NOTICE OF MEETING - Stirling...

NOTICE OF MEETING A MEETING of the EXECUTIVE will be held in the COUNCIL CHAMBERS, OLD VIEWFORTH, STIRLING on THURSDAY 14 FEBRUARY 2013 commencing at 6.30 pm.

ELIZABETH M DUNCAN Chief Governance Officer

Clerk to the Council 8 February 2013

AGENDA 1. APOLOGIES AND SUBSTITUTIONS 2. DECLARATIONS OF INTEREST 3. URGENT BUSINESS BROUGHT FORWARD BY THE CHAIR 4. MINUTES

Executive – 17 January 2013 (Pages 1 - 8)

Education 5. BIG NOISE FUTURE FUNDING STRATEGY AND DEVELOPMENT

Report by Assistant Chief Executive (Learning, Empowerment & Citizenship) (Pages 9 -18)

Social Care, Health & Sport 6. CARE INSPECTORATE PERFORMANCE INSPECTION OF SOCIAL SERVICES –

PROGRESS AGAINST RECOMMENDATIONS Report by Acting Head of Social Services/Chief Social Work Officer (Pages 19 - 36)

Finance, Economy & Culture 7. UPDATE ON THE REQUEST BY KILLIN AND ARDEONAIG DEVELOPMENT

TRUST TO TRANSFER THE OLD MILL, KILLIN ON A LESS THAN BEST PRICE BASIS Report by Head of Assets & Support (Pages 37 - 42)

8. ASBESTOS POLICY

Report by Head of Assets & Support (Pages 43 - 60) 9. EMPLOYEE WORKSTYLES

Report by Head of Assets & Support (Pages 61 - 80)

10. ORGANISATIONAL REVIEW

Report by Chief Executive (Pages 81 - 90)

Exempt Items It is anticipated (although this is not certain) that the meeting will resolve to exclude the press and public during consideration of the following items marked with the prefix E (not for publication in terms of Schedule 7A of the Local Government (Scotland) Act 1973). Item No

Report Title Schedule 7A Para(s)

Reason for Report being Exempt

E11 UPDATE ON THE REVIEW & DISPOSAL OF BACK O’HILL INDUSTRIAL ESTATE, STIRLING

6, 8 & 9

Contains financial and business information relating to leasehold arrangements of tenants and information relating to the amount of expenditure and terms to be proposed in a contract for the disposal of assets.

E12 TENDER (SERVICES) FOR THE DESIGN AND CONSTRUCTION OF 4 BUNGALOWS AT DOWNIE PLACE, BANNOCKBURN

9 Contains information on the terms proposed in the course of negotiations for a contract for works.

E11 UPDATE ON THE REVIEW & DISPOSAL OF BACK O’HILL INDUSTRIAL

ESTATE, STIRLING (para 6,8 & 9) Report by Head of Assets & Support (Pages 91 - 108)

E12 TENDER (SERVICES) FOR THE DESIGN AND CONSTRUCTION OF 4

BUNGALOWS AT DOWNIE PLACE, BANNOCKBURN (para 9) Report by Head of Housing & Customer Service (Pages 109 - 114)

(For further information, please contact Joyce Allen on 01786 443370)

THIS REPORT RELATES TO ITEM 4 ON THE AGENDA

STIRLING COUNCIL

MINUTES of MEETING of the EXECUTIVE held in the COUNCIL CHAMBERS, OLD VIEWFORTH, STIRLING on THURSDAY 17 JANUARY 2013 at 6.30 pm Present:

Councillor Corrie MCCHORD (in the Chair)

Councillor Neil BENNY Councillor Alistair BERRILL Councillor Johanna BOYD Councillor Margaret BRISLEY Councillor Scott FARMER Councillor Danny GIBSON Councillor Graham HOUSTON Councillor Mark RUSKELL Councillor Violet WEIR Also Present: Councillor Jim THOMSON In Attendance: Tony Cain, Head of Housing & Customer Service Liz Duncan, Chief Governance Officer, Governance & Resources Angela Heaney, Policy Officer (Sustainability) Bob Jack, Chief Executive John Risk, Head of Assets & Support Willie Watson, Head of Governance & Resources Joyce Allen, Team Leader, Democratic Support, Governance & Resources (Clerk)

EX49 DECLARATIONS OF INTEREST

There were no declarations of interest.

EX50 URGENT BUSINESS

There was no urgent business brought forward by the Chair.

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EX51 MINUTES – 29 NOVEMBER 2012

Decision The Executive agreed to approve the Minutes of the Meeting of the Executive held on 29 November 2012.

EX52 HOUSING REVENUE ACCOUNT BUINESS PLAN REVIEW 2013 - 2018

A report by the Head of Housing & Customer Service outlined progress made under the existing 30 Year Business Plan and sought approval of a process to review the Plan. The Head of Housing & Customer Service explained that the financial position of the Service had improved significantly over the last five years. Costs had been reduced, income had risen and, in the last two years, stock numbers had also increased. Based on current investment plans and continuing with the agreed rent strategy, the service was projecting revenue surpluses to be available from year four (2015/16). This was an indication that the Council now had some choices in relation to future intentions around rental strategy and investment priorities. It was acknowledged that the Consumer Price Index was not a particularly useful benchmark in considering the rental strategy and such factors as service standards, service costs and affordability would appear to be more relevant. It was proposed to carry out a full review of the Business Plan to consider the investment and service development needs over the next five to ten years. This would form the basis of a full reconsideration of the service objectives that should underpin the revised Plan. Paragraph 3.31 of the submitted report set out the high level work to be undertaken and the planned consultation process. Decision The Executive agreed:- 1. to note the progress made under the existing 30 Year Business Plan; 2. approve the Business Plan review process as described in paragraph 3.3 of the

submitted report; (Reference: Report by Head of Housing & Customer Service dated 22 November 2012, submitted).

EX53 BRINGING EMPTY HOUSES INTO USE – A SHARED SERVICES PROPOSAL FOR FORTH VALLEY

The Council’s Consultative Draft Local Housing Strategy identified bringing empty houses back into use as one of the key actions that the Council and its partners could take to meet the need and demand for housing in the area. Following discussions between the Scottish Empty Homes Partnership and officers of Stirling Council, Falkirk Council and Clackmannanshire Council, a proposal had been developed for a Forth Valley Empty Homes Shared Services Project as outlined in Appendix 1 to the Report by the Head of Housing and Customer Service.

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The Head of Housing and Customer Service explained that the proposal involved using funding from the Scottish Government and the three local authorities to employ one Empty Homes Officer for the Forth Valley area. It was anticipated that the Scottish Government would contribute £20,000 towards the total costs of the post with member Councils contributing £9,325 each. This funding would be provided from the Strategic Housing Account, which sought to support strategic housing objectives in the Stirling Council area. Decision The Executive agreed:- 1. to approve the proposals for a Forth Valley Empty Homes Shared Services

Project as set out in Appendix 1 to the submitted report; 2. to approve a contribution of £9,325 from the Strategic Housing Account in respect

of the Project. (Reference: Report by Head of Housing and Customer Service undated, submitted.)

EX54 CARBON MANAGEMENT PLAN PROGRESS REPORT (APRIL 2011 – MARCH 2012)

The Executive adopted a revised Carbon Management Plan in October 2011, which included a target to reduce carbon emissions by a minimum of 20%, compared with a 2006/07 baseline, by March 2016. Achievement of this target would leave the Council well placed to contribute to Government targets for 2020 and beyond, as directed by the climate change public sector duty. A report by the Head of Assets & Support presented the progress review and implementation plan update for 2011/12. Concerted effort during the 2011-2012 financial year resulted in a 15% reduction in emissions compared with the 2006/07 baseline, giving an average annual reduction in total emissions of 3% since 2006/07. Emissions from waste and employee business travel are well within target; for the first time, emissions from buildings were below the baseline; whilst emissions from street lighting had continued to increase year on year since 2006/07. Although the efficiency of new street lamps had improved it was not sufficient to offset the increasing number of lights installed. The Head of Assets & Support explained that Environment had creative proposals to invest in replacement LED (light-emitting diodes) lighting. Members acknowledged the potential of this spend to save initiative and stressed the importance of the police being consulted on proposals for street lighting. Decision The Executive agreed:- 1. to note the significant progress made by services in reducing emissions from

Council activities; 2. to approve the Progress Review and Implementation Update attached as an

Appendix to the submitted report.

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(Reference: Report by Head of Assets & Support dated 18 December 2012, submitted).

EX55 BUILDINGS ENERGY EFFICIENCY

A report by the Head of Assets & Support presented an update for Public Buildings and on the potential for the Council to continue to pilot renewable technologies, to roll out further photovoltaic schemes, while making the Council’s buildings more energy efficient and reducing the Council’s carbon footprint in line with the Carbon Management Plan. In 2004, the Council approved an Energy Policy. An updated Buildings Energy Policy was set out in Appendix 1 to the submitted report for approval. It was proposed that Assets & Support would then produce an Energy Implementation Plan detailing the actions and targets to deliver on the Policy. It was noted that there was a new procurement process for biomass energy, which included whole packages of support rather than individual contracts. The Head of Assets and Support indicated that he would look into this new process. Decision The Executive agreed:- 1. to approved the updated Buildings Energy Policy shown in Appendix 1 to the

submitted report 2. to approve the proposed approach to making the public building portfolio more

energy efficient. (Reference: Report by Head of Assets & Support dated 7 January 2013, submitted). The Executive resolved under Section 50A (4) of the Local Government (Scotland) Act 1973 that the public be excluded from the meeting for the following items of business on the grounds that they involved the disclosure of exempt information as defined in Paragraphs 9, 9, 8 & 9, 8 & 9, 8 & 9, 9 and 8 & 9 of Part 1 of Schedule 7A of the Local Government (Scotland) Act 1973.

EX56 SOCIAL SERVICES CASE MANAGEMENT

A report by the Head of Assets & Support sought approval to proceed to contract for the provision of case management support for Social Services. The proposed approach met the needs of Social Services and would be used initially to support the management of Children’s Services, covering both Stirling and Clackmannanshire council areas. The contracts (one per Authority, reflecting their separate legal status) would provide for all client groups in Stirling, and the shared use of system components required by Children’s Services (including additional components necessary to make the shared use of the system feasible). The portion of these costs relating to Children’s Services would be shared now, with the option to share additional elements in future. Funding

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had been identified in both councils and costs would be shared between the two councils in accordance with the principles already agreed. Decision The Executive agreed:- 1. to award a contract to Northgate to provide case management support for all

Social Services clients and processes; 2. that this be concluded using the Negotiated Procedure without publication of a

contract notice, as provided for in Article 31 of Directive 2004/18/EC, on the grounds that “for technical…reasons, or for reasons connected with the protection of exclusive rights, the contract may be awarded only to a particular economic operator”, which was Northgate Information Solutions UK Ltd;

3. that the costs be shared with Clackmannanshire Council according to the ‘cost

sharing principles’ the effect of which was set out at paragraphs 4.5 to 4.14 of the submitted report.

(Reference: Report by Head of Assets & Support dated 9 January 2013, submitted).

EX57 PROPOSALS REGARDING LEASE FOR BEECH GARDENS

A report by the Head of Assets & Support sought agreement concerning the future relinquishment of Bield Housing Association’s ground lease for the Beech Gardens Care home site from the Council. The Head of Assets & Support explained that when the lease was relinquished, the property would transfer from Bield Housing to Stirling Council. The Executive was asked to consider whether the property should be passed to the Housing Revenue Account to help deliver on its housing objectives. The Home would continue to be operated by Bield, with Stirling Council providing the care, for as long as the existing long-term resident stayed there. It was noted that Beech Gardens also provided much needed short-term intermediate care to support reshaping care for older people. Decision The Executive agreed:- 1. to note that Bield Housing Association would relinquish their lease of the Beech

Gardens Care Home site when there was no longer a long-term resident in the Care Home.

2. that Social Services would continue to use Beech Gardens for short term

intermediate care to support reshaping care for older people until it was no longer operationally required;

3. that when Beech Gardens was no longer operationally required and subject to the

submission of a formal application to Scottish Ministers, the property be transferred from the General Services Account to the Housing Revenue Account

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at less than best price to enable it to be adapted to amenity mainstream housing and help deliver on the Council’s housing objectives;

(Reference: Report by Head of Assets & Support dated 23 November 2012, submitted).

EX58 MID MARKET RENT ACQUISITION AND DEVELOPMENT STRATEGY

A report by the Head of Housing & Customer Service set out a proposed investment and acquisition strategy to ensure the effective delivery of the National Housing Trust investment programme over the next three years. It was intended that properties would be secured through a mixture of second hand open market or portfolio purchases and turnkey acquisitions from either the Council or private developers. The Head of Housing & Customer Service explained that the objective was to maximise the positive impact of the total investment programme on both the local housing market and the construction industry whilst building in safeguards to ensure that prices were not driven up artificially and that genuine buyers for owner occupation were not subject to competition from the Council. It was noted that the final decision on any specific acquisition by the National Housing Trust Limited Liability Partnership would lie with the Company Board. Decision The Executive agreed:- 1. to explore all the development and acquisition opportunities set out in the

submitted report with a view to delivering as wide a range of investment opportunities to the Limited Liability Partnership Board as possible;

2. to approve the acquisition strategy for properties on the second hand housing

market set out in Paragraphs 3.9 to 3.13 of the submitted report.

(Reference: Report by Head of Housing & Customer Service dated 23 November 2012, submitted).

