North Lanarkshire Council Report Lanarkshire Council Report ... changes may not necessarily add up...

North Lanarkshire CouncilReport

Agenda item a approval Z noting Ref PJ Date 13/12/17

From Paul Jukes, Chief Executive

Executive SummaryOne of the many challenges for the council is balancing the day−to−day business with achievingefficiencies, driving service improvements, and managing and delivering large scaletransformational change. Seeking to make savings, while maintaining a high quality of life forthe people and communities of North Lanarkshire, requires solutions more radical and strategicthan have gone before. Bigger picture thinking also requires giving momentum to the longerterm vision and direction of the council. Without this, the smaller day−to−day incrementalchanges may not necessarily add up to the collective ambition of the council.

This collective ambition, depicted through a series of reports − North Lanarkshire − Our Ambition− presents a range of programmes that aim to focus on North Lanarkshire's needs over thelonger−term. Aligned to the priorities in the Business Plan, these programmes aim to takeadvantage of the opportunities that are before us and ensure the council and partners haveone common focus − improving life for people in North Lanarkshire's communities.

Building upon Phase 1, Phase 2, and Phase 3 organisational reviews, this report thereforepresents Members with proposals to adjust establishment resources to deliver, initially, onthree ambitious programmes − the Early Learning and Childcare expansion programme,Digitising Council Services, and the Enterprise and Housing Ambition programme − shouldadditional funding be realised. To continue to build on the suite of collective ambitions, otherprogrammes and implementation plans will be brought forward in future for Members'consideration.

Through new resources and development of these projects, there is an opportunity to invest inour services and for everyone to support the wider ambition and successful delivery of ourcorporate priorities.

Recommendations

It is recommended that Committee:

(1) Approves the adjustments to establishment resources, set out in paragraphs 2.1 and 2.2and Appendices 1 to 3 of this report, to be implemented should funding be realised,

(2) Authorises the Chief Executive to progress implementation arrangements in line withexisting council procedures,

(3) Notes equality impact assessments have been (or are in the process of being) undertaken,and

(4) Agrees to continue to review, as appropriate, the implementation plans for ambition

programmes presented in future for Members' consideration.

Supporting DocumentsCouncil The proposals in this report (and accompanying appendices) contribute inbusiness various ways to all three of the priorities that focus on what the council needsplan to 2020 to achieve (i.e. improve economic opportunities and outcomes, support all

children to realise their full potential, and improve the health and care ofcommunities).

The other two priorities (i.e. to improve relationships with communities andthe third sector and improve the council's resource base) indicate thechanges necessary in order to facilitate delivery of the other three priorities.Working differently and better in respect of communities, and drawing on awide range of resources in order to deliver on the council's priorities andintentions, are therefore an intrinsic and ongoing part of the council'sbusiness model.

Early Learning and Childcare expansion programmeAppendix 1 − reportAppendix l a − proposed programme resourcesDigitising Council ServicesAppendix 2 − reportAppendix 2a − proposed programme resourcesEnterprise and Housing Ambition programmeAppendix 3 − reportAppendix 3a − proposed programme resources (from capital funding)Appendix 3b − proposed programme resources (from revenue funding)Education, Youth, and Communities AmbitionAppendix 4 − report

1. Chief Executive's overview

1.1 The accompanying report to Committee, Organisational Review − Phase 3, presentsMembers with proposals for structure and workforce changes. This aims to adjuststructures in order to increase flexibility and sustainability while redistributing andbalancing pressures on available resources, thereby ensuring core services continueto be maintained and resources are aligned to priority areas.

1.2 As the delivery of local public services has never been more in the spotlight, strong andeffective leadership is essential to ensure the right balance between the day−to−daybusiness, achieving efficiencies, driving service improvements, and managing anddelivering large scale transformational change. In this respect, the council hasembarked on an ambitious programme that aims to take advantage of the opportunitiesthat are before us and ensure the council and partners have one common focus −improving life for people in North Lanarkshire's communities.

