Agenda Document Pack - Clyde Valley Learning and Development Joint Committee - 27/02/2023
South Lanarkshire Council · 27 February 2023
Back to Clyde Valley Learning and Development Joint Committee — 27 February 2023 and its agenda
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Council Offices South Lanarkshire Council Almada Street Hamilton ML3 0AA Friday, 17 February 2023 Dear Councillor Clyde Valley Learning and Development Joint Committee The Members listed below are requested to attend a meeting of the above Joint Committee to be held as follows:- Date: Monday, 27 February 2023 Time: 14:00 Venue: By Microsoft Teams, The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Clerk to the Joint Committee Members Council Member Substitute East Renfrewshire Andrew Anderson Glasgow City Anne McTaggart Inverclyde Francesca Brennan Jim Clocherty North Lanarkshire Angela Campbell Renfrewshire Emma Rodden Jim Paterson South Lanarkshire Susan Kerr Gavin Keatt Copies to substitute members for information only 1
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BUSINESS 1 Declaration of Interests 2 Changes in Membership of the Joint Committee Report dated 6 February 2023 by the Clerk of the Clyde Valley Learning and Development Joint Committee. (Copy attached) 5 - 6 3 Minutes of Previous Meeting Minutes of the meeting of the Clyde Valley Learning and Development Joint Committee submitted for approval as a correct record. (Copy attached) 7 - 8 Item(s) for Monitoring 4 Revenue Budget Monitoring 2022/2023 - Clyde Valley Learning and Development Joint Committee Report dated 10 February 2023 by the Treasurer of the Clyde Valley Learning and Development Joint Committee. (Copy attached) 9 - 12 Item(s) for Decision 5 Update on Membership and Funding for the Clyde Valley Learning and Development Project for 2023/2024 Report dated 31 January 2023 by the Chair of the Clyde Valley Learning and Development Steering Group. (Copy attached) 13 - 18 6 Meeting Arrangements – 2023/2024 to 2026/2027 Report dated 6 February 2023 by the Clerk of the Clyde Valley Learning and Development Joint Committee. (Copy attached) 19 - 20 Item(s) for Noting 7 Update on the 2022/2023 Audit of Clyde Valley Learning and Development Joint Committee Letter dated 15 February 2023 from Audit Scotland, External Auditors. (Copy attached) 21 - 24 8 Clyde Valley Learning and Development Project – Contract Renewal for Provision of e-Learning Platform (Learning Management System) Report dated 14 February 2023 by the Chair of the Clyde Valley Learning and Development Steering Group. (Copy attached) 25 - 30 9 Clyde Valley Learning and Development Project – Outcome of Strategic Review of Promoting Positive Behaviour (PPB) Programme Report dated 31 January 2023 by the Chair of the Clyde Valley Learning and Development Steering Group. (Copy attached) 31 - 40 Urgent Business 2
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10 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Stuart McLeod Clerk Telephone: 07385 370 117 Clerk Email: stuart.mcleod@southlanarkshire.gov.uk 3
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Report Agenda Item Report to: Clyde Valley Learning and Development Joint Committee Date of Meeting: 27 February 2023 Report by: Clerk to the Clyde Valley Learning and Development Joint Committee Subject: Changes in Membership of the Joint Committee 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise members of changes to the membership of the Clyde Valley Learning and Development Joint Committee [1purpose] 2. Recommendation(s) 2.1. The Joint Committee is asked to approve the following recommendation(s):- [r (1) to note that Councillor Susan Kerr has temporarily replaced Councillor Lynsey Hamilton as a member and Convener of the Clyde Valley Learning and Development Joint Committee; and (2) to note that Councillor Angela Campbell has replaced Councillor Ann Ballinger as a member of the Clyde Valley Learning and Development Joint Committee. [1recs] 3. Background 3.1. Councillor Lynsey Hamilton is currently on family leave and has been replaced by Councillor Susan Kerr, as a member of the Clyde Valley Learning and Development Joint Committee, for the duration of Councillor Hamilton’s leave. 3.2. In terms of paragraph 3.6 of the Minute of Agreement for the Clyde Valley Learning and Development Project, the Convener of the Joint Committee shall be an elected representative appointed by the Lead Authority from time to time, therefore, Councillor Susan Kerr will also replace Councillor Lynsey Hamilton as the Convener of the Joint Committee for the duration of Councillor Hamilton’s leave. 3.3. At the meeting of North Lanarkshire Council held on Thursday 15 December 2022, it was agreed that Councillor Angela Campbell would replace Councillor Ann Ballinger as a member of the Clyde Valley Learning and Development Joint Committee. This change was effective immediately. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. None. 2 5
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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. There are no implications for risk in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Paul Manning Clerk to the Clyde Valley Learning and Development Joint Committee 6 February 2023 Previous References None List of Background Papers Report to North Lanarkshire Council held on 15 December 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Stuart McLeod, Administration Officer Ext: 4815 (Tel: 01698 454 815 / 07385 370 117) E-mail: stuart.mcleod@southlanarkshire.gov.uk 6
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CLYDE VALLEY LEARNING AND DEVELOPMENT JOINT COMMITTEE Minutes of meeting held via Microsoft Teams on 3 October 2022 Convener: Councillor Lynsey Hamilton, South Lanarkshire Council Councillors Present: East Renfrewshire Council: Andrew Anderson Glasgow City Council: Anne McTaggart Inverclyde Council: Francesca Brennan (Vice Convener) Renfrewshire Council: Emma Rodden Councillor’s Apology: North Lanarkshire Council: Ann Ballinger Attending: Clerk’s Office Marie Gordon, Administration Assistant; Stuart McLeod, Administration Officer, South Lanarkshire Council Treasurer’s Office Amanda Murray, Finance Adviser, South Lanarkshire Council Clyde Valley Learning and Development Project Gerry Farrell, Project Manager Project Steering Group Christine MacKenzie, Renfrewshire Council Pauline Cameron, East Renfrewshire Council Also Attending: Audit Scotland Andrew Kerr, Senior Audit Manager 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Clyde Valley Learning and Development Joint Committee held on 20 June 2022 were submitted for approval as a correct record. The Joint Committee decided: that the minutes be approved as a correct record. 3 Audit Scotland – Clyde Valley Learning and Development Joint Committee – Proposed 2021/2022 Annual Audit Report A letter dated 3 October 2022, together with the 2021/2022 Annual Audit Report (proposed) dated August 2022 for the Clyde Valley Learning and Development Joint Committee, was submitted by the Joint Committee’s External Auditor, Audit Scotland. 3 7
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The Senior Audit Manager gave a verbal overview of the Annual Report to members for the year ended 31 March 2022, which included the following key messages:- an unqualified independent auditor’s report had been issued for the 2021/2022 annual accounts that, through the continued support from member authorities, the Joint Committee’s financial position was sustainable for the foreseeable future governance arrangements were effective in 2021/2022 the Joint Committee’s annual governance statement was consistent with the financial statements and complied with guidance The Joint Committee decided: that Audit Scotland’s proposed 2021/2022 Annual Audit Report for the Clyde Valley Learning and Development Joint Committee be noted. 4 Audited Annual Accounts 2021/2022 A report dated 24 August 2022 by the Treasurer to the Clyde Valley Learning and Development Joint Committee was submitted on the:- Joint Committee’s Annual Accounts for 2021/2022 which had received a clean audit certificate with no audit actions identified from the External Auditor, Audit Scotland requirement to approve the Annual Accounts for 2021/2022 for signing by the Convener and Treasurer The Annual Accounts would be available on South Lanarkshire Council’s website. The Joint Committee decided: (1) that it be noted that the Annual Accounts for 2021/2022 had received a clean audit certificate with no audit actions identified; and (2) that the audited Annual Accounts for 2021/2022, attached as Appendix 1 to the report, be approved for signing by the Convener and Treasurer. [Reference: Minutes of 20 June 2022 (Paragraph 8)] 5 Urgent Business There were no items of urgent business. 8
