Budget Update2017/18 Amendments

DUMFRIES and GALLOWAY COUNCIL LABOUR LED ADMINISTRATION

Changing our Council

Changing Dumfries and Galloway

ForewordThe budget set out in this document continues to set a clear direction for our council, prioritising investment in the services that matter most to people in Dumfries and Galloway: protecting our most vulnerable, giving our children and young people the very best start in life and building the local economy.

It also outlines how we will continue to tackle the unprecedented level of Government cuts to our council - with £50m of savings made over the past four years already.

To achieve this, we reviewed every aspect of the work of our Council, not only identifying savings but improving services where we could.

We ended the old way of looking for savings only on a year by year, department by department basis but instead set out savings over a number of years, across departments.

We implemented a radical re-shaping of our Council’s structures, which has reduced the number of departments by a third.

We have carried out extensive public consultations on our plans, showing our commitment to being an inclusive council.

From driving down youth unemployment, taking the impact of flooding on our region seriously, rebuilding our schools and becoming the first council in Scotland to achieve Living Wage accreditation, our budget decisions are delivering across Dumfries and Galloway despite massive cuts in funding.

However, this year again we face more cuts from Government- leaving a £16m funding gap for 2017/18 for our Council.

This document sets out how the Labour led Administration proposes to close that funding gap in our revenue budget through additional income and savings that won’t impact on frontline services.

With 43% of the council’s budget spent on employing staff to deliver our services it will inevitably lead to a further reduction in the workforce- which has already fallen by 1,100 since 2007. However, our commitment remains- no compulsory redundancies.

Due to the tough decisions we have taken over the past three years, this document also sets out how we plan to further target spending on our priorities.

There can be no more important priority than education. Not only will our budget proposals protect spending on our schools, but they will mean funding available for our schools in 2017/18 will rise by £3.8 million taking into account the additional Attainment Funding.

I am proud that under this Administration, Dumfries and Galloway’s first ever Anti-Poverty strategy was agreed, and this budget sets out over £2.5m of new initiatives to support that strategy from developing breakfast clubs in primary schools and our new ‘Local Anti-Poverty fund’ which will support local community projects to our ‘Links to Work’ programme to help support people back into work.

In addition, we will invest an extra £2m next year for repairs to our regions roads, develop an exciting plan for a ‘Borderlands Deal’ to bring millions of pounds

of investment into Dumfries and Galloway, fund a new model to help deliver Community Transport across our region and implement more ground-breaking initiatives to tackle youth and long –term unemployment.

Our budget also sets out the biggest ever Capital Investment in a single year by our Council with proposals to spend £68.2 million in 2017/18 alone transforming schools, delivering more superfast broadband, regenerating towns and villages across the region, developing plans for flood protection schemes in Langholm and Newton Stewart and completing the new Kirkcudbright Art Gallery. Our “inclusive play” fund will also see a £500,000 investment in delivering play parks accessible for all.

I know local people understand that the huge savings that have had to be made in recent years are not of the Council’s making and have been caused by Government spending cuts. However, despite the tough challenges we face, this budget sets out a relentless focus on the priorities of the people of Dumfries and Galloway –jobs, protecting the vulnerable, and delivering the best possible future or our children and grandchildren. It will take Dumfries and Galloway forward – not back.

Ronnie NicholsonLeader Dumfries and Galloway Council

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REVENUE BUDGET PROPOSAL FOR 2017/18

Our Labour led Administration’s revenue Budget amendment for 2016/17

2017/18 £000

Adjusted Uprated Budget 349,556

Less Government Grant -278,862

Less Council Tax Income

Council Tax Base (prior to impact of Council Tax Multiplier/Increase) - 63,309

Council Tax Reduction Scheme 8,577 - 54,732

Funding Gap 15,962

Additions to Expenditure Budget

Policy Development 2017/18- Revenue * 1,327

Updated Funding Gap 17,289

Less Measures to Adress the Funding Gap

Council Tax Multiplier - 2,450

Council Tax Increase (3%) - 1,900

Savings Options

Release of Policy Development Funding - 500

Operational Savings & Efficiencies - 2,801

Savings Already Agreed (P&R Nov 2016) - 6,640

Charging Service Review increased income - 294

Adjustment in relation to Delegated Adult Social Care Budget - 1,800

Further Savings Options - 904 - 12,939

Total Measures to Address the Funding Gap - 17,289

Policy Development- 2017/18 Revenue * £000

Pothole Repair Hit Squads 720

Social/Community Transport (PSP) 100

Borderlands Growth Deal Initiative (£75k p.a. for 2 years) 75

Additional Third Sector Support 32

Increased Learning Support Provision & Building Capacity 400

Policy Development – 2017/18 Capital Investment £000

Infrastructure Asset Class (Roads Carriageway Improvements) 1,280

Land Asset Class (Inclusive Play Areas) 500

Policy Development 2017/18– Application of Previously Agreed Funding £000

Local Anti-Poverty Fund (Area Committees) 350

Breakfast Clubs in Primary Schools 400

Enhanced Anti-Poverty ProvisionFunded through application of the £1 Million budget for Tackling the Causes and Effects of Poverty

250

Links to Work InitiativeFunded through application of Council Neighbourhood Renewal/Reganeration Reserve (£637k), EU Funding (£584k) and External Partners (£238k)

1,459

Town Centre Living FundFunded through the application of the Council Tax 2nd Homes Income

1,000

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Band A£

Band B£

Band C£

Band D£

Band E£

Band F£

Band G£

Band H£

Current 2016/17 charge 699.33 815.89 932.44 1,049.00 1,282.11 1,515.22 1,748.33 2,098.00

Following Scottish Government multiplier change in 2017/18

699.33 815.89 932.44 1,049.00 1,378.27 1,704.62 2,054.29 2,570.05

Multiplier increase from the Scottish Government

0.00 0.00 0.00 0.00 96.16 189.40 305.96 472.05

The Scottish Government’s decision to cut our council’s revenue grant for 2018/17 will mean our council has to close a £15.962million funding gap. Below we have set out how the budget proposals in this document will achieve this.

Council Tax changes by the Scottish GovernmentThe Scottish Government recently introduced legislation to change Council Tax and this will come into force from April 2017. At present Council Tax is applied across a range of bands from A to H, with

all bands having a relationship with band D, known as the multiplier. The Scottish Government has legislated to change the council tax multipliers for properties in Bands E to H from 1 April 2017. There is no local discretion to change these multipliers i.e. this is a Scottish Government decision that Dumfries and Galloway Council are required to implement.

The change made by the Scottish Government will mean that council tax for homes in Band E to H in Dumfries and Galloway will automatically increase as follows:

This will raise an additional £2.4m in Dumfries and Galloway.In addition the Scottish Government has provided Councils with local discretion to apply up to a maximum 3% increase on the Council Tax base. Council tax has been frozen across Scotland since April 2008 and in Dumfries and Galloway since 2005, which means Dumfries and Galloway region has the lowest Council Tax rate on mainland Scotland – 10% lower than the Scottish average. If Council Tax in Dumfries and Galloway was set at the Scottish average there would be £6m more per year to invest in local services.

To help us make the right budget choices our Council undertook a widespread consultation in September and October last year asking people their views on a range of budget issues including whether Council Tax should increase by up to 3%. Information booklets and surveys on the budget were made available in libraries and Customer Service Centres as well as online. Telephone surveys were also offered to those who called the council, drop in sessions were held at 15 popular venues from supermarkets to town halls and focus groups were held with a range of groups and a live Facebook consultation was held. In total 3,019 people fed in their views and 2,332 responses were given to the question on whether Council Tax should be increased by 3%.

CLOSING THE FUNDING GAP

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Answers to the public survey on Council Tax % of responses

No. of responses

Strongly Agree Council Tax should be raised 35.55% 829

Agree Council tax should be raised 34.35% 801

Agree Council tax should be raised 10.12% 236

Strongly Disagree Council tax should be raised 13.51% 315

On balance the Administration agrees with the public and has proposed a 3% increase in Council Tax but with the stipulation that the extra income should be ring-fenced for education.

This will raise £1.9m

This enables the council to protect spending on schools from any further cuts and in fact as a result of the Administration’s proposals the schools budget will rise by nearly £1 million.

Band A£

Band B£

Band C£

Band D£

Band E£

Band F£

Band G£

Band H£

2016/17 charge 699.33 815.89 932.44 1,049.00 1,282.11 1,515.22 1,748.33 2,098.00

Following multiplier change

699.33 815.89 932.44 1,049.00 1,378.27 1,704.63 2,054.29 2,570.05

3% proposed increase

720.31 840.37 960.42 1,080.47 1,419.62 1,755.76 2,115.92 2,647.15

3% increase from council (under the law it must cover all bands)

20.98 24.48 27.97 31.47 41.35 51.14 61.63 77.10

When added to the £2.9 million received through the Attainment Fund this will mean that spending on schools locally will rise by £3.8 million during 2017/18 but Council Tax in Dumfries and Galloway will still remain the lowest in mainland Scotland.

The change made by the Council’s budget will mean that council tax for homes in Band A to H in Dumfries and Galloway will increase as follows:

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Savings Options 2017/2018

£0002018/2019

£0002019/2020

£000

Corporate Services - BTS Efficiencies 45 45 45

Corporate Services - GIS Project Management 50 50 50

Corporate Services - Reduction in Elected Member Salary Costs 90 90 90

Corporate Services - Policy and Communication 50 50 50

Corporate Services - Procurement Savings 475 475 475

Corporate Services - Shared Building Safety / Maintenance 20 20 20

Corporate Services - Out of Hours Legal Provision 5 5 5

Corporate Services - ICT Efficiencies 95 170 170

Corporate Services - Workflow Efficiencies - Insurance 50 50 50

Corporate Services - Internal Audit 25 25 25

CYPLL - Business Support 81 189 189

CYPLL - Family Placement Reconfiguration 218 291 291

CYPLL - Youth Justice Refocus 104 139 139

CYPLL - Children’s Integration ERVS 50 50 50

CYPLL - Technology Efficiencies 191 191 191

CYPLL - Teacher Numbers in Relation to Pupil Roll 150 240 240

CYPLL - Remodelling of Support Services 125 125 125

EEI - Planning and Regulatory Services Staffing 68 68 68

EEI - Environmental Health Efficiencies 23 23 23

EEI - Taxicard Scheme (release of spare budget) 51 51 51

Communities - Civic Hospitality & Community Council Discretionary Grants 10 10 10

Communities - Cessation of Payment to Police Scotland 10 10 10

Communities - Functional Team Managers training 25 25 25

Corporate - Loan Charges 550 550 550

Corporate - NDR 240 240 240

TOTAL Efficiency Savings 2,801 3,182 3,182

Operational Savings and efficienciesWhen setting the 3 year budget in 2015, the Administration gave a clear commitment to continue to deliver efficiencies within our Council. As a result a further

£2.801 m operational savings and efficiencies have been identified.

