Scotland Excel contract opportunities to increase local business share of collaborative contract spend by all Scottish public bodies. Work with anchor institutions to explore further opportunities for more local spend Maximise our approach to Community Benefits, including deliver of Community Wish List Ensure contractors deliver social investment where appropriate Review procurement practices to deliver more local spend where possible Outcome Ensure the spending power of the council and Community Benefits contribute towards Community Wealth and achieve National Outcomes 91
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Appendix 1 Monitoring Framework Delivery of the procurement strategy will be supported by an annual action plan. Each year the annual plan will be reviewed with new actions identified relevant to delivery of the strategic objectives. A reporting and monitoring framework ensure high levels of governance surround the delivery of the procurement strategy. ⧫ Annual review of the Procurement Strategy and six monthly update on strategic action plan reported to Committee ⧫ Procurement Update, including strategic action plan, Performance Indicators and High-Risk High Value projects reported to the council’s Corporate Management Team six monthly ⧫ Annual service planning exercise to plan procurement activity with Resources for the forthcoming year ⧫ Review of Sustainable Procurement Flexible Framework every six months ⧫ Quarterly Procurement Updates summarising progress across procurement activity to Resource Management Teams ⧫ Resource committee reports on Contracts Awarded every six months in accordance with Standing Orders on Contracts ⧫ Annual Procurement Report published annually in accordance with legislative requirements and approved by Committee ⧫ Open and Transparent publication of the council’s Contract Register 92
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Appendix 2 Procurement Strategy Action Plan 2023/2024 Action Strategic Objective Responsibility Timescale Sustainable Procurement toolkit progress: update Flexible Framework 6 monthly Sustainable and Ethical Procurement 31 March 2024 Continue to monitor commodity and pricing pressures Contract and Supplier Management Procurement & Resources 31 March 2024 Implementation of updated Community Benefit monitoring arrangements and points menu, including links to Community Wish-lists Sustainable and Ethical / Community Wealth Building Procurement / Community Engagement Team / Resources 31 March 2024 Progress the action plan for the Spend Pillar to support the delivery of the objectives of the Community Wealth Building strategy. Community Wealth Building Procurement / Economic Development 31 March 2024 Monitor the impact of new Fair Work First framework and monitor Scottish Government guidance on Living Wage Fair Work First Procurement 31 March 2024 Monitor implications of introduction of National Care Service on Social Care commissioning arrangements Contract and Supplier Management Procurement and H&SCP 31 March 2024 Implement Oracle Fusion project to transform Procure to Pay systems Compliance Procurement 30 June 2023 93
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Money Matters Advice Service – External Funding 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise of the external funding that has been secured by the Money Matters Advice Service and the temporary change to the establishment [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the funding provided by MacMillan Cancer Support be noted; (2) that the funding be used to meet the costs of the lead Welfare Rights Officer post within the MMAS that has a specialist role in supporting referrals from MacMillan Cancer Support; and (3) that the funding received from NHS Lanarkshire be used to increase the establishment of the MMAS by 0.5 FTE Welfare Rights Officer (Cost of Living) as detailed in section 5.2 of the report, for a temporary period to 31 March 2025. [1recs] 3. Background 3.1. In the financial year 2022/2023, the Money Matters Advice Service (MMAS) has supported 14,223 unique clients, opening 40,348 cases, as society has recovered from Covid 19 and many of the temporary support measures that were put in place to support people, including creditors forbearance towards debtors, have been withdrawn. From mid-2022 this was exacerbated by the current cost of living crisis and rise in energy prices. 3.2. In response to that and using Scottish Government Local Authority Covid Economic Recovery funding, MMAS introduced a range of measures including the Financial Wellbeing Support Fund. 3.3. Also, during this period MMAS received 488 referrals from MacMillan Cancer Support for residents who have received a cancer diagnosis, opening 935 cases. 4. External Funding 4.1. MacMillan Cancer Support 4.1.1. MMAS was invited to apply for funding from MacMillan Cancer Support. This funding is intended to support MMAS to ensure it can continue to provide the same level of support to clients with a cancer diagnosis, as demand increases on the service. This is vital due to the nature of the illnesses that these clients suffer from and the urgency with which their issues need to be addressed, particularly where they are terminally ill. 11 95
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4.1.2. The Council has been advised that it has been successful in the funding bid and will receive £0.018 million per annum, initially through to March 2024. This will help ensure MMAS can continue to provide support services to this important client group. This is subject to contractual agreement. 4.1.3. This funding will be used to meet the costs of the lead Welfare Rights Officer post that has a specialist role in supporting referrals from MacMillan Cancer Support. 4.2. NHS Lanarkshire 4.2.1. NHS Lanarkshire have agreed to provide £0.025 million per annum until 31 March 2025 for MMAS to employ a 0.5 FTE Welfare Rights Officer (Cost of Living) to help support NHS Lanarkshire staff and deliver training at awareness raising events for staff so they can support other staff and patients in relation to maximising income. 4.2.2. It has been recognised by NHS Lanarkshire that the Cost of Living crisis is not only impacting on clients, but also staff and is impacting on their attendance at work and overall wellbeing. The Welfare Rights Officer will provide training and support to NHS Lanarkshire Teams to help raise awareness of social security benefits and other support that staff and patients may be able to access. A similar project is being funded by NHS Lanarkshire through North Lanarkshire Council. 5. Employee Implications 5.1. The creation of a lead Welfare Rights Officer post for MacMillan services will be managed within the existing establishment. 5.2. The post to deliver services for NHS Lanarkshire would be added to the establishment of the Money Matters Advice Service on a fixed term basis to 31 March 2025 as detailed below:- Position FTE Grade / SCP Range Hourly Rate Annual Salary Total costs including on- costs Welfare Rights Officer (Cost of Living) 0.5 Grade 2, Level 4 17.38 – 17.88 £31,717 - £32,629 £20,663 - £21,453.71 6. Financial Implications 6.1. The costs of the additional 0.5 FTE will be met by external funding from NHS Lanarkshire as detailed in the report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 8. Other Implications 8.1. There are no risk implications in terms of the information contained in this report. 9. Equalities Impact Assessment and Consultation Arrangements 9.1. There is no requirement to carry out an impact assessment in terms of the proposals within this report. 9.2. There is no requirement to undertake any consultation in relation to the content of this report. 96
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Paul Manning Executive Director (Finance and Corporate Resources) 12 April 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 97
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resource Plan 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Finance and Corporate Resource Plan 2023/2024 for approval and note the monitoring arrangements [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Resource Plan 2023/2024, attached as Appendix 1, be approved; (2) that the Resource Plan 2023/2024 be uploaded onto the Council’s website following consideration by this Committee; (3) following Committee approval, all Resource Plans will be presented to Executive Committee on 21 June 2023, for noting; and (4) that Progress Reports on the Resource Plan 2023/2024 be provided at Quarter 2 and Quarter 4 to future meetings of this Committee. 3. Background 3.1. The Resource Plans for 2023/2024 were prepared in line with the corporate Resource Planning guidance. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the priorities and outcomes set out in the Council Plan Connect 2022 to 2027. 3.3. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework, the Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 12 99