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Report Agenda Item Report to: Clyde Valley Learning and Development Joint Committee Date: 27 February 2023 Report by: Treasurer to Clyde Valley Learning and Development Joint Committee Subject: Revenue Budget Monitoring 2022/2023 - Clyde Valley Learning and Development Joint Committee 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April 2022 to 29 December 2022 for Clyde Valley Learning and Development Joint Committee [1purpose] 2. Recommendation(s) 2.1. The Joint Committee is asked to approve the following recommendation(s): [] (1) that the breakeven position on the Clyde Valley Learning and Development Joint Committee revenue budget, as detailed in Appendix A of the report, be noted. [1recs] 3. Background 3.1. This is the first revenue budget monitoring report presented to the Clyde Valley Learning and Development Joint Committee for the financial year 2022/2023. 3.2. The running costs for the Clyde Valley Learning and Development Joint Committee are funded by contributions from the member Councils. 3.3. At the February meeting of the Joint Committee, 15 Councils had confirmed their membership position for 2022/2023, taking the total Membership Contributions to £0.078 million. 3.4. These membership contributions form the basis for the expenditure budget for 2022/2023, a base budget of £0.078 million. In addition, an estimate of training expenditure (£0.025 million), and the recharge of this to Councils (£0.025 million) has also been added to the budget, giving a total expenditure and income budget of £0.103 million. 3.5. The report details the financial position for the Clyde Valley Learning and Development Joint Committee in Appendix A. 4. Employee Implications 4.1. None 4 9
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5. Financial Implications 5.1. As at 29 December 2022, there is a breakeven position against the phased budget to date. 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 Clyde Valley Learning and Development Joint Committee Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied within the Joint Committee. The risk is managed through four weekly Budget Monitoring when any variance is analysed. In addition, the probable outturn exercise will ensure 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. Jackie Taylor Treasurer 10 February 2023 Previous References None List of Background Papers Financial ledger and budget monitoring results to 29 December 2022 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 10
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Appendix A CLYDE VALLEY LEARNING AND DEVELOPMENT JOINT COMMITTEE Revenue Budget Monitoring Report Period Ended 29 December 2022 (No.10) Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 29/12/22 Actual 29/12/22 Variance 29/12/22 % Variance Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 0 0 0 0 0 0 - n/a Property Costs 0 0 0 0 0 0 - n/a Supplies & Services 17 17 0 0 0 0 - n/a Transport & Plant 0 0 0 0 0 0 - n/a Administration Costs 84 84 0 74 74 0 - 0.0% Payments to Other Bodies 2 2 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 0 0 0 0 0 0 - n/a Total Controllable Exp. 103 103 0 74 74 0 - 0.0% Total Controllable Inc. (103) (103) 0 (60) (60) 0 - 0.0% Net Controllable Exp. 0 0 0 (14) (14) 0 - 0.0% 11
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Report Agenda Item Report to: Clyde Valley Learning and Development Joint Committee Date of Meeting: 27 February 2023 Report by: Chair of Clyde Valley Learning and Development Project Steering Group Subject: Update on Membership and Funding for the Clyde Valley Learning and Development Project for 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- update the Joint Committee on the membership and funding for the Clyde Valley Learning and Development Project for the financial year 2023/2024 2. Recommendation(s) 2.1. The Joint Committee is asked to approve the following recommendation(s):- (1) that it be noted that the model of membership and funding remains viable as per the Joint Committee approval of 11 June 2018; (2) that the previously agreed categories and level of membership fees, as detailed at paragraph 3.3, be retained for 2023/2024; (3) that the minimum level of funding to allow the continuation of the Project for 2023/2024 remain at the previously agreed level of £61,000 (including audit fee); (4) that it be noted that five Full Member Councils have confirmed their continued participation in the Project. This is the minimum number of Full Member Councils defined as viable within the Clyde Valley Learning and Development Project Minute of Agreement; (5) that it be noted that the current confirmed funding of £67,000, exceeds the recommended minimum level of funding by £6,000; and (6) that it be noted that at the time of writing Renfrewshire and Dundee City Councils have not yet reached a definite decision on membership. 3. Background 3.1. At its meeting on 11 June 2018, the Joint Committee approved the creation of three categories of membership which were open to all of the current members of the Group (Full and Associate Members). 3.2. It was also agreed that a minimum of five Full Member Councils and a minimum level of funding of £61,000 (including audit fee) per annum would be required to maintain the viability of the Project. 5 13
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3.3. The agreed tariff for the different categories of membership was set as follows:- Membership category Full Participating Procurement Banding (Employee Numbers) Band 1 (0 - 4,999) £5,000 £3,000 £1,250 Band 2 (5,000 - 9,999) £7,000 £4,000 £1,500 Band 3 (10,000+) £10,000 £6,000 £2,500 3.4 The membership categories and tariffs and the minimum of five Full Member Councils and funding of £61,000 (including audit fee) per annum have since remained unchanged. 4. Current Position for 2023/2024 Funding and 2023/2024 Budget 4.1. The final position on membership and funding for 2023/2024 has not yet been concluded, with confirmation awaited from a small number of members. 4.2. During the past year the Project’s operational groups, e.g. Social Care Group, e- Learning Group and CMI Group have continued to meet regularly, not least because of the increase in uptake and development of e-learning in its various forms, the need for collaboration on content and technical problem-solving, and the challenge of ensuring learning, such as Promoting Positive Behaviour, could be delivered in a safe and effective way. 4.3. Confirmation of membership for 2023/2024 has been received from five Full Member Councils and eight of the current Participating Member Councils. Details of the membership contributions and Councils that have yet to confirm their membership are contained within Appendix 1 of this paper. 4.4. The total confirmed income from membership, as at 26 January 2023 is £67,000. An update on the confirmed income from membership will be provided at the Joint Committee meeting on 27 February 2023. 4.5. The £67,000 will form the basis of the 2023/2024 budget, with £61,000 set aside for support and audit costs, and the remaining £6,000 being available for use by the Projects Steering Group and Social Care Groups. 4.6. It should be noted that the minimum requirement is based on the previous year’s audit fee. However, as Audit Scotland have appointed a new team of auditors the charges for audit are not yet known. An update will be brought to the Joint Committee, including any impact on available funding once the position has been confirmed. 5. Project Governance 5.1. Based on the responses received, the five Full Members Councils will continue to represent the interests of the Clyde Valley Group and develop the strategic direction of the Project, subject to the terms of the Minute of Agreement. 5.2. The Joint Committee will continue to comprise Elected Members from each of the Full Member Councils. 5.3. Similarly, the Project Steering Group and the Social Care Group will have the same Councils represented as core members. 14