The table below summarises those savings and they are described on pages 7 to 9.

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Corporate Services – BTS Efficiencies - It has been identified that efficiencies can be gained from ERVS and a reduction in vehicle fleet used by BTS. Formal approval has been given for two early retirement requests which will generate a £35k saving. In addition, there is also potential to remove two vans used by service technicians which would have a low impact on service delivery as newly introduced technologies means there is now an increase in the amount of support being carried out remotely. The removal of the vans would save £10K which taken together with the ERVS achieves a total cumulative saving of £45k.

Corporate Services – GIS Project Management - The Service have identified that, through the removal of the external project management provision for the corporate GIS development plan and replacement of this service with existing internal resource, it is anticipated this would release £50k.

Corporate Services – Reduction in Elected Member Salary Costs - Following the Local Government Boundary changes, there will be a reduction of one Ward and four Councillors to the current levels. On this basis the salary costs of these individuals will be released. It is also expected that travel expenses, subsistence and service costs will be reduced as a direct result of boundary and representation changes to Councillors, equating to an anticipated cumulative saving of £90k per annum.

Corporate Services – Policy and Communication - It has been identified through a restructure of Policy and Communications which will align skills and resources with business requirements, that an ERVS request will be able to be

progressed, releasing anticipated savings of £50k per annum. This will involve refocusing the work of the graphics team on key council projects and working more effectively with existing technology available that will bring about the same results with less resource.

Corporate Services – Procurement Savings - Based on a review of current procurement approaches, it has been identified savings of £475k could be achieved through implementing a number of improvements including; Implementation of a category management approach to procurement in key areas of spends across the Council; aggregating spend through effective collaborative contracts; by improving the approach and targeting specific outcomes through strategic supplier and contract management. The savings generated from this approach will be allocated to Services as the efficiencies are delivered.

Corporate Services – Shared Building Safety / Maintenance - Through continued joint working with NHS Dumfries and Galloway there is the opportunity of combining safety and maintenance term contracts where common interests exists. This will be initially trialled on the legionella monitoring contract from mid-2017 with predicted savings to the council in the region of £20K. If successful, this approach will be rolled out and applied on the tendering of other contracts.

Corporate Services – Out of Hours Legal Provision - Solicitors have traditionally provided out of hours ( evening/through the night/weekend) support in preparing and presenting Child Protection Order paperwork for the Sheriff. Across

Scotland that is changing and Sheriffs are no longer expecting a solicitor to appear during those hours. The majority of CPOs start during office hours, or at least the possible need is identified in normal hours of business, therefore advice and input will still be available from legal services. This change in approach will generate a saving of £5k.

Corporate Services – ICT Efficiencies - There are various elements of the ICT budget where there is the opportunity to develop further shared service savings with the NHS including shared data centres, e-mail and telephony systems. There is also the opportunity to migrate to single corporate number and reduce the number of phone lines servicing the council as part of the fixed telephony contract renewal. In addition, and as part of a review of corporate encryption provision, it has been identified that the corporate product could also be used in the curricular environment delivering economies of scale which will enable further savings. All of the above initiatives will deliver savings of £95K in 2017/18 increasing to £190K in 2018/19.

Corporate Services – Workflow Efficiencies Insurance - Based on a review of current approaches to insurance arrangements, it has been identified that efficiencies will be gained through improved processes and workflow management within the insurance function. It is anticipated that ongoing annual savings of £50k will be delivered through the development of an insurance strategy that is supported by realigning workloads within the team and moving the claims process online which will be reinforced by current advances in technology.

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Corporate Services – Internal Audit - A review of the Internal Audit service has identified that there is an opportunity to redesign the service and move towards a collaborative approach to audit services through external partner working, enabling a request for ERVS to be progressed generating an ongoing saving of £25k per annum.

CYPLL –Business Support - Based on the merger of Education and Social Work business support staff, the service has reviewed the potential for further streamlining and efficiency through the reduction of staff. There is an active interest in ERVS within this area, which will enable the deletion of 5 FTE posts at band 3. Workloads and teams will be restructured to create a hub-based generic processing function and provision of routine support will occur remotely. This efficiency is anticipated to save £81K in 2017/18 and £189K in subsequent years.

CYPLL – Family Placement Reconfiguration - As part of the reconfiguration of the Family Placement Team the support to foster carers, adoptive parents and kinship carers will now be provided by the locality teams instead of the current centralised team. This approach will result in a reduction in the total number of posts required, and enable ERVS requests to be progressed, generating savings of £218k in 2017/18, increasing up to £291k from 2018/19 onwards.

CYPLL – Youth Justice Refocus - The Service have been developing better ways of working within Youth Justice and have identified that through dispersing the current centralised team to generic locality Social Work teams that the total number of posts can be reduced,

enabling interest for ERVS to be progressed. This change in delivery approach will reduce costs by £104k in 2017/18, increasing to £139k from 2018/19 onwards.

CYPLL – Children’s Integration - The Service has identified that through supporting an ERVS request and reassigning current key tasks to other individuals a saving of £50k per annum can be generated from 2017/18. A plan is currently being developed to transition the key activities.

CYPLL – Technology Efficiencies - Based on aligning the current PC Refresh timescales within Schools to the rest of the Council, and only replacing devices when they are no longer functioning, savings of £100k per annum can be achieved. Phasing out the current video conferencing facilities, and replacing this facility with more mobile technology, will save a further £26k per annum. In addition, the removal of the Services’ discretionary Innovation budget, currently used to support small investment bids from Schools, will save a further £65k. In summary, the above 3 elements will enable efficiency savings of £191k per annum to be delivered from 17/18.

CYPLL – Teacher Numbers in Relation to Pupil Roll - The pupil roll in Dumfries & Galloway is stable with very little anticipated fluctuation next year. However, based on applying the current formula and arrangements analysis suggests that we have around 6FTE surplus. Therefore, through a combination of ERVS and Teacher refresh a saving of £150k can be made without materially impacting the teacher/pupil ratio.

CYPLL – Remodelling of Support Services - A review of current organisational structures and processes within the Education Support Services Team, enabling a single point of contact for all business information and managing business processes more effectively will enable savings of £125k per annum to be generated. This saving will be achieved through the application of the allocation formula for support staff in Schools and the reduction of 1 FTE within the Support Services Central Team.

EEI –Planning & Regulatory Services Staffing - Due to a decrease in the number of building warrants currently received there is scope to remove a vacant building inspector post within the Building Standards department and to redistribute workloads more efficiently amongst the remaining workforce to minimise disruption to current operations. In addition, there is currently a trainee level trading standards post which can be funded from external income until the individual is qualified, thus allowing the existing budget to be deleted. The removal of these two budgets generates a saving of £68k per annum.

EEI – Environmental Health Efficiencies - Through the deletion of a 0.25 FTE vacancy, and the successful procurement of an existing contract at a lower cost, the Service have identified that efficiency savings of £23k per annum can be generated from 2017/18.

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EEI – Taxicard Scheme - Following the application of £105k Policy Development funding to the Taxicard Scheme in 2015/16 it has been identified that the full allocation is not required to support this scheme. The Service have identified that £51k of this funding can be released with no impact on the Service currently being provided.

Communities – Civic Hospitality & Community Council Discretionary Grants - Through an analysis of current demand for Civic Hospitality and applications for Community Council Discretionary grants, it has been identified that these budgets are currently underutilised and that these can both be reduced by £5k each. The total cumulative saving for reducing these two budgets is 10k on an ongoing annual basis. There would be no reduction in service as a result of this budget efficiency.

Communities – Cessation of Payment to Police Scotland - Based on consultation with the ASB Strategy Partnership, there is scope to stop the ongoing annual payment of £10K to Police Scotland, currently utilised to support the production of the Anti-Social Behaviour Strategic Assessment. The stopping of this payment will have no visible impact on the public and Police Scotland staff will be assigned alternative duties.

Communities – Reduction in Training for Functional Team Manager - Through amalgamating the operations and logistics functional teams, the number of training days undertaken by the functional managers could be reduced by 40%, generating savings of £25k per annum.

Corporate – Loan Charges - As reported to Policy & Resources on 2 February 2017, current Treasury forecasts project the continuation of low interest rates during 2017/18. Based on the application of these forecasts the Loan Charges uprating requirement can be reduced by £550k.

Corporate – Non Domestic Rates (NDR) - As reported to Policy & Resources on 2 February, the reduction in the Non Domestic Rate poundage, confirmed as part of the Scottish Governments 2017/18 budget announcement, has reduced the allowance required for the Council’s 2017/18 NDR costs by £240k.

The total raised through Operational Savings and efficiencies for 2017/18 is £2,801m

Additional SavingsIn addition to the Operational Savings and efficiencies, a number of additional savings have been identified by the Administration and these are set out in the table below and described in the following savings templates.

Further Savings Options 2017/2018

£0002018/2019

£0002019/2020

£000

CYPLL- Training and Development 40 40 40

CYPLL – Commissioning 31 41 41

CYPLL- Out of Region Agency Placements 120 120 120

CYPLL-Education Services Management 200 224 224

CYPLL- Review of High Cost Care packages 248 248 248

Communities- Communities Facilities review 25 143 285

Communities- Removal of Council Tax 2nd Homes Discount 160 160 160

EEI- Road Lighting Maintenance 80 80 80

TOTAL Further Savings Options 904 1,056 1,198

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CYPLL - Training and Development - Through the implementation of a Single Training and Development Function and a recent assessment of two applications for Early Retirement and Voluntary Severance (ERVS) , a saving of £40,000 can be made in the new Learning and Development team.