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3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams, Resource Committees and the Performance and Review Scrutiny Forum. The focus has been on reporting progress on Council outcomes, statutory performance indicators, other key performance measures and high level Resource outcomes. Progress reports are provided at Quarter 2 and Quarter 4 to this Committee. 3.6. In preparing the Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 3.7. Following approval at individual Resource Committees, all Resource Plans will be presented, as a pack, to Executive Committee on 21 June 2023, for noting. 4. Resource Plan 2023-24 4.1. The Resource Plan 2023/2024 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Outcomes 2023/2024 The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2023/2024. To support these outcomes, the Resource has developed performance measures in an action plan which is set out in section 3 of the Resource Plan. Key or strategic measures will be included in the Council Pan Connect Progress Reports 2023/2024, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Resource Plan covering the period April 2023 to September 2023 (Quarter 2) as well as an end of year progress report covering the full year April 2023 to March 2024 (Quarter 4). 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 100
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. 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 2023/2024. 8. Other Implications 8.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Equality Impact Assessment and Consultation Arrangements 9.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. Paul Manning Executive Director (Finance and Corporate Resources) 4 April 2023 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values, Priorities and Outcomes in the Council Plan Connect 2022 to 2027 Previous References None List of Background Papers Council Plan 2022-2027 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 101
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Section Contents 1.0 Introduction 2.0 Key areas of focus for the year ahead 3.0 Resource outcomes 4.0 Measures and actions 5.0 Resourcing the Plan 104
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Section One – Introduction I am pleased to introduce our Resource Plan for 2023-24 which sets out outcomes and priorities for the coming year. The five services within Finance and Corporate Resources help to ensure that the council operates successfully in an increasingly complex and challenging environment, and although diverse, each service is essential to the running of the council and the delivery of its vision, values and priorities. Administration and Legal Services provides essential support for the core democratic and governance arrangements of the council as well as providing a full range of legal advice and support, managing electoral events and licensing and registration services to the public. Communications and Strategy provides accurate, timely information for employees and residents. The service is responsible for the council's publications, its websites, intranet and social media. It also co-ordinates all Media enquiries. The service incorporates the Research and Improvement Unit as well as the Community Engagement Team, which provides support to the Community Planning Board, and provides a single interface for community engagement including neighbourhood planning. Finance Services provides sound financial stewardship to ensure the council’s priorities are effectively funded and expenditure, including procurement, is appropriately monitored, controlled and reported. Finance Services is split between transactional activities including payables, procurement, risk management and insurance, revenues and benefits, customer services and development and money matters advice; and Strategy which includes budget strategy, budget monitoring and providing financial support to all Resources. Information Technology Services supports all council services through the maintenance of over 5,000 computers and servers running over 200 business applications across council Resources. This delivery is supported by council wide networks covering telephone, printing, mail and internet technologies. Personnel Services is responsible for delivery of the personnel policies and practices across the council. This includes employee learning and organisational development; consultation; supporting unemployed people into jobs, training or further education. The service also manages payroll, health, safety and wellbeing and is responsible for the co-ordination and implementation of equality and diversity legislation, good practice, and advancing equality for all. The Resource is also responsible for Audit and Compliance Services, which provides assurance on the effectiveness of the council’s risk management, control and governance arrangements, as well as ensuring compliance with European grant award requirements. Paul Manning Executive Director Finance and Corporate Resources 105
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Section Two – Key areas of focus for the year ahead 2.0. Overview The Resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1. Cost of living Crisis The UK is experiencing the worst cost-of-living crisis in 40 years. With inflation soaring into double figures both the UK and the Scottish Government have formally recognised the severity of the crisis and have deployed emergency measures to help mitigate the effects of rising costs. While all sectors of society are seeing prices rise the impacts are greatest for those on the lowest incomes. The council recognises the immense pressures being faced by households across South Lanarkshire, and acknowledges the potential for additional demands on council services. The council has identified a range of new and existing support which can help households manage scarce resources and services will continue to explore all avenues to support the most vulnerable in the year ahead. While doing all we can to support our communities in these difficult times, the council recognises that inflationary pressures will also present significant challenges for council services as budgets are increasingly squeezed by rising costs. 2.2. Financial Strategy The Resource leads on financial planning and reporting for the Council. Over recent years, the challenges for Local Government finance have continued, around balancing pressures of meeting additional demand and costs of delivering services. A key part of the financial management process is the development of Financial Strategies, developing financial plans which deliver the council’s visions, values and priorities, while recognising and responding to financial constraints. Financial strategies are prepared annually and approved by members leading to the final approval of annual budgets. This process includes consideration and approval of efficiency and savings options and considers requirements for investment. One of the key features for future strategies will be the output from our programme of Transformational Reviews, which is covered at section 2.4. The strategic approach to financial planning also includes planning for Capital programmes of work. One of the main features of the budget for 2023-24 are exceptional items of additional costs, brought about by inflation. This increases the level of budget gap that requires to be managed by the Council, and is likely to feature for a period of time. 2.3. Involving Our Communities Our Council and Community plans both reflect the priorities of our communities and connect to the neighbourhood plans created in smaller areas of South Lanarkshire. We will continue to progress delivery of these, developing appropriate ways to codesign services with local people. Our ambition is that all communities in South Lanarkshire have the opportunity to identify their local priorities and can see these reflected in the way we engage and work with them. Supporting community groups to represent the views of their neighbours and to work together to address issues that matter to them is the way we will progress this. We will work to develop opportunities for our community to take action themselves, including continuing to support community asset transfer, developing our communities access to community benefits and helping them to take action to improve sustainability. 2.4. Deliver effective Employability Services to support Individuals and Business Covid19 has had a significant impact on Individuals and the Labour Market. 106