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6. Utilisation of Funds. 6.1. The spend of the Project’s funds is agreed jointly by the Project Steering Group and the Social Care Group following discussions with the Sub-Group members where appropriate. 6.2. This area is kept under review, and suggestions for future spend will be considered at the Project Steering Group and Social Care Group meetings. As per previous years, in 2023/2024 the fund available will depend on the final overall income from all levels of membership. 6.3. Any unspent element of the funding each year will be transferred to the Balance Sheet for use in future years. This balance will be reviewed annually as part of the review of membership and contributions. 7. Conclusions 7.1. There remains a real commitment from the membership of the Clyde Valley Group to sustain the work of the Clyde Valley Learning and Development Project and continue to realise the benefits of participation. 7.2. Membership commitments received have exceeded the minimum level of Full Membership previously agreed to be a viable number (five). 7.3. The renewed commitment to membership has brought a high level of enthusiasm for participation in each element of the Project’s work, including the Steering Group, Social Care Group, e-Learning Group, Promoting Positive Behaviour (PPB) Governance Groups and the Chartered Management Institute (CMI) Management Group. 7.4. It is proposed that the current categories and level of membership fees be retained for the next financial year, as the Project is deemed viable based on confirmed income and balances carried forward. 8. Employee Implications 8.1. The continued support of the in-kind contributions of officers drawn from the Clyde Valley Member Councils remains crucial to the ongoing success of delivering the Project’s objectives. 8.2. Of equal importance is to ensure that officers attending and participating in each of the Groups’ activities are empowered to make management and strategic decisions on behalf of their respective organisations and that appropriate officers are nominated from each council to fulfil this requirement. 9. Financial Implications 9.1. For the financial year 2023/2024, funding of £67,000 has been confirmed to date, compared to the £61,000 minimum level (including audit fee) previously agreed to maintain the viability of the Project. The figure of £61,000 does not include any expenditure required by the Project and its Sub-Groups and does not include any potential increase in audit fee. 9.2. Two Councils have still to convey their decision regarding membership for 2023/2024. Should either of these current Members renew their membership for 2023/2024, this income will increase. 15
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9.3. There are no guarantees that this level of funding will be maintained year on year. It is, therefore, essential that the Joint Committee agrees an acceptable minimum level of funding before proceeding each year. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no climate change, sustainability, or environmental implications within this report. 11. Other Implications 11.1. The risk to the Project in future years will be that the minimum number of Full Members or the minimum level of funding cannot be achieved. In such circumstances, it may not be viable to continue with the Project in its current form and structure. 12. Equality Impact Assessment and Consultation Arrangements 12.1. 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. 12.2. Consultation has been undertaken with all existing members of the Project. Gill Bhatti Chair, Clyde Valley Learning and Development Project Steering Group 31 January 2023 Previous References 11 June 20018 - Update on the Future and Funding for the Clyde Valley Learning and Development Project for 2018/2019 21 February 2022 – Membership and Funding for the Clyde Valley Learning and Development Project for 2022/2023 List of Background Papers Clyde Valley EGF Training Bid NBSS Clyde Valley Consortium Submission November 2006 NBSS Clyde Valley Consortium – Secondary Paper December 2006 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gill Bhatti, Chair, Clyde Valley Learning and Development Project Steering Group Ext: 5604 (Tel: 01698 455604) E-mail: gill.bhatti@southlanarkshire.gov.uk 16
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Appendix 1 Membership Contributions 2023/2024 Table 1: Confirmed Contributions as at 26 January 2023 Council Previous Membership Status New Membership Status Contribution East Renfrewshire Full Full £5,000 Glasgow City Full Full £10,000 Inverclyde Full Full £5,000 North Lanarkshire Full Full £10,000 South Lanarkshire Full Full £10,000 Angus Participating Participating £3,000 Clackmannanshire Participating Participating £3,000 East Dunbartonshire Participating Participating £3,000 Falkirk Participating Participating £4,000 Orkney Participating Participating £3,000 Perth and Kinross Participating Participating £4,000 Scottish Borders Participating Participating £3,000 West Dunbartonshire Participating Participating £4,000 Total £67,000 Table 2: Councils Yet to Confirm Membership/Contributions as at 26 January 2023 Council Previous Membership Status New Membership Status Potential Contribution Renfrewshire Full Full £7,000 Dundee Participating Participating £4,000 Total £11,000 17
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Report Agenda Item Report to: Clyde Valley Learning and Development Joint Committee Date of Meeting: 27 February 2023 Report by: Clerk to the Clyde Valley Learning and Development Joint Committee Subject: Meeting Arrangements – 2023/2024 to 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise on the meeting arrangements for the Clyde Valley Learning and Development Joint Committee for the period 2023/2024 to 2026/2027 [1purpose] 2. Recommendation(s) 2.1. The Joint Committee is asked to approve the following recommendation(s):- [r (1) that the arrangements made to hold future meetings of the Joint Committee via Microsoft Teams at 2.00pm on the following dates be agreed:- Monday 26 June 2023 Monday 11 September 2023 Monday 12 February 2024 Monday 10 June 2024 Monday 9 September 2024 Monday 10 February 2025 Monday 9 June 2025 Monday 8 September 2025 Monday 9 February 2026 Monday 8 June 2026 Monday 14 September 2026 Monday 8 February 2027 [1recs] 3. Background 3.1. At its meeting held on 30 November 2015, the Joint Committee agreed that its meetings should be held 3 times in a financial year. 3.2. It is therefore proposed that arrangements be made, for the period 2023/2024 to 2026/2027, to hold meetings of the Joint Committee via Microsoft Teams at 2.00pm on the following dates:- Monday 26 June 2023 Monday 11 September 2023 Monday 12 February 2024 Monday 10 June 2024 Monday 9 September 2024 6 19
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Monday 10 February 2025 Monday 9 June 2025 Monday 8 September 2025 Monday 9 February 2026 Monday 8 June 2026 Monday 14 September 2026 Monday 8 February 2027 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. None. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. There are no implications for risk in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Paul Manning Clerk to the Clyde Valley Learning and Development Joint Committee 6 February 2023 Previous References Clyde Valley Learning and Development Joint Committee – 20 June 2022 Clyde Valley Learning and Development Joint Committee – 30 November 2015 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Stuart McLeod, Administration Officer Ext: 4815 (Tel: 01698 454 815 / 07385 370 117) E-mail: stuart.mcleod@southlanarkshire.gov.uk 20