EX59 PROCUREMENT OF A HOME FURNISHING SERVICE – APPROVAL TO AWARD CONTRACT IN EXCESS OF £250,000

The contract for the supply of furniture, furnishings and white goods for Homeless temporary accommodation was submitted to competitive tender via the Official Journal of the European Union using the Open Procedure. Furnishings and white goods were required for all 233 units of temporary accommodation owned by the Council and properties leased from other landlords for the temporary housing of homeless households. The proposed contract was estimated to achieve overall combined savings of 21% against current costs in the year 2013/14 with the level of savings dependent on volumes etc.

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Decision The Executive agreed to approve the award of the contract to First Furnishings Limited for the supply and delivery of furnishings and white goods for the period 1 April 2013 to 31 March 2016 with the option of two separate 12 months extensions for the period 1 April 2016 to 31 March 2017 and 1 April 2017 to 31 March 2018. (Reference: Report by Head of Housing & Customer Service dated 7 January 2013, submitted).

EX60 OCCUPATIONAL HEALTH AND ASSOCIATED SERVICES

The tender process for Occupational Health and Associated Services had been progressed on a joint basis with Falkirk and Clackmannanshire Councils. The evaluation of the tenders was being carried out jointly with Clackmannanshire and Falkirk Councils and was not yet complete. As the award of the contracts needed to be made no later than 31 January 2013 in order for the contracts to come into effect in the three Councils on 1 April 2013, a report by the Head of Assets & Support sought delegated powers to award the contracts. Decision The Executive agreed to delegate powers to the Head of Assets & Support to award the contracts for Occupational Health and Associated Services in consultation with the Portfolio Holder, Depute Portfolio Holder and Opposition Spokesperson for Finance, Economy & Culture. (Report by Head of Assets & Support dated 10 January 2013, submitted).

EX61 TENDER (SERVICES) FOR THE REMOVAL, STORAGE & ASSOCIATED SERVICES FOR THE PERIOD 1 FEBRUARY 2013 TO 31 MARCH 2016 WITH TWO X 12 MONTH EXTENSION OPTIONS TO 31 MARCH 2018

Tenders had been sought for an aggregated contract for Removal, Storage & Associated Services for the period 1 February 2013 to 31 March 2016, with possible two 12 month extension options to 31 March 2018. The contract covered removal related services in four Lots relating to House Removals, Public Building Removals, Storage, Cleaning and Disposal. A report by the Head of Assets & Support sought approval to accept the most economically advantageous tenders. Decision The Executive agreed to accept the most economically advantageous tenders for the provision of Removal, Storage & Associated Services for the period 1 February 2013 to 31 March 2016, with possible two 12 month extension options to 31 March 2018 as submitted by the following:- a. Lots 1, 2 and 3 to be combined, having been assessed as more economically

advantageous and awarded to 4321 Services; b. Lot 4 to be awarded to Harrow Green.

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EX62 NATIONAL PERFORMANCE CENTRE FOR SPORT – JOINT BID BY STIRLING COUNCIL AND STIRLING UNIVERSITY

The Scottish Government had committed up to £25M of capital funding towards the cost of delivering the National Performance Centre for Sport with a timescale of early 2016 for its completion. A report by the Head of Assets & Support explained that bids had been sought from potential partners to develop the Centre. The bids should be led by the public sector organisation who, if successful, would be responsible for satisfying the terms and conditions attached to the award. Sportscotland had developed a series of requirements and a bid process for the delivery of the National Performance Centre. It was recommended that the Council, in partnership with Stirling University, make a Stage 1 Application, to be lodged by 15 February 2013 with proposals for the delivery of the National Performance Centre for Sport Project for the Stirling area. Decision The Executive agreed:- 1. to note the requirements that Scottish Government/Sportscotland had for a

National Performance Centre for Sport to explore all the development and acquisition opportunities set out in the submitted report with a view to delivering as wide a range of investment opportunities to the Limited Liability Partnership Board as possible;

2. to the Council, in partnership with Stirling University, making a Stage 1 Application

to attempt to secure the facility for the Stirling Council area and noting that the bid had to be lodged by 15 February 2013.


The Chair declared the meeting closed at 9.45 pm

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1 SUMMARY

1.1 The purpose of this paper is to set out the Council’s funding and partnership approach to ensure the future sustainability of the Big Noise Initiative from 2013 onwards.

1.2 The Big Noise Children’s Orchestra is an early intervention programme that uses music and engagement in an orchestra from an early age to bring about social transformation. The programme is based on evidence from the Venezuelan model El Sistema, that skills learned through orchestra education have the potential to transform lives and improve the achievement and outcomes of children who experience disadvantage.

1.3 Sistema Scotland established the Big Noise Children’s Orchestra in Raploch Stirling in the summer of 2008, in partnership with Stirling Council. The partnership between Sistema Scotland and Stirling Council was based on an agreement that the Big Noise Initiative would be fully funded by Sistema Scotland for a period of up to 5 years and that, following this period, Stirling Council would take responsibility for funding Big Noise.

2 OFFICER RECOMMENDATION(S)

The Executive agrees to:-

2.1 Support the funding model as set out in the paper.

2.2 Nominate Big Noise Champions.

3 CONSIDERATIONS

3.1 Big Noise is the first Sistema Orchestra in Europe. The aim is to foster confidence, teamwork, pride and aspiration in the children taking part and to engage with the whole family and wider community and to extend these achievements across the wider community.

STIRLING COUNCIL THIS REPORT RELATES TO ITEM 5 ON THE AGENDA

EXECUTIVE CHIEF EXECUTIVE’S OFFICE

14 FEBRUARY 2013 NOT EXEMPT

BIG NOISE FUTURE FUNDING STRATEGY AND DEVELOPMENT

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3.2 A comprehensive programme is in place from a pre-orchestra programme for babies and children in nursery and early primary, to the primary 2-7 and S1 -S2 out of school orchestra. A range of activities and opportunities are also in place that add value to this core programme, including the BBC Buddy Programme, Big Noise Adult Orchestra and a wide range of opportunities for the children and young people to perform and participate in concerts and music events.

3.3 The Big Noise Raploch programme has also developed a reputation for leading in the implementation of this model outwith South America, and therefore has a regular programme of visitors to Stirling from around the world interested in both learning and International collaboration

3.4 In June 2012 a significant additional opportunity was created when Sistema Scotland, in partnership with the London Olympics and others, brought the Simon Bolivar Symphony Orchestra to Stirling for a week long residency with the children of the Big Noise orchestra. The intended outcomes from this experience include:

• Children and families in Raploch have a unique and memorable experience.

• The wider Raploch and Stirling community has the chance to celebrate the achievement of the children of Big Noise.

• Children learn to understand their role as ambassadors for Big Noise.

• The concert attracts a significant number of visitors to Stirling and that these visitors will have a positive experience of the event in Raploch.

• Public perceptions and media portrayal as a result of the concert being broadcast to a large national audience will improve.

7, 000 people attended the Big Concert and the event received 5 star reviews in the Herald and the Telegraph. The impact and evidence gathered from the concert audience survey, focused feedback from the Sistema Board along with international Sistema delegates and feedback from the children young people and their families, suggest that the intended outcomes have been achieved. When this is considered alongside the positive external evaluation of the programme, the recent selection of 6 children from Raploch to join the National Youth Orchestra of Scotland and a further 4 children to join the Strings Training Programme, the expectation that the Big Noise Children’s programme will have a positive impact on health, wellbeing, learning, community cohesion and personal and social skills, continues to be realised.

3.5 Funding The partnership between Sistema Scotland and Stirling Council was based on an agreement that the Big Noise initiative would be fully funded by Sistema Scotland for a period of up to 5 years and that, following this period, Stirling Council would take responsibility for the funding of Big Noise.

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Since its inception, Sistema Scotland has invested £3.6m in support of Big Noise. The annual costs of funding Big Noise is approximately £1m. Agreement has been reached with Sistema Scotland that Stirling Council should take responsibility for funding £500k per annum and that this level of contribution (plus inflation) will be capped for the next 5 years. Sistema Scotland will take responsibility for funding the gap and any growth over the next 5 years. Stirling Council invested £200k in 2012/13 as part of the funding transition arrangements and based on the understanding that the Council assumes full responsibility for the £500k in 2013/14.

3.6 Funding Model It was agreed that Sistema Scotland and Stirling Council would work together to develop a funding strategy for the Stirling contribution of £500k. As a result of the joint working, a partnership funding model has been developed and designed to ensure a sustainable future for the Big Noise Programme for the next 3/5 years. The funding model is based on three key partnership strands which include; Stirling Council, Scottish Government and the Business/Community planning partners. The ‘Three Strand’ Stirling Council and Partners Approach Strand 1 - Stirling Council to fund directly 50% of the agreed commitment = £250k, this would ensure a core funding element. Strand 2 and 3 - Scottish Government and the Stirling Business and Community Partners to fund the other 50% = £250k. This would provide flexibility in terms of the combination of funding, including the ability to grow this strand.

Strand 2 and 3 of this partnership model have already been agreed and will be in place for 2013/14. Strand 1 will require Stirling Council to increase the current committed funding of £200k by an additional £50k. This would then be ‘capped’ at £250k for the next 3/5 years.

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Stirling Council and Partners: Annual Investment

Financial Year Strand Contribution

2013/14 1 (Stirling Council )

2 (Scottish Government *)

3 (Stirling Business and Community Partners)

£250k

£150k (1)

£100k

2014/15 1 (Stirling Council)

2 (Scottish Government *)

3 (Stirling B&C Partners)

£250k

£100k (1)

£150k

2015/16 1 (Stirling Council)

2 (Scottish Government)

3 (Stirling B&C Partners)

£250k

£100k

£150k

Note 1: Sistema Scotland made a bid to Scottish Government for funding for the Govanhill

Initiative and included in this was a bid of £250k for the Stirling Programme. Scottish Government allocated £75k for the Stirling initiative, which left a shortfall. Sistema Scotland offered to make up the shortfall for 2013/4 by providing an additional 75k on the understanding that this would then be reduced to £25k in 2014/15. This funding from Sistema Scotland is in addition to their ongoing annual funding commitment to the programme. The opportunity to grow the business contribution or to appeal directly to Scottish Government to seek additional funding remains an option. The thinking behind this funding approach is based on our understanding that we need to work collectively in order to be successful in tackling complex social transformation. By harnessing the collective skills, talents and engagement of a range of partners, who have a stake socially and economically in the local community, we will have a greater chance of succeeding. It means that we will be more equipped to deliver and sustain our aspirations to improve the outcomes of our children and families who experience disadvantage. A five year aspirational plan is being developed jointly between Sistema Scotland and Stirling Council that will set out our expectations and expected outcomes from the big noise programme over the next five years. This will include an annual review of the development and progress of the programme. The plan will be completed by March 2013

3.7 Big Noise Champions A key element of the future development, including the sustainable funding of Big Noise, is the nomination of Big Noise Champions. The main purposes of the Big Noise Champions are: To promote and support the work of Big Noise and the partnership with Sistema Scotland by having a good knowledge and understanding of the value and impact of big noise locally as well as the challenges.

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To act as ambassadors for Big Noise by sharing the story of Big Noise and meeting politicians and chief officials from other authorities and countries. Engage with and seek partners to support the future funding arrangement of Big Noise by engaging with local business and supporting bids for corporate sponsorship. Further details are outlined in Appendix 1. It is proposed that the three Group Leaders along with an additional member of the Administration should be nominated as Elected Member Big Noise Champions. This arrangement will promote and support the partnership with Sistema Scotland, our local business partners and community planning partners.

4 POLICY/RESOURCE IMPLICATIONS AND CONSULTATIONS

Policy Implications

Equality Impact Assessment No Strategic Environmental Assessment No Single Outcome Agreement Yes Diversity (age, disability, gender, race, religion, sexual orientation) No Sustainability (community, economic, environmental) No Effect on Council’s green house gas emissions No Effect Strategic/Service Plan Yes Existing Policy or Strategy No Risk No Resource Implications Financial Yes People No Land and Property or IT Systems No Consultations Internal or External Consultations Yes

Equality Impact Assessment

4.1 This report was considered under the Council’s Equalities Impact Assessment process and was assessed as not relevant for the purpose of Equality Impact Assessment.

Strategic Environmental Assessment

4.2 The contents of this report were considered under the Environmental Assessment ( Scotland ) Act 2005 and a strategic environmental assessment is not required

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Single Outcome Agreement

4.3 Supporting Big Noise contributes significantly to Serving Stirling and our Strategic Management Priorities.

Other Policy Implications

4.4 No relevant issues have been identified.

Resource Implications

4.5 Sistema Scotland has committed to funding the gap between the Stirling Council contribution of £500k (plus inflation) and the actual costs of running the programme of £1m and to cap the contribution Scottish Government has committed £75k for the next three years with Sistema making up part of the shortfall which is £75k for 2013/14 and £25k for 2014/15/16. Stirling Council has already committed £200k and requires increasing this to £250k.