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There has been an escalation in skills shortage and a change in the support required for individuals seeking employment. There are new groups of unemployed people seeking support, different from those groups the employability programmes were originally designed for. Programmes will have to address new need, in addition to offering enhanced assistance to those traditionally supported in this area. Opportunities for employment and work placements have changed, so creative approaches to the provision of occupational experiences and effective use of funding streams to maximise support are required. The current economic picture is mixed, with some areas of the economy struggling to fill vacancies and others recovering more slowly. The impact of Brexit is also continuing to an effect on the supply of skilled and qualified labour. The council is working closely with its partners to make effective use of funding streams to support those most in need of employability support, and to develop programmes which meet demands and anticipated workforce and labour market shortages. 2.5. Recruitment and Retention There have been significant changes in the available labour market through Brexit and the impact of Covid. Covid has also impacted on the life choices made by employees around employment. These impacts have led to increasing turnover and difficulties in recruitment. Improving both recruitment and retention will be essential in ensuring the council has sufficient employee resources to meet service requirements. 2.6. Oracle Fusion The current Oracle system (People Connect/HRMS, FMS) is being migrated to Fusion, Oracle’s cloud based solution. This is a significant change programme affecting the whole workforce and work will now focus on delivering significant improvements to process, support agile working, employee self-service and engagement as well as greater levels of automation and improved management information. These efficiency improvements will be captured to support the council’s financial position. This change project will also provide a platform for continuing service improvements and efficiencies. 2.7. Strategic digital developments The Council is investing heavily in digital technologies to improve the delivery of services to citizens, streamline and standardise business processes, and improve collaboration and partnership working (for example Health and Social Care Partnership - HSCP). This investment is targeted on delivering significant productivity improvements and cost savings. Information Technology (IT) has a major part to play in digital transformation by implementing and supporting new technologies at pace and at scale. IT projects will continue to be prioritised based upon need, business case and alignment with Council Priorities. Partnerships with Local Government Digital Office, NHS Lanarkshire, Scottish Government and key suppliers will be leveraged to share best practices and accelerate rollout and adoption of new digital solutions. IT will continue to maintain high levels of availability of IT estate and high levels of support to officers and elected members. Key IT activities will include completing the rollout of agile working for council staff, replacement of legacy business applications (for example Housing & Property, Social Work) and the rollout of digital connectivity solutions to improve internet access, deliver wider economic benefits and support digital inclusion. 2.8. Sustainable Development and Climate Change The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the 107
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pace of action in response to the climate emergency and in Scotland’s transition to a net- zero and climate resilient society and economy. It is expected that, as a public body, the council leads by example and uses its role to influence area-wide climate change action and sustainability. The Sustainable Development and Climate Change Strategy (2022-27) sets out how the council aims to develop sustainably and tackle climate change. 108
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Section Three – Resource Outcomes 3.1. Resource Outcomes Finance and Corporate Resources has established the following Resource outcomes to support the delivery of Connect Outcomes in 2023-24. Connect Outcomes Resource Outcomes Communities and Environment • Individuals and communities in South Lanarkshire are engaged and able to participate in decision-making processes Education and Learning • No Resource Outcomes for this Connect Outcome Health and Wellbeing • No Resource Outcomes for this Connect Outcome Children and Young People • No Resource Outcomes for this Connect Outcome Housing and Land • No Resource Outcomes for this Connect Outcome Our Economy • A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive 3.2. Delivering the Plan and achieving Best Value In working towards the six Outcomes, the council aims to continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. Finance and Corporate Resources has established the following Resource outcomes to support Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value • The council demonstrates high standards of governance and sound financial stewardship • Customers experience high quality and improving council services • The workforce has the skills, flexibility and capacity to deliver the council’s priorities • Digital and ICT services meet the needs of the council and its customers 109
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Section Four – Measures and actions 4.0. Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a. How we will measure our performance The impact of Covid19 continues to have a significant effect on performance for some services. The table below shows our key performance measures, with actual data for the last 2 years and the target for 2023-24. To provide additional context for the targets, information is provided within the notes column, where applicable. Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Measure 2021-22 2022-23 2023-24 Target Links Service Notes 1. Pay invoices within the target of 28 days (local target) 93.4% tbc at Q4 90.0% 07.02 Finance (Trans) Target remains the same 2. Percentage of income due from Council Tax received by the end of the year - in year (incl water) (local target) 95.5% tbc at Q4 95.2% C07.02 Finance (Trans) Target reduced from 95.5% to 95.2% due to impact of cost of living crisis on households 3. % of Non-Domestic rates income achieved (local target) 97.5% tbc at Q4 97.0% 07.02 Finance (Trans) Target reduced from 97.5% to 97.0% due to impact of cost of living crisis on businesses 4. Sundry Income collection (local target) 98.1% tbc at Q4 97.0% 07.02 Finance (Trans) Target remains the same 5. Liquor licensing processing target - 97% within service targets (local target) 92% tbc at Q4 97% 07.01 Admin and Legal This year’s targets remain the same and are realistic, based on the service’s experience, anticipated workload and desire to drive continuous improvements 6. Registration processing target - 97% within service targets (local target) 93% tbc at Q4 97% 07.01 Admin and Legal 7. Citizenship processing target - 97% within service targets (local target) 100% tbc at Q4 97% 07.01 Admin and Legal 8. Complaints processing target - 97% within service targets (local target) 100% tbc at Q4 97% 07.01 Admin and Legal 110
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Resource Outcome: A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive. Measure 2021-22 2022-23 2023-24 Target Links Service Notes 9. Number of unemployed people supported via council-operated employability programmes (local target) 1,934 People * tbc at Q4 1,350 people C06.01 Personnel Target increased from 1,200 in 2022- 23 to 1,350 in 2023-24 to include additional engagements to counter the expectation that the cost of living crisis will have a negative impact on the local labour market. 10. Number of unemployed people gaining sustainable employment (local target) 1,146 People * tbc at Q4 675 people C06.13 Personnel Target increased from 600 in 2022- 23 to 675 in 2023- 24 because higher jobs outcomes are expected through targeted recruitment drives, particularly within SIMD areas where households are likely to be affected by the cost of living crisis. 11. Number of unemployed people accessing further education or training (local target) 219 People * tbc at Q4 225 people C06.02 Personnel Target increased from 200 in 2022- 23 to 225 in 2023- 24 because we expect more people to access up-skilling training and policies are targeted at expanding sectors such as Renewable Energy * The main reason the actual results were higher in 2021-22 was due to increased funding to support economic recovery, and the resilience of the local economy bouncing back to previous pre-covid levels. 111