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102 West Port Edinburgh EH3 9DN 8 Nelson Mandela Place Glasgow G2 1BT The Green House Beechwood Business Park North Inverness IV2 3BL T: 0131 625 1500 E: info@audit-scotland.gov.uk www.audit-scotland.gov.uk Clyde Valley Learning and Development Joint Committee 15 February 2023 Update on the 2022/23 audit of Clyde Valley Learning and Development Joint Committee 1. The purpose of this letter is to provide members with an update on the 2022/23 audit of Clyde Valley Learning and Development Joint Committee (CVLDJC). Covid-19 has continued to impact on the completion of the 2021/22 audits with ongoing extensions to statutory deadlines. This, along with the changeover in the appointed auditor, has impacted on the timing of our planning work on our 2022/23 audits. 2. Our planning work on the 2022/23 audit of CVLDJC is at an early stage. Therefore, we are not able to present our Annual Audit Plan at the CVLDJC meeting on 27 February 2023. We have included this Audit Strategy Letter to update members on progress and highlight key audit matters. Following the conclusion of our audit planning procedures, we will issue a copy of the Annual Audit Plan to officers and members of the CVLDJC by 31 March 2023. Risks 3. Our preliminary planning work has identified the following significant risks that requires specific audit considerations. • Risk of material misstatement due to management override of controls: International Standard on Auditing 240 (ISA 240) require that audits are planned to consider the risk of material misstatement in the financial statements caused by fraud, which is presumed to be a significant risk in any audit. This includes the risk of fraud due to the management override of controls to change the position disclosed in the financial statements. 4. ISA 240 presumes a risk of fraud in revenue recognition which is extended to expenditure by Practice Note 10. There is a risk that income or expenditure may be fraudulently misstated resulting in a material misstatement in the financial statements. We do not consider these to be significant risks for the CVLDJC as there are limited opportunities to manipulate the way income or expenditure are recognised in the financial statements and have therefore rebutted these risks. 5. Our Annual Audit Plan will include any further risks identified from our planning work and outline our response to all identified risks. Audit Fee 6. The proposed baseline audit fee for the 2022/23 audit is £2,270 (2021/22: £2,020). Our fees have increased in 2022/23 and this is a reflection of the current audit market and the rising costs in delivering high quality audit work. There are increased regulatory expectations and risks placed on audit and its quality. 7 21
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7. In setting the fee for 2022/23 we have assumed that the CVLDJC has effective governance arrangements and will prepare comprehensive and accurate accounts for audit in line with the agreed timetable for the audit. The audit fee assumes there will be no major change in respect of the scope of the audit during the year and where our audit cannot proceed as planned, a supplementary fee may be levied. Audit Timetable 8. As outlined in paragraph 1, Covid-19 has continued to impact on the timings of our 2022/23 audit planning. We are working towards issuing the independent auditor’s report and Annual Audit Report by the statutory deadline of 30 September 2023. However, we acknowledge this may not be achievable due to ongoing pressures. We will maintain a pragmatic and flexible approach to the audit and will continue to have discussions with management and the Convener of the CVLDJC around the progress of our work and any changes that may be required to the target dates outlined in Exhibit 1. Exhibit 1 Audit outputs Audit Output Target date Joint Committee date Annual Audit Plan 31 March 2023 To be circulated to members by 31 March 2023 and presented at meeting of CVLDJC on 26 June 2023 Independent Auditor's Report 30 September 2023 11 September 2023 Annual Audit Report 30 September 2023 11 September 2023 Source: Audit Scotland Independence and Objectivity 9. Auditors appointed by the Accounts Commission or Auditor General must comply with the Code of Audit Practice and relevant supporting guidance. When auditing the financial statements, auditors must also comply with professional standards issued by the Financial Reporting Council and those of the professional accountancy bodies. These standards impose stringent rules to ensure the independence and objectivity of auditors. Audit Scotland has robust arrangements in place to ensure compliance with these standards including an annual “fit and proper” declaration for all members of staff. The arrangements are overseen by the Executive Director of Innovation and Quality who serves as Audit Scotland’s Ethics Partner. 10. The engagement lead (i.e. appointed auditor) for the CVLDJC is Pauline Murray, Senior Audit Manager. Auditing and ethical standards require the engagement lead to communicate any relationships that may affect the independence and objectivity of audit staff. We are not aware of any such relationships pertaining to the audit of CVLDJC. 22
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Pauline Murray Senior Audit Manager Audit Scotland 102 West Port Edinburgh EH3 9DN 23
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Report Agenda Item Report to: Clyde Valley Learning and Development Joint Committee Date of Meeting: 27 February 2023 Report by: Chair of Clyde Valley Learning and Development Steering Group Subject: Clyde Valley Learning and Development Project – Contract Renewal for Provision of e-Learning Platform (Learning Management System) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Joint Committee of the intention to implement a negotiated procurement procedure to award a contract for the provision of an integrated e- learning service on behalf of the Clyde Valley Learning and Development Group (CVLDG) [1purpose] 2. Recommendation(s) 2.1. The Joint Committee is asked to approve the following recommendation(s):- [recs] (1) that it be noted that the extraordinary circumstances of the Covid-19 pandemic have brought increasing and sustained demand for reliable online learning to be delivered to CVLDG Members; (2) that it be noted that it is the wish of the majority of the Group Members to award a new contract to Capita Learning through a negotiated procurement procedure under South Lanarkshire Council’s (SLC) Standing Orders on Contracts; (3) that it be noted that the decision to take this approach will allow member councils better to realise the value and return on their existing investment and to maintain continuous service and full functionality from their learning platforms (Tessello); (4) that the intention to award a contract, in accordance with South Lanarkshire Council’s Standing Orders on Contracts, to Capita Learning, for the provision of an integrated e-learning service for a period of up to 24 months, effective from 1 August 2023, be noted; and (5) that it be noted that the costs and pricing provided by Capita Learning to continue to provide this service will continue to offer a discounted scheme based on the number of councils opting into the contract and there will be no increase in pricing from those offered in 2021. [1recs] 3. Background 3.1. Brightwave Limited (now trading as Capita Learning) has been the preferred supplier of e-learning services to the councils within the CVLDG since August 2009. During this period, two contracts have been awarded following competitive tendering processes. 8 25
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3.2. In June 2021 approval was given to award a non-contractual extension for a period of two years. This extension was for a fixed period of two years with no opportunity to extend further. 3.3. South Lanarkshire Council (SLC), on behalf of the CVLDG, awarded Capita Learning the non- contractual extension to run from 1 August 2021 until 31 July 2023. The award was for the provision of a Learning Management System (LMS) to support and manage the delivery of online learning for the Clyde Valley Councils. 3.4. The significant and sustained increase in usage of online learning across all member councils which first arose out of necessity during the pandemic has not decreased. As a result, it is now recognised that a robust and reliable learning platform is a fundamental requirement to deliver learning and development to support service delivery. 3.5. With many employees continuing to work from home and online communications playing such a major factor in providing support for employee health and well-being, maintaining a continuous service is of paramount importance. It is therefore essential to mitigate any risks as far as possible, particularly in relation to service compromise. Central to these risks would be the unknown factor of moving to a new system and service provider at the time of greatest demand and uncertainty. 4. Uptake and Usage of the Tessello LMS 4.1. The offer provided to the Clyde Valley Councils was delivered following a consultation with the members councils on their business and learning priorities moving forward. 4.2. It was clear from the feedback that councils valued reliability and critical functionality most highly, and that these reassurances were evident through the track record of the supplier already working with the Clyde Valley Group. 4.3. The consultation process also highlighted additional functionality which councils saw as critical to maintain and improve on the learning opportunities presented to learners. 4.4. The existing version of the platform (named Tessello Go) was still tried, tested and capable, however, it was no longer a state-of-the-art product and did not have the additional functionality. 4.5. Capita Learning confirmed that their latest technology offering (named Tessello) could deliver all of the requested functions and services (e.g. managing learning communities, supporting learning pathways, managing learning events, data feed integration with HR management systems). 4.6. As a result of this Capita Learning made the Group an offer to purchase either version of the platform depending on their priorities and budget. Pricing was discounted and incentivised based on the number of councils opting into the offer. 4.7. Of the 14 councils who were in scope, the final agreement was as follows:- • 11 opted for full functionality and migration to Tessello • 1 opted for limited functionality and retention of the existing platform Tessello Go • 2 opted not to accept the offer 26