CYPLL - Commissioning reduction - This saving is related to other savings taken within social work, in particular the reduction in the use of external agency placements and the fact that the adult services commissioning function now forms part of the Integrated Joint Board (IJB) commissioning team. The combination of these measures allows the opportunity to reduce staffing within the commissioning team through redeployment (if ERVS is not taken up).

CYPLL - Out of region Agency Placements - A great deal of work continues to be done to reduce the number of out of region placements. Numbers have reduced from 20 in 2014 to 6 in December 2016. The average cost of an out of region agency placement us £120,000 per year, so this reduction would mean one less young person place out of region. This would still leave a budget of £1,144m which is sufficient to support 9 placements even although 5 existing places are expected to be required. However, some virement is likely to be needed to the Children’s Care at Home and/ or Intensive Fostering budgets in order to provide further investment in local support arrangements for anyone brought back into the region for care.

CYPLL - Education Services Management - The Reshaping process of the Council and other recent savings have already led to significant management reductions in education. However, in recognition of the direction of the Government’s Governance review and Delivery Plan which will put more responsibility on schools, this proposal is to further reduce the central education management team to save £200,000 in the first part year (£224,000 in full year).

CYPLL - Review of High Cost Care Packages - This saving is a continuation of existing work to review each Child’s care package to ensure it meets the appropriate outcomes and value for money is secured. The service has been working to return Children with Disabilities who are placed out of the region to support based in their local community. Although the support required will continue to be high-cost even if provided in the local community, savings are made when care is provided locally when appropriate. The move towards more Self Directed Support has also resulted in savings and continuing this process is likely to identify further reductions in costs.

Communities - Community Facilities Review - In recent years the Council has transferred, or is in the process of transferring 29 community facilities such as village halls and community centres to local management committees. In May 2016 the Communities Committee agreed to progress a further 33 community transfer by March 2019. The saving £24,698 during 2017/18 can be achieved by starting the process earlier than originally planned. The savings will rise to £142,589 in 2018/19 and reach £285,179 in 2019/20.

Communities - Removal of Council tax 2nd Homes Discount - The Council tax changes introduced by the Scottish Government from 1st April 2017 not only allow the Council to increase the level of Council Tax but also to remove the current 10% discount for those with a second home. There are currently 2877 households with a 10% discount so the removal of this would raise £156,000. It should be noted that the current exemptions for second homes from Council Tax in certain circumstances will continue.

EEI - Road Lighting Maintenance - The Road Lighting Maintenance Budget is currently £1,089,320. A small reduction of £80,000 reflects the reduced routine maintenance costs for road lighting as a result of the historic move to longer life lamps and the more recent roll out of LED lighting. This saving is on top of the savings being achieved in relation to energy costs due to the roll out of LED lighting.

The total value of the

Additional Savings is

£904,000

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Other requirementsSocial Care fundingSocial Care Funding of £107 million has been provided to the NHS budget for Social care (£100 million for the Living Wage, £5 million War Veterans, £2 million Carers). The allocation to NHS Dumfries and Galloway from the Social Care Funding has been confirmed as £3.23 million.

As a result of this funding, the Scottish Government has indicated that Councils can reduce their 2017/18 funding allocations to Integrated Joint Boards (IJB) by up to £80 million from 2016/17 levels. For Dumfries and Galloway, the share would be up to £2.420 million. However in discussions with IJB officers it is clear that as a result of growing demand and the fact the £107m is ring fenced for the Living Wage and other specific requirements, it would mean significant savings would be required if the council’s contribution to IJBs was reduced by £2.420 million. In particular that level of saving would result in proposals being put forward for higher charges for care.

The Administration therefore rejects the proposal to remove £2.420 million from social care and instead limit this to £1.8 million with a clear instruction that we will not support any increase in charges. In addition, we propose that a report is brought to the next meeting of Social Work committee to reduce charges as a result of new guidance on excluding War veterans pensions in the calculation for charges. We would also ask for a report outlining how we intend to continue to ensure that the Living Wage is maintained for all adult social care workers and on incorporating UNISON’s Ethical Care Charter

UNISON’s Ethical Care Charter:The Charter is structured in 3 stages. Stage 1 calls for:

• Care based on client need, not minutes or tasks;

• 15 minute visits should generally not be used, unless appropriate;

• Homecare workers to be paid for travelling time, travel costs and other necessary expenses;

Visits to be scheduled based on need;

• Eligible workers should be paid statutory sick pay.

• Stage 2 seeks to ensure that:

• Clients would be allocated the same worker/s wherever possible;

• An end to zero hours contracts;

• A clear procedure for following up staff concerns about their clients‟ wellbeing;

• Proper training to provide a good service (paid for and in work time);

• Homecare workers to be able to meet co-workers to share best practice and limit their isolation;

Finally, Stage 3 seeks to ensure that:

• Homecare workers should be paid at least the Living Wage and where they are paid above this rate any outsourced workers should be required to maintain that rate throughout the contract;

• An occupational sick pay scheme should cover all staff who should not be pressurised to work when ill, to continue to care for their vulnerable clients.

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ChargesA service review was carried out on the council’s charging policy with a target to raise an additional £900,000 per annum. However, it is clear that to raise such a level of additional funding would require charges to rise by well over 10%. The Administration has rejected this and pegged the level of extra income from charges at just £294,000. For example, we have recognised that charges in areas such as burials and in sport and leisure have increased in recent years. We therefore propose to FREEZE those charges. In addition we propose to scrap all charges for child burials. The full proposals on charges are shown in the table below

Savings to be delivered via the Charging for Services Service Review

Directorate Savings Option Change Current Unit Charges

Proposed Unit Charges

Increased Income £

Communities Midsteeple Ticketing Service

3% increase on commission charge (includes existing surplus in income)

7% 10% 13,800

Communities Fixed Penalty notices Increase in enforcement (5% increase in number of fines issued)

£32.00 - £200.00 No change 2,287

Communities Garden Maintenance Reduction in core service (additional charge for gardens over 250sqm only)

£51.73 - £248.35 No change 25,000

Communities Room letting 5% increase on all room hire charges £5.75 - £27.90 £6.05 - £29.30 13,729

Communities Sweeping private car parks

10% increase in charges and expand service £36.00 - £70.00 £39.60 - £77.00 1,200

Communities Collin and Glenluce Sites income

5% increase in site rental £46.79 - £46.79 £49.10 - £49.10 2,552

Communities Houses in multiple occupation licence fees

5% increase to both new licence and renewal fees

£675.00 - £1,250.00

£708.75 - £1,312.50

1,299

Communities Library fees 5% increase to all library fees £0.10 - £30.00 £0.15 - £31.50 2,572

Corporate Services

Income from council owned premises

Increase in commercial rent in line with comparator authorities

£3.50 - £5.50 £4.00 - £6.00 32,000

Corporate Services

Licensing Fees Increase in new premise licence and transfer of licence fees

£40.00 - £1,500.00 £60.00 - £2,000.00

2,005

Corporate Services

Non Liquor Licensing Fees

5% increase to all non liquor licence fees £55.00 - £2,127.00 £58.00 - £2,233.00

6,431

EEI Harbour Fees and Charges-Landing Charges

Increase from 1% to 2% of value of catch landed in line with comparator ports

1% 2% 30,000

EEI Harbour Fees and Charges-Commercial

Increase in berthing fees for commercial fees in line with comparator ports

£1.40 - £14.00 £1.62 - £16.20 2,330

EEI Marina Charges-Recreational

Increase in berthing fees for leisure fees in line with comparator ports

£4.15 - £86.62 £4.81 - £100.48 10,550

EEI School Meals 5p Increase per meal for both primary and secondary schools

£1.75 - £1.85 £1.80 - £1.90 53,381

EEI Pest Control Charges Increase in fees £30.00 - £57.00 £45.00 - £75.00 8,472

EEI Road Service- Road Closures

Increase in charge for commercial closures only £440.00 £1,000.00 64,400

EEI Road Services- Control of works

Cost recovery introduced and brought in line with comparator authorities

£0.00 - £240.00 £100.00 - £250.00 27,000

REMOVAL OF CHARGE

Burial Charges Removal of Charges for Child (Under 16s and Stillborn) Burials and lair purchase

-5,058

Some proposed charges have been rounded where appropriate. 293,950

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Pupil teacher ratiosCouncils are required to continue to maintain the overall pupil:teacher ratio at 2016/17 levels nationally and secure places for all probationers who require one under the teacher induction scheme.

The statistics released on 13 December 2016 showed that the pupil:teacher ratio was maintained in Dumfries and Galloway and at a national level in 2016/17. Whilst the proposals in the Conservative budget will increase the pupil:teacher ratio in Dumfries and Galloway, breaching the requirements of the settlement form the Government, the Administration’s proposal maintain the existing ratio.

£000s

Funding Gap £15,962

Savings Already Agreed previously £6,640

Scottish Government Council Tax Multiplier £2,450

Council Tax Increase £1,900

Adjustment to Delegated Adult Social Care £1,800

Release of Policy Development Funding £500

Operational Savings and Efficiencies £2,801

Charging Service Review options chosen £294

Further Savings Options £904

Total £17,289

Surplus £1,327

This creates a surplus of £1,327m for new policy development initiatives.

Public Finance Initiatives (PFIs)The Administration strongly supports reviewing existing Public Finance Initiatives (PFIs) to determine whether they should be brought back in-house to the council. We recognise however that the buy-out of PFI/PPP is not currently permitted by the Scottish Government. This was recently tested by Highland Council who were denied permission to borrow to buy out contracts valued at £160 million covering the construction and upkeep of 15 schools. The main reason for this refusal is that local government borrowing scores against the Scottish Government’s own borrowing limits. We therefore propose to lobby the Scottish

Government with a view to gaining the support, in particular with borrowing and continuing contributions, to allow the option to be considered.