1.3 To do this North Lanarkshire will need to grow, adapt, and change in a range of newways for 2018/19 and beyond. The collective ambition therefore, depicted through aseries of reports (North Lanarkshire − Our Ambition), presents a range of programmesthat aim to focus on North Lanarkshire's needs over the longer−term. Aligned to thepriorities in the Business Plan, these programmes include:

Increasing economic regeneration.

• Digitising council services.• Integrating health and social care services.• Creating a workforce for the future.• Transforming our assets.• Reviewing our approach to policy and practice across the council.• Reviewing housing management.• Developing a delivery model which allows children and young people to access full

educational provision to meet their individual needs as close to their community aspossible in 21s' century learning environments.

• Developing a delivery model which supports parents and carers and builds resilientcommunities with access to localised sport, culture, and learning hubs withincommunity, third sector, and council ownership.

1.4 Reports to the Enterprise and Housing Committee in August 2017 and theInfrastructure Committee in November 2017 have initially outlined the collectiveambitions for the council. To complete the suite, Education, Youth, and Communitiesand Health and Social Care North Lanarkshire (in consultation with the Integrated JointBoard as appropriate) will bring forward implementation plans to future Committees forMembers' consideration.

1.5 Another major programme is the expansion of Early Learning and Childcare. Throughthe Children and Young People (Scotland) Act 2014, the Scottish Governmentcommitted to increasing the annual entitlement to free early learning and childcare from475 hours to 600 hours, and then to 1140 hours by 2020. The scale, complexity, andlevel of investment and resources that will be required to deliver this ambitiousexpansion programme is not to be underestimated.

1.6 Notwithstanding the collective ambitions noted above, it is important that changes tothe council's business model continue to reflect the financial settlement and there is aconsistent approach to making savings and ensuring the organisation remainsfinancially sustainable.

1.7 In this respect, the council's long−term financial plan (2018/19 to 2022/23) outlinesassumptions underlying the longer term financial outlook and presents a range ofscenarios which the council may face as a result of the challenges. The Plan also aimsto ensure links between the long−term plan and the medium and immediate planningtimeframes are maintained. It also identifies the principles to be adopted in the budgetstrategy in constructing future revenue budgets and aims to support delivery of the fivecorporate priorities.

1.8 Moving forward, there is a clearly identified opportunity for the council to lead the waythrough raising our ambitions across a range of options and opportunities. Throughnew resources and development of a range of programmes, there is an opportunity toinvest in services and for everyone to support the wider ambition and successfuldelivery of our corporate priorities.

1.9 Funding sources are therefore being sought in order to deliver on the ambitiousprogrammes outlined in this report. If successfully realised, these programmes willsignificantly contribute to delivery of our corporate priorities.

1.10 This report therefore presents Members with proposals to adjust establishmentresources to deliver, initially, on three ambitious programmes − the Early Learning andChildcare expansion programme, Digitising Council Services, and the Enterprise andHousing Ambition programme − should additional funding be realised.

2. Proposed programme resources

2.1 The supporting appendices to this report (Appendices 1t 3) outline detailed proposalsto adjust establishment resources in future to deliver, initially, on three ambitiousprogrammes − the Early Learning and Childcare expansion programme, DigitisingCouncil Services, and the Enterprise and Housing Ambition programme.

2.2 It should be noted that these proposals are contingent on additional funding beingsecured to support delivery of the programmes. Programmes and funding sources arenoted in Table A below.

NumberAppendices Programme Costs of posts

(FTE)Early Learning and Childcare expansion

1, l a programme − funding bid currently with the (790,037) (18)Scottish GovernmentDigitising Council Services − resources will be

2, 2a required on a one off basis; to be quantified in (994,804) (22.2)the production of the detailed business caseEnterprise and Housing Ambition programme

3, 3a − capital recharge to be funded by increased (1,627,440) (37)general fund capital bidEnterprise and Housing Ambition programme −

3, 3b capital recharge to be funded by proposed (1,807,727) (47)rent increase

Table A

3. Implications

3.1 Financial Impact

3.1.1 Financial implications are detailed in paragraphs 2.1 and 2.2 above.

3.2 HR/Policy/Legislative Impact

3.2.1 Workforce implications are detailed in paragraphs 2.1 and 2.2 above.

3.2.2 Any changes to existing posts will be subject to the council's job evaluation process.Proposals in this respect may show an indicative grade pending the conclusion of thisreview. The grades of new posts will be subject to final job evaluation analysis.