Consultations

4.6 Sistema Scotland Stirling Community Planning Partners Stirling Business Partners

Council, Executive, Education and Finance Only Tick ( ) to confirm

The appropriate Portfolio Holder(s) and Depute Portfolio Holder has been consulted on this report

AB CM

The Chief Executive/appropriate Assistant Chief Executive(s) has been consulted on this report

BJ

5 BACKGROUND PAPERS

5.1 None

6 APPENDICES

6.1 Elected Member: Big Noise Champions

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Author(s) Name Designation Telephone Number/E-mail

Linda Kinney Assistant Chief Executive 01786 442526

Approved by Name Designation Signature

Linda Kinney Assistant Chief Executive

Date 7 February 2013 Service

Reference 140213 Executive – Big Noise Funding

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Appendix 1

Stirling Council : Chief Executives

Elected Member : Big Noise Champions At Executive Committee in January 2012 it was agreed that Stirling should nominate Big Noise Champions. The purpose of this communication is to invite Elected Members to consider becoming a Big Noise Champion. To assist members in making this decision, the role of the Big Noise Champion is to: Promote and support the work of Big Noise and the partnership with Sistema Scotland

This includes

• Attending Big Noise and Sistema Scotland events and activities • Having a good knowledge and understanding of the value and impact of Big Noise

locally as well as the challenges the initiative may present • Engaging with key personnel involved in the Big Noise partnership, children, families,

the Big Noise team, including musicians and Stirling Council personnel Act as Ambassadors for Big Noise

This includes • Sharing the story of Big Noise at local, national and international events • Meeting with politicians and chief officials from other authorities and countries as well

as with colleagues from national government Engage with and seek sponsors to support the future funding arrangements for Big

Noise This includes • engaging with local businesses and supporting bids for corporate sponsorship • supporting and promoting bids to local, national and / or international sources of

funding Big Noise Champions will be part of a ground breaking early intervention initiative in Scotland. The initiative aims to bring about social transformation based on the evidence that skills learned through orchestral education has the potential to transform lives and improve the outcomes for children and families who experience disadvantage. Big Noise is the first Sistema orchestra in Europe with a core purpose to foster confidence, teamwork, pride and aspiration in the children taking part and to engage with whole families and the community to extend the positive outcomes across a whole community.

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1 SUMMARY

1.1 The Care Inspectorate published the “Stirling Council Scrutiny Report” in May 2012.

1.2 The report highlighted five areas for development, which formed the basis of the Stirling Council Social Services Care Inspectorate Scrutiny Action Plan.

1.3 The Service has maintained a pattern of 3 monthly meetings with the Link Inspector to support progression of the plan. The Care Inspectorate has noted the progress that has been achieved in addressing the five recommendations within the context of the wider programme of change activity across Social Services.

2 OFFICER RECOMMENDATION (S)

The Executive agrees to note the progress of the Service towards improvement and the continued engagement with the inspection agency.

3 CONSIDERATIONS

3.1 The five recommendations made by the Care Inspectorate related to:

• Enhancing the Throughcare and Aftercare service to achieve improved outcomes for looked after and accommodated young people.

• Completing work to improve review arrangements for service users in receipt of a community care service.

• Developing more reliable management information on demand for services.

• Improving mechanisms for informing those service users and carers in policy development and service planning of progress.

• Developing Smart (specific, measurable, achievable, realistic and time bound) action plans.


EXECUTIVE SOCIAL SERVICES


CARE INSPECTORATE PERFORMANCE INSPECTION OF SOCIAL SERVICES – PROGRESS AGAINST RECOMMENDATIONS

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3.2 These recommendations were used to inform the Care Inspectorate Scrutiny Action Plan. This plan contains 19 specific and measurable actions linked to desired outcomes.

3.3 The most recent meeting between the Service and the Link Inspector took place on 30 November 2012.

3.4 The following paragraphs 3.5 - 3.9 present updates on progress in relation to the five recommendations made by the Care Inspectorate.

3.5 Throughcare/Aftercare

• Significant progress has been made to enhance Throughcare and Aftercare provision.

• Service delivery models are in the process of being reviewed to ensure that the Through Care and Aftercare Team are focussed on providing a service to compulsorily supported young people. Work has been progressed through benchmarking with other Local Authorities to identify and learn from best practice.

• The Team Leader for Throughcare and Aftercare is working on an interim basis across Stirling and Clackmannanshire Council areas. This has supported learning across the Service and established more consistent approaches.

• Improved liaison is in place between Throughcare and Aftercare Services and the Housing Services at an operational and strategic level with a clear focus on improving outcomes for young people. Regular meetings have been established to discuss individual young people. Joint training is in place to strengthen collaborative working.

• Strategic work is in progress with housing to progress evaluation of the need for smaller, more appropriate forms of accommodation alongside the review of current housing provision.

• Pathway Plans, to support individual young people with future planning, are now completed for all looked after/accommodated young people when allocated to the Throughcare and Aftercare Team.

• All of this work is closely aligned to Stirling Council’s Corporate Parenting Strategy and associated Action Plan. This ensures performance management arrangements are in place to support continuous improvement. It should also be noted that the Care Inspectorate identified the Service’s Hear My Voice initiative, which has enabled accommodated young people to share their views with leaders across the Council, as a good practice example.

3.6 Community Care Service: Reviews

Adult services have completed work on improving review arrangements for all service users in receipt of community care services and as a result significant improvements have been made.

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Within Adult Assessment and Care Management, dedicated staff resource has been allocated to undertake review activity. This initially focussed on service users residing in Care Homes but has now broadened to include those receiving a Care at Home service. An improvement in the proportion of cases where there was evidence of regular review activity was found on completing an audit undertaken of allocated cases within the Adult Assessment and Care Management Service in September 2012. An audit was undertaken in September 2012, which looked at the review activity in caseloads and was found to be significantly improved.

Robust management information is provided to all relevant managers about demand for service provision. A Performance Forum is in place across Social Services. This supports a culture of improvement and an enhanced focus on securing improved outcomes across all service areas. Service and first line managers receive performance management information at prescribed intervals. Professional development activity is in place to support consistent recording and increase the reliability of management information. This recommendation has been fully addressed.

3.7 Management Information

The mechanisms to provide service users and carers with full information about policy developments and service planning have been reviewed and improvements have been made in key areas.

A programme to support engagement activity is in place across service areas. This engagement focuses on service users and carers across all care groups and on engagement with the wider public. Social Services’ managers attend key communities of interest groups to ensure that information about developments is provided in a timely manner. For example there has been a programme of engagement with community councils to inform and update on the progress of Re-shaping Older Peoples’ Care. A survey of service users across all care groups is planned for January 2013. This will enable the service to establish a baseline regarding the effectiveness of care, support, communication and performance. Social Services is seeking to establish a systematic approach to gathering service user feedback and is working to establish outcomes based assessment, care planning and review tools that will support the aggregation of outcomes data across service areas. This information will be used to inform service design.

3.8 Developing smart action plans (specific, measurable, achievable, realistic and time bound) action plans.

All action plans are now developed within a consistent template and there is a consistent approach to ensure that the plans are SMART i.e. specific, measurable, achievable, realistic and time bound

All new improvement plans within the service are now to contain specific actions that have due dates and ownership, and follow a standard template that allows for reporting through ‘Covalent’. This in turn improves accountability by offering a more transparent view of progress.

21

3.9 In conclusion, there have been positive opportunities to share best practice and develop joint working with partners with the progression of the Shared Service across Stirling and Clackmannanshire Councils. This has enabled Social Services to work collaboratively in a number of areas for improvement, both those identified by the Care Inspectorate, and those found as a result of self-assessment. A programme of work has been established in collaboration with partner agencies and across both Councils to address joint priorities. This enables more efficient and effective collaborative use of resources, for example in the area of service user engagement. Robust internal governance arrangements are now in place across the Service that support and monitor improvement activity. This provides assurance that the Service has a thorough understanding of areas of strength and areas that require improvement and that the Service is well placed to take prompt actions to address any recommendations for improvement.

4. POLICY/RESOURCE IMPLICATIONS AND CONSULTATIONS

Policy Implications

Equality Impact Assessment Yes Strategic Environmental Assessment No Single Outcome Agreement Yes Diversity (age, disability, gender, race, religion, sexual orientation) No Sustainability (community, economic, environmental) No Effect on Council’s green house gas emissions No Effect Strategic/Service Plan No Existing Policy or Strategy No Risk No Resource Implications Financial No People No Land and Property or IT Systems No Consultations Internal or External Consultations Yes


4.1 The function presented in this report was considered under the Council’s Equalities Impact Assessment Framework and the Equalities Impact undertaken has determined that this will have a positive effect for Protected Characteristic Groups.


4.2 The matters presented in this report were considered under the Environmental Assessment (Scotland) Act 2005 and a Strategic Environmental Assessment is not required.

22


4.3 The report’s recommendations support: Strategic Topic 4: Making Stirling a place where improved wellbeing adds life to years, not just years to life; Strategic Topic 5: Making Stirling a place that is safe strong and resilient, and Strategic Theme A: Making Services Better.


4.4 Following consideration of the policy implications of this report no relevant issues have been identified.


4.5 None

Consultations

4.6 Consultation between Social Services and key partners regarding the action plan is continuous and ongoing.


The appropriate Portfolio Holder(s) and Depute Portfolio Holder(s) has been consulted on this report

MB CC

The appropriate Assistant Chief Executive(s) has been consulted on this report

JH

5 BACKGROUND PAPERS

5.1 Stirling Council Scrutiny Report

6 APPENDICES

6.1 Stirling Council Social Services – Care Inspectorate Scrutiny Action Plan

23


Christine Sutton Service Manager, Strategy 01259 225031, [email protected]


Val de Souza Acting Head of Social Services /Chief Social Work Officer

Date 06 February 2013 Reference

24

APPENDIX 1

Stirling Council Social Services - Care Inspectorate Scrutiny Action Plan

This action plan details the agreed actions to address the recommendations of the Stirling Council Scrutiny Report published in May 2012. All agreed actions will be incorporated into service planning. Generated on:

Recommendation: Desired Outcome: 1) Take early action to ensure arrangements are in place for the Throughcare/Aftercare (TC/AC) Service which best support positive outcomes for looked after and accommodated young people. This should include the completion of pathway plans and having appropriate reviews in place

Improved outcomes for looked after children and young people

Code Action Assigned To

Review Date

Latest Note Progress Statu

s SC_CI_1.1

Changes to be made to the role and remit of the TC/AC service to ensure the Team are focussed on providing a service to compulsory supported young people

Service Manager (Resources): Joan Lyle

31-Feb-2012

March 2012: New Team Manager appointed to TCAC team March 2012: Planning and Development Officer allocated to work with TCAC to support review of service delivery models and support improvement activity April 2012: Workshop with Housing Service Managers. Focused on concerns raised through Hear my Voice programme. Service delivery options to be reviewed in partnership with Housing. Update Report will be produced September 2012. April and May 2012: Review of service delivery models across Social Services to inform changes to role and remit of the service across Stirling and Clackmannanshire Councils May 2012: Team Manager for TCAC became operational across Stirling and Clackmannanshire Councils May 2012: Operational liaison meeting with Stirling Council Housing Service re-established to support

60%

25

APPENDIX 1 Code Action Assigned To

Review Date


s the delivery of improved outcomes for young people and support to young people to maintain tenancies with appropriate support June 2012: Visit to Perth and Kinross Council TCAC Service to benchmark service models that support positive outcomes for young people June 2012: Social Services TCAC Working Group (sub group of Stirling Corporate Parenting Board) work of this group has been reviewed. Service Manager chair agreed. July 2012: Planning and development work following on from benchmarking activity. Focus group with social workers and third sector partners Aug 2012: Facilitated session with young people to support involvement in service planning Shared office arrangement for Third Sector TCAC worker with TCAC team for part of the work to support joint working Sep 2012: Visit to Dundee Council TCAC to benchmark and evaluate service model Oct 2012: Discussions with TCAC nursing service to support service development Visit to Falkirk TCAC to benchmark and evaluate service model Nov 2012: Draft paper on options appraisal for service redesign Draft Peer Mentoring job description/contract developed Public information developed to provide information on service planning Membership of Housing Liaison group extended to third sector partner agency. Formal minuting of

26


Review Date


s meetings now in place. Dec 2012: Decision by Clackmannanshire and Stirling Councils in support of integration at all levels within Social Services where there is evidence that this will support improved outcomes. This will enable the progression of service redesign to establish a consistent approach across Social Services

SC_CI_1.2

Ensure that reviews are undertaken for all compulsory supported young people allocated to the TC/AC Service and that they are recorded in line with Service Standards


31-March-2012

April 2012: Work planning commenced between TCAC Team and Business Support Team (BST). April 2012: Workshop between for BST and TCAC Team to progress implementation of TCAC modules on SWIFT system. Visit to Perth and Kinross Council TCAC Service to benchmark review and pathway planning activity June 2012: Further visit to Perth and Kinross Council TCAC Service to benchmark service models for review/pathway planning that support positive outcomes for young people September 2012: Identification and prioritisation of reviews. All young people subject to statutory provisions are now being reviewed through review coordinators. Pathway planning reviews coordinated by Team Leader where high priority. Preparation for leaving care group scheduled. Independent Living Pack – consultation around use of this to support preparatory work with young people.

80.00%

SC_CI_1.3

Ensure Pathway Plans are completed for all compulsory supported young people known to the TC/AC Service


31-Jan-2012

April 2012: Work planning commenced between TCAC Team and Business Support Team (BST). May 2012: Workshop between for BST and TCAC Team to progress implementation of TCAC modules on SWIFT system.

80.00%

27


Review Date


s Visit to Perth and Kinross Council TCAC Service to benchmark review and pathway planning activity June 2012: Further visit to Perth and Kinross Council TCAC Service to benchmark service models for review /pathway planning that support positive outcomes for young people September 2012: Pathways Plans being completed for all new YP being allocated to the team. Those YP currently in the team are prioritised for pathway planning process.

SC_CI_1.4

Review policies and Procedures of the TC/AC service to support pathway planning improvement activity and ensure all staff understand requirements


31-Jan-2013

May 2012: Workshop between for BST and TCAC Team to progress implementation of TCAC modules on SWIFT system. The outputs of this workshop will be used to inform changes to policies and procedures in line with improvement activity Visit to Perth and Kinross Council TCAC Service to benchmark review and pathway planning activity and inform policy/procedural development June 2012: Further visit to Perth and Kinross Council TCAC Service to benchmark service models that support positive outcomes for young people Consultation with TCAC staff members re review of financial procedures before implementation in the new financial year.