In summary, the table below outlines how the Administration’s proposals will close the funding gap.

13

Policy DevelopmentEach year, money is set aside in the Revenue Budget to fund Policy Development Projects. These are usually projects not currently included within individual department budgets as they are often new and put place for a short period, such as 1 or 2 years. In February 2015 our three year budget set out a range of proposals to help deliver our Council’s priorities.

Building the local economy - including investing £3.5m in our ‘Youth Guarantee”- a guarantee of place in education, training or job for every young person, within 4 months of them leaving school.

Providing the best start in life for our children - including new initiatives on Family Centres and school based Social Work provision and a School transport contingency fund.

Protecting our most vulnerable - including a new comprehensive Taxicard scheme, extra help for those with dementia, a commitment to becoming a Living Wage accredited employer and investment in our region’s first ever Anti-poverty strategy.

Despite having to make significant savings, the Administration’s budget maintains our investment in these policy development proposals. In addition, this year’s budget sets out a number of new proposals.

Pothole Repair Hit Squads£720,000 to fund the provision of two additional dedicated pothole hit squads to carry out first time permanent patching to potholes. It is estimated this would enable the repair of an extra 21,000 carriageway defects.

Social/Community Transport£100,000 to support Community Transport operators, over and above resources allocated through Area Committees. The funding would enable the establishment and delivery of a Public Social Partnership (PSP) model to deliver social and community transport in the area. The PSP would commission new projects using the funding.

Borderlands Growth Deal Initiative£75,000 (an initial £150,000 over the next two years) to develop a Borderlands Inclusive Growth Initiative. Working in partnership with other local authorities, the Council will develop a number of specific projects to be included in the Initiative to be presented to both the UK and Scottish Governments in a bid for capital funding. In Dumfries and Galloway projects being considered for inclusion include:

Transport and Connectivity• Road improvements to the

A75 and between the M74 and Dumfries

• West Coast Mainline improvements

• Borders/Waverly Railway Extension

• a programme of railway station reopening

• digital improvements including ensuring the region benefits form Hyperfast Broadband

RegenerationDevelopment of key sites including Chapelross site, Eastriggs MOD site, support for the Star of Caledonia landmark tourism attraction and the development of a centre of excellence for sustainable food production in the Canonbie area.

Key Sectors and SkillsSpecific support for economic growth areas such as tourism and energy, food and drink and forestry

Support for Third Sector Organisations Moving to CommissionsAn additional £32,000 will be added to the funding for Third Sector organisations moving to Commissions. This will support groups who work with the LGBT, multicultural communities, disabled people, those affected by domestic abuse and those who receive relationship support as well as groups who support children and young people and provide social education, employability and training.

New proposals

14

Increased Learning Support Provision and Building Capacity£400,000 to increase the availability of Additional Support for Learning in our schools to meet increased demand. Unlike the Conservative proposal (which provided just £200,000 on a one off basis) the Administration propose that the funding should be provided on a recurring basis allowing it to be used to employ extra Learning Support staff.

In addition, using existing funding allocations we propose a number of measures

Anti-Poverty Initiatives• A £350,000 ‘Local Anti-Poverty

fund’ to be allocated to local community projects such as food banks by Area Committees.

• £400,000 to develop free breakfast clubs in primary schools across the region

• £250,000 to close the gaps in the provision of anti-poverty support identified by the current ‘mapping’ exercise being carried out by the Council’s new Anti-Poverty Officer,

• A £1.458m ‘Links to work’ scheme – a new programme aimed at providing intense support for people living in poverty to help them back into work.

The funding for the first three projects comes from the £1 m anti-poverty fund set aside by the Labour Administration to implement the first ever Dumfries and Galloway Anti-poverty strategy. These projects will require over £2m to fund over the next two years.

The £1.5m ‘Links to Work’ scheme will be funded using £637,000 from the Council’s Neighbourhood Renewal fund, drawing down £583,000 from the Council’s European Social Fund (ESF) grant allocation and £238,000 sourced from partnership contributions from the third sector.

The ‘Links to Work’ proposal has a number of key elements including community engagement were outreach staff based in local communities will use a range of methods of engagement to extend services to those most vulnerable and hard to reach groups, identifying needs and encouraging supported engagement with services, learning and appropriate support towards eventual employment.

Informal and certificated accredited training will be offered including access to core skills, digital literacy, the D&G Employability award, volunteering awards and parenting. In addition, support will be provided to maximise income to ensure that anyone helped into work also accesses in work benefits to ensure they are better off in employment. Support will also be provided for childcare and parenting skills and utilising these to offer access to The Peep Progressive Pathway.

Town Centre Living FundA £1 million fund using income from Council Tax on second homes to increase the supply of affordable housing in town centres and settlements by bringing empty properties back into use.

15

Capital BudgetIn February 2015, our Council agreed a Capital Investment Strategy covering the period 2014/2015 to 2023/2024.

Our Council also agreed investment to support improvements to its main assets. The base allocations are:

• School buildings (£4.25m)

• Non-school buildings (£3.7m)

• Infrastructure, including Roads (£9.5m)

• Land, including burial grounds, sports pitches and play

• areas (£500,000)

• IT/Business Systems (£1.075m)

• Vehicles (£660,000)

• Public transport funding to Dumfries and Galloway

• Transport Agency (SWestrans) (£800,000)

Dalbeattie Learning CampusDeveloping a shared campus for a new Dalbeattie High School, primary school and nursery, along with new community facilities.

Dumfries Learning Town• Building a new Maxwelltown High

School on a new site with 2 new build co-located primary schools on the campus, including early years provision and community facilities for a sports hub and play care facilities.

• Redeveloping the existing St Joseph’s College.

• Build a Learning Campus at the King George V site, providing a new learning environment for 3 to18 year olds.

• Our aim for the future is to allocate funding towards the next phase, which will include significantly redeveloping

• Dumfries Academy and a new build Dumfries High School, both with the possible co-location of primary schools.

This strategy included a commitment to invest in the major priority projects including:

Next Generation BroadbandContributing to the Government funded roll out of Superfast Broadband to at least 95% of properties in Dumfries and Galloway by 2017.

Whitesands Flood Protection and Public Realm SchemeReducing the flood risk in the Whitesands area of Dumfries, improve the quality of the public realm in the area, and maximising the economic regeneration of the Whitesands.

Kirkcudbright CharterSupporting the development of the Kirkcudbright Town Hall/ Gallery project.

Economic DevelopmentSupporting projects to meet the agreed regeneration priorities of our Council: Dumfries Regional Capital; Stranraer; CoRes (Gretna, Lockerbie, Annan and M74 corridor) and Upper Nithsdale. This programme also includes projects to develop the Crichton Campus.

16

Newton Stewart Flood Protection Scheme£7.850m for 2017 to 2021 (with the Council contibuting 20%) towards a flood protection scheme for Newton Stewart.

Langholm Flood Protection Scheme£1.980m for 2017 to 2021 (with the Council contibuting 20%) towards a flood protection scheme for Langholm, with consideration also being given to including measures to tackle flooding in Holmwood as part of any scheme.

Inclusive Play Parks (through the Land Asset class)A £500,000 investment in developing play parks accessible for all, breaking down the barriers for disabled children in the region. As a starting point three schemes will

be developed in Dumfries, Stranraer and Annan. In addition, the Council will continue to work on existing projects including developing the Heritage Lottery bid for Station Park in Moffat. Subject to funding, the Administration would like to see the fund continued beyond 2017/18 to expand the initiative to more communities. This proposal will increase the Land Asset class to £1.174 million.

Increased Roads Investment (through the Infrastructure Asset class)An extra £1.280m investment on improving the region’s roads. This would involve increasing the funding for Carriageway Surface Dressing by £250,000, Carriageway Planned Structural Overlays by £750,000 and Carriageway Drainage by £280,000. This will increase the Infrastructure Asset class to £10.872 million.

The revised asset classes for 2017/18 are:

The Administration proposes to reaffirm these commitments but also to make a number of additions as part of our 2017/18 budget:

• School buildings (£5.3m)

• Non-school buildings (£3.5m)

• Infrastructure, including Roads (£10.9m)

• Land, including burial grounds, sports pitches and play

• areas (£1.2m)

• IT/Business Systems (£1.2m)

• Vehicles (£660,000)

• Public transport funding to Dumfries and Galloway

• Transport Agency (SWestrans) (£800,000)

17

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19

DUMFRIES & GALLOWAYCOUNCIL

ADMINISTRATIONGROUP BUDGET

PROPOSAL 2017/18

20

Administration Revenue Budget Proposal 2017/18

2017/18 £000

Adjusted Uprated Budget 349,556

Less Government Grant -278,862Less Council Tax Income

Council Tax Base (prior to impact of Council Tax Multiplier/Increase) 63,309-Council Tax Reduction Scheme 8,577 54,732-

Funding Gap 15,962

Additions to Expenditure BudgetPolicy Development 2017/18 - Revenue* 1,327

Updated Funding Gap 17,289

Less Measures to Address the Funding GapCouncil Tax Multiplier 2,450-Council Tax Increase (3%) 1,900-Savings Options Release of Policy Development Funding (Modern Apprenticeship Scheme) 500- Operational Savings & Efficiencies 2,801- Savings Already Agreed (P&R Nov 2016) 6,640- Charging Service Review increased income 294- Adjustment in relation to Delegated Adult Social Care Budget 1,800- Further Savings Options 904- 12,939-

Total Measures to Address the Funding Gap 17,289-

Policy Development – 2017/18 Revenue* £0007201007532

Pothole Repair Hit SquadsSocial/Community Transport (PSP)Borderlands Growth Deal Initiative (£75k p.a. for 2 years) Additional Support for Third Sector Organisations moving to Commissions Increased Learning Support Provision & Building Capacity 400

Policy Development – 2017/18 Capital Investment £000Infrastructure Asset Class (Roads Carriageway Improvements) 1,280Land Asset Class (Inclusive Play Areas) 500