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5. The Current Situation 5.1. The option to migrate to Tessello incurred one-off set up costs for the configuration of each incidence of the platform together with data consolidation and the establishment of a two-way data feed to each council’s HR Management System. 5.2. This resulted in first year costs of £14,703 for implementation and migration. In addition, there were licencing fees charged pro-rata according to the pre-agreed banding system. 5.3. It was recognised that the initial outlay represented a significant investment for a two- year contract, but the limitations of the non-contractual extension did not allow for a longer-term extension. Nonetheless, in balance the additional functionality and more modern technology was deemed as grounds to justify the additional expenditure. 5.4. Due to the staggered implementation cycle and the additional work required by internal IT teams to facilitate the implementation of data feeds, none of the councils were able to migrate to the Tessello platform for the full two year period. In the most extreme case Dundee City Council, as last to migrate, only realised one full year of Tessello. 5.5. Driven particularly by the initial outlay and the implementation timescales the Clyde Valley Group received multiple requests from the member councils within the non- contractual extension to have a longer term than two years. However, within the terms of the agreement this was not possible. 5.6. A further consultation exercise was carried out with the members in June 2022 asking what their preferred route forward should be at the end of the current arrangement (31 July 2023). 5.7. An almost unanimous response stated that the councils would like to retain their current platform in order to recoup the investment already incurred in migration and implementation, to avoid a further outlay and associated risks from seeking an alternative provider and to fully realise the benefits arising from the additional functionality. 5.8. On the basis of this request, the Project Manager sought advice from South Lanarkshire Council’s Legal and Procurement teams as to what options might be available to the Group within South Lanarkshire Council’s Standing Orders on Contracts. 5.9. Discussions identified grounds to move to a negotiated procedure on the basis of Standing Order 9.3.1. This would allow for the possibility of seeking a negotiated price to issue a new contract to Capita Learning on the same or improved terms and with no implementation costs to be incurred. 5.10. Following negotiations with Capita Learning, an offer was made for a period of one or two years. The terms of the offer were to freeze licencing fees to the same level as 2021 prices subject to councils signing up for a two year period. As councils had already migrated to Tessello, there would be no set up/implementation activity or charges. 27
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6. Exceptions 6.1. The Capita Learning proposal was subject to buy in from the member councils. Through the negotiation process it was agreed that the majority of the councils needed to opt in to the offer for the fee rate to stand. An agreement was reached that even if two councils did not accept the offer the fee structure would not be increased. 6.2. The position of SLC was also brought to the table as a separate case. An internal decision involving a wide reaching strategic investment in an updated cloud based integrated HR and Financial Management System (Oracle Fusion) had been approved at the start of 2021. The implications of this meant that SLC would not be retaining the Tessello platform beyond the term of the current agreement. 6.3. Accepting this as a strategic decision and not a qualitative evaluation of the incumbent provider, Capita Learning agreed to exclude SLC from the offer but to provide a contingency transition period to allow for the move to Fusion. 6.4. The relevance of this to the Group is that SLC would be continuing to manage and let the contract for and on behalf of the CVLDG but would not be participating. Although unprecedented, this does not compromise SLC as lead authority continuing to act in the best interests of the CVLDG. 7. Approval of a Negotiated Procedure for Procurement 7.1. As per all previous procurement arrangements for the CVLDG, the Standing Orders on Contracts of South Lanarkshire Council (SLC) (as lead authority) apply in relation to CVLDG procurement contracts. In addition, it is necessary that procurement decisions follow the regulations for Public Contracts (Scotland). 7.2. The use of the negotiated tendering procedure in terms of SLC’s Standing Orders on Contracts Clause 9.3.1, in consultation with the Convener or Vice Convener, and Regulation 33(1)(b)(ii) of the Public Contracts (Scotland) Regulations 2015 can be justified on the basis that the services can only be supplied by Capita Learning for technical reasons and that a change of supplier would oblige the Council to acquire supplies having different technical characteristics which would result in incompatibility or disproportionate technical difficulties in operation and maintenance. 7.3. Capita Learning supplies the e-learning platform and owns the intellectual property rights of this technology and therefore only Capita Learning can provide maintenance and support to the system. 8 Conclusion 8.1. The members of the Group involved in the current contract have fully considered all options in order to maintain continuity of service. The overriding requirement to achieve best value from the investment in the incumbent system, coupled with an expedient for no further investment in start-up costs has driven the requirement to seek a new contract with Capita Learning using the negotiated procedure under Standing Order 9.3.1. 8.2. This process is currently underway under the guidance of the SLC Procurement and Legal teams. 9. Employee Implications 9.1. As the proposal is to award the contract to the incumbent provider, an uninterrupted service will be guaranteed for all employees of the participating Clyde Valley Councils. 28
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9.2. It is recognised that for those councils who opt to move to a new supplier there will be employee resources required for both separate procurement processes and for the set-up, implementation and migration to a new platform and provider. 10. Financial Implications 10.1. As per the previous contract, negotiated procedure retains the incentivised approach which brings a discount to annual licence fees depending on the majority of councils opting in to the new contract. 10.2. Licencing rates provided through the negotiated procedure have been confirmed as frozen to 2021 prices i.e. no increase on current pricing. There are no additional charges for councils already on the Tessello platform. 11. Climate Change, Sustainability and Environmental Implications 11.1. The information contained within this report has no climate change, sustainability or environmental implications. 12. Other Implications 12.1. The fundamental benefits of content sharing between members of the CVLDG will continue to be available through the shared platform. This approach remains fundamental to the success of the Group and maximises the Group’s capacity to develop online content. 13. Equality Impact Assessment and Consultation Arrangements 13.1. Consultation has taken place with the Steering Group (Full Clyde Valley Council Members), as well as participating and procurement members who use the existing e-learning contract as detailed in the report. 13.2. An equality impact assessment will be completed once the contract is awarded. Gill Bhatti Chair, Clyde Valley Learning and Development Project Implementation Steering Group 14 February 2023 Previous References 9 June 2014 – Clyde Valley Learning and Development Project - Procurement of an e- Learning Service (Learning Management System) 11 June 2018 – Clyde Valley Learning and Development Project - Contract Extension for e-Learning Service (Learning Management System) 22 February 2021 – Clyde Valley Learning and Development Project - e-Learning Developments During the Covid-19 Pandemic 14 June 2021 – Clyde Valley Learning and Development Project – Non-Contractual Extension for Provision of e-Learning Platform (Learning Management System) List of Background Papers Clyde Valley Learning and Development Project Minute of Agreement 29