50.00%

SC_CI_1.5

Schedule audit activity to monitor adherence to Service Standards

Service Manager (Strategy): Christine Sutton

31-Jan-2013

June 2012: Service Standards Group established across Social Services July 2012: Full calendar of audit activity to be agreed and scheduled up to March 2013. This will incorporate review of TCAC team's work.

100%

SC_CI_1.6

Service performance measures to include specific performance measures linked to improving outcomes for looked after children and young people


30-Nov-2012

March 2012: Draft Performance measures for Social Services include number of reviews completed within Service Standards July 2012: Child Care specific performance forum established across Social Services

100%

28


Review Date


s December 2012:Incorproated in action plan linked to Corporate Parenting Strategy

Recommendation: Desired Outcome: 2) Social Services should move quickly to complete the work started in respect of Review arrangements are in place for Community Care which are fit for purpose, allow for sufficient quality assurance and are clearly understood across the Service

Reviews are scheduled using the electronic case management system and are undertaken and recorded electronically in accordance with service standards


Review Date


s SC_CI_2.1

Procedures for Community Care Reviews (including recording requirements) to be updated and information shared with staff to ensure shared understanding of requirements across the Service

Service Manager (Assessment and Care Mgt): Maureen Dryden

30-Jan-2012

May 2012: Programme of activity commissioned to review all documentation to support assessment and review activity to ensure that it is outcomes focused and meets the needs of individuals who use our services. July 2012: A programme of activity in place – meetings scheduled on a three weekly basis to support this involving key practitioners November 2012: Practitioners actively involved in reviewing documentation and associated recording requirements in collaboration with Business Support colleagues. Models from other Local Authorities have been examined.

70.00%

SC_CI_2.2

Review and agree service structure to support the completion of reviews according to service standards

Service Manager (Assessment and Care Mgt): Maureen Dryden

30-Nov-2012

May 2012: Individual care manager allocated to each external care home to provide a liaison and review function May/June 2012: Review of workload activity in conjunction with BST June 2012: Process for scheduling and allocation of reviews agreed in conjunction with all Team Managers.

100.00%

29


Review Date


s Programme for commencing work on out of date reviews agreed and to commence from August 2012 Summer 2012: Dedicated review teams established Systematic reviews scheduled for individuals in external care homes. Care homes prioritised in conjunction with Contracts and Commissioning Team Systematic process for prioritising individuals in receipt of other care services for review. Review dates scheduled for all open cases on the Information System.

SC_CI_2.3

Schedule audit activity to monitor improvement and adherence to Service Standards


30-Nov-2012

June 2012: Service Standards Group established across Social Services July 2012: Full calendar of audit activity to be agreed and scheduled up to March 2013 September 2012: Assessment and Care Management Audit completed. 10 Stirling cases were audited. Outputs of audit did not identify any specific concerns in relation to the scheduling or completion of reviews

100%

SC_CI_2.4

Service performance measures will include specific performance measures linked to Community Care Review arrangements


01-Aug-2012

March 2012: Draft Performance measures for Social Services include number of reviews completed within Service Standards July 2012: Final Documentation includes these measures

100.00%

30

APPENDIX 1 Recommendation: Desired Outcome: 3) Social Services to take action to ensure that it has reliable management information on the demand for assessment and services and where applicable of people having to wait for these

Reliable information is available and used by management team to inform decision making about the demands for assessments and waiting periods


Review Date


s SC_CI_3.1

Community Care Service Managers and Team Managers to receive management information at set intervals in prescribed formats

Service Manager (Assessment and Care Mgt): Maureen Dryden; Social Services BST Manager: Tony Morrison

01-Sep-2012

June: Reports are distributed at present but formats will be reviewed in line with progress activity recorded under SC_CI_3.2

100%

SC_CI_3.2

Consistent recording methods to be established to ensure information reliability

Service Manager (Assessment and Care Mgt): Maureen Dryden; Social Services BST Manager: Tony Morrison

30-Nov-2012

March 2012: All referrals for assessment are recorded through Intake Service to collate all information on SWIFT and support accurate reports through Business Objects and through Covalent systems June 2012: Community Care Team Managers and BST met to review and agree changes to the recording process for referrals/assessments June 2012: Proposal to install Adult Integrated System by August 2012 to explore and start modelling new procedures and recording processes with team managers and front line staff to agree an implementation plan to simplify recording mechanisms. Procedures for recording referrals require to be updated to reflect agreed changes to the system and ensure that information is accurate

100.00%

31


Review Date


s November 2012: Outcomes Based recording work across Adult Service progressed to support consistent recording mechanisms.

SC_CI_3.3

The service performance framework includes specific measures about the demand for assessments and waiting periods for assessments and services


01-Aug-2012

March 2012: Draft Performance measures for Social Services include information about waiting periods for assessments and for services to be provided Quarterly report on time intervals for assessments in community care is submitted to the Scottish Government by Stirling Council July 2012: Final Documentation includes these measures

100%

SC_CI_3.4

Community Care performance forum to be established and to receive and review management information about the demand for assessment and services and where applicable of people having to wait for these


31-Dec-2012

May 2012: Community Care Forum established including performance on its agenda. July 2012: Agreed separate performance specific forum to be established. Jan 2013: Performance Forums scheduled for 2013

100%

Recommendation: Desired Outcome: 4) Where service users are involved in policy development and service planning, Social Services should ensure that they are kept informed of progress

Service users involved in policy development and service planning and are informed of progress

Code Action

Assigned To

Review Date Latest Note Progress Statu

s SC_CI_4.1

To develop service standards for service user engagement and involvement and methods for evaluating satisfaction with involvement


31-Dec-2012

April 2012: Sub group of Social Services Communication Group established and is currently working on a core set of surveys which can be used with service users and carers including those involved in policy development and service planning Summer 2012: Talking points is used in service evaluation activity across range of service provision. This includes evaluating satisfaction with level of involvement

100.00%

32

APPENDIX 1 Code Action

Assigned To


s Nov 2012: A survey of a sample of service users is scheduled for January 2013. This will include measures related to involvement

SC_CI_4.2

Calendar of involvement activity to be developed to ensure that service users are kept informed of service development


31-Jan-2013 March 2012: Programme of review activity agreed to identify the range and scope of service user and carer engagement activity in each service area and identify areas for improvement. This will be used to identify and map out range of mechanisms and approaches available that can be used to involve and engage service users and carers in policy development and service planning and ensure that they are kept informed of progress March 2012: Service wide Communications group fully established. This mechanism is now being used as the mechanism to review all communication strategies including service user engagement to support a consistent approach across Social Services. March-September 2012- evaluation in progress as detailed in Service User and Care Engagement Strategy to map out and evaluate activity across individual service areas. Range of models and mechanisms identified. Ongoing work in key areas through established groups. June 2012: Review of Service User Engagement activity completed in Criminal Justice Service. June 2012: Consultation commenced on Integrated Carers Strategy developed in partnership with carers. Mechanisms in place to ensure that those involved are kept informed of progress through PRCT June 2012: Open Day for service users and carers hosted by the Service and planned by the Learning Disability Forum. Wide range of information made available about service provision, community

80%

33

APPENDIX 1 Code Action

Assigned To


s resources and opportunities to be involved in service planning. September 2012: Participation in Forth Valley event involving mental health service users to provide information about local developments relating to Self Directed Support /Personalisation November 2012: Additional priority areas identified for service user engagement in service planning. This will initially focus on the review of learning disability services and on developments through Self Directed Support.

SC_CI_4.3

Range of methods and approaches to involve service users and carers in policy and service development and provide feedback to them are enhanced and this work is recorded and collated

31-Jan-2013

April 2012: A Young Persons Service User Reference group has been established to proactively involve young people in service planning. This includes involvement in recruitment, reviewing policy, planning consultation event s for young people, attendance at events and conferences, feeding back to other young people on outcomes and ensuring young people voices and views are heard by the Corporate Parenting Board. June 2012: The Corporate Parenting Board asked the Social Services Planning and Development Team to facilitate the Hear My Voice Consultation Event. The outcomes that young people identified as important to them at previous Hear My Voice Consultations and the progress made were reviewed by all participants and the views of young people were recorded. November 2012: A range of methods are in place and have been documented. More structured feedback mechanisms are now in place across the Service.

60.00%

SC_CI_4.4

Service performance measures will include specific performance measures to evaluate whether service users involved in policy development and service planning are informed of progress


31-March-2013

July 2012: This will be progressed through service specific performance forums and service plans

20%

34

APPENDIX 1 Recommendation: Desired Outcome: 5) Social Services should ensure it develops and implements SMART improvement action plans

All improvement plans are outcomes based, follow a standard design template and include specific details about how improvements are to be achieved.


Review Date


s SC_CI_5.1

Strategy Service to hold and monitor progress of all service improvement plans


31-March-2013

April 2012: Performance Forum in place to monitor and role established to monitor and review all service improvement plans May 2012: All service improvement plans collated June 2012: Activity commenced to review and identify themes in improvement plans Service specific forums will be developed to support this across all service areas. Will be addressed through Service Plans

50.00%

SC_CI_5.2

All improvements plans to contain specific actions that have Review dates, version control, standard template, ownership and designed and reported through 'Covalent'.


31-Jan-2013

June 2012: members from Strategy Service met to review all existing improvement plans across shared service to identify common themes and work to develop a consistent approach June 2012: Agreed template for recording improvement plans. This will support reporting on Covalent. All new plans will use this mechanism

90.00%

Action Status

Cancelled

OverReview; Neglected

Unassigned; Check Progress

Not Started; In Progress; Assigned

Completed

35

APPENDIX 1

36


EXECUTIVE ASSETS AND SUPPORT


UPDATE ON THE REQUEST BY KILLIN AND ARDEONAIG DEVELOPMENT TRUST TO TRANSFER THE OLD MILL, KILLIN ON A LESS THAN BEST PRICE BASIS

1 SUMMARY

1.1 The Council on 28 June 2012, considered a report on the request of Killin and Ardeonaig Trust (The Trust) to transfer the Old Mill, Killin to them at Less than Best Price. It was agreed that this application was consistent with the Council’s ambitions to transfer assets to community control where there is a sustainable case for the transfer, and therefore to support the initiative subject to the Trust providing a sustainable Business Plan.

1.2 The Trust have run the Old Mill for a Trial basis which has provided information for the Business Plan. It has also demonstrated that the community is behind the project.


The Executive agrees to:

2.1 note the content of the report and commend the progress made by the Trust in developing a Business Plan;

2.2 a Full Repairing and Insuring Lease being granted to the Trust for the period 1 March 2013 to 31 October 2014 in order to further evaluate the initiative; and

2.3 a report being submitted to the appropriate Committee, no later than December 2014, on the progress made.

3 CONSIDERATIONS

Background & Ownership Position

3.1 The Old Mill, Killin was acquired by Stirling District Council in 1988 and was converted as a tourist information and heritage exhibit centre opening in 1994 as the Breadalbane Folklore Centre. The Folklore Centre was leased to Stirling District Tourism who ran it until it closed in October 2011. Council

37

Officers have been in discussions with the Trust since 2009 regarding the future of the Old Mill. The June 2012 Council agreed to allow the Trust until November 2012 to provide a sustainable Business Plan and agreed to grant a short term lease to the Trust to trial their project.

Killin and Ardeonaig Community Development Trust and their Proposal

3.2 The Trust was set up as a company limited by guarantee with charitable status in 2007. One of its main objects is to acquire and manage assets on behalf of the community. As regards the Old Mill, the Trust propose to deliver a facility which will provide on the Ground Floor a retail outlet and visitor information point; on the First Floor a flexible community room, available for hire; on the Second Floor would be the Trust’s administrative base.

The potential for classes on the first floor in the Old Mill came out of the Old Mill trial period. Arts and crafts classes had previously been held in the church hall which is now closed. The classes are for small numbers of people and the McLaren Hall is considered too large and expensive for groups of this size.

3.3 The Council has invested a considerable amount of time helping and advising on this initiative. The Communities Team, Economic Support and Strategic Assets were all involved. This has included attending open meetings with the community and supporting the development of the Business Plan.

3.4 The main points from the trial, which was carried out during the summer months, are:

(a) The willingness of volunteers to participate for the trial and into the future and the high level of local support for this project.

(b) The requirement for a part time manager to manage the volunteers and the property.

(c) The Old Mill is a natural tourist attraction which drew people to the Thrift shop during the summer months.

(d) The trial encouraged and stimulated new ideas and plans for the community to make the project work.

(e) The trial found that the Old Mill was becoming an informal drop in centre for more isolated members of the community, and had a number of social related benefits to the community.

Consideration of the Trust’s Proposal

3.5 Funders – The Trust has been in discussion with a number of funders. The Big Lottery have stated that it might be a condition of their funding that the Trust have a Mill Co-ordinator who would assist in organising the volunteers and will look at new ways to generate income to pay for running the Old Mill. The Big Lottery would also require the asset to be transferred to the community. On the other hand, the Grant Fund Investors In Ideas does not require the asset to be transferred.

38

3.6 The Trust have provided an indication of the projected income and expenditure over the next 5 years which gives rise to some concerns regarding the financial viability of this project:

• The Business Plan is not viable beyond year 4, mainly due to the grant funding for the office co-ordinator running out. The Council and the Big Lottery are of the opinion that the Old Mill co-ordinator might be essential to a sustainable proposal as this person will organise the large number of volunteers and try to generate new sources of income.