Policy Development – Application of Existing Funding Streams £000Local Anti-Poverty Fund (Area Committees) 350Breakfast Clubs in Primary Schools 400Enhanced Anti-Poverty Provision 250Funded through application of the £1 Million budget for Tackling the Causes and Effects of Poverty

Links to Work Initiative 1,459

Town Centre Living Fund 1,000Funded through the application of the Council Tax 2 nd Homes Income

Funded through application of Council Neighbourhood Renewal/Regeneration Reserve (£637k), EU Funding (£584k) and External Partners (£238k)

1

21

Administration Group Budget Savings Proposals

2017/18£000

Operational Savings & Efficiencies (see note 1) 2,801

Savings Options Already Agreed (P&R November 2016) (see note 2) 6,640

Charging Service Review increased income (see note 3) 294

Adjustment in relation to Delegated Adult Social Care Budget 1,800

Release of Policy Development Funding (Modern Apprenticeship Scheme) 500

Further Savings Options (supported by templates)Template 1 CYPLL Training and Development 40 Template 2 CYPLL Commissioning 31 Template 3 CYPLL Out of Region Agency Placements 120 Template 4 CYPLL Education Services Management 200 Template 5 Communities Community Facilities Review 25 Admin 1 CYPLL Review of High Cost Care Packages 248 Admin 2 Communities Removal of Council Tax 2nd Homes Discount 160

Admin 3 EEI Road Lighting Maintenance 80 904

TOTAL Savings Options 12,939

2

22

Note 1

Operational Savings & Efficiencies

The table below summarises the savings that will be achieved from operational savings and efficiencies over the next three financial years. Further supporting information on the basis of the savings and efficiencies are detailed below:-

Savings Options 2017 / 2018

£000 2018 / 2019

£000 2019 / 2020

£000 Corporate Services – BTS Efficiencies 45 45 45 Corporate Services – GIS Project Management 50 50 50 Corporate Services – Reduction in Elected Member Salary Costs 90 90 90 Corporate Services – Policy and Communication 50 50 50 Corporate Services – Procurement Savings 475 475 475 Corporate Services – Shared Building Safety / Maintenance 20 20 20 Corporate Services – Out of Hours Legal Provision 5 5 5 Corporate Services – ICT Efficiencies 95 170 170 Corporate Services – Workflow Efficiencies – Insurance 50 50 50 Corporate Services – Internal Audit 25 25 25 CYPLL – Business Support 81 189 189 CYPLL – Family Placement Reconfiguration 218 291 291 CYPLL – Youth Justice Refocus 104 139 139 CYPLL – Children’s Integration ERVS 50 50 50 CYPLL – Technology Efficiencies 191 191 191 CYPLL – Teacher Numbers in Relation to Pupil Roll 150 240 240 CYPLL – Remodelling of Support Services 125 125 125 EEI – Planning and Regulatory Services Staffing 68 68 68 EEI – Environmental Health Efficiencies 23 23 23 EEI – Taxicard Scheme (release of spare budget) 51 51 51 Communities – Civic Hospitality & Community Council Discretionary Grants

10 10 10

Communities – Cessation of Payment to Police Scotland 10 10 10 Communities –Functional Team Managers training 25 25 25 Corporate – Loan Charges 550 550 550 Corporate - NDR 240 240 240 TOTAL Efficiency Savings 2,801 3,182 3,182

Corporate Services – BTS Efficiencies: - It has been identified that efficiencies can be gained from ERVS and a reduction in vehicle fleet used by BTS. Formal approval has been given for two early retirement requests which will generate a £35k saving. In addition, there is also potential to remove two vans used by service technicians which would have a low impact on service delivery as newly introduced technologies means there is now an increase in the amount of support being carried out remotely. The removal of the vans would save £10K which taken together with the ERVS achieves a total cumulative saving of £45k.

Corporate Services – GIS Project Management: - The Service have identified that, through the removal of the external project management provision for the corporate GIS development plan and replacement of this service with existing internal resource, it is anticipated this would release £50k.

3

23

Note 1

Corporate Services – Reduction in Elected Member Salary Costs: - Following the Local Government Boundary changes, there will be a reduction of one Ward and four Councillors to the current levels. On this basis the salary costs of these individuals will be released. It is also expected that travel expenses, subsistence and service costs will be reduced as a direct result of boundary and representation changes to Councillors, equating to an anticipated cumulative saving of £90k per annum.

Corporate Services – Policy and Communication:- It has been identified through a restructure of Policy and Communications which will align skills and resources with business requirements, that an ERVS request will be able to be progressed, releasing anticipated savings of £50k per annum. This will involve refocusing the work of the graphics team on key council projects and working more effectively with existing technology available that will bring about the same results with less resource.

Corporate Services – Procurement Savings: - Based on a review of current procurement approaches, it has been identified savings of £475k could be achieved through implementing a number of improvements including; Implementation of a category management approach to procurement in key areas of spends across the Council; aggregating spend through effective collaborative contracts; by improving the approach and targeting specific outcomes through strategic supplier and contract management. The savings generated from this approach will be allocated to Services as the efficiencies are delivered.

Corporate Services – Shared Building Safety / Maintenance: - Through continued joint working with NHS Dumfries and Galloway there is the opportunity of combining safety and maintenance term contracts where common interests exists. This will be initially trialled on the legionella monitoring contract from mid-2017 with predicted savings to the council in the region of £20K. If successful, this approach will be rolled out and applied on the tendering of other contracts.

Corporate Services – Out of Hours Legal Provision: - Solicitors have traditionally provided out of hours (evening/through the night/weekend) support in preparing and presenting Child Protection Order paperwork for the Sheriff. Across Scotland that is changing and Sheriffs are no longer expecting a solicitor to appear during those hours. The majority of CPOs start during office hours, or at least the possible need is identified in normal hours of business, therefore advice and input will still be available from legal services. This change in approach will generate a saving of £5k.

Corporate Services – ICT Efficiencies:- There are various elements of the ICT budget where there is the opportunity to develop further shared service savings with the NHS including shared data centres, e-mail and telephony systems. There is also the opportunity to migrate to a single corporate number and reduce the number of phone lines servicing the council as part of the fixed telephony contract renewal. In addition, and as part of a review of corporate encryption provision, it has been identified that the corporate product could also be used in the curricular environment delivering economies of scale which will enable further savings. All of the above initiatives will deliver savings of £95K in 2017/18 increasing to £190K in 2018/19.

4

24

Note 1

Corporate Services – Workflow Efficiencies Insurance: - Based on a review of current approaches to insurance arrangements, it has been identified that efficiencies will be gained through improved processes and workflow management within the insurance function. It is anticipated that ongoing annual savings of £50k will be delivered through the development of an insurance strategy that is supported by realigning workloads within the team and moving the claims process online which will be reinforced by current advances in technology.

Corporate Services – Internal Audit: - A review of the Internal Audit service has identified that there is an opportunity to redesign the service and move towards a collaborative approach to audit services through external partner working, enabling a request for ERVS to be progressed generating an ongoing saving of £25k per annum.

CYPLL –Business Support: - Based on the merger of Education and Social Work business support staff, the service has reviewed the potential for further streamlining and efficiency through the reduction of staff. There is an active interest in ERVS within this area, which will enable the deletion of 5 FTE posts at band 3. Workloads and teams will be restructured to create a hub-based generic processing function and provision of routine support will occur remotely. This efficiency is anticipated to save £81K in 2017/18 and £189K in subsequent years.

CYPLL – Family Placement Reconfiguration:- As part of the reconfiguration of the Family Placement Team the support to foster carers, adoptive parents and kinship carers will now be provided by the locality teams instead of the current centralised team. This approach will result in a reduction in the total number of posts required, and enable ERVS requests to be progressed, generating savings of £218k in 2017/18, increasing up to £291k from 2018/19 onwards.

CYPLL – Youth Justice Refocus:- The Service have been developing better ways of working within Youth Justice and have identified that through dispersing the current centralised team to generic locality Social Work teams that the total number of posts can be reduced, enabling interest for ERVS to be progressed. This change in delivery approach will reduce costs by £104k in 2017/18, increasing to £139k from 2018/19 onwards.

CYPLL – Children’s Integration:- The Service has identified that through supporting an ERVS request and reassigning current key tasks to other individuals a saving of £50k per annum can be generated from 2017/18. A plan is currently being developed to transition the key activities.

CYPLL – Technology Efficiencies:- Based on aligning the current PC Refresh timescales within Schools to the rest of the Council, and only replacing devices when they are no longer functioning, savings of £100k per annum can be achieved. Phasing out the current video conferencing facilities, and replacing this facility with more mobile technology, will save a further £26k per annum. In addition, the removal of the Services’ discretionary Innovation budget, currently used to support small investment bids from Schools, will save a further £65k. In summary, the above 3 elements will enable efficiency savings of £191k per annum to be delivered from 17/18.

CYPLL – Teacher Numbers in Relation to Pupil Roll:- The pupil roll in Dumfries & Galloway is stable with very little anticipated fluctuation next year. However, based on applying the current formula and arrangements, analysis suggests that we have around 6FTE surplus. Therefore, through a combination of ERVS and Teacher refresh a saving of £150k can be made without materially impacting the teacher/pupil ratio.

5

25

Note 1

CYPLL – Remodelling of Support Services:- A review of current organisational structures and processes within the Education Support Services Team, enabling a single point of contact for all business information and managing business processes more effectively will enable savings of £125k per annum to be generated. This saving will be achieved through the application of the allocation formula for support staff in Schools and the reduction of 1 FTE within the Support Services Central Team.

EEI –Planning & Regulatory Services Staffing: - Due to a decrease in the number of building warrants currently received, there is scope to remove a vacant building inspector post within the Building Standards department and to redistribute workloads more efficiently amongst the remaining workforce to minimise disruption to current operations. In addition, there is currently a trainee level trading standards post which can be funded from external income until the individual is qualified, thus allowing the existing budget to be deleted. The removal of these two budgets generates a saving of £68k per annum.

EEI – Environmental Health Efficiencies:- Through the deletion of a 0.25 FTE vacancy, and the successful procurement of an existing contract at a lower cost, the Service has identified that efficiency savings of £23k per annum can be generated from 2017/18.