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gill Bhatti, Chair, Clyde Valley Learning and Development Project Implementation Steering Group Ext: 5604 (Tel: 01698 455604) Email: gill.bhatti@southlanarkshire.gov.uk 30
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Report Agenda Item Report to: Clyde Valley Learning and Development Joint Committee Date of Meeting: 27 February 2023 Report by: Chair of Clyde Valley Learning and Development Project Steering Group Subject: Clyde Valley Learning and Development Project – Outcome of Strategic Review of Promoting Positive Behaviour (PPB) Programme 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform the Joint Committee that a full strategic review of the Promoting Positive Behaviour (PPB) Programme has been completed [1purpose] 2. Recommendation(s) 2.1. The Joint Committee is asked to approve the following recommendation(s):- [recs] (1) that it be noted that the review of the PPB Programme commissioned by the Clyde Valley PPB Strategic Governance Group has been completed; (2) that it be noted that the recommendations contained within the review, as detailed in the report and Appendix 1 to the report, will be presented to the PPB Strategic Governance Group for approval; (3) that it be noted that the consultation and feedback aspects of the review will continue on an ongoing basis so that the PPB Programme remains robust and fit for purpose in the context of changes to policy and practice nationally and across the Clyde Valley Councils; and (4) that it be noted that the sustainability of the Programme is dependent on the benefits being understood by senior managers across the Clyde Valley Group and that governance structures remain active at all levels. [1recs] 3. Background 3.1. The PPB Programme has been used across the Clyde Valley Group for almost ten years with the first pilot programme running in June 2013. 3.2. The Programme is delivered by all eight of the original Full Member Councils, primarily in Social Care, Education and Homelessness services. 3.3. In 2019 an independent evaluation of the Programme concluded that PPB had successfully delivered on its original objectives, was well received by both training and operational staff and was making a positive contribution to delivering services in a safe working environment. 9 31
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3.4. In December 2021 the PPB Strategic Governance Group approved a proposal to conduct a full-scale review of the PPB programme. This was noted by the Joint Committee at its meeting on 21 February 2022, where it was agreed that an update would be provided at the February 2023 meeting. 4. Purpose of the Strategic Review 4.1. The journey to develop the Programme started over ten years ago, during which period there have been numerous changes in the social work and social care landscape. Similarly, there have been many developments and revised thinking in research and learning in service provision and support. 4.2. In recent years several councils have adopted policies which no longer promote the use of any physical interventions in the field of children’s services. The councils are still using PPB but there remains the potential for conflict between the methods being taught on the Programme and the policies now being adopted by the councils. 4.3. Given the elapsed time and the changes to current policy and research and the impact of COVID, the PPB Strategic Governance Group commissioned a strategic review of the Programme. 4.4. The review was intended to provide the Joint Committee, the Strategic Governance Group and all stakeholders with robust evidence of the validity and effectiveness of the Programme and demonstrate that it remains fit for purpose for current and future service delivery models. 4.5. The review considered the changes in social work and social care practice, practice research, national and local enquiries into services, policy papers and national practice drivers such as The Promise, the National Care Review and the national strategy for Trauma Informed Practice. 5. The Review Methodology 5.1. In April 2022 a series of thematic workshops were held during which the scope of the review was analysed. Stakeholders and practitioners representing all eight of the original Clyde Valley Councils participated in the workshops and the resultant outputs identified four themes for the review to focus on. 5.2. Members of the Clyde Valley Social Care Group took responsibility to lead each of these groups and to keep the review on track. The themes identified were:- • The PPB Training Materials • Methods of Delivery • Service Users’ Views of the Programme • The Future and Sustainability of the Programme 5.3. It was agreed that each group would consider each of the themes systematically and, in consultation with other stakeholders involved in the Programme, would make recommendations to improve the Programme and safeguard its future. 5.4. In addition, it was agreed that specific consideration should be given to the Trauma Informed agenda and that efforts should be made to ensure that recommendations from the review should include this perspective. 32
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6. Outcomes and Recommendations 6.1. Training Materials and Methods of Delivery 6.1.2. In order to ensure PPB reflects current practice and thinking derived from key policy drivers such as the Promise and the Trauma Informed agenda a review of the training material was required. As the work progressed the task was extended to include reviewing where a blended approach to delivering the material could be adopted. 6.1.3. The group was aware that pre pandemic the Adult and Children Principal Trainers had done a substantial review of the material, but this came to a stop due to the demands of the pandemic. The review group was keen to build on this work and to ensure that the improvements already introduced would not be lost. 6.1.4. PPB trainers were consulted on their views on areas which require attention – these were as follows:- • The lack of trauma informed language and theoretical underpinnings • The impact of continuing care and the use of physical intervention on older young people. Specifically whether this should cease over the age of 16 where a consequential thinking approach is then taken when developing behaviour/emotional support plans • The Promise and the vision of no physical interventions compared with the reality of frontline practice and keeping young people and children safe • More emphasis on the use of the FINDAS model (Find A Strategy) and the impact this can have on developing growth and coping methods 6.1.5. A specific task focused on identifying where language needs to be changed to align with the ethos of the Promise (the national commitment to change and application of consistent best practice for children, young people and families’ services). 6.1.6. During the pandemic necessity drove the need to halt all classroom training including PPB. This brought into sharp focus the need to consider to what degree the programme can be delivered online. The Group concluded that in principle much of the theory input could be delivered by MS Teams with only minor alterations required. 6.1.7. As the Programme’s content has been scrutinised in fine detail by the review groups, there are now a high number of specific changes and recommendations which have been identified and which will be implemented over the coming months. These are included in Appendix 1 of this report. 6.2. Service Users’ Views 6.2.1. The individuals who are part of the PPB Programme reflect the age lifespan, from children and young people through to all adults. (In the service context adults refers to those with a learning disability and older people). Service users are often asked for their views via regular meetings, one to one consultation and through various questionnaires. In relation to PPB it was important that the review recognised why feedback is important and central to maintaining an effective Programme. 6.2.2. Due to the logistics and complexities of capturing Service users’ views this process is still in train. It is however through this feedback process that service users will comment on the Programme and provide further opportunities to make improvements and act on this feedback. 33