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Resource Outcome: Customers experience high quality and improving council services Measure 2021-22 2022-23 2023-24 Target Links Service Notes 12. Customer Service Centre - % of calls answered (local target) 93% tbc at Q4 90% C07.01 Finance (Trans) Target remains the same 13. Customer Service Centre – average queue time (local target) 93 seconds tbc at Q4 5 mins C07.01 Finance (Trans) Target changed from 2 mins (in 2022-23) to 5 mins. which will continue to provide customers with a responsive service. Online contact options continue to be offered, providing 24 hour access to many council services. 14. Benefits administration – average processing times for new Housing Benefit and Council Tax Reduction claims (local target) 13 days tbc at Q4 14 days 07.01 Finance (Trans) Target remains the same 15. Benefits administration – average processing times for Housing Benefit and Council Tax Reduction change in circumstances (local target) 2 days tbc at Q4 4 days 07.01 Finance (Trans) Target remains the same 16. Housing Benefit and Council Tax Reduction – accuracy of processing (local target) 94.4% tbc at Q4 94.0% 07.01 Finance (Trans) Target increased from 93.5% in 2022-23 to 94% in 2023-24 to acknowledge recovery journey following Covid 17. Scottish Welfare Fund – average processing times for Crisis Grants (National target) 2 days tbc at Q4 2 days 07.01 Finance (Trans) Target remains the same 18. Scottish Welfare Fund – average processing times for Community Care grants (National target) 16 days tbc at Q4 15 days 07.01 Finance (Trans) Target remains the same 112
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Resource Outcome: Customers experience high quality and improving council services Measure 2021-22 2022-23 2023-24 Target Links Service Notes 19. Money Matters Advice – customer service - % cases responded to within 5 days of initial customer contact (local target) N/A N/A 95% 07.01 Finance (Trans) This is a new measure -data now available from the new case management system introduced in April 2022. 4.b. What actions we will take Resource Outcome: Individuals and communities in South Lanarkshire are engaged and able to participate in decision-making processes Action Steps we will take to deliver our actions Links Service 1. Increase routes for communities to participate in decision making and priority setting Increase activity around our Place Based Participatory Budgeting programme in priority neighbourhoods 01.05 Community Engagement Team Increase the number of communities with their own community-led neighbourhood plans C01.05 Community Engagement Team 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 C01.05 Community Engagement Team 2. 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 C01.07 IT Resource Outcome: A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive. Action Steps we will take to deliver our actions Links Service 3. Deliver effective Employability Services to support Individuals and Business Monitor and adjust the delivery plan agreed via the LEP and Community Planning Partners C06.10 Personnel Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Action Steps we will take to deliver our actions Links Service 4. Lead financial planning and reporting for the council Financial Strategy to be agreed by June 2023 07.02 Finance (Strategy) Budget proposals to be considered by members by December 2023 07.02 Finance (Strategy) Budget agreed by March 2024 07.02 Finance (Strategy) 113
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Capital programme for 2024-25 to be agreed by March 2024 07.02 Finance (Strategy) 5. Governance Consideration of the case for an additional emergency committee 07.02 Admin and Legal Resource Outcome: Customers experience high quality and improving council services Action Steps we will take to deliver our actions Links Service Resource Outcome: The workforce has the skills, flexibility and capacity to deliver the council’s priorities Action Steps we will take to deliver our actions Links Service 6. Implement the Council Workforce Plans to match Service need Resource Workforce Plans are in place and will be monitored and adjusted throughout the year. Any additional actions will be reported via Resource Workforce Monitoring reports C07.03 Personnel Resource Outcome: Digital and ICT services meet the needs of the council and its customers Action Steps we will take to deliver our actions Links Service 7. Take forward IT strategic developments Migrate to new Integrated Housing and Property Management system by November 2023 07.04 IT Develop and deliver training plan to upskill IT staff in new technologies 07.04 IT 114
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Section Five – Resourcing the Plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue Budget 2023-24 The Resource has a Net Revenue Budget of £40.202 million for 2023-24. The table below allocates this budget across the services: NET Budget by Service 2023-24 Detail £ million % Finance Services (Transactions) 18.057 45% Finance Services (Strategy) 2.117 5% Information Technology Services 5.133 13% Administration and Legal Services 4.188 10% Communications and Strategy (incl Community and Engagement and Research and Improvement) 2.755 7% Personnel Services 7.579 19% Audit and Compliance 0.373 1% Total 40.202 100% 5.2. Capital Budget 2023-24 The following capital budget of £7.230 million is allocated to the Resource for 2023-24: Capital Programme 2023-24 Project £ million IT Infrastructure – Business As Usual 0.450 Oracle Fusion 6.780 Total 7.230 5.3. Resource Employees Finance and Corporate Resources has 954 employees as at February 2023. We support these employees to deliver their duties through a range of policies including personal appraisal and a robust training framework. 115
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Service Number of employees Finance Services (Transactions) 400 Finance Services (Strategy) 75 Information Technology Services 105 Administration and Legal Services 93 Communications and Strategy 51 Personnel Services 217 Other (Audit and Compliance) 13 Total 954 116
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: 2023/2024 Information and Communication Technology (ICT) Asset Management Plan 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee on the outcomes of the 2023/2024 Information and Communication Technology (ICT) Asset Management Plan [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted; and (2) that the ICT Asset Management Plan for 2023/2024 be approved. [1recs] 3. Background 3.1. The Council is required to develop Asset Plans across a number of service areas, in line with CiPFA guidance, and is summarised under an overarching Corporate Asset Management Plan. This demonstrates how each area supports corporate objectives. The Service Areas are Property, Housing, ICT, Roads Infrastructure and Fleet. 3.2. The ICT Asset Management Plan aims to put in place effective ICT asset management processes which enable high quality ICT services to be provided to meet the needs of the Council. 4. Outcomes of the 2023/2024 ICT Asset Management Plan 4.1. The ICT Asset Management Plan outlines the priorities and strategies required to develop and support the ICT asset estate which is in place to support the business objectives of the Council whilst ensuring business continuity. The plan highlights the key actions planned for the year ahead, ensuring that the Council’s ICT Assets are fit for purpose. 4.2. A major programme of server upgrades will be conducted to maintain performance and security levels. 4.3. Several major business applications will be replaced, including Oracle Finance/HR/Payroll system to Oracle Cloud Fusion. 4.4. Ongoing upgrades to the Council’s data network will include the replacement of network access switches which are nearing end of life, broadband routers, and replacement of network management devices and wireless access points to maintain and enhance data security. 13 117
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4.5. A number of small telephone systems are reaching end of life/support, a replacement programme has been established. 4.6. Mobile phones running older versions of Android operating system will be refreshed. 4.7. The Information and Communication Technology Asset Management Plan for 2023/2024 is attached at Appendix 1. 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. Funding is in place for spend required in 2023/24. For future years essential requirements, funding will be considered as part of revenue and capital budget planning. There are no direct Financial Implications from the production of the AMP. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change or sustainability in terms of the information contained in this report. 8. Other Implications 8.1. There are no significant issues in terms of risk. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. The statutory Consultation Authorities have confirmed that the Asset Management Plan is exempt from Strategic Environmental Assessment as its implementation will have minimal effect in relation to the environment. Paul Manning Executive Director (Finance and Corporate Resources) 5 April 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Brian Teaz, Head of Information Technology Ext: 5648 (Tel: 01698 455648) E-mail: brian.teaz@southlanarkshire.gov.uk 118