EEI – Taxicard Scheme :- Following the application of £105k Policy Development funding to the Taxicard Scheme in 2015/16, it has been identified that the full allocation is not required to support this scheme. The Service have identified that £51k of this funding can be released with no impact on the Service currently being provided.

Communities – Civic Hospitality & Community Council Discretionary Grants - Through an analysis of current demand for Civic Hospitality and applications for Community Council Discretionary grants, it has been identified that these budgets are currently underutilised and that these can both be reduced by £5k each. The total cumulative saving for reducing these two budgets is £10k on an ongoing annual basis. There would be no reduction in service as a result of this budget efficiency.

Communities – Cessation of Payment to Police Scotland : - Based on consultation with the ASB Strategy Partnership, there is scope to stop the ongoing annual payment of £10K to Police Scotland, currently utilised to support the production of the Anti-Social Behaviour Strategic Assessment. The withdrawal of this payment will have no visible impact on the public and Police Scotland staff will be assigned alternative duties.

Communities – Reduction in Training for Functional Team Manager: - Through amalgamating the operations and logistics functional teams, the number of training days undertaken by the functional managers could be reduced by 40%, generating savings of £25k per annum.

Corporate – Loan Charges:- As reported to Policy & Resources on 2 February 2017, current Treasury forecasts project the continuation of low interest rates during 2017/18. Based on the application of these forecasts, the Loan Charges uprating requirement can be reduced by £550k.

Corporate – NDR:- As reported to Policy & Resources on 2 February, the reduction in the Non Domestic Rate poundage, confirmed as part of the Scottish Government’s 2017/18 budget announcement, has reduced the allowance required for the Council’s 2017/18 NDR costs by £240k.

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Note 2

Previously Agreed Savings (as reported to Policy & Resources November 2016)

Service Savings Option

2016/17 Agreed Savings

Deliverable 2017/18

Agreed Saving

Increased Saving Amount

17/18£000 £000 £000

Communities Third Sector Strategic Budget - Grant Funding 38 153 115Communities Attended Public Conveniences 45 90 45Communities Management and Staffing Reductions 75 175 100Communities Customer Contact - 100 100Communities Community and Neighbourhood Services SR -Initial Review 237 444 207Communities Community and Neighbourhood Services - Add savings 350 451 101Communities Housing, Revenues, Benefits and Financial Advice - Add Savings 225 335 110Communities Housing, Revenues, Benefits and Financial Advice - Initial Review 150 400 250Corporate ICT Efficiencies Education 80 125 45Corporate ICT Shared Service Opportunities - NHS/D&G 10 40 30Corporate Repairs & Servicing Budget Management 75 150 75Corporate Implementation of 36 hour week - Roads & N/Hoods 45 89 44Corporate Depots & Industrial Buildings Asset Rationalisation Plan 55 110 55Corporate Staff Cost Savings 1,500 3,000 1,500Corporate Joint Valuation Board - Scottish Borders 84 101 17Corporate Operational Efficiency - IT Efficiencies 75 100 25Corporate Operational Efficiency - Efficiency Programme 100 125 25Corporate Dumfries Asset Plan 85 310 225Corporate Council Reshape 1,000 2,000 1,000Corporate Contract Management 500 750 250Corporate Council Administration and Support - 850 850CYPLL Autism Strategy 700 1,200 500CYPLL Instrumental Instruction 88 150 62CYPLL Community Sports Hub Management 17 34 17CYPLL Review & Redesign of Children’s Integration Services 150 200 50CYPLL Preschool Officers in Nursery Classes 31 54 23CYPLL Supporting Learners Service Review 436 836 400CYPLL Services for Young People - 250 250EEI Reduced Funding - Public Transport 315 345 30EEI Building Cleaning Reduction 35 70 35EEI Operational Efficiency - PES Other Service Efficiencies 50 100 50EEI Road and Network Management Service Review 15 145 130EEI Enterprising Council Service Review 220 363 143EEI Fleet and Vehicle Maintenance Service Review 343 586 243

Use of Change Fund 2016/17* 462 - 462-Total Previously Agreed Savings 6,640

NB - The above table now excludes those savings options previously agreed in relation to the 2-18 Service Review (£1,653k)and the Charging Service Review (£900k).

7

27

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8

28

DUMFRIES & GALLOWAYCOUNCIL

ADMINISTRATIONGROUP

Savings Option Templates

2017/18

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29

Template 1

Budget Development Process 2017/18-2019/20 – Savings/Income Generation Options

Title of Proposal/Option Training and Development

Directorate CYPLL

Service Area & ABB Link CYPLL – Lifelong Learning & Wellbeing – Training and Development

Narrative Description of Savings Option

Through the work to implement a Single Training & Development Function for our Council, and following a recent assessment of ERVS interest, we have been able to identify some efficiencies in terms of how the planning & the delivery of training is managed and co-ordinated within the new Learning & Development Team.

This would allow two staff to leave through ERVS and processes being streamlined within the new team to generate a saving.

Savings/Income Generation Option Amounts2017/18: £ 40,0002018/19: £ 40,0002019/20: £ 40,000

Details on the Calculation of Savings/Income Generation Option Amounts

The saving is based on a reduction of 2 FTE staff with an average staff cost of £20k, including on-costs.

2 FTE * £20,000 = £40,000

Details on Staffing Implications and how this will be managedStaff reductions are required to achieve this saving; however one ERVS case has already been agreed with a second case being progressed.

Issues/Concerns Regarding Deliverability of Indicated Savings/Income GenerationTiming of progressing second ERVS case linked to statutory notice period.

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30

Template 1

Impact AssessmentPotential Impact

9 Protected Characteristics Low negativeNarrative and assessment of Impact (includes staff and service users) on:AgeDisabilityGenderTransgenderMarriage & Civil PartnershipPregnancy & MaternityRaceReligion or BeliefSexual Orientation

Human Rights No Impact

Health, Health Inequalities& Wellbeing No Impact

Economic & Social Sustainability No Impact

Environmental Sustainability, Climate Change and Energy M t

No Impact

Summary of Impacts No impactSummary of ImpactsPositive High 0 Medium 0 Low 0No Impact 4Negative High 0 Medium 0 Low 1

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

The work currently being undertaken with Directorates to identify their Statutory/legislative requirements is critical in being able to manage within a reduced budget. Engagement with Directorates and particularly those Managers with specific/specialist/professional requirements is already taking place.

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31

Template 2

Budget Development Process 2017/18-2019/20 – Savings/Income Generation Options

Title of Proposal/Option Commissioning

Directorate CYPLL

Service Area & ABB Link CYPLL – Social Work Services – Children & Families Commissioning

Narrative Description of Savings Option

Reduction in Children &Families commissioning team. This saving is related to other savings taken within social work, in particular the reduction in external agency placements. The significant reduction has resulted in a reduced requirement to commission and negotiate these placements. In addition the adult services commissioning function now forms part of the joint IJB commissioning team. The combination of these measures allows the opportunity to reduce staffing within the commissioning team.

Savings/Income Generation Option Amounts2017/18: £30,5392018/19: £40,7192019/20: £40,719

Details on the Calculation of Savings/Income Generation Option AmountsReduction in team = £40,719

The Year 1 saving has been reduced by 25% to allow 3 months for progressing redeployment.

Details on Staffing Implications and how this will be managed

The post holder is unlikely to be interested in ERVS and would need to be re-deployed. It is anticipated that alternative opportunities within CYPLL will be available.

Issues/Concerns Regarding Deliverability of Indicated Savings/Income GenerationThere may be a delay in finding a suitable vacancy for the current post holder. An allowance has been made for this in year one but this may not be sufficient.

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Template 2

Impact AssessmentPotential Impact

9 Protected Characteristics No Impact

Narrative and assessment of Impact (includes staff and service users) on:AgeDisabilityGenderTransgenderMarriage & Civil PartnershipPregnancy & MaternityRaceReligion or BeliefSexual Orientation

Human Rights No Impact

Health, Health Inequalities& Wellbeing No Impact

Economic & Social Sustainability No Impact

Environmental Sustainability, Climate Change and Energy M t

No Impact

Summary of Impacts No ImpactSummary of ImpactsPositive High 0 Medium 0 Low 0No Impact 5Negative High 0 Medium 0 Low 0

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

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Template 3

Budget Development Process 2017/18-2019/20 – Savings/Income Generation Options

Title of Proposal/Option Out of Region Agency Placements

Directorate CYPLL

Service Area & ABB Link CYPLL – Social Work Services –

Narrative Description of Savings OptionThe average cost of an out of region agency placement is £120,000 per year. This reduction would mean one fewer young person would be supported in this way. A great deal of work has been done and continues to reduce the number of out of region placements to the absolute minimum. Numbers have reduced from 20 in 2014 to 6 in December 2016. Some additional investment in in-region provision may be necessary in order to provide specialist support to meet exceptionally high needs.

For 2017/18, there is a pre-exiting savings target of £500k to be delivered against the current budget. The budget for 2016/17 is £1,764,223 and will therefore be £1,264,223 for 2017/18 before this new saving. A further £120,000 reduction would leave £1,144,223 which is sufficient to support 9 placements for a full year at average cost. 5 existing places are expected to continue beyond 2018, requiring a minimum annual budget of £600,000. The remaining budget therefore includes capacity to support the full year costs of a further 4 unplanned cases. The likelihood of such high numbers of unplanned long-term cases is very low. During 2016/17 we have had less than 2 full year equivalent unplanned cases. In addition, a number of local authorities have reduced their use of agency placements and this has resulted in increased negotiation power whereby we have been able to reduce the cost of unplanned placements. There is likely to be a need to request a further budget virement from this Agency Placements budget to Children’s Care at Home and/or Intensive Fostering in order to provide further investment in local support arrangements as sustainable alternative long-term solutions.

Savings/Income Generation Option Amounts2017/18: £120,0002018/19: £120,0002019/20: £120,000

Details on the Calculation of Savings/Income Generation Option Amounts

1 placement * £120,000.