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6.2.3. As feedback is a dynamic process, it was agreed not to seek feedback as a “snapshot in time”, but to introduce the feedback loop as a feature of the Programme. The proposal is that the Group agrees a statement on gaining service users’ views on an ongoing basis, as follows:- • It is essential that we routinely, at least annually, seek the views of service users who are involved in the PPB Programme • Views will be sought on the whole Programme, this will be over a period of time rather than in one consultation • As a result, over a consultation cycle of two years, all elements of the Programme will have been consulted upon seeking information on how we develop and continue to improve • The feedback will seek to reflect the varied nature of the service user group 6.2.4. Consultation will take place over a two-year cycle. An annual Consultation Plan will be developed and agreed by the Strategic Governance Group supported by the Clyde Valley Social Care Group. This will identify the areas that feedback will be sought on. The consultation plan will also address feedback from staff involved in the programme. 6.2.5. Consolidation will take place via focus groups, one to one feedback, service user forum discussion and questionnaires. The sample size will be agreed in the Consultation Plan. The number or percentage used will reflect the realistic challenge of seeking views and the time that such endeavours take. 6.2.6. The Consultation Plan will have identified the areas to be consulted upon and the number/ service user group for each area. The Local Governance Groups in each council will be asked to take this forward. It is anticipated that this will use existing channels for consultation, which will be supplemented by specific work undertaken by members of the Review Groups. 6.2.7 Feedback will be collated by the Local Governance Groups and fed back via the Clyde Valley Social Care Group. This will in turn be reported back to the PPB Strategic Governance Group. Local governance will address any local issues based on the feedback and Programme. Wider issues affecting the broader PPB community will be addressed collectively. 6.3. Sustainability of the Programme 6.3.1. The PPB Programme requires robust strategic and local governance arrangements, a shared training programme supported by a group of principal and lead trainers and the support of the Clyde Valley Social Care Group. 6.3.2. The longer-term sustainability of the PPB programme is rooted in shared ownership and underpinning values between stakeholders at all levels and from all eight of the participating councils. 6.3.3. The Group built on the outputs from the initial scoping workshop and identified a set of priorities that were fundamental to the long term sustainability of the Programme. These were to further explore and examine the following:- • Senior management involvement and commitment to its sustainability and support for its delivery • Financial sustainability for the internally delivery model • Provide appropriate support for the administration of the Programme • Publicity for the Programme 34
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• Maintain capacity through identifying and supporting trainers working on the Programme • Consider having bespoke PPB Principal Trainers (recognition of time and resource commitment and that trainers also have “day jobs”) • Clarify and publicise the roles of all stakeholders involved in the Programme (specifically the various trainer roles (principal, lead etc)) • Ensure that other current policy and practice aspects are integrated with the programme (e.g. The Promise) 6.3.4. On each occasion that the group met they returned to the same issues:- • The absence of someone who has an overview of how the Programme is being rolled out in the different local authorities – creating a gap in communication • Whether senior managers and stakeholders are aware of the costs of sustainability versus the costs to councils to buy in services/training from external providers – which was the fundamental reason for developing our own shared programme 6.3.5. Thereafter the discussion focused on the issues and challenges facing key stakeholder groups and providing initial suggestions as to what actions could be taken to address the issues including recommendations for the Strategic Governance Group. 6.3.6. The key stakeholder groups identified were:- • Strategic Governance Group • Local Governance Groups • Principal Trainers • Lead Trainers 6.3.7. Further consideration will be given to recommendations for other key stakeholders such as senior managers and decision makers who have a critical role in the Programme’s sustainability and to future-proof its governance. 6.3.8. A detailed action plan and summary has been developed to address each of these aspects of the review, with specific actions allocated to each stakeholder group. 7. Review Conclusions 7.1. The review of multiple dimensions of the PPB Programme was a complex task made more challenging by the logistical difficulties of bringing Review Groups together for consultation and analysis. 7.2. Progress was made by the decision to fine tune the scope of the review into thematic headings. 7.3. Further consultation with additional stakeholders will be required before a fully robust set of recommendations will be available. 7.4. The Review Groups have identified specific recommendations, and these will be added to for ratification and approval by the Strategic Governance Group. 7.5. The Groups are confident that the recommended changes, once implemented, will ensure that the PPB Programme remains a robust, flexible and appropriate programme in all service settings. 35
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8 Employee Implications 8.1. The implementation of the recommendations from the review will involve stakeholders at all levels and across all councils using the Programme. The Clyde Valley Social Care Group will take responsibility for allocating the tasks to each stakeholder group as appropriate. 9. Financial Implications 9.1. None 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 11. Other Implications 11.1. No specific risks have been identified beyond maintaining the commitment and application of members of the Group. 11.2. The sustainability of the programme is contingent on the continuation of the CVLDG and the ongoing commitment of its Members. 12. Equality Impact Assessment and Consultation Arrangements 12.1. 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. 12.2. Consultation with all participating Councils has been fundamental to agreeing the review process and has been conducted through discussions at the Clyde Valley Social Care Group and the PPB Strategic Governance Group. Details of the consultation undertaken is provided within section 6 of the report. Gill Bhatti Chair, Clyde Valley Learning and Development Steering Group 31 January 2023 Previous References 5 December 2016 – Clyde Valley Learning and Development Project – Governance of the Promoting Positive Behaviour Programme 21 February 2022 – Clyde Valley Learning and Development Project – Strategic Review of Promoting Positive Behaviour (PPB) Programme List of Background Papers Clyde Valley Learning and Development Project Minute of Agreement Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gill Bhatti, Chair, Clyde Valley Learning and Development Project Steering Group Ext: 5604 (Tel: 01698 455604) E-mail: gill.bhatti@southlanarkshire.gov.uk Gerry Farrell, Project Manager, Clyde Valley Learning and Development Group Ext: 4240 (Tel: 01698 454240) E-mail: gerry.farrell@southlanarkshire.gov.uk 36