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Finance and Corporate Resources South Lanarkshire Council Information and Communication Technology Asset Management Plan 2023/24 13 119
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1. Introduction and contextual statement 1.1 Information Technology Services within Finance and Corporate Resources employs 102 staff and administers a controllable annual budget of £6.66 million. Information Technology Services operate as a centralised Information and Communication Technology (ICT) service provider for the Council, coordinating and delivering a wide range of services. These include the support and maintenance of PCs and servers, running business applications for all departments including schools. This delivery is supported by Council wide networks including fixed and mobile telephony, electronic mail, training, and all internet services. Information Technology has a significant role to play in enabling efficient and effective services throughout the Council. In addition to supporting and enabling the Council’s values and objectives, the IT Service will be a key enabler of business transformation through consolidation of information systems and provision of ICT that provides cost benefit to the Council in the longer term. Technology Services design, manage, implement, and secure all of the Council’s hardware investments, including personal computers, associated servers and backup and recovery functions. In addition, the section facilitates availability of the Council’s Mail and Internet Services whilst ensuring that the voice and data networks are in place to support all the Council’s business. The IT Business Project Managers and teams are responsible for planning, managing and effectively and efficiently delivering a range of IT projects and programmes. Whilst projects vary in both size and complexity, they will deliver positive business outcomes and transformational change for the Council. These projects are defined and prioritised in the ICT Service Plan 2023/2024. These teams are also responsible for the day-to-day support and maintenance of the Council’s business IT systems. This includes the management and resolution of issues, the implementation of requests and minor enhancements and the performance of routine monitoring and maintenance tasks. IT Service Delivery provide day-to-day service provision to IT Services and supply business management and process control functions. Services provided are the IT Service Centre, IT Support Team, National Entitlement Card Team, Project Management Office, and IT Security. 120
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1.2 CMT and Executive Committee approved the development of an extended model for Corporate Asset Management. This included developing asset plans across a number of service areas, in line with CiPFA guidance, and summarised, under an overarching Corporate Asset Management Plan, which demonstrates how each area supports corporate objectives. The service areas are Property, Housing, Roads Infrastructure, Fleet and ICT:- 1.3 Aims of the ICT Asset Management Plan are: - To create an effective ICT asset management process - To modernise working practices and improve service quality - To effectively manage and maintain all the Council’s ICT assets. Corporate Asset Management Plan Property Asset Management Plan Housing Asset Management Plan Roads Asset Management Plan Fleet Asset Management Plan ICT Asset Management Plan 121
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2. Strategic objectives and priorities 2.1 Link to Finance and Corporate Resource Plan outcomes The ICT Asset Management Plan feeds into the Resource outcomes of the Finance and Corporate Resource plan. Delivering the plan and achieving best value Resource outcome – Digital and ICT services meet the needs of the council and its customers Action: - Take forward IT strategic developments 2.2 Links to 2023/24 Council ICT priorities In aligning the Digital Strategy 2022-2027, operational service delivery and in turn ICT assets to the objectives of the Council, it is important to consider the following: - The needs of service users to access and receive services in different ways (channels). - Develop the right blend of channels for digital, mobile and electronic service delivery. - Maximise availability of information and technology to include as many customers as possible. It is therefore essential to maintain the current ICT asset estate which is in place to support the business objectives of our customers whilst maintaining a robust solution for business continuity through a disaster recovery strategy. Objectives and strategies should reflect the needs of users for receiving services through different channels and to address the demands of Local Government in a public sector environment where both capital and revenue funding is reducing. Therefore, future investment in ICT assets will be challenged by the IT Senior Management Team, the ICT Programme Board, and the Corporate Management Team to meet the following criteria: - Investment in ICT assets will be closely aligned to council priorities. - Investment in ICT assets will be sufficient to support statutory requirements. 2.3 Links to sustainability objectives 2.3.1 Sustainable Development and Climate Change Strategy 2022-2027 The strategic vision and mission statement is: Our Future is Now: building a sustainable, climate resilient and net-zero South Lanarkshire together, in a fair and inclusive way. ‘Our Future is Now’ mirrors the 2019 UN Sustainable Development Goals report on collaborative action with respect to achieving sustainable development goals. From the issues that were discussed during the public engagement, there are four key themes that emerged. These themes align with the themes of the Council Plan: People, Place, Planet • People • Place and Communities • The Natural Environment (Planet) • A Green Economy (Planet) IT Services has focussed particularly on improving effective use of energy in our 122
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buildings, using our equipment more efficiently and increasing recycling. Also, ICT equipment that has come to end of life is disposed/recycled by an approved supplier who disposes of the equipment following the Waste Electrical and Electronic Equipment Regulations (WEEE) and provides a confirmation of disposal certificate. Migration of council servers and storage from Caird datacentre to external supplier (Datavita), as well as providing operational benefits, has delivered significant environmental benefits as new datacentre is state-of-the-art with lower energy consumption. IT have enabled agile working, thereby reducing transport emissions from commute and business travel. 2.3.2 The Council’s Environmental and Sustainable Procurement Policy ensures the process of purchasing goods and services take into account the social, economic and environmental impacts that such purchasing has on people and communities. It is about considering what products are made of, where they have come from, who has made them, how are they transported and how they are eventually disposed of. It may even be about whether the purchase requires to be made at all. In addition to this the tendering process for IT contracts contains contract specific environmental questions in relation to equipment manufacturing, components, recycled content, packaging, transportation, disposal, and energy consumption. 2.4 ICT asset management objectives Aims and objectives that will seek to ensure that the Council’s ICT assets are fit for purpose within current financial constraints. − ICT assets should meet the needs of those that use them including staff, elected members, pupils, visitors, customers and the general public through the different access channels. − ICT assets must be safe, secure and comply with current legislative and statutory requirements, for example assets must meet the level of security accreditation required by PSN, as well as DSE assessments for users, PAT testing of all electrical ICT assets, compliance with WEEE regulations for disposal of electrical ICT assets, to name a few. − ICT assets should be environmentally sustainable, meaning the effective and efficient use of assets to reduce energy consumption and in turn CO2 emissions. − Maximise use of existing ICT assets where possible. Where asset acquisition is necessary there is a robust business case supporting procurement of the asset and where possible a single corporate solution. 123