Details on Staffing Implications and how this will be managedThere is no in-house staffing component to this budget

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Template 3

Issues/Concerns Regarding Deliverability of Indicated Savings/Income GenerationThere is a risk that new cases will be identified where there is no alternative to out of region placement to meet emergency needs. However, as in-region capacity continues to be strengthened, this will lessen. Any decision to use out of region placements is only taken as a very last resort and for as short a time as possible and must be authorised by the Chief Social Work Officer. During 2016/17 there have been 8 new admissions, 5 of which have been short-term and only 3 of these are ongoing. The 3 are included in the 5 longer term placements referred to above which are planned to extend beyond 2018. Had it not been for these new admissions, the total number would have reduced to 2 from 20 over 3 years.

Impact AssessmentPotential Impact

9 Protected Characteristics Medium PositiveNarrative and assessment of Impact (includes staff and service users) on:AgeDisabilityGenderTransgenderMarriage & Civil PartnershipPregnancy & MaternityRaceReligion or BeliefSexual Orientation

The policy direction of returning young people from out of region placements to support arrangements within their local communities continues to have a positive impact on the outcomes achieved and planned for families in need.Human Rights Medium PositiveEvidence shows that in general young people prefer to be supported in their local community as far as possibleHealth, Health Inequalities& Wellbeing Medium PositiveEvidence shows that in general young people prefer to be supported in their local community as far as possibleEconomic & Social Sustainability Medium PositiveYoung people are being supported to progress into locally based housing, training and employmentEnvironmental Sustainability, Climate Change and Energy M t

Low PositiveOut of region travel is being reduced as a result of this policySummary of Impacts Medium PositiveSummary of ImpactsPositive High 0 Medium 4 Low 1No ImpactNegative High 0 Medium 0 Low 0

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

Continue to enhance in-region support.

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Template 4

Budget Development Process 2017/18-2019/20 – Savings/Income Generation Options

Title of Proposal/Option Education Services Central ManagementReduction

Directorate CYPLL

Service Area & ABB Link CYPLL – Education Services – Policy and Strategy

Narrative Description of Savings Option

The Reshaping process of the Council has provided management savings, with significant contributions from Education Services, and, in addition, there have been year on year reductions in central education management as resources and expectations are increasingly devolved to schools.

It is recognised that policy direction indicated by the Governance Review and Delivery Plan is to further empower schools and this proposal is to reduce the education management team by further removal of senior/middle management posts.

It must be recognised that there is however still the statutory expectations of a Chief Education Officer and scrutiny functions of the Local Authority to be fulfilled, this saving would reduce other aspects of the National Improvement Framework (NIF) functions which would be delivered by the Local Authority. There are six elements of the NIF as set out Delivery Plan for education services in Scotland. From the six stated functions, the Local Authority as employer (i.e. Dumfries and Galloway Education Services) will take responsibility and accountability for three – school leadership, teacher professionalism, and performance reporting- and devolved school management will take responsibility for school improvement, assessment of children’s progress and parental involvement.

It is noted that the Scottish Government’s Delivery Plan does not account for Integrated Children’s Services and GIRFEC responsibilities at a strategic level which would also be the responsibility of Children, Young People and Lifelong Learning as a Directorate. In addition, the recently announced Pupil Equity Funding will require considerable quality assurance, administration and monitoring from central Education Support Services.

Savings/Income Generation Option Amounts2017/18: £200,0002018/19: £224,0002019/20: £224,000

Details on the Calculation of Savings/Income Generation Option AmountsThree posts have been identified with the management structure where the functions could be removed, with the expectation that school management teams are responsible at a local level for policy and strategy with reduced management support. Although the posts have been provisionally identified, this is a shift from the structure put in place to meet the expectations of ‘Reshaping of the Council’. Savings related to the targeted and anticipated posts are £224,900. This allows some slippage until the commencement of the new timetable in June 2018.

Details on Staffing Implications and how this will be managed

It is envisaged that this will affect three members of senior /middle management

Staff who can be reintegrated to schools will be so,to prevent this from affecting our pupil

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Template 4

teacher ratio, but it is recognised that conservation of salary and conditions would limit savings should this be the case. The costs above have been estimated with on-costs and scale point averages. It is anticipated there will be 1 ERVS, 2 redeployment/ reintegration to schools.

Expectations from education services senior management would be reduced and have to be realigned from schools. The savings target allows some slippage for one post until the commencement of the new timetable in June 2018.

Issues/Concerns Regarding Deliverability of Indicated Savings/Income GenerationThe functions of the education authority would require to be focussed solely on specific functions of the national improvement framework and the functions of the Chief Education Officer. There would be reduced support to schools and/or reduced capacity to respond to Council wide management activity. We would need the support of ward workers and council colleagues to continue to manage local issues.

Impact AssessmentPotential Impact

9 Protected Characteristics Low NegativeNarrative and assessment of Impact (includes staff and service users) on:AgeDisabilityGenderTransgenderMarriage & Civil PartnershipPregnancy & MaternityRaceReligion or BeliefSexual Orientation

No front line impact and, although staff are predominately female, this would be managed through ERVS and, where required, through planned movement of staff with the locality to maintain contracted hours. Human Rights No Impact

Health, Health Inequalities& Wellbeing No Impact

Economic & Social Sustainability No Impact

Environmental Sustainability, Climate Change and Energy M t

No Impact

Summary of Impacts No ImpactSummary of ImpactsPositive High 0 Medium 0 Low 0No Impact 4Negative High 0 Medium 0 Low 1

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

The functions of the education authority would be focussed solely on specific functions of the national improvement framework and the functions of the Chief Education Officer. Our policy and direction has been to promote decision making at a local level with enhanced devolved decision making and responsibility, this is a continuation of this approach.

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Template 5

Budget Development Process 2017/18-2019/20 – Savings/Income Generation Options

Title of Proposal/Option Community Facilities Review

Directorate Communities

Service Area & ABB Link Civic and Local Services

Narrative Description of Savings OptionThe Council agreed savings of £283k through the Community Facilities Review process in 2013/2014 and 2014/2015.

At the commencement of the Community Facilities Review in 2013, in total across Dumfries and Galloway there were 68 community facilities owned by Dumfries and Galloway Council, 29 of which have, or are in the process of going through the Community Facilities Review 2013/2014 and 2014/2015.

Community facilities are made up of town halls, village halls and community centres which provide space for groups of individuals and community groups to meet and undertake group activities. Many of the Council’s community facilities are run by community based management committees. The arrangements under which these management committees operate are historical and vary widely across the region including levy or rental payments. The provision of access to community facilities across the region was inconsistent and there was duplication of provision in some communities.

To be effective it is acknowledged that the transfer of community facilities requires significant community buy-in and Council engagement. Whilst the reduction in revenue budget associated with maintaining facilities has been significant, it should be recognised that there have been additional benefits for communities and facilities which were anticipated at the outset of the review process. There remains further potential to realise these benefits across the asset base. Examples of projects which have delivered significant community benefits include Isle of Whithorn Community Centre and Waverley Hall, Creetown.

It is for this reason that Officers therefore recommended commencing this next phase of the Community Facility Review early, to seek to make progress in transferring facilities and achieve financial savings from 1 April 2017 and hence a report was presented to Communities Committee on 19 May 2016

http://egenda.dumgal.gov.uk/aksdumgal/users/public/admin/kab12.pl?cmte=MUN&meet=1&arc=71

it was Agreed:

11.4 that the six properties noted within Appendix 2 (Table 3) of the report should not form part of the Community Facilities Review due to the historic relationship between the buildings and their towns coupled with the high level of usage, however if local communities are interested in managing any of these buildings through one of the options detailed at paragraph 3.13 this should be taken forward;

11.5 that the remaining 33 properties should progress through the Community Facilities Review following the process as detailed at paragraphs 3.10 to 3.17 and paragraphs 3.24 to 3.40, and as part of the budget development process in 2017/2018 & 2018/2019 in two tranches.

The basis of the Community Facilities Review is to reduce the cost of community facilities to the Council by transferring the responsibility for managing a facility to a local management committee

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38

Template 5

or Trust for the benefit of the local community coupled with reducing the number of Council buildings in line with the Council policy of ‘Fewer but Better Assets’.

The Community Empowerment (Scotland) Act 2015 will provide new powers to communities, for example, Community Right to Buy Land, Common Good and Community Planning. It will provide community bodies with a right to request to purchase, lease, manage and/or use land and buildings belonging to local authorities, listed Scottish public bodies or Scottish Ministers.

It is recognised that Council properties which are not appropriate for direct management by the Council for the future can continue to play a key role in communities and ensure that facilities are not lost to those that need them. This approach allows communities to become empowered; work together to develop the facility; and work in partnership with other organisations to provide a hub for community activity for the benefit of those living within each community, and therefore links directly with the Community Empowerment Act.

As stated within the Community Facilities Report presented to Communities committee on the 19 May 2016, 33 of remaining 39 Council owned Community Facilities which have not formed part of the Community Facilities Review to date should proceed through the process. 20 facilities are presently run by Management Committees; and 13 facilities are managed and run by Dumfries and Galloway Council. The total 2015/16 revenue budget for these facilities, exclusive of repairs, maintenance, health and safety and insurance is £285,179 (Communities and Shared Premises budgets).

It is anticipated that the some communities who use the community have the interest and capacity, with support from Communities staff, to enter into a management agreement, long term lease or asset transfer of the building. However, due to the costs associated with some buildings it will certainly require significant lead in times to engage with groups and bring groups to a point where they will be viable and sustainable.

Savings/Income Generation Option Amounts2017/18: £24,6982018/19: £142,5892019/20: £285,179

Details on the Calculation of Savings/Income Generation Option AmountsThe total 2015/16 revenue budget for the remaining 39 community facilities, exclusive of repairs, maintenance, health and safety and insurance is £474,475 (Communities and Shared Premises budgets).

The calculation for the potential savings is a three-stage approach across financial years 2017/18 and 2019/20 as detailed within Appendix 1 with anticipated savings of £24,698k in 2017/2018 (Table 1) increasing to £285,179 by 2019/2020 (Table 2).