3.2.3 Proposed posts detailed throughout this report, and the accompanying Appendices,will be recruited as and when required to reflect available resources and approvedprogrammes.

3.2.4 Changes outlined within this report, and the accompanying Appendices, will beundertaken in line with the council's Managing Workforce Change − FrameworkGuidance.

3.2.5 Equality impact assessments have been undertaken, or are in the process of beingundertaken.

3.2.6 Appropriate consultation has commenced on the terms of the report with both tradeunions and individual managers and employees.

3.3 Environmental Impact

3.3.1 There will be no direct environmental impact resulting from the proposals in this report.

3.4 Risk Impact

3.4.1 Increasing financial challenges, service pressures, and transformational changerequire greater innovation in service delivery; however this could mean greaterexposure to risk. Risk management is crucial to support informed decision making andensure effective use of resources. However, the scale of the changes and complexitiesof the challenges means that the council cannot afford to be risk averse, so the focusis on being risk aware.

3.4.2 Following a review of risk management across the council, arrangements are in placeto ensure that risk is managed at the appropriate level in the organisation and strategicassessments identify where risk can be tolerated. Any risk impact in terms of theinformation contained within the appendices to this report will be considered as part ofeach services risk register.

4. Measures of success

4.1 Measures of success include:• Successful delivery of the council's five corporate priorities.• Demonstrating that resources expended are having a positive impact on the people

and communities of North Lanarkshire.

Chief Executive

Appendix 1

From Isabelle Boyd, Assistant Chief Executive − Education Youth and CommunitiesRobert Steenson, Assistant Chief Executive − Infrastructure

Supporting DocumentsAppendix la Proposed programme resources

1. Assistant Chief Executive's overview

1.1 One of the major projects for the council is the expansion of Early Learning andChildcare to 1140 hours. The scale, complexity, and level of investment and resourcesthat will be required to deliver this ambitious expansion programme is not to beunderestimated.

1.2 This work is being led within Education, Youth, and Communities under the leadershipof both the Head of Business Planning, Projects, and Communities and the Head ofInterventions, Inclusion, and Community Learning in collaboration with colleagues fromother services, notably Infrastructure.

1.3 Through the Children and Young People (Scotland) Act 2014, the Scottish Governmentcommitted to increasing the annual entitlement to free Early Learning and Childcarefrom 475 hours to 600 hours, and then to 1140 hours by 2020.

1.4 It is projected that, by 2020, approximately 8,572 children will be eligible for a statutorypre−school Early Learning and Childcare education place of 1140 hours per annum.There are currently around 6,367 spaces available including all local authority,independent, and private nursery provision.

1.5 It is anticipated that the growth in physical infrastructure to meet demand will requireservices expanded, services repurposed (vacant council assets), new builds, andservices commissioned.

1.6 It is expected that to deliver a service that provides children not only with high qualitylearning experiences throughout the whole of the nursery day with time to rest, eat, andplay, but also to adhere to the Care Inspectorate National Care Standards, will requirea substantial injection and increase in staff at all levels. The associated workforceplanning will be significant.

1.7 An initial capital and revenue bid for the Early Learning and Childcare expansion wassubmitted to the Scottish Government at the end of September. The outcome of thebid is likely to be known in December 2017. A revised bid will be resubmitted to includeall posts.

1.8 Proposed programme resources are outlined in section 2 below and detailed inAppendix la.


2.1 Included within the bid document to the Scottish Government are the following posts inorder to manage the roll out of the programme

• 1 FTE Project Manager (NLC16)• 1 FTE Early Learning and Childcare Expansion − Strategic Focus: Quality (NLC14)• 1 FTE Early Learning and Childcare Expansion − Strategic Focus: Workforce

(NLC14)• 1 FTE Early Learning and Childcare Expansion − Strategic Focus: Engagement

(NLC14)• 3 FTE Administrative Assistants (NLC6)

2.2 Given the scale, complexity and timescales involved in the programme, it would beimprudent to delay the creation of the required support team until confirmation of finalfunding.