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3. Current position 3.1 What assets do we have? 3.1.1 ICT assets: Asset type Quantity Desktop and server: Servers (Physical and Virtual) 334 Servers (Curricular) 111 Monitors 6342 PCs 996 PCs (Curricular) 9011 Laptops 5192 Laptops (Curricular) 2283 Tablets 302 Port Replicators 4559 Portable Devices (Curricular) 16226 Networks and communications: Comms (ACI) APIC server 9 Comms (ACI) switches 40 Comms FMC 3 Comms Firewall 12 Comms Load Balancers 4 Voice SIP Gateway (cubes) 4 Voice SIP Gateway (Gateways) 2 Meraki Wireless Software 1 Comms Wireless (Access Points) 300 Comms Wireless (Security Appliance) 2 Switches - Chassis 9 Switches – Ethernet L2 318 Switches – Ethernet L3 78 Routers - Chassis 1 Routers (IPVPN Broadband) 87 Lines (Exchange) 1736 Lines (Private Circuits) 89 Lines (IPVPN broadband - including backhaul) 87 NetConnect Appliances 2 Network Management 8 Radius Security Appliance 2 Web Filtering Appliances 2 Telephone System – Small 218 Telephone System – IP 3 Telephone System – SIP 2 Telephone System – Softphone 3 Mobile Devices 3392 Data hubs: Air Conditioning Units 2 Fire Suppression System 1 UPS 2 Generator 1 Video Surveillance Equipment 1 Software: P1 Applications 147 124
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3.2 How well are they meeting objectives? All ICT assets have been implemented/installed following business requirements and justification exercises to ensure they meet the needs and objectives of the organisation. As the information technology environment continuously changes it is inevitable that some ICT assets will reach end of life and become obsolete. Software and hardware assets are continually reviewed to ensure they remain fit for purpose. Specific product versions are monitored, and we work closely with our software and hardware partners on product roadmaps to ensure they remain at a supported level. Where products are approaching end of life, we will develop proposals for continued use based on risk assessment, upgrade or replacement as appropriate. At present the majority of ICT assets meet the objectives of the organisation with a minority of assets at end of life and in need of replacement. 125
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4. Performance core facts Notes to tables below – core facts are categorised using a traffic light system which operates on the basis of: Green – Good or excellent Amber – Fair Red – Poor 4.1 Desktop IT desktop hardware Asset condition Type Total Green Amber Red PC 996 996 - - PC (Curricular) 9011 9011 - - Monitor 6342 6342 - - Laptop 5192 5192 - - Laptop (Curricular) 2283 2283 - - Tablets 302 285 - 17 Port Replicator 4559 4559 - - Portable Devices (Curricular) 16226 16226 - - 4.2 Server (Physical and Virtual) Server Asset condition Type Total Green Amber Red Server 334 92 35 207 Server (Curricular) 111 111 - - 4.3 Networks and communications Networks and communications Asset condition Type Total Green Amber Red ACI APIC/MSO server 9 9 - - ACI switches 40 40 - - Firewall Mgmt (FMC) 3 3 - - Firewalls 12 12 - - Load Balancers 4 4 - - Voice Gateway 2 - 2 - Meraki Wireless Software (Corporate, not SLLCT or SWR) 1 - 1 - Comms wireless Access Points (Corporate) 300 19 123 158 Comms wireless Security Appliances (corporate) 2 - 2 - 126
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Switches – Chassis 9 - 9 - Switches – L2 318 185 - 133 Switches – L3 78 56 22 - Routers – Chassis 1 - - - Routers – IPVPN Broadband 87 - - 87 Lines – Exchange 1736 - 1736 - Lines – Private Circuits 89 88 - 1 Lines – IPVPN Broadband (incl backhaul) 87 - - 87 NetConnect Appliances 2 - - 2 Network Management 8 - - 8 Radius Security Appliances 2 2 - - Web Filtering Appliances 2 - - 2 Telephone System – Small 218 124 - 94 Telephone system – IP 3 3 - - Telephone system – SIP 2 - - 2 Telephone system – Softphone 3 3 - - Mobile Devices 3392 1 2398 993 4.4 Software applications Software applications Asset condition Type Total Green Amber Red IT Applications 147 105 5 37 4.5 Data Hubs Almada Data Hub Asset condition Type Total Green Amber Red Air Conditioning Units 2 2 - - Fire Suppression System 1 1 - - UPS 2 2 - - Generator 1 1 - - Video Surveillance Equipment 1 1 - - 127
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5. Review of current performance 5.1 Summary The majority of ICT assets are of a good standard (Green) and work efficiently and effectively. All desktop assets and server assets are supported and maintained to a high standard as part of the ‘ICT Desktop Equipment’ and ‘Cloud Hosting’ contracts. Desktop and server hardware information along with information on smart devices is captured in the Assyst Configuration Management Database which is managed by IT Services. Overall, there is a high level of confidence and reliability in the ICT assets. 5.2 What issues have been highlighted? 5.2.1 Red – These assets have been classified as approaching end of life and require replacement: There are 150 servers running out of support operating systems and 57 co-location servers whose hardware is no longer supported and should be replaced. Programmes of work are in place to replace these systems in 2023/24. Netconnect - Solution which allows external supplier access to support applications is out of support and requires to be upgraded. Legacy software versions – Application Reason Capita Academy Housing No longer supported by supplier. Will be replaced by new Housing Management System. Oracle Financial Management System No longer meets business needs. Project underway to replace. Oracle Human Resource Management System No longer meets business needs. Project underway to replace. Oracle Customer Relationship Management Current version no longer fully supported. Replacement or upgrade to be considered. SWISPlus Social Work System No longer meets business needs. Project well underway to replace. Go live planned for early 2024. Civica Flare Project well underway to replace. Go live expected by end of Q2 2023/24. EXOR Project underway to replace from SVAR framework. Mapcapture Project underway to replace. ParkMap Project underway to replace. Spatial Manager Project underway to replace. Causeway CPA Linked to Exor replacement. SEEMIS Click+Go Being replaced by new SEEMIS Schools & Early Years systems, date unknown. Council Website Moved to AWS but required patching is 128
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taking place and new versions of CMS & Forms available. Northgate ORBIS NDR/Council Tax/Benefits Upgrade project underway. Softbox Upgrade project underway. EDRMS - Civica W360 Upgrade to be initiated. Civica Debtors System Upgrade to be initiated. Oracle Discoverer (CRM) End of life. Consultation with system owner underway to determine options. Legal Case Management High support overhead. Consultation with system owner underway to determine options. IMPROVE – Performance Management Project underway to replace. Capita Housing Online No longer supported - Will be replaced by new Housing Management System. eConsol Will be replaced by new Housing Management System. eConsol Mobile Will be replaced by new Housing Management System. Bi Query Reports Will be replaced by new Housing Management System. Arbitas (Hosted) Will be replaced by new Housing Management System. Infoprop Content Will be replaced by new Housing Management System. Yardi Project underway to replace. Servitor No longer supported - Will be replaced by new Housing Management System. APEX Case Management Will be replaced by new Housing Management System. Data Tracking (HIP) Will be replaced by new Housing Management System. Codeman No longer supported - Will be replaced by new Housing Management System. Omnidox Limited support - Will be replaced by new Housing Management System. HFX Etarmis Door Entry/Time Recording No longer meets business needs. Project underway to replace. Gladstone Plus2 – Leisure Management System End of life. Consultation with system owner underway to determine options Artifax – Corporate and Theatre Management System Upgraded being progressed. SolarWinds Hardware purchased upgrade scheduled 2023. Statseeker Hardware purchased will be replaced 2023. The Web Filtering appliances go out of maintenance in October 2023. The systems will be migrated from ‘on-premises’ appliances to the equivalent cloud service. Layer 2 switches – These switches provide end user device (printer, PCs, CCTV, VoIP phones, wireless access points) connectivity to the corporate network. The manufacturer has announced that several layer 2 switches are end of hardware support. 129