• If the full amount of the capital funding necessary to undertake the repair, alteration and internal fit out costs and purchase of equipment is not available then the business plan will not be sustainable.

• There are still a number of costs, which have not been confirmed, for example renewing a heating system and the cost of complying with the Building Warrant. However the projections statement has been prepared on the basis that the monies will become available and the works undertaken.

• The Trust have indicated that a number of the annual costs will be free or at a reduced amount. This includes certain essential statutory checks and the projection assumes that there is no requirement for any alarm at this property. Strategic Asset Management consider that these costs should be estimated at the amount which the Council is currently paying.

3.7 If the property were transferred to the Trust now in order to secure funding and after a period of years had to close because the finances were not sustainable, the Council would not be able to take back this property.

3.8 In view of the overall potential net benefit to the Community it is recommended that further time is granted to the Trust to demonstrate a sustainable Business Case:

Stage 1

i. For the period 1 March 2013 to 31 October 2014 – grant a Full Repairing and Insuring lease to the Trust which would require them to meet all the costs in relation to the running of the property, including the costs incurred by the Council to keep the property alarmed and statutory checks.

ii. Subject to obtaining the appropriate funding the Trust would appoint an architect and other professional services. They would submit a Building Warrant for the use proposed by the Trust and review the cost of the alterations necessary.

iii. The Trust would summarise the cost of undertaking all the works to the property including shop fittings, repairs, alterations and other works, including new heating system and wiring.

iv. Continue discussions with Funders and seek approval for the full extent of the capital works.

39

Stage 2

In December 2014, the appropriate Committee would be advised of the progress with the project and asked to consider transferring the property subject to any terms and conditions.

Stage 3

After a transfer has taken place there would be a period when the Old Mill is closed for refurbishment before being run by the community.


Policy Implications

Equality Impact Assessment No Strategic Environmental Assessment No Single Outcome Agreement Yes Diversity (age, disability, gender, race, religion, sexual orientation) No Sustainability (community, economic, environmental) Yes Effect on Council’s green house gas emissions Yes Strategic/Service Plan No Existing Policy or Strategy Yes Risk Yes Resource Implications Financial Yes People No Land and Property or IT Systems Yes Consultations Internal or External Consultations Yes


4.1 This report was considered under the Council's Equalities Impact Assessment process and was assessed as not relevant for Equality Impact Assessment.


4.2 This report was considered under the Environmental Assessment (Scotland) Act 2005 and a Strategic Environmental Assessment is not required.


4.3 The request by the Trust to have the Council’s interest transferred to them will underpin Strategic Topic 5, making Stirling a place with safe strong and resilient communities, and Strategic Theme B, encouraging participation and responsibility, and Strategic Theme C, making Stirling more sustainable.

4.4 The proposal aims to allow wider use of an asset managed and run by the community for the community and developed by the community.

40


4.5 The request by the Trust has been considered under the Council’s Less than Best Price Disposal procedures.

4.6 The Council is keen to work with communities and community planning partners to support the transfer of assets to local control, where this would allow for more sustainable usage.

4.7 The running of a Thrift shop will enable waste products to be recycled and potentially reduce the waste going to Landfill and ultimately the green house gas emissions.

4.8 Through ownership and management of this asset the community may gain confidence to consider taking on other assets/services in the area leading to greater resilience.


4.9 The proposal denies the Council the opportunity to sell the property on the open market and generate a receipt. Transferring an asset to the community, however, gives the opportunity of achieving significant financial and non-financial benefits.

4.10 The Council do not have a budget allocation to support this property and it is hoped that if the Trust pay for the running costs, any other costs to the Council can be minimised.

Consultations

4.11 The contents of this paper have been shared with the local Community Council, the National Park Authority and Killin and Ardeonaig Development Trust. In addition, Legal Services, Finance, Communities Team, Economic Development and Building Control officers have all been consulted during the preparation of this report.


The appropriate Portfolio Holder(s) has been consulted on this report

NB √ JH √


JH √

5 BACKGROUND PAPERS

5.1 SC27 Update on the Request by Killin and Ardeonaig Development Trust to Transfer the Old Mill, Killin on a Less than Best Price Basis, Stirling Council, 28 June 2012.

5.2 SC680 Stirling Council, 17 March 2011 - Review of Stirling District Tourism Property Arrangements.

41

5.3 Business Management Group, 22 September 2011 – Former Breadalbane Folklore Centre – Old Mill, Killin.

6 APPENDICES

6.1 None.


Lesley Malkin

Colin Scott

Strategic Asset Manager

Senior Estates Surveyor

01786 44 2597

01786 44 2661


John Risk Head of Assets & Support

Date 6 February 2013 Reference

42

1 SUMMARY

1.1 It is essential that the Council has an agreed approach to the control of asbestos in our buildings and this report presents an Asbestos Policy.


The Executive is asked to approve the Asbestos Policy shown in Appendix 1.

3 CONSIDERATIONS

3.1 Asbestos was a versatile and useful building material and was used universally up to the year 2000, when its potential dangers to health became fully appreciated and its use was made illegal.

3.2 When asbestos is in good condition and is left undisturbed, it is not a health risk. To ensure that we are in control of the situation, it is vital that we know where asbestos is located; that its condition is kept under review, and that it is not accidentally interfered with.

3.3 The draft Asbestos Policy shown in Appendix 1, sets out how Stirling Council will deliver on its responsibilities with regard to asbestos. It explains:

• The responsibilities of employees, Heads of Service and managers; and of officers in charge of individual premises;

• The requirement that every property has an Asbestos Site Management Plan showing where asbestos is located, the type of asbestos material, its condition, when it was last inspected and improvement works proposed. The officer in charge of the premises must be familiar with this Asbestos Site Management Plan.

• The controls to ensure maintenance officers/caretakers cannot begin work on a property without checking the Asbestos Site Management Plan.


EXECUTIVE ASSETS & SUPPORT


ASBESTOS POLICY

43

• The responsibilities as to monitoring the condition of asbestos, the types of survey which require to be conducted and who can carry out asbestos work.

• How asbestos waste can be disposed of.

• The approach to training and records retention.

• What to do in an emergency situation.

3.4 The Health and Safety Executive served two Improvement Notices on the Council in August 2012 on account of asbestos in the basement of Old Viewforth:

• Failure to adequately manage asbestos containing materials;

• Failure to provide adequate information, instruction and training to Council employees.

3.5 By the deadline imposed by the Health and Safety Executive they were satisfied with the actions taken in relation to the Improvement Notices.

3.6 Since that time, work is being undertaken to ensure that the Council complies with all aspects of the draft Asbestos Policy in respect of all the Council’s premises.


Policy Implications Delete as appropriate

Equality Impact Assessment No Strategic Environmental Assessment No Single Outcome Agreement No Diversity (age, disability, gender, race, religion, sexual orientation) No Sustainability (community, economic, environmental) Yes Effect on Council’s green house gas emissions No Effect Strategic/Service Plan No Existing Policy or Strategy No Risk Yes Resource Implications Financial Yes People Yes Land and Property or IT Systems Yes Consultations Internal or External Consultations Yes


4.1 This report was considered under the Council's Equalities Impact Assessment process and was assessed as not relevant for Equality Impact Assessment.

44




4.3 The strategy presented in this report was considered not relevant for the purposes of the Single Outcome Agreement.




4.5 The cost of additional asbestos works in 2012/13 in order to comply with the Asbestos Policy is estimated to be in the order of £50,000 and this is being achieved within existing budgets.

4.6 A programme of asbestos training is being delivered to employees across the Council. Head teachers are undertaking this training on-line.

Consultations

4.7 Consultation has taken place with Strategic Asset Management, Trades Union representatives and the Health and Safety Panel.



NB √ JH √


JH √

5 BACKGROUND PAPERS

5.1 None.

6 APPENDICES

6.1 Appendix 1 - Asbestos Policy

45


John Risk Head of Assets & Support (44)3086 [email protected]




Reference

46

Asbestos Policy

January 2013

Appendix 1 47

Stirling Council - Asbestos Policy

Version no 1.0 DPA Assessed Full Publication Policy Date Approval DIA Assessed Compliant

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Index

Section 1 Introduction 2 Responsibilities within this Policy 3 Legal Requirements of The Control of

Asbestos Regulations 2012

4 Stirling’s Approach to the Assessment and Management of Risk from Asbestos

5 The Asbestos Surveys 6 Risk Assessment – High Risk ACMs 7 Types of Asbestos Work 8 Training 9 Medical Surveillance 10 Asbestos Waste Disposal 11 Emergency Procedures and Flowchart 12 Retention Records 13 Associated Health & Safety Legislation

and Information 14 Document Review and Control

Questions about this Policy: Health & Safety Team, Stirling Council (01786 442953) [email protected] [email protected]

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1. Introduction This Policy aims to ensure a safe and healthy environment for everyone who uses or works in Council properties, and that the Council complies with the Control of Asbestos Regulations 2012 which bring together the three previous sets of Regulations covering the prohibition of asbestos, the control of asbestos at work and asbestos licensing. Asbestos was commonly used as a building material for over 100 years up to year 2000 and is therefore present in many of the Council’s properties. The most common uses of asbestos were in ceiling tiles and coatings, wallboards and floor tiles, electrical insulation and pipe lagging. Asbestos cement was also used for roofing and pipe work. Where asbestos is in good condition and is undisturbed, it is not a health risk. This Policy focuses on ensuring that:

• The dangers of asbestos are understood; • All asbestos is identified and recorded; • The condition of the asbestos is recorded and monitored; and • Any work on, or interference with, asbestos containing materials (ACMs) is properly

authorised and controlled. To ensure that the wide variety of work activities in the Council are provided for, each Service should, where appropriate, develop their own work specific Health and Safety Work Procedures to comply with this Policy. 2. Responsibilities within this Policy Specific responsibilities are allocated to individuals under this Policy and all employees will be expected to co-operate in the delivery of the Asbestos Policy and act with due care for their own safety and that of others.

3. Legal Requirements of The Control of Asbestos Regulations 2012

The Control of Asbestos Regulations legally require the Council to assess and manage the risks from asbestos in its premises. This duty applies to all non-domestic premises; and to common parts of domestic premises owned or managed by Stirling Council. The risk will vary with circumstances, ranging from normal occupation of a building, to the repair, refurbishment and demolition of the premises, and they will each need to be assessed. Two of the Council’s Heads of Service have specific legal responsibilities for the management of asbestos within their properties:

Head of Housing & Customer Services – housing properties; and Head of Assets & Support – all other properties. In addition, all managers and the officers in charge of each of the Council’s premises have responsibility for understanding and following through their roles and responsibilities on asbestos.

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4. Stirling’s Approach to the Assessment and Management of Risk from Asbestos

4.1 The Depute Strategic Asset Manager (for Council premises) and Housing Services Manager (for Council housing stock) are required to make a suitable and sufficient risk assessment as to whether asbestos is, or is liable to be, present in premises. In this case, this means ensuring a suitable assessment has been carried out, documented and is available and is used to inform decision-making, advise incoming occupiers, maintenance workers and others.

4.2 Every property will have the following provided by the Head of Assets & Support:

4.2.1 Asbestos Site Management Plan – The Asbestos Site Management Plan is a living plan accessible at every premises detailing: • Where the asbestos is located, the type of asbestos material, and its condition

(the Asbestos Register); • The condition of the asbestos, how it will be maintained and its vulnerability; • When the asbestos was last inspected and when it will next be inspected; • Asbestos removed; and • Improvement work proposed and when – eg removal or encapsulation.

The officer in charge of each premises must be familiar with the content of the

Asbestos Site Management Plan. 4.2.2 Laminated Site Plan – The Laminated Site Plan shows where asbestos is present

and will be located at the entrance to each property.

4.2.3 Sign In Register for Property Maintenance Officers/Contractors – A register, separate from the Visitors Book, for the premises will ensure that property maintenance officers/contractors are made aware of the asbestos issues in the property before undertaking any work. This is in addition to the information given to all contractors when they are engaged for work on that property.

4.3 The Council’s Asbestos Management Plan co-ordinates all information on asbestos for all

the Council’s properties, from the management of the system of surveys and the assessment of the risk of exposure to asbestos, to the documentation of the appropriate actions to manage the risks. The Council’s Asbestos Management Plan also ensures that works on and around asbestos containing materials (ACMs) meets legal requirements.

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5. The Asbestos Surveys The asbestos surveys are instructed by Assets and Support to determine the location, amount and condition of ACMs and assess the level of damage or deterioration in the ACMs and whether remedial action is required. Management Surveys The Management Survey is the standard survey, which locates, as far as reasonably practicable, ACMs which could be disturbed during normal occupancy, including foreseeable maintenance, and to assess their condition. The survey may involve minor intrusive work and some disturbance. This information is held in the Asbestos Register and must be made available to all employees and contractors undertaking maintenance tasks. Refurbishment and Demolition Surveys A refurbishment and demolition survey is needed before any refurbishment or demolition work is carried out. This type of survey is used to locate and describe all ACMs in the area where the refurbishment or demolition is planned. Again, the information must be recorded in the Asbestos Register. The survey will be fully intrusive and involve destructive inspection, as necessary, to gain access to all areas, including those areas that may be difficult to reach. A refurbishment and demolition survey may also be required where more intrusive maintenance and repair work will be carried out or for plant removal or dismantling. Our own trained and appropriately qualified employees or a third party can carry out surveys. Those undertaking surveys must have training and experience in all aspects of survey work including survey planning, resources, technical specification, quality control and ACM assessment criteria. Bulk Sampling and Analysis All surveying, sampling, assessment and analysis techniques to be used should be in strict accordance with the following Health & Safety Executive guidance:

• Asbestos in Bulk Materials (MDHS 77)

• Asbestos The Survey Guide (HSG264) Any organisation engaged to carry out surveys must be accredited by the United Kingdom Accreditation Service (UKAS) to undertake surveys for ACMs. Survey work must protect the health and safety of all persons who may be at risk and should minimise any disruption to Council activities. For example where possible sampling should be undertaken when the premises/area is unoccupied.