2.3 In addition, a commissioning/procurement post will require to be established; this postis as follows:

1 FTE Early Learning and Childcare Expansion (NLC14) Strategic focus:Commissioning and Procurement.

2.4 In addition, the Corporate Property, Procurement, and Resource Solutions service willrequire to increase capacity to meet the demands of the Early Learning and Childcareexpansion programme. It is therefore proposed to create a number of additional poststo support this, both front line and support functions. It is anticipated that these postswill be funded by Scottish Government grant funding overseen by Education, Youth,and Communities.

2.5 To support the property requirements it is proposed to:

• Create 4 FIE Property Professional posts (NLC12) which will include specialists insurveying and design.

The service will require flexibility to fill these posts with the appropriate skills as theprogramme evolves. Permission is therefore sought to create these posts with theflexibility to interchange them depending on the skills required at particular stages ofthe expansion programme.

2.6 It is also proposed to create 1 FTE additional Category Manager (NLC14) to supportthe programme.

2.7 To support the operation of the Early Learning and Childcare expansion programme, itis proposed to create 5 posts within Facility Support Services. These are:

• 1 FTE Area Manager (NLC12)• 2 FTE Assistant Area Managers (NLC9)• 1 FTE Project and Resources Officer (NLC9)• 1 FTE Clerical Assistant (NLC2)

2.8 There will also be a need to create further posts to deliver front line catering, cleaning,janitorial, and school crossing patrol services. These posts will be brought on line at theappropriate stage in the expansion programme.

3. Implications


3.1 .1 The proposals set out in this report (and Appendix la) for the Early Learning andChildcare expansion programme are summarised in the table below. Note, wherefinancial figures or posts are shown in brackets, this represents a cost I addition of apost(s) to the establishment.

3.2

3.2.1

3.3


(FTE)Early Learning and Childcare expansion

1, 1 a programme − funding bid currently with the (790,037) (18)Scottish Government

HR/Policy/LegislativeImpact

As outlined in paragraph 3.2 of the covering report.

Environmental Impact

3.3.1 As outlined in paragraph 3.3 of the covering report.

3.4 Risk Impact


Assistant Chief Executive Assistant Chief Executive(Education, Youth, and Communities) (Infrastructure)

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Appendix 2

From Robert Steenson, Assistant Chief Executive − Infrastructure

Supporting DocumentsAppendix 2a Proposed programme resources

Assistant Chief Executive's overview

1.1 The Transformation Sub Committee has approved a high level outline business case,Digitising Council Services, which aims to move North Lanarkshire Council to digitaldelivery of its services. This aims to shift the way that people interact with the counciltowards accessible online services and deliver transactional activities in a more efficientmanner.

1.2 To deliver this significant and ambitious transformational change, it is proposed that weestablish a delivery team, clearly identifying the roles and skills which will be requiredover the course of the development and implementation stages, but only filling theseposts as and when the duties of a post are required. Accordingly, although the postswill be established to enable agile and flexible appointments, they will only be filledwhen demand for that role is evident.

1.3 This will be a significant change project over a five year period which will require anextensive programme management team to support the changes in service delivery,systems, and processes as well as attitudes across the council and within communities.

1.4 Resources for Digitising Council Services will be required on a one off basis and thesewill be drawn down as required over a five year period (capital and revenue). Thespecifics will be quantified in the production of a detailed business case.

1.5 Proposed programme resources are outlined in section 2 below and detailed inAppendix 2a.


2.1 Subject to approval of the detailed business case, the proposal is to create aprogramme management team, comprising 22.2 FTE posts which will be required overthe five year programme period to support various work streams. These posts aredetailed in Appendix 2a.