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82 layer 2 switches have been purchased for install in 2023, with the remaining 51 planned for the following year. Network Management – Servers/appliances required to monitor (eg. alerting and utilisation) and administer (eg. hardware backup and policy push) the corporate network to ensure continued network performance and availability. These devices have been purchased and scheduled to be replaced during 2023/24 to ensure supplier support and critical updates. Wireless access points. The council has 158 Wireless Access points installed throughout the corporate network which are now end of life and will be replaced by July 2024. Routers – IPVPN Broadband – 87 routers are end of support July 2023. They were due to be replaced as part of the Broadband contract renewal in 2022. As this contract has been extended to 2023, it has been accepted the routers will not be replaced until a new contract is awarded. Lines (VPN) – the contract for the VPN circuits ends in December 2023. Funding will be required in 2023/24 to fund the core infrastructure for any new contract. Telephone system – SIP contract is out for renewal in October 2023 and SIP circuits and gateways may require to be replaced at that point. The Council’s small telephone estate has 94 systems which have reached the end of support and require immediate replacement. Tablets and mobile devices – devices are approaching end of life and a refresh programme is currently being undertaken to ensure new devices can be automatically upgraded to the latest security version. Devices which are highlighted as being unable to be upgraded will have to be replaced with a newer supported model, or basic mobile device. 5.2.2 Amber – This classification denotes assets that are of a fair condition and should be considered for upgrade, or are processes which require improvement: There are currently 35 servers which will require either OS or hardware upgrades by 2025. 6 require hardware replacement and 29 require OS upgrades. Comms wireless Security Appliances – provide secure Wi-Fi for teleworks (guest and partner) for non-corporate workers, the 2 appliances require to be replaced by 2025. Chassis Switches – 9 chassis switches had module replacements in 2022/23, this brings the chassis into support until 2025 when the switches will require to be replaced. The Meraki Wireless software support has been renewed and will need renewed in 2025. Wireless access points. The Council has 123 Wireless Access points installed throughout the corporate network which will go end of life and require to be replaced by July 2026. Layer 3 switches and routers – These switches provide network connectivity for many of the outlying offices on the Council’s corporate data network. 22 layer 3 switching 130
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devices are end of life October 2024. It is important that these devices are refreshed to maintain the current reliability and support levels. Voice Gateway – due to the digital changeover the 2 gateways must move to SIP service by April 2025. Lines Exchange (PSTN) - The Council has 1736 PSTN lines, including alarm, lift, fire, connections to schools that will need to be upgraded for the Digital Changeover by April 2025 The UK and Scottish Government security agencies mandate that public sector smartphones must be capable of receiving the latest operating system and security patches. The Council makes use of Samsung android smartphones where each model is supported for a period of 3 years. After this operating system and patching updates are no longer available and the smartphones require to be refreshed. 2398 corporate smartphones will require to be refreshed in 2024-25. Legacy software versions – Application Reason Council Intranet Moved to AWS but required patching is taking place and new versions of CMS & Forms available. Funding Compliance and Project Monitoring APEX system requires upgrades to support monitoring/reporting. QPulse Replacement or upgrade to be considered. Problematic from a support perspective. Galaxy websites – various New version of CMS available. Consultation with users of these systems is underway to plan the replacement or upgrade of these software assets. 131
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6. What action is required / proposed? 6.1 Action plan 2023/24 Asset objective Action Owner Timescale Comment Replace legacy servers Replacement of servers which have become end of life. Head of IT Services 2023/24 Refresh of equipment is being scheduled. Legacy software versions Upgrading of software versions which have become end of life. Head of IT Services 2023/24 IT Services and application provider to schedule refresh of software. Switches Hardware is end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2023/24 Networks and contractor to schedule refresh of hardware. Corporate Telephony Hardware is end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2023/24 Networks and contractor to schedule refresh of hardware. Telephone systems (Small) Hardware is end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2023/24 A number of systems are out of support. Lines Exchange (PSTN) Review existing analogue lines in conjunction with Digital changeover 2025. Technology Services Manager 2023/24 Review of existing services subject to technical discussions with Telecoms Provider / Resources. Network Management Hardware requires replacement to ensure supplier support and critical updates. Technology Services Manager 2023/24 Hardware ordered and upgrade will take place 2023. Desktop Hardware Upgrade of desktop equipment running Windows 10 22H2. Technology Services Manager 2023/24 Upgrade devices. 132
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6.2 Completed actions in 2022/23 Asset objective Action Owner Timescale Comment Desktop Hardware Upgrade of desktop equipment running Windows 10 20H2. Technology Services Manager 2022/23 Devices upgraded. Desktop Hardware Replacement of desktop equipment running Windows 7. Technology Services Manager 2022/23 Devices replaced as part of refresh programme. Radius Security appliance Upgrade to appliance and software. Technology Services Manager 2022/23 Devices upgraded. Firewall hardware and software (SIP) Replacement of device and upgrade of software. Technology Services Manager 2022/23 Devices upgraded. Switch (L2) Replacement of out-of-date devices. Technology Services Manager 2022/23 Devices upgraded. Legacy software versions Upgrading or removal of software versions which have become end of life. Head of IT Services 2022/23 Applications such as Weighbridge, Confirm, Common Time, AirWatch have been upgraded or replaced. Replace legacy servers & storage Replacement of servers and storage which have become end of life. Head of IT Services 2022/23 A number of Windows 2008 and Windows 2012 servers have been upgraded or disposed. 133
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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 134
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Heads of Service - Terms and Conditions 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on the current terms and conditions applicable to all Heads of Service and seek approval to change these [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that all Heads of Service are offered the opportunity to move to Chief Official terms and conditions of employment. [1recs] 3. Background 3.1. Heads of Service within the Council are employed on Local Government Employee terms and conditions. This is a long standing arrangement which has not been reviewed since the introduction of Single Status in 2003. In collective bargaining terms they are covered, through COSLA, by the Scottish Joint Council (SJC) arrangements. 3.2. Chief Officials are covered via the Scottish Joint Negotiating Committee (SJNC) collective bargaining arrangements at COSLA. For South Lanarkshire Council the Chief Executive and Executive Directors are employed as Chief Officials. 3.3. The Head of Personnel Services was asked to review the position by a number of Heads of Service who highlighted the relative inconsistency with most other councils, and make recommendations for change. 4. Position 4.1. South Lanarkshire Council is one of only 2 councils known to not employ Heads of Service on Chief Officials terms and conditions. This has caused questions to be raised when Heads of Service join the Council from other authorities and the terms and conditions/perceived status are different. It has the potential to detract from the overall attraction of the recruitment package, as some may see moving out from Chief Official terms and conditions as a step down. 4.2. The spinal column points on which Heads of Service are currently paid do not appear within the COSLA SJC circulars, but the principles of any agreed SJC pay award are applied consistently to the points used. The equivalent spinal column points on the Chief Official circular are not an exact match for Heads of Service current salaries, but the difference is relatively small. 14 135