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Monitoring the Condition of Asbestos in Premises Using assessment Algorithm The material assessment should be carried out as part of the management survey. Areas identified as containing asbestos should be monitored for deterioration of its condition as part of the management plan and dealt with as appropriate depending on the risk that is present. This may require encapsulating the area or removal of the asbestos totally. In the assessment process, the main factors influencing fibre release are given a score, which then can be added together to obtain a material assessment rating. The Four main areas, which determine the amount of fibre release from an ACM when disturbed, are:

• Type of building material

• Extent of damage or deterioration

• Surface treatment

• Asbestos type

Each parameter is scored between 1 and 3 and scores of 10 or more are rated as having a high potential to release fibres, if disturbed.

6. Risk Assessment – High Risk ACMs Once an ACM has been identified as high risk after being disturbed a risk assessment will be required to establish the type of action that is required to make the area safe. The risk assessment should take into account:

• The location of the material

• The extent of the material

• The use to which the location is put

• The occupancy of the area

• The activities carried out in the area

• The likelihood and frequency with which maintenance activities are likely to take place.

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7. Types of Asbestos Work There are three categories of works with asbestos:

Licensable Work – Most work with asbestos needs to be carried out by licensed contractors. Licences are issued by the Health and Safety Executive.

Notification of Licensable work with asbestos must normally be at least 14 days before works are due to begin.

Non-Licensable Work - This work can be carried out by trained employees, is not notifiable to the Health and safety Executive and through risk assessment is classed as low risk with control measures in place and work timescales kept to a minimum.

Notifiable Non Licensed Work - This type of work now encompasses work that may have previously been non notifiable. This work has to be notified to the Health and safety Executive prior to the works being carried out. There is no notice required only that notification is given prior to commencement of work on the online (HSE) form ASB NNLW1.

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8. Training All employees who have responsibilities for premises or who may come into contact with asbestos must be trained. There are five different levels of training; the type of training given will be dependent on the employee’s duties. 1) Training on Asbestos Awareness Intended to advise employees on the dangers of asbestos, where it might be found in

building materials and what to do in the case of accidental damage and subsequent exposure.

2) Training for Work with Asbestos-Containing Material (unlicensed work)

Intended for anyone who is required to undertake the sort of tasks covered by the HSE Asbestos Essentials Task Manual. The training covers safe working methods and the equipment required for specific tasks that involve unlicensed work on ACMs.

3) P402 Building Surveys and Bulk Sampling

Intended for those undertaking building surveys and bulk sampling.

4) P405 Management of Asbestos in Buildings Intended for those who manage asbestos in buildings and gives a knowledge base to audit

asbestos removal projects. 5) P407 Management of Asbestos in Premises Designed as an add on to the P405 and targets control of asbestos in premises. 9. Medical Surveillance Employees doing Licensed Work As at January 2013, Stirling Council has no employees who are trained to undertake licensed work, but if this situation changed, arrangements would be made for their Health Surveillance. Anyone who undertakes licensed work must have been medically examined within the previous 2 years. Stirling Council will need to obtain certificates of examination for any employees who state they have been examined under the Control of Asbestos Regulations 2012 within the previous 2 years and keep them for 4 years from the date of issue (new starts).

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Where an employee is diagnosed with a condition related to exposure to working with asbestos then the Council must review the health of all other current employees similarly exposed, as well as reviewing assessments and methods of work. If the examination reveals the presence of any potential limiting health conditions then a decision must be taken on whether a general fitness assessment is required as well as the asbestos medical examination. Employees doing Notifiable Non Licensed Work By April 2015 all Council employees doing Notifiable Non Licensed work with asbestos must be under Health Surveillance by a Doctor. A medical examination must take place not more than 3 years before the beginning of the employee’s involvement in the notifiable non licensed work and periodical medical examinations must take place at intervals of at least once every 3 years or shorter as the relevant document may require. Where an employee has been examined under the regulations, the relevant doctor must issue a certificate to the employer and employee stating that the employee has been examined and the date, the Council must keep that certificate, or a copy for at least 4 years. Employees doing Non Licensed Work Records must be kept of non-licensed work including a copy of the notification document sent to the Health and Safety Executive. Details should also include the number of employees involved, location of work, type and quantities of asbestos, the activities involved and the level of likely exposure of those employees. This does not require air monitoring on every job if an estimate of the degree of exposure can be made from past experience based on similar past tasks or published guidance. 10. Asbestos Waste Disposal Asbestos waste can be defined as any waste containing more than 0.1% w/w (weight for weight) asbestos in the waste and is subject to the waste management controls set out in the Special Waste Regulations 1996 and must be consigned to a site which is authorised to accept asbestos waste. This is enforced by the Scottish Environment Protection Agency in Scotland. The Special Waste Regulations place duties on:

• Stirling Council as Consignor • Carriers (the waste collector) • Consignees (the waste management facility).

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We must accurately describe any consignment including:-

• The total quantity • The total number and weight (or volume) of each package • A hazard code • The process giving rise to the waste.

The waste container used must be:

• Made of material that is strong enough to contain the waste taking into account the possibility of punctures

• Decontaminated before leaving the work area • Kept secure on site until sent for disposal • Properly labelled.

11. Emergency Procedures and Flowchart What to do if you find disturbed asbestos in Stirling Council Properties If you come across asbestos and suspect that asbestos has been disturbed or damaged, these steps must be followed:

• Ensure all employees are removed from the locality and report the incident to the local manager for the premises.

• Check the Asbestos Register’s record of asbestos. • If a positive identification is confirmed or there is no up to date information held in the

Asbestos Register then you must contact Assets and Support on 01786 442809 (out of hours 0845 277 7000). They will guide you through the correct course of action.

• If you or a tenant find disturbed asbestos in a housing property clear the area and contact Housing Services on 01786 443586 (out of hours 0845 277 7000) for further instructions.

Employees working in buildings that are not Council Properties

• Do not enter any building if you feel there may be a risk of asbestos contamination. • If your work is connected to the building itself eg inspection, check the Asbestos Register,

which should be held in any non-domestic property. • In the case of suspected contamination check the Emergency Plan for the building; if this is

not available, follow the Council’s Emergency Flowchart.

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Flowchart of what to do in Emergency Situations

NO YES

Discovered or damaged materials that could contain asbestos? Stop work immediately, and

Keep everyone else out of the area

Is there dust or debris on clothing?

Report the problem to the person in charge as soon as possible

A little,

eg dust on sleeve, on

shoes

A lot,

eg contaminated clothes, hair, footwear

Put up a warning sign ‘possible asbestos contamination’

Get help All put on Respiratory protective equipment

Stay put

Call a colleague for help. All put on Respiratory protective equipment, and the person helping put on personal protective equipment

Tell the Depute Strategic Asset Manager to get the material sampled and analysed

Wipe down with damp rags Wipe down with damp

rags

Does it contain asbestos

No action required

Undress Shower, wash hair

The Depute Strategic Asset Manager must make an Asbestos

Management Plan and decide if the task

needs an HSE-licensed contractor

Put contaminated clothes, towels etc in a plastic bag for a specialist laundry. Leave washing facilities clean

Dispose of rags as asbestos waste

Keep a record of the event

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Suspected Contamination by Asbestos Incidents where employees or members of the public believe they may have been contaminated by asbestos must be reported to the Health and Safety Section on 01786 442953 for investigation and possible reporting purposes to the Health and Safety Executive. Similarly, any incident of a contractor on Stirling Council premises accidentally disturbing asbestos must be reported on 01786 442953. 12. Retention of Records Records must be kept to provide detailed evidence of employee training and a history of the asbestos contained within council premises.

Document Where Held How Long For Site Asbestos Management

Plan including Asbestos Register

Centrally accessible at the site to which the document refers

Updated and trackable permanently as living records

Any Asbestos Training Personnel File Permanently

Employee’s Health Record With the Councils Occupational Health Provider

50 Years or until the age of 80 whichever is the later

Certificates of Occupational Health Examination Personnel File Minimum of 4 Years

13. Associated Health & Safety Legislation and Information

• Health and Safety at Work etc Act 1974 places specific duties on employers to provide a safe working environment for employees

• The Management of Health and Safety at Work Regulations 1999 requires employers to

make suitable and sufficient Health and Safety Risk Assessments for their employees at work

• Personal Protective Equipment Regulations 1992 • Provision and Use of Work Equipment Regulations 1998

• The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995

• The Construction Design and Management Regulations 2007 • Health and Safety Executive http://www.hse.gov.uk/

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14. Document Review and Control This Policy and any documentation produced under it will be reviewed: Annually; and When legislative changes occur. This Policy and any revision of it will be drawn to the attention of every Council employee. The contents of documents produced under this policy and other relevant Health & Safety Regulations, Codes of Practice and general guidance will be available for all employees to view. Document Control Current Version no. New Version No.

Why Policy changes were required? To align the Policy with changes to Health & Safety Legislation and clearly define roles & responsibilities within current organisational arrangements.

Change Date: Policy Controlled by:

Assets and support services H&S Team

Approval Date:

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1 SUMMARY

1.1 With the changes to the Council’s main office accommodation in Stirling, a fresh and flexible approach to the way employees work will be encouraged and supported, and this report sets out that approach, in the form of a Workstyles Policy, which has application for the whole workforce, as appropriate.


The Executive is asked to:

2.1 Approve the approach set out in the Workstyles Policy (Appendix 1); and

2.2 Approve the approach to Display Screen Equipment assessments set out in the Display Screen Equipment Policy in Appendix 2.

3 CONSIDERATIONS

3.1 The reprovisioning of the Council’s office accommodation in Stirling was agreed on the basis of employees working in a different way from the traditional model. Practice has been that each employee – full-time or part-time – was allocated a dedicated desk, PC, etc, and if they were working elsewhere or they were on leave or absent, these facilities were unused.

3.2 In the new/refurbished offices, there will be considerably less desks than the number of employees who have their base there, and this will be possible because employees will be encouraged and supported to work more flexibly.

3.3 The draft Policy and the approach to supporting employees to adopt new workstyles is shown in Appendix 1.

3.4 It is proposed that the Policy will apply to all employees as appropriate, although the initial focus will be on those employees based in the central Stirling offices.


EXECUTIVE ASSETS & SUPPORT


EMPLOYEE WORKSTYLES

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3.5 The Policy defines four workstyles:-

• Fixed worker

• Flexible worker

• Mobile worker

• Home worker

3.6 Managers will agree with each employee their working arrangements, taking account of the service implications, the responsibilities of the job, and the employee’s individual circumstances.

3.7 The success of the Workstyles Policy will require a culture of trust in the relationship between managers, their employees and teams, and working flexibly will require a cultural move towards a focus on the achievement of outcomes/ objectives based on measurable goals, targets and outputs.

3.8 Management and Employee Guides have been produced to explain the Policy and the responsibilities of managers and employees.

Display Screen Equipment

3.9 Because many employees will work at many different workstations, and use mobile devices, it is essential that the Council has arrangements in place that support employees, and ensure that they understand the health and safety issues.

3.10 Appendix 2 sets out Stirling’s approach to ensuring that employees are supported. At the heart of the approach is training, to ensure that those employees who are categorised as flexible, mobile or home workers are able to self-assess their workstations, follow the Guidance as regards posture, the time spent using display screen equipment, etc, and ask for their manager’s contribution as appropriate.

3.11 The responsibility is shared between the employee and the Council. The International Institute of Risk and Safety Management support this approach, and the Health and Safety Executive consider this approach to be best practice.

3.12 As well as a training programme for employees on Display Screen Equipment Assessment, an Employee Guide has been developed.

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Policy Implications Delete as appropriate

Equality Impact Assessment Yes Strategic Environmental Assessment No Single Outcome Agreement No Diversity (age, disability, gender, race, religion, sexual orientation) No Sustainability (community, economic, environmental) Yes Effect on Council’s green house gas emissions Decrease Strategic/Service Plan Yes Existing Policy or Strategy No Risk Yes Resource Implications Financial Yes People Yes Land and Property or IT Systems Yes Consultations Internal or External Consultations Yes


4.1 The findings of the Equality Impact Assessment for the new Workstyles Policy highlighted that it aimed to modernise how employees work and deliver the outcomes of a job without being tied to a specific building location. By introducing different workstyles employees, depending on the agreed workstyle for their job role, will have the opportunity to work more flexibly from a range of different locations including the community, Council offices, customer sites, on the move, touchdown bases or at home subject to agreement with their manager and service delivery needs. It is not anticipated there will be a negative impact on any of the projected groups.




4.3 The strategy presented in this report was considered not relevant for the purposes of Single Outcome Agreement.



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4.5 Implementation of the Employee Workstyles Policy will help the Council achieve its budgeted savings by using accommodation and other resources more efficiently.

Consultations

4.6 There has been extensive consultation with the Trades Unions, and with the Management Team.



NB √ JH √


JH √

5 BACKGROUND PAPERS

5.1 None.

6 APPENDICES

6.1 Appendix 1 – Employee Workstyles Policy

6.2 Appendix 2 – Display Screen Equipment (DSE) Policy


John Risk Head of Assets & Support (44)3086 [email protected]




Reference

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STIRLING COUNCIL

EMPLOYEE WORKSTYLES POLICY

JANUARY 2013

Appendix 1 65

1 POLICY PURPOSE 1.1 Stirling Council will encourage and support more flexible ways of working in

order to help modernise the way we work, improve efficiency in the delivery of services, and offer different options for employees.