2.2 In addition to the posts created, this team will also have resource transferred from theexisting Programme Management Office (PMO):

• The PMO Manager (NLC13) along with the existing PMO Support Officers (1 FTE(NLC9) and 1 FTE (NLC1 0) will transfer to this team.

• It is proposed to reconfigure and regrade the existing 1 FTE from NLC9 to NLC10.• In order to create the resource team it is proposed that an additional 1 FTE PMO

Support Officer NLC10 post is created thereby creating a team of 3 FTE Support

Officers.

2.3 Due to the evolving nature of the project, it will be necessary to employ individuals withtransferrable skills to allow a flexible team which can adapt and meet the changingrequirements at different stages of the project. To this end, approval is also sought tofill posts both on a permanent and fixed term basis when required, to ensure resourcesare targeted at the key activities and priorities at the appropriate stages of the project.

3. Implications


3.1 .1 The proposals set out in this report (and Appendix 2a) for the Digitising CouncilServices programme are summarised in the table below. Note, where financial figuresor posts are shown in brackets, this represents a cost / addition of a post(s) to theestablishment.

Costs NumberAppendices Programme £ of posts

(FTE)Digitising Council Services − resources will be

2, 2a required on a one off basis; to be quantified in (994,804) (22.2)the production of the detailed business case





3.4 Risk Impact


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Appendix 3

From Des Murray, Assistant Chief Executive − Enterprise and Housing Resources

Supporting DocumentsAppendix 3a Proposed programme resources (from capital funding)Appendix 3b Proposed programme resources (from revenue funding)

1. Assistant Chief Executive's overview

1.1 The report North Lanarkshire − Our Ambition (approved at the Enterprise and HousingCommittee on 10 August 2017) sets out an ambitious business model for reshapingplans and investment focus for future regeneration activity. This business model hasidentified five priority project areas that focus on North Lanarkshire's needs over thelonger term. These are increased economic regeneration, a review of housingmanagement, digital transformation, creating a workforce for the future, and a reviewof the approach to policy and practice across the council.

1.2 To meet this ambition, the structural and operational arrangements within Enterpriseand Housing Resources have been further reviewed to ensure they will be capable ofdelivering the transformational regeneration programme which is envisaged, whilecontinuing to represent value for money and reflecting the needs of service users andlocal communities.

1.3 This report therefore seeks approval for the programme resources and changes to theEnterprise and Housing Resources staffing structure that take into account theEnterprise and Housing Ambition. The funding for these proposals is dependent on thelevel of the rent increase and future investment priorities.


2.1 Should additional resources be approved to progress the ambitious regeneration andre−provisioning proposals set out in the report to Enterprise and Housing Committee inAugust 2017, then additional staff resources would be required to:

Progress planning and delivery of an accelerated new supply and investmentprogramme within Housing Property and Projects.Facilitate delivery of the housing management review within Housing Solutions.

New posts would only be filled as and when required to reflect available resources andapproved programmes.

2.2 The Enterprise and Housing Ambition will significantly transform North Lanarkshire bycarrying out a holistic regeneration and infrastructure programme over the next 25 to30 years. This will mean acquisition, remediation and development of land, buildingsand housing, an improvement in economic growth and increase in employmentopportunity especially for those furthest from the labour market, and a drive to increaseinward investment and business growth.

2.3 To deliver this, a new multifunctional team is proposed which is identified in Appendices3a and 3b. The funding for this is dependent on the level of agreed rent increase andconfirmation of general services capital programme allocation.

2.4 As the full programme of work rolls out to deliver the Enterprise and Housing Ambition,additional HR resource will be required to deliver the extensive workforce changescontained within the programme. This includes a significant increase in new posts, withassociated job evaluation and recruitment activity.

3. Implications


3.1.1 The proposals set out in this report (and Appendices 3a and 3b) for the Enterprise andHousing Ambition programme are summarised in the table below. Note, wherefinancial figures or posts are shown in brackets, this represents a cost / addition of apost(s) to the establishment.