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4.3. For the reasons set out above it would make sense to realign the Heads of Service to Chief Official terms and conditions and bring South Lanarkshire into line with most other councils and remove any perceived disincentive to chief officer recruitment. The impact on individuals to move terms and conditions is minor; they would fall within revised disciplinary arrangements and receive a slight positive impact on salary. 4.4. Subject to agreement, the proposal is to offer Heads of Service a move on to Chief Official terms and conditions and advertise any new vacancies under these revised arrangements. 5. Employee Implications 5.1. The change for employees will be voluntary, but the revision may also assist future recruitment. 6. Financial Implications 6.1. Moving all existing Heads of Service on to the Chief Officials pay scales will cost £16.4k. These costs will be met within existing budgets. 7. Climate Change, Sustainability and Environmental Implications 7.1 There are no climate change, sustainability, or environmental implications arising from this report. 8. Other Implications 8.1. There is a risk, if changes are not made, that South Lanarkshire does not keep pace with other councils in competing to fill senior posts. 9. Equality Impact Assessment and Consultation Arrangements 9.1 This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. 9.2. Employees affected by this report have been consulted about the proposals. Paul Manning Executive Director (Finance and Corporate Resources) 12 April 2023 Link(s) to Council Values/Priorities/Outcomes Excellent Employer Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers None 136
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kay McVeigh, Head of Personnel Services Ext: 4330 (Tel: 01698 454330) E-mail: kay.mcveigh@southlanarkshire.gov.uk 137
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 3 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Early Retirement, Voluntary Severance and Switch 2 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise on early retirements, voluntary severances, re-employment of early retirees and re-deployments during the period 1 October 2022 to 31 March 2023 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the early retirements, voluntary severances, re-employment of early retirees, and redeployment of employees on the Switch 2 register during the period 1 October 2022 to 31 March 2023 be noted. [1recs] 3. Background 3.1. The Council analyses the number and associated costs of employees being released through early retirement and voluntary severance. This forms part of the ongoing monitoring process derived from the Audit Scotland report “Bye now pay later”. This report provides information on the Council’s position for the 6 month period 1 October 2022 to 31 March 2023. 4. Current Position Early Retirements (Efficiency of the Service/Voluntary Redundancy) and Voluntary Severance 4.1. During the period, no early retirements on the grounds of efficiency of the service; voluntary redundancy or voluntary severance were granted. This represents no change compared to the previous 6-month period. 4.2. Annual Trend Analysis Annual Period 1/4/17- 31/3/18 1/4/18- 31/3/19 1/4/19- 31/3/20 1/4/20- 31/3/21 1/4/21- 31/3/22 1/4/22- 31/3/23 No. of Early Retirements/ Voluntary Severances 12 0 1 0 0 0 4.2.1 The table above shows the annual trend analysis of early exits granted due to efficiency of the service; voluntary redundancy or voluntary severance; and shows that there has been no change compared to the previous year. 15 139
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5. Early Retirements – Ill Health 5.1. In terms of early retirement on the grounds of ill-health, there are no capitalisation costs to the Council. During the 6 month period, the following ill-health retirements were approved: Resource No. of Early Retirements on ill health grounds Community and Enterprise 10 Education 7 Finance and Corporate 4 Housing and Technical 7 Social Work 13 Total 41 5.2. The Local Government Pension Scheme (LGPS) regulations allow for 2 tiers of ill health retirement in situations where the member’s ill-health or infirmity of mind or body renders them permanently incapable of discharging efficiently the duties of their current employment. Tier 1 relates to members with no reasonable prospect of obtaining gainful employment before their state pension age. Tier 2 relates to members with a reasonable prospect of obtaining gainful employment before their state pension age. 5.3. During the 6 month period, 41 of the 51 ill health retirement requests made, were granted under the provisions of tier 1 and tier 2 of the Local Government and Scottish Teachers’ Pension Schemes. 10 applications resulted in no award being granted. 5.4. Annual Trend Analysis Annual Period 1/4/18- 31/3/19 1/4/19- 31/3/20 1/4/20- 31/3/21 1/4/21- 31/3/22 1/4/22- 31/3/23 No. of ill-health retirements 46 37 43 46 69 5.4.1. During the period 1 April 2022 to 31 March 2023, the number of ill health retirements granted increased by 23 compared to the previous year. This increase is due to the number of employees with serious medical conditions who met the criteria for ill health retirement. 6. Re-employment of Early Retirees 6.1. The re-employment of those who have been granted early retirement is monitored and approved centrally within Personnel Services. During the 6 month period, no requests for re-employment were made and this represents no change when compared to the previous 6 month period. 7. Switch 2 7.1. Switch 2 is monitored and approved centrally within Personnel Services. During the 6 month period, 14 employees were redeployed to suitable alternative posts within the Council as follows:- 140
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Resource No. of employees No. of modern apprentices Total Council wide 3 3 Education 6 6 Social Work 5 5 TOTALS 3 11 14 7.2. This is no change in the number compared to the previous 6 month period. All 14 employees were placed in a permanent role. In line with the Switch 2 policy, employees placed on a fixed term basis would be matched to permanent posts as they become available. 7.3. Annual Trend Analysis Annual Period 1/4/18 – 31/3/19 1/4/19– 31/3/20 1/4/20– 31/3/21 1/4/21– 31/3/22 1/4/22– 31/3/23 No. of Switch 2 matches 71 47 43 90 28 7.4. During the period 1 April 2022 to 31 March 2023, the number of employees re- deployed decreased by 62 compared to the previous year, this is due to the majority of employees on the Switch2 register already being placed in temporary positions, whereby we will continue to look for permanent matches. 8. Flexible Retirement 8.1. The approval of those who have been granted flexible retirement is monitored centrally within Personnel Services. During the 6 month period, 49 requests were approved as detailed below with no cost to the Council. 8.2. Included in these figures are phased retirement and winding down applications from teachers. (These options are available to teachers within the SPPA guidelines and are similar to the LGPS flexible retirement scheme.) Resource No. of Flexible Retirements No. of Phased Retirements/ Winding Down Community and Enterprise 16 Education 3 3 Finance and Corporate 4 Housing and Technical 10 Social Work 13 Total 49 8.3. During the 6-month period, the average age of employees granted flexible retirement was 61 years, and this is comparable with the previous 6 month period. 8.4. Flexible retirement refusals are monitored centrally within Personnel Services, Finance and Corporate Resources and no requests were declined during this period. 141
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8.5. Annual Trend Analysis Annual Period 1/4/18 - 31/3/19 1/4/19 - 31/3/20 1/4/20 - 31/3/21 1/4/21- 31/3/22 1/4/22- 31/3/23 No. of Flexible Retirements 141 159 125 126 128 8.6 During the period 1 April 2022 to 31 March 2023, the number of employees granted flexible retirement increased by 2 compared to the previous year. 9. Employee Implications 9.1. In respect of those employees refused ill-health retirement, incapability dismissals may have been considered. 10. Financial Implications 10.1. There were no leavers in the period 1 October 2022 to 31 March 2023 for which early retirement/severance costs were incurred. 11. Climate Change, Sustainability and Environmental Implications 11.1 There are no climate change, sustainability or environmental implications. 12. Other Implications 12.1. The early release of employees across the Council must be properly managed to minimise the risk of adversely impacting service levels through the loss of vital skills and experience. In accordance with agreed policies, the redeployment of employees through the Switch 2 process continues to be considered as a matter of priority. 13. Equality Impact Assessment and Consultation Arrangements 13.1 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. 13.2. All releases were in line with agreed policies and procedures therefore no further consultation was required. Paul Manning Executive Director (Finance and Corporate Resources) 4 April 2023 Link(s) to Council Values/Priorities/Outcomes Excellent Employer Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee 16 November 2022 142
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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:- Paula McGilvray, Personnel Officer Ext: 4220 (Tel: 01698 454220) E-mail: Paula.McGilvray@southlanarkshire.gov.uk 143
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