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Appendix 1 Adult PPB – Change Themes Legislation and Policy • Additional slides will be included to ensure that the training places more emphasis on legislation e.g. Adult Support and Protection Adults with Incapacity, Regulation of Care and Health and Safety legislation • Policy names updated where required e.g. National Care Standard becomes Health and Social Care Standard • The instruction to send participants away if they have not completed the eLearning course will be removed Trauma Informed Practice • Information on trauma informed practice will be included in the PowerPoint. Participants will be directed to the Opening Doors film which is part of the National Trauma Training Programme (NTTP) Level 1 Informed online courses • Language will be changed to be consistent with trauma informed practice. For example, the phrase ‘behaviour that challenges’ will be used in all PPB associated paperwork – at present the phrase ‘challenging behaviour’ is used • The review group acknowledge that finding language which is consistent with the PPB value base and current good practice thinking is difficult. There is a view that ‘behaviour that challenges’ is also problematic. Children’s PPB is currently seeking advice on this and will be shared with Adult PPB Training Material • The ‘giraffe clip will be removed from the slides. While the five stages of grief are an important element of the material, the clip can be insensitive and potentially distressing. More focus will be placed on Kubler Ross’ theory of loss, highlighting that loss is not only about death, but includes loss of home, independence, relationships, loss of a staff member/carer etc. • Maslow’s hierarchy of needs is not well placed within the course and trainers find it difficult to deliver in such a way that it fits with other material. Principal trainers will review with a view to either removing from course or finding a better place for it • Crisis Behaviour Curve – because the ‘dip’ element is not presented as one of the 5 points of the curve, participants become confused or forget about its importance. It is recommended that the ‘dip’ is presented as a curve point – meaning that the Crisis Behaviour Curve will have 6 points rather than 5. • De-escalation techniques – additional details have been added to ensure explanation of the techniques is supported by practice examples. • FINDAS continues to be highlighted by trainers as an issue. In the test papers participants know the acronym, but do not have a clear understanding of the life space interview and the importance of post crisis intervention. The material will be amended to ensure the emphasis is placed on the importance of post crisis intervention and the life space interview as a concept rather than an acronym. The amended material will reflect that some people using adult services will have limited cognitive ability and may struggle to communicate during this process Training Techniques • Exercise 8 – Communication does not require trainers role play. Will be replaced with animation clip to emphasise the importance of communication skills and promote discussion. • While additional information has been added about ABC charts – trainers need to be mindful that not all services who use PPB use ABC charts. 37
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Children’s PPB – Change Themes Legislation and Policy • In response to challenges participants have getting IT equipment to complete the eLearning course – additional slides on legislation will be added. The section on legislation will not be centred around participants having completed the eLearning course • The Promise and Trauma Informed Practice will be added to list of policy drivers and legislative context in the PowerPoint • The instruction to send participants away if they have not completed the eLearning course will be removed The Promise and Trauma Informed Practice (TiP) • The review group acknowledge the interface between the Promise and TiP - any changes made because of the Promise will reflect TiP and vice versa • It also acknowledges that elements of PPB are already trauma informed and reflect the ethos of the Promise. For example, the emphasis on relationship-based practice and conceptualisation of all behaviours as having meaning • To make this more explicit an additional slide will be created to detail the fit between the Promise and TiP and PPB • At present the review group holds the view that if used correctly and for the right reasons the PPB safe holds are consistent with the ethos of the Promise • The Promise Workers in North Lanarkshire Council have completed PPB training and endorse the theoretical content. One is supportive of the safe holds, and one is not Training Material – including language • Non stigmatising language is central to the ethos of the Promise. Consequently changing the language used constitutes a significant part of the recommended changes to the material • Some problematic language change is clear and straight forward – these include the term house to replace unit and safehold to replace restraint. Other language is more complex and difficult to find universal agreed alternatives to. This includes staff, young people, contact, behaviour that challenges and Behaviour Management Plan • The review group concluded that it is neither possible nor desirable to provide definitive alternatives to all problematic language, for example staff and young people. The danger of a definitive approach is that one set of institutionalised language is replaced by another. An individualised approach is required which recognises and values that language will be dependent on preference in individual relationships and cultures in houses • For the purpose of the PPB training programme, the review group will agree alternative language which feels fitting to the ethos of the Promise. However, the training will highlight the individuality of language and acknowledge that participants will have their own terminology which suits the culture of their house and individual relationships with young people • When agreeing non stigmatising language for PPB the review group will build on work already completed by Promise Workers and take advice from other professionals. For example, linking the word challenging with behaviour is problematic and the review group is exploring alternatives with colleagues from psychological services. One possibility is replacing the term behaviour that challenges with distressed behaviour 38
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• As with Adults PPB, participants understanding of FINDAS continues to be an issue. While participants know the acronym, they do not have a clear understanding of the life space interview and the importance of post crisis intervention. The material will be amended to ensure the emphasis is placed on the importance of post crisis intervention and the life space interview as a concept rather than an acronym • The names currently used in case studies are white Scottish centric. These will be changed to ensure the case studies reflect diversity • Once the training material is amended the suggested reading will be reviewed to ensure there is a fit between the two Training Techniques • Training exercises which trainers have identified as being confusing for participants will be re-written to ensure clarity • The theory test will be moved to mid-morning on day 4. This means participants will have competed all the taught input by the time they are tested. The theory guidance will be reviewed. Similarly the recording sheet for the physical intervention assessment will be reviewed • The review group considered the viability of delivering the theory element of PPB training to a virtual classroom. It concluded that at present the recipients of PPB training do not have sufficient digital access and skills to make this viable. There was also a strong view that a virtual classroom approach would not allow the level of interaction the course requires. This is considered a vital part of the learning process and would be greatly diluted if face to face classroom delivery was removed Next Steps • The PPB Trainers Manual will be amended in line with the above recommendations by 30 March 2023 • The amended Trainers Manual will be shared with colleagues in Glasgow and South Lanarkshire to seek advice that the material properly reflects trauma informed practice. Discussion is required at the Clyde Valley Social Care Sub Group regarding the parameters of this • Once the Trainers Manual has been signed off the PPB Review Group will cease and the PPB Principal Trainers Group will take over to amend the remaining material accordingly i.e. the Participants Manual, PowerPoint and all other paperwork. This will also include ensuring parity across both programmes where appropriate • Agreement will be made at the Clyde Valley Social Care Sub Group regarding storage and version control 39
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