(FTE)Enterprise and Housing Ambition programme

3, 3a − capital recharge to be funded by increased (1,627,440) (37)general fund capital bidEnterprise and Housing Ambition programme −3, 3b capital recharge to be funded by proposed (1,807,727) (47)rent increase





3.4 Risk Impact


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Appendix 4

From Isabelle Boyd, Assistant Chief Executive − Education Youth and Communities

Assistant Chief Executive's overview

1.1 Within Education, Youth, and Communities two programmes complement the council'scollective ambitions. These are to:

Develop a delivery model which allows children and young people to access fulleducational provision to meet their individual needs as close to their community aspossible in 21s' century learning environments.Develop a delivery model which supports parents and carers and builds resilientcommunities with access to localised sport, culture, and learning hubs withincommunity, third sector, and council ownership.

1.2 Full details on this ambition, and what is means for North Lanarkshire, will be presentedto the Education Committee on gth January 2018 for Members' consideration. This willinclude implementation plans for capital funding for improved learning environments toensure excellence and equity across the learning estate, extending the Support Aroundthe School and Community Team (SASCT) model to devolve assets and managementto provide co−ordinated, speedier, and targeted resources in local communities, andmitigating against poverty in North Lanarkshire's communities.

1.3 In the meantime, an outline is provided in section 2 below to provide Members with acomposite overview of the collective ambitions of the council at the current time.

2. Ambition outline

2.1 To successfully deliver on the Education, Youth, and Communities ambition for NorthLanarkshire requires action to:

• Strategically improve our current delivery model − Support Around the School andCommunity Team model of delivery (SASCT) − across the local authority area. Thiswill ensure equity of provision and opportunity and allow schools, children, youngpeople, and families to receive the support and services they need as close aspossible to their own homes and communities.

• Set out a holistic regeneration and infrastructure programme for schools andbuildings that reconfigures service delivery to best meet the needs of children, youngpeople, families, and communities. This will focus on asset modernisation andrationalisation not only to deliver an education service which is fit for the 21stcentury, but which delivers on our ambition that schools are community hubs.

• Foster an inclusive ethos enabling children and young people to feel included andinvolved in their learning.

• Ensure that classrooms and teaching areas are adequately configured andresourced so that all children attend modern, safe, well−resourced, and welcomingschools with environments for effective teaching and learning in the 21st century.

• Invest in and improve specialist provision for those children, young people, andfamilies who have severe and complex needs.

• Continue to develop programmes and supports which encourage healthier lifestyles,improve mental health, and improve resilience in our children, young people,families, and communities particularly for the most disadvantaged. This will involvepartnership work with other services and Health and Social Care North Lanarkshire.

• Invest in latest technologies and digital infrastructure to meet the needs of learnersnow and in the future. Current provision has not kept pace with the needs of schoolsand young people and does not take account of the current generation attendingschool who have been immersed in technology since they were born.

• Develop and invest in vocational education by providing the infrastructure,resources, and expertise necessary for young people to develop the vocational skillsthey need to compete successfully in a competitive global employment market.

• Develop our workforce programme to contribute to the priority of improving thecouncil's resource base and help meet current and future needs by ensuringeffective training, recruitment, and retention of our workforce.

• Invest in and develop in−house leadership opportunities at all levels across theservice as effective leadership, in schools and in the classroom and acrosscommunities, is a critical factor in bringing about the ambitions outlined.

2.2 Key to delivering on our ambition will be tackling and breaking the cycle of poverty, andensuring essential nutrition. We know that poverty is a barrier to learning and healthylifestyles. While we deliver a range of services designed to specifically assist familiesliving in poverty, we recognise there is a need for bespoke guidelines for schools tohelp mitigate against the impact of poverty. Nutrition is essential to learning anddevelopment. Currently free school meals are provided to all pupils in primary 1−3, andto children whose parents/carers are in receipt of work−related benefits. We aim to bringforward a plan to provide free school meals to all pupils, regardless of circumstances.

3. Implications

31 Financial Impact

3.1.1 This will be outlined in future reports to Committee.

3 2 HR/Policy/Legislative Impact




3.4 Risk Impact


Assistant Chief Executive(Education, Youth, and Communities)

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