1.2 The Council recognises that the efficient and effective delivery of services can be supported by different ways of working. The Policy defines four styles of working. These are Fixed, Flexible, Mobile and Home Worker.

1.3 The Workstyles Policy has been developed to support the Council’s office

review programme, but it is also relevant to all job roles.

1.4 The Policy sets out core principles and also managers’ and employees’ responsibilities.

2 SCOPE 2.1 This policy applies to all Council employees including teachers.

2.2 Whilst the Council supports flexible working arrangements, it should be noted

that there is no automatic entitlement to a particular workstyle. The requirements of an employee’s job role, the service delivery need and the employee’s work-life balance must all be considered.

3 CORE PRINCIPLES

• Stirling Council will provide clear and relevant policies and guidance to ensure that employees are not disadvantaged by working to a particular workstyle.

• Managers will foster a culture of trust in their working relationships with

employees and teams. • An employee will not have an automatic entitlement to continue an agreed

workstyle if they move to a different post. • Employees will not be treated less favourably as a result of working to a

particular workstyle, or having made a request to do so. • Working flexibly is a partnership between employees, their teams,

managers and the Council. It requires a cultural move towards a focus on the achievement of outcomes/objectives based on measurable goals, targets and outputs as opposed to a principal focus being on attendance in the workplace.

• All employees must respect confidentiality and comply with information security.

• Management and Employee Guides about Workstyles will be available

from line managers and the intranet via the HR Handbook.

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4 RESPONSIBILITIES 4.1 Managers are responsible for;

• Understanding their roles and responsibilities in relation to the Workstyles Policy

• Applying the policy fairly and consistently • Considering enquiries from employees about working to a particular

workstyle • Promoting workstyles options on the understanding this is mutually

agreed by them and their employees taking account of the fit between particular workstyles and the posts across their teams/service areas and the needs of the Service and the costs

• Giving the business reasons for their decision if an employee’s request to work to a particular workstyle is denied

• Understanding and ensuring all the relevant health & safety and security requirements are met, as per the Workstyles Management Guide and the relevant Health & Safety, data protection and information security policies

• Measuring performance based on an employee’s outputs/outcomes • Ensuring employees have the appropriate access to the relevant

equipment to fulfil the duties of their job description • Ensuring that HR and BT&T are informed of any change to an employee’s

workstyle agreement 4.2 Employees are responsible for:

• Understanding their roles and responsibilities in relation to the Workstyles Policy.

• Attending team meetings, 121s or learning and development activities as part of their agreed Personal Review and Development meetings.

• Agreeing with their manager where they are based day to day and letting their manager and their team know the relevant contact details for each work location.

• Understanding their responsibilities in relation to Health and Safety, data protection, information security and the use of Council IT equipment

• Taking all reasonable steps to prevent unauthorised access to work information or work equipment.

• Carrying out risk self-assessments and display screen risk self-assessments at each work location (including their home, if appropriate); reporting any issues to their line manager.

• Adhering to the agreed HR policy and procedures for reporting absence or requesting leave.

• Discussing with their manager any change in personal circumstances that may impact on their ability to work in the current workstyle.

• Looking after and ensuring the safe return of any equipment provided by the Council at the end of a Workstyles arrangement.

5 WORKSTYLE DEFINITIONS 5.1 Fixed Worker

A fixed worker’s role requires them to work in a set location because of specific circumstances. There may be a service delivery need for a post to be

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in a particular location, for example a teacher, or fixed specialist equipment or resources are needed for a post, such as a weigh- bridge operator.

5.2 Flexible Worker

A flexible worker can undertake their role in a variety of locations. Or the tasks of the job may require a main base, but not a fixed desk. Flexible Workers will be provided with appropriate IT equipment that gives them the flexibility to work electronically in their team area, at another desk or location within their main base or as appropriate, at another Council office or satellite touch down space, in meetings or from their home.

5.3 Mobile Worker

A Mobile Worker is out of the office for the majority of their working time and/ or may be involved in working at more than one location, which could include their home. Mobile workers can carry out their role without being tied to a set location and will be provided with appropriate IT equipment, which may include a laptop/netbook/tablet device and/or mobile phone

5.4 Home Worker

A Home Worker is an employee who, due to the nature of their role, spends the majority of their contracted hours working from their home, rather than working at a particular office base. As Home Workers, their home is their normal contractual work-base and they use part of their home as a workstation. Home Workers are still required to attend their office base for example for team meetings, Personal Review and Development reviews. They will be expected to use touch-down facilities when they come into the office.

6 WORKING PATTERNS

In addition to a particular workstyle, various working patterns including part-time working, job share, compressed hours and so on may be considered as part of the workstyle.

For example under the Flexible Working Policy a Mobile Worker may apply for compressed hours.

7 ELIGIBILITY 7.1 Managers will review posts and discuss a suitable workstyle with each of their

employees. Working arrangements must be mutually agreed. 7.2 Where agreement cannot be reached between the manager and their

employee, the matter will be referred to the employee’s Head of Service. They will provide a written decision on the matter within 10 working days of the failure to agree.

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7.3 When considering the suitability of a particular workstyle, service implications, the responsibilities of the job and the individual’s circumstances, need to be taken into consideration.

7.4 Whatever an employee’s defined workstyle, the rules on secondary

employment apply equally whether they are designated a Fixed Worker, a Home Worker, Flexible Worker or Mobile Worker. As such permission to work for another Employer should be sought in the usual manner.

8 OTHER RELEVANT POLICIES

8.1 The Workstyles Policy should be used in conjunction with the Workstyles Manager and Employee Guides.

8.2 Reference should also be made to the supporting policies, guidelines and regulations. These include; • Information Security Incident Management Policy • Information Management Guidelines • Internet Acceptable Use Policy • Email Acceptable Use Policy • Portable and Removeable Media Policy • IT Working From Home Policy • Management of Health and Safety at Work Regulations 1999 • Display Screen Equipment Regulations 1992 • Manual Handling Operations Regulations 1992 • Provision and use of Work Equipment Regulations 1998 and the Control

of Substances Hazardous to Health Regulations 2002 (as amended) • Workplace (Health, Safety & Welfare) Regulations 1992 • Working Time Regulations 1998 • Lone Working Policy • Home to Work Travel Policy

9 MONITORING AND REVIEW OF THE POLICY 9.1 This policy will be monitored and reviewed at regular intervals to ensure that it

is applied consistently and fairly and meets service delivery needs.

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DISPLAY SCREEN EQUIPMENT (DSE) POLICY

January 2013

Appendix 2 71

Stirling Council - Display Screen Equipment Policy


2

Index

Section 1 Introduction 2 Responsibilities Within this Policy 3 Legal Requirements of the Health and Safety (Display Screen

Equipment) Regulations 1992 4 Stirling’s Approach to Workstation Assessment 5 Requirements to be Checked in the Assessment 6 Work with Portable Display Screen Equipment 7 Eyes and Eyesight 8 Training 9 Records Retention 10 Associated Health & Safety Legislation and Information 11 Document Review and Control

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1. Introduction This Policy aims to ensure that Stirling Council employees safely use Display Screen Equipment in line with The Health and Safety (Display Screen Equipment) Regulations 1992. The Policy focuses on ensuring that:

• Employees understand how to use Display Screen Equipment appropriately; • Employees understand what may be wrong with the equipment, or the environment in which

they are using it, and how to put these things right; • Managers understand their responsibilities.

To ensure that the wide variety of work activities in the Council are provided for, each Service should where appropriate, develop their own work specific Health & Safety Work Procedures to comply with the details of this policy. 2. Responsibilities Within this Policy All employees will be expected to co-operate in the delivery of the Display Screen Equipment Policy and act with due care for their own safety and that of others. Line managers must ensure that employees understand and follow through their obligations.

3. Legal Requirements of the Health and Safety (Display Screen Equipment) Regulations 1992 (The Regulations)

The Council must ensure that processes are in place to reduce the risks to employees when using display screen equipment. Assessments must look at the whole workstation including equipment, furniture and the work environment. Assessments will highlight any particular areas of concern, which then can be rectified to reduce the risk. The assessment must include any special needs an employee may have such as existing health problems. Assessments of short- term or temporary workstations do not need recording unless significant risks have been identified. Where more than one employee uses workstations, assessments should take account of the fact that other employees use that workstation and ensure for example that the chair has a wide enough range of adjustment to cater for all employees using that chair.

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Assessments must be reviewed when:

• There is a major change to the software used.

• There is a change to the equipment used

• There is a major change to the workstation furniture.

• If the workstation is relocated.

• If there is a significant change to the environment.

The Council has a workstation assessment checklist to assist in the assessment.

4. Stirling’s Approach to Work Station Assessment

All employees will be trained in self-assessment, so that they can carry out their own self-assessments as and when they move to different workstations. Areas of concern should be addressed to reduce the risk to the employee – for example:-

1. Postural Problems may be overcome by simple adjustments to the workstation such as repositioning equipment or adjusting the chair. Postural problems can also indicate a need to reinforce the users training. New equipment such as a footrest or document holder may be required in some cases.

2. Visual problems may also be attended to by straightforward means such as repositioning the screen or using blinds to avoid glare, placing the screen at a more comfortable viewing distance from the user, or by ensuring the screen is kept clean. New equipment such as window blinds or more appropriate lighting might be needed.

3. Fatigue and stress may be alleviated by correcting obvious defects, which can be related to postural problems and visual problems. Wherever possible, the task should provide users with a degree of personal control over the pace and nature of their tasks.

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Users The Regulations apply where employees habitually use display screen equipment as a significant part of their normal work. Not every employee will be covered by the DSE regulations; only those employees deemed most likely to be at risk. The employees (and agents) who will be classed as USERS and will be covered by the regulations are those who:

• Continuously use a computer for an hour or more at a time

• Use it in this way more or less daily

• Need to have high levels of concentration and attention

• Are highly dependent on a VDU to do their job

• Or have little choice about using a VDU

• Or need special skills or training to use the equipment

Home Workers, Flexible Workers and Mobile Workers If an employee works at home, or at any other locations away from their base, the DSE regulations apply whether or not the workstation is provided in full or part by the Council.

Others Display Screen Equipment intended for public use does not fall under the remit of the Regulations; this is also the situation for school pupils and students. It is good practice for students and pupils to be trained to set up and use DSE and workstations in a way that minimises risks.

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5. Requirements to be Checked in the Assessment

As far as the requirements for equipment and furniture are concerned, the Council’s purchasing standards meet the requirements:

The Display Screen The characters on the screen must be well defined, of adequate size and with adequate space between the characters and lines. There should be no flickering on the screen. The brightness and the contrast between the characters and the background must be adjustable by the employee. The screen must swivel and tilt easily to suit the needs of the employee. The screen must be free of any glare and reflections that could cause discomfort to the employee. The Keyboard The keyboard must be able to tilt and be separate from the screen so that the employee can find a comfortable position to undertake their workstation tasks. The space in front of the keyboard must be sufficient to provide support for the hands and arms. The keyboard must be of a matt surface to avoid glare to the employee. The Work Desk or Work Surface The work desk/surface must have a sufficiently large, low reflective surface and allow enough space for equipment such as the screen and keyboard and other related equipment. The document holder must be adjustable to minimise the head and eye movements when transferring information from the hard copy to the screen. The Work Chair The work chair must be stable and allow the employee freedom of movement and offer a comfortable position by adjustment when in use. The seat must be suitable for the task. A footrest must be made available to any employee who wishes to use one.

Space Requirements The workstation must be large enough to provide sufficient space for the employee to change their position and vary their movements. Stirling’s standard is a minimum width of 1200mm meets these requirements.

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Lighting Lighting must be suitable and the workstation designed so that the lighting that has been provided does not create any glare on the screen. Reflections and glare Workstations should be designed/adjusted so that they are not affected by glare from windows and other openings or brightly coloured fixtures and fittings. Heat and Humidity Electronic equipment can be a source of dry heat, which can modify the thermal environment of a workstation. Ventilation and humidity must be maintained at levels, which prevent discomfort and problems of sore eyes.

6. Work with Portable Display Screen Equipment Users should consider varying their work and avoid prolonged use of portable computers if that could result in strain. If possible users should use their portables with an adequately sized keyboard and where the height and position of the screen can be adjusted. Portable users risk assessments eg a few hours work in a borrowed office need not be written down. Where, however, a portable is in lengthy or repeated use in one location it would be appropriate that the users assessment is recorded. Employees will receive training specific to use portable computers as well as how to self-assess:

• Advice on how to set up and use the equipment. • Setting up and using a docking station, and precautions if using a computer when a

docking station is not available. • Advice on how to report any discomfort that may be associated with using their portable

computer to their Line manager • A reminder to take regular breaks. • How to avoid unnecessary manual handling when carrying around portable equipment and

associated paperwork. • Advice on how to avoid the risks from theft or mugging.

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7. Eyes and Eyesight Employees who are classed as users are entitled to eye tests and the supply of glasses if the test shows they need glasses specifically for VDU work of if they are having visual difficulties which may reasonably be considered to be caused by their VDU work. The Council will pay cost of basic spectacles which are adequate for the employee’s work but where bifocal or varifocal spectacles are prescribed as special corrective appliances the Council is required to meet the costs associated with providing a basic frame and the prescribed lenses. 8. Training

Training will cover the following:

• The risks from DSE work • The importance of good posture and changing position when at the workstation • How to adjust furniture to avoid risks • Organising the workplace to avoid awkward or frequently repeated stretching movements • Avoiding reflections on or around the screen • Adjusting and cleaning the screen and mouse • Organising work for activity changes or breaks if necessary • Who to contact for help and to report problems or aches and pains • Contributing to the risk assessment • How to review checklists • How to identify hazards • How to get additional help and how to get it • How to draw conclusions from the checklist and identify steps to reduce the risks • Recording problems • How to tell Managers on their findings and feeding back information to users

9. Records Retention DSE workstation assessment records must be retained in relation to each specific employee and workstation. DSE Awareness and Assessment training records must be retained with the employee’s training records. These records can be required by the Health and Safety Executive.