A breakdown of the specific costs associated with each property can be noted in Appendix 1.

Details on Staffing Implications and how this will be managedWhere a community takes over a community facility through a management agreement,there may be an impact to cleaning staff (Communities and Enterprising DG). Normal course and early retirements, the deletion of vacant posts and redeployment may present opportunities to manage facilities differently. In some cases, employment contracts may transfer from the Council to a management committee/Trust via a TUPE transfer.

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39

Template 5

Issues/Concerns Regarding Deliverability of Indicated Savings/Income GenerationIt is anticipated that the communities who use the facilities listed in Appendix 1 have theinterest and/or capacity, with support from Communities staff, to enter into a standardised management agreement/long term lease/asset transfer.

Whilst it is acknowledged that it has been important for committees to have a ‘single point of contact’ within the Council who can advise and direct them as necessary to seek further advice either from other Council departments or external organisations, the structure of the new Communities Department provides for advice to be made available more locally to support communities through the Community Planning and Engagement Team, as well as liaison on service delivery and operational matters through the Community Assets team.

As there can be significant lead in times to engage with groups and bring groups to apoint where they will sign the management agreements. An early decision would thereforemaximise the savings achievable within 2017/18.

Impact AssessmentPotential Impact

9 Protected Characteristics No ImpactNarrative and assessment on Impact (includes staff and service users) on:Age – no impacts specific to this protected characteristic.Disability - no impacts specific to this protected characteristic.Gender - no impacts specific to this protected characteristic.Transgender - no impacts specific to this protected characteristic.Marriage & Civil Partnership - no impacts specific to this protected characteristic.Pregnancy & Maternity - no impacts specific to this protected characteristic.Race - no impacts specific to this protected characteristic.Religion or Belief - no impacts specific to this protected characteristic.Sexual Orientation - no impacts specific to this protected characteristic.

Human Rights No Impact

Health, Health Inequalities& Wellbeing No Impact

Economic & Social Sustainability No Impact

Environmental Sustainability, Climate Change and Energy M t

No Impact

Summary of Impacts No ImpactSummary of ImpactsPositive High 0 Medium 0 Low 0No Impact 5Negative High 0 Medium 0 Low 0

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

Risk that communities are unable or unwilling to enter into a management agreement/long term lease/asset transfer resulting in no saving for that facilityApproach1. Early and extensive community engagement2. Communications plan to ensure communities are well aware of proposals3. Marketing of benefits to users by providing higher quality venues for community use

20

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22

42

Admin 1

Budget Development Process 2017/18-2019/20 – Savings/Income Generation Options

Title of Proposal/Option Review of High Cost Care Packages

Directorate CYPLL

Service Area & ABB Link CYPLL – Social Work Services – Residential Placements & Care at Home for Disabled Children

Narrative Description of Savings Option

Migration of all Children with Disabilities cases onto Self-Directed Support (SDS). Review of each Child’s Plan to ensure appropriate outcomes agreed and Value for Money secured. Average 15% cost reduction is considered to be achievable based on experience to date. .Self Directed Support and the use of payment cards is being phased in for families with Children with Disabilities. This work has been completed for families choosing Option 1 – Direct Payments, and needs to be continued to be rolled out to all families in this care group receiving support. The revised Direct Payment contract makes explicit which costs can be met using the funding provided and which are prohibited e.g. food and drink. The increased control has led to revision of individual Child Support Plans and better alignment of agreed outcomes to funding levels.

As with Agency Placements, the service has been working to return Children with Disabilities who are placed out of region to community based support. The re-provision of support in-region to enable children with disabilities to transfer back from out of region placements may require additional investment in locally based specialist support and facilities. Cross CYPLLworking is ensuring a joint approach to creating support packages that meet all needs of the child including both care and education. This is more challenging given the needs of disabled children involved and takes more time to establish alternative specialist support in-region, as well as parental confidence and capacity. The support required will continue to be high-cost even if provided in the local community. Nevertheless, an overall cost reduction is considered to be achievable where both care and education needs can be met jointly and locally whilst better meeting the needs of the families. In using Self direct services in providing care provides an opportunity to develop a bespoke care package for the child and their families. This process allows delivery of care which ensures that the child’s needs are more effectively met within their own communities and in a way which allows their wider family to have a level of control and flexibility on who , how where and when the care is provided. We have successfully transferred a number of cases, from what would have been the traditional model of care , i.e. a residential unit or day care service to an individual care package funded by an budget assessed and awarded via the SDS process which is not only cost effective , but has allowed young people to be returned to region , bring them closer to their families and provide them with positive outcomes in terms of taking control of their own destination.

Savings/Income Generation Option Amounts2017/18: £248,4222018/19: £248,4222019/20: £248,422

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Admin 1

Details on the Calculation of Savings/Income Generation Option AmountsThis saving relates to two separate budgets:

a) £732,900 Care at Home for Disabled Children X 15% = £109,935b) £923,248 Residential Placements for Disabled Children X 15% = £138,487

Details on Staffing Implications and how this will be managed

No in-house staffing element in this budget

Issues/Concerns Regarding Deliverability of Indicated Savings/Income GenerationThe re-provision of support in-region to enable disabled children to transfer back from out of region placements may require additional investment in locally based specialist support and facilities. Cross CYPLL working is ensuring a joint approach to creating support packages that provide meet all needs including care and education. This work needs to continue in order to build confidence and quality in in-region capacity to establish appropriate alternative community based support. The saving commitment above is prudent in order to ensure that there is capacity within the budget to provide for any additional cost of local support arrangements required.

Impact AssessmentPotential Impact

9 Protected Characteristics Low PositiveNarrative and assessment of Impact (includes staff and service users) on:AgeDisability – benefits include local support, greater choice and independence. Initially families may need additional support to build capacity to manage self-directed supportGenderTransgenderMarriage & Civil PartnershipPregnancy & MaternityRaceReligion or BeliefSexual OrientationHuman Rights Low Positive Benefits include local support, greater choice and independence. Initially families may need additional support to build capacity to manage self-directed supportHealth, Health Inequalities& Wellbeing Low Positive Benefits include local support, greater choice and independence. Initially families may need additional support to build capacity to manage self-directed supportEconomic & Social Sustainability No Impact

Environmental Sustainability, Climate Change and Energy M t

No Impact

Summary of Impacts Low Positive Summary of ImpactsPositive High 0 Medium 0 Low 3No Impact 2Negative High 0 Medium 0 Low 0

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

Working with families to build capacity to manage their own support, exercise choice and increase independence, preparing young people for transition to adulthood. Support to families to prepare for children returning home. Working with colleagues and partner agencies to ensure the range of supports required is accessible, appropriate and sustainable.

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Admin 2

Budget Development Process 2017/18-2019/20 – Savings/Income Generation Options

Title of Proposal/Option Removal of Council Tax 2nd Home Discount

Directorate Communities

Service Area & ABB Link Financial Wellbeing and Revenues

Narrative Description of Savings OptionThe Council Tax changes from 1st April 2017 allow the Council to increase the level of Council Tax and also allow the removal of the current 10% second home discount. There are currently 2877 households with a 10% discount. The removal of this would potentially increase Council Tax income by £160K (including a proposed 3% increase in council tax levels), based on a 75% collection rate. Removing this discount would mean those households who pay 90% of the current Council Tax levy would subsequently pay 100%. This is not likely to have any impact on the Council’s priority of ‘protecting our most vulnerable people’.

This change is being considered by a number of local authorities in Scotland with Scottish Borders having already decided to remove 10% discounts in Dec 2016.

Savings/Income Generation Option Amounts2017/18: £160,0002018/19: £160,0002019/20: £160,000Income generation from increased Council Tax bills from 1st Apr 2017

Details on the Calculation of Savings/Income Generation Option Amounts2,877 Council Tax second home accounts currently have a 10% discount; removal of this is estimated to yield £160K.

Details on Staffing Implications and how this will be managedIncreased billing will inevitably increase the number of enquiries and billing numbers that our staff will need to deal with.

Issues/Concerns Regarding Deliverability of Indicated Savings/Income Generation

There will be some dwellings that will be impacted by 3 Council tax reform increases if the 10% discount is removed, i.e. bands E-H face the impact of the Scottish Government’s change to the council tax multiplier, plus a planned 3% increase and the removal of the 10% discount.

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Admin 2

Impact AssessmentPotential Impact

9 Protected Characteristics No Impact

Narrative and assessment of Impact (includes staff and service users) on:AgeDisabilityGenderTransgenderMarriage & Civil PartnershipPregnancy & MaternityRaceReligion or BeliefSexual Orientation

Staffing reductions would have no adverse impact on any of the protected characteristics.

Human Rights No Impact

Health, Health Inequalities& Wellbeing No Impact

Economic & Social Sustainability No Impact

Environmental Sustainability, Climate Change and Energy M t

No Impact Summary of Impacts No Impact

Summary of ImpactsPositive High 0 Medium 0 Low 0No Impact 5Negative High 0 Medium 0 Low 0

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

Raise awareness for home owners about options for second homes and making these available to rental markets.

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Admin 3

Budget Development Process 2017/18-2019/20 – Savings/Income Generation Options

Title of Proposal/Option Road Lighting Maintenance

Directorate EEI

Service Area & ABB Link EEI / Infrastructure and Transportation / Road Lighting

Narrative Description of Savings Option

Reduction in the Road Lighting Maintenance Budget (£1,089,320 in financial year 2016/17) by £80,000 to reflect reduced routine maintenance costs for roads lighting with historic move to longer life lamps and more recent roll out of the LED conversion spend to save programme (6,184 faults in 2011 reducing to 2,577 faults in 2015).

The Policy and Resources Committee of 04 December 2012 agreed to additional Prudential Borrowing of £7.4m over 8 years (£0.925m per annum) to allow replacement of lamps and fittings in the street lighting stock as a Spend to Save investment in the street lighting infrastructure with a focus to reduce energy and maintenance costs and assist in meeting carbon reduction targets. Financial year 2016/17 is year 4 of the 8 year programme; and years 4 and 5 are being delivered in conjunction to allow the programme to be delivered ahead