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10. Associated Health & Safety Legislation and Information This list although not exhaustive are the main areas of work requiring a risk assessment.

• Health & Safety at Work etc Act 1974 • Health & Safety (Display Screen Equipment) Regulations 1992 • Manual Handling operations Regulations 1992 • Workplace (Health, Safety and Welfare) Regulations 1992 • Provision and Use of Work Equipment Regulations 1998 • Management of Health and Safety at Work Regulations 1999 • The control of Noise at Work Regulations 2005 • Health & Safety Executive http://www.hse.gov.uk/

11. Document Review and Control This Policy and any documentation produced under it will be reviewed: Annually; and When legislative changes occur. This Policy and any revision of it will be drawn to the attention of every Council employee. The contents of documents produced under this policy and other relevant Health & Safety Regulations, Codes of Practice and general guidance will be available for all employees to view. Document Control Current Version no. New Version No.

Why Policy changes were required? To align the Policy with changes to Health & Safety Legislation and clearly define roles & responsibilities within current organisational arrangements.

Change Date: Policy Controlled by:

Assets and support services H&S Team

Approval Date:

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1 SUMMARY

1.1 To meet the needs of the Council, in light of the revised Strategic Plan and following the departure of an Assistant Chief Executive and the Head of Employment, Communities & Youth, and the financial challenges ahead, a revised structure is proposed for the Strategic Leadership Team and the Chief Executive’s Office.

1.2 The review has implications for structures at Assistant Chief Executive level, Service Manager level, Team Leader level and below. The Chief Executive will proceed to action appropriate changes in accordance with the Council’s Organisational Change Policy.

2 OFFICER RECOMMENDATIONS

It is recommended that the Executive:

2.1 Note changes to Service Structures implemented by the Chief Executive following deletion of the post of Head of Employment, Communities & Youth.

2.2 Note proposed changes to the Chief Executive’s Office that the Chief Executive is now proceeding to implement.

2.3 Agree proposed changes to the Senior Management Structure and remit to the Chief Executive for implementation in accordance with the Council’s Organisational Change Policy and the procedure for Chief Officer appointments.

3 CONSIDERATIONS

Background

3.1 Following the implementation of the new Senior Management structure in 2009, the Council on 1 October 2009 remitted to the Chief Executive to keep the management and organisational structure under review and make such changes as from time to time appear appropriate in the interests of efficiency and effectiveness. This was reaffirmed when further changes were made as noted at Council on 22 August 2011.


EXECUTIVE CHIEF EXECUTIVE’S OFFICE


ORGANISATIONAL REVIEW

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3.2 There has been a significant reduction in the number of Senior Management posts over the last four years. In 2009 there were 4 Directors, 1 Assistant Chief Executive and 14 Heads of Service. Following the appointment of the current Chief Executive in April 2009, a revised Senior Management structure was put in place comprising 3 Assistant Chief Executives and 11 Heads of Service. In August 2011 a further reduction of 2 Heads of Service was agreed. The reduction of 1 more Head of Service in 2012 means that there are now 3 Assistant Chief Executives (one post is currently vacant) and 8 Heads of Service, 2 of which are shared posts with Clackmannanshire Council. The annual cost of the Senior Management Structure has been reduced significantly from £2,156,200 in 2009 to a current cost of £1,228,640, a saving of £927,560.

3.3 The functions that previously made up the Employment, Communities & Youth Service have been reassigned as follows:

a. Advice Services, Libraries & Archives and Safer Communities are incorporated in Housing & Customer Services.

b. Youth Services and Adult Learning are now part of Education Services.

c. Culture is part of Economy, Planning & Regulation, pending a full review of Stirling’s cultural offering, partnership opportunities and management of cultural assets.

d. Employability & Local Area Coordination are now part of Social Services.

e. The management of Community Halls and Centres are now part of Assets & Support.

f. Community Development is incorporated within the Chief Executive's Office to support the Council's strategic priority around enhanced community engagement and participation in moving forward with Community Planning in Stirling.

Information on the above changes was issued to Elected Members during last autumn.

3.4 Stirling Council’s aspiration to be an efficient, effective and agile organisation requires arrangements and structures that support a collaborative and enabling approach to strategy, corporate development, service management and delivery.

3.5 Consideration has been given to the type of organisational capacity and capability needed to better support Elected Members and the Chief Executive in the delivery of the priorities set out in the Strategic Plan – Serving Stirling, as agreed by Council in October 2012. These priorities have now been developed into objectives for Senior Managers, as recently approved by Council.

3.6 The current Senior Management structure has served the Council well over the past few years and was commended within last year’s Best Value report as creating the capacity to develop the council strategically and corporately over recent years.

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3.7 However, the recent departures of an Assistant Chief Executive and the Head of Employment, Communities & Youth provide a further opportunity to consider how best the Senior Management Structure and the Chief Executive’s Office can provide support to both Elected Members and the Chief Executive and contribute to the ongoing need to find efficiencies in management in view of the significant financial challenges facing the Council over the next few years.

3.8 In reviewing the Senior Management Structure and the relationship with the Chief Executive’s Office a number of key areas of support have been identified:

a. Strategic high-level capacity to share some elements of the Chief Executive’s workload and to support the testing of proposals and ideas with Elected Members.

b. Support to Elected Members and in particular supporting Portfolio Holders to review standards and approaches to service delivery.

c. Support the delivery of the Council’s communication strategy to ensure effective engagement and participation of employees, citizens, communities and partners.

d. Promote engagement and participation approaches across the organisation and with citizens, communities and partners, to support the delivery of more effective local outcomes.

e. Support the effective development and organisation of the community planning process and partnership, and the framework to support the delivery of the Single Outcome Agreement.

f. Promote collaboration across the organisation, with Council Management Team, Elected Members and with Community Planning Partners to ensure the co-ordination and alignment of strategic policy planning and outcomes.

g. Design and implement a range of initiatives, programmes and approaches to support the Council’s business needs, including the modernising and best value agendas.

h. Develop and implement effective performance and reporting measures with the aim of better supporting the Council’s Improvement Plan and Change Programme.

3.9 In order to address the requirements set out in paragraph 3.8, and to provide more effective and efficient support to the Chief Executive and Elected Members in the circumstances of reducing resources over the foreseeable future it is proposed that:

a. The three Assistant Chief Executive posts are removed and a post of Depute Chief Executive is created. This new post will deputise for the Chief Executive, will work alongside the Chief Executive in the Governance, Leadership and Management of the Authority, will provide strategic and corporate development capacity and will lead specific corporate agendas.

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b. Changes are made at both Service Manager and Team Leader level to ensure the Chief Executive’s Office has sufficient capacity to deliver the key support objectives.

c. The Community Development function which was previously part of Employment, Communities & Youth is now managed as part of the Chief Executive's Office to support the Council's strategic priority around enhanced community engagement and participation in moving forward with Community Planning in Stirling.

d. The Change Support function which is currently part of Assets & Support is now managed as part of the Chief Executive’s Office to drive the implementation of Serving Stirling, the Improvement Plan, Change Programme and the Senior Management Objectives

e. There will be a move over time to a smaller, more flexible workforce with an emphasis on commissioning of services, performance management and quality assurance, with the ability to buy-in additional or expert capacity as it is needed.

3.10 The revised Senior Management structure and the functions for the Chief Executive’s Office are attached as Appendices 1 and 2.

3.11 The move to these new arrangements will support a more focused approach to delivering outcomes during a period of change and reducing resources. They will support the Council to become a more agile, enabling authority, working with people and communities to become more resilient and self reliant in achieving better local outcomes. They will also ensure that we have the flexibility, the right skills mix and capacity for change, as well as continuing to improve the quality and impact of core service provision.

3.12 The transition to the new Chief Executive’s Office structure began this month. Implementation of the changes to the Senior Management Structure could proceed right away, or await future opportunities to adjust the structure by deleting vacant posts at this level. Council has just approved Senior Management Objectives for the Assistant Chief Executives. These are important strategic and corporate objectives that require to be taken forward over the next couple of years, so the capacity that is currently provided by the two remaining Assistant Chief Executives will be required for some time to come. However, there is currently a vacant post of Assistant Chief Executive. There are no plans to fill this post. It could be deleted and the saving taken as part of setting next year's budget. Alternatively, the budget could be used to move forward with recruitment of a Depute Chief Executive sooner. On balance, it is considered that the latter option best meets the Council’s needs at this time. The Council’s Organisational Change Policy will apply to this transition. Appointment to the post of Depute Chief Executive will be for the Council’s Appointments Panel in terms of the Council’s procedures for Chief Officer appointments.

3.13 The proposals outlined above represent the Chief Executive's view of where the Senior Management structure needs to move to over time in order to address the demands of the future, not least the need to reduce the Council's costs over the next four years. In line with his standing remit from the Council, the Chief Executive will continue to keep the management and organisational structure under review and make such further changes as from time to time

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appear appropriate in the interests of efficiency and effectiveness, consulting and reporting as appropriate as changes are made.


Policy Implications

Equality Impact Assessment No Strategic Environmental Assessment No Single Outcome Agreement Yes Diversity (age, disability, gender, race, religion, sexual orientation) No Sustainability (community, economic, environmental) No Effect on Council’s green house gas emissions No Effect

Strategic/Service Plan Yes Existing Policy or Strategy No Risk No Resource Implications Financial Yes People Yes Land and Property or IT Systems No Consultations Internal or External Consultations Yes


4.1 The matters presented in this report were considered under the Council’s Equalities Impact Assessment processes and were assessed as not relevant for the purposes of Equality Impact Assessment.


4.2 The matters presented in this report were considered under the Environmental Assessment (Scotland) Act 2005 and a Strategic Environmental Assessment is not required.


4.3 The desired outcomes are consistent with the priorities for ‘Serving Stirling’ and will also contribute to the National Outcomes Framework, e.g. National Outcome 15: Our public services are high quality, continuously improving, efficient and responsive to local people’s needs.


4.4 The annual saving from the organisational changes described in this report amounts to £600,000 and will be achieved in the next two financial years. It is expected that savings of approximately £200,000 will be achieved in 2013/14 and £400,000 in 2014/15.

Consultations 4.5 The Chief Executive consulted with the Party Group Leaders

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4.6 Consultation with the Trades Unions and staff in the Chief Executive’s Office has also begun as part of the Council’s Organisational Change Policy.

5 BACKGROUND PAPERS

5.1 SC417: Stirling Council 1 October 2009. Organisational Review Final report

5.2 SC726: Stirling Council 22 August 2011. Organisational Review and Schemes of Delegation.

5.3 SC779: Stirling Council. Best Value Audit Report

6 APPENDICES

6.1 Appendix 1 Stirling Council Senior Management Structure Appendix 2 Chief Executives Office – Key Functions

Council Executive, Education and Finance Only confirm

The appropriate Portfolio Holders and Depute Portfolio Holders have been consulted on this report

JB NB AB

CMcC The Chief Executive has been consulted on this report N/A

Author(s)

Name Designation Telephone Number/E-mail

Bob Jack Chief Executive x3321 [email protected]

Approved by

Name Designation Signature

Bob Jack Chief Executive

Date 6 February 2013 Service Reference

130213 Org Review

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Chief Executive

Head Of Governance &

Resources

Head of Assets & Support Services

Head of Corporate Projects

(Temporary)

Head of

Economy, Planning & Regulation

Head of

EnvironmentServices

Head of Housing & Customer Service

Stirling Council Senior Management Structure

Joint Head of Education Services

Joint Service ProvisionStirling Council /

Clackmannanshire Council

Updated: 20130207

Joint Head of

Social Services & CSWO

Appendix 1

Depute ChiefExecutive

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Chief Executives Office

Communications & Community Engagement

Strategic Planning, Co-ordination & Commissioning

Chief Executives Office - Key Functions

Lead and promote engagement and participation approaches

Advice and support to services and communities

Supporting the effective organisation and operation of community councils

Promoting and supporting Volunteering

Advice on sources of community funding

Helping to increase citizen, family and community resilience / capacity

Engaging with services and partners to support the redesign of services

Lead and support the delivery of the Council’s communication strategy

Delivering the Serving Stirling Messages

Promoting Council / Service messages

Liaising with the Press

Writing key message documents/articles

Performance & Improvement

Lead, design and implement a range of initiatives, programmes and approaches to support the Council’s business needs

Develop and manage a programme management office

Provide programme and project management capacity

Provide business planning and management services

Developing and supporting alternative models of service delivery

Support needs analysis

Coordination of Consultation responses

Portfolio Holder Support

Develop and implement effective performance and reporting approaches

Develop and report on Performance using Stirling Performs

Complaints monitoring

Support Self-Assessment using PSIF

Support scrutiny processes

Business Support and Administration

Chief Executives Office Support

Senior Management Support

Governance and Resources Support

Lead and support the effective development and organisation of the community planning process and partnership

Identify new projects and proposals

Design and develop programmes

Align Strategic policy planning with Community planning partners

Lead and promote collaboration across the organisation

Community planning partnership

Portfolio holders

Council Management Team

Appendix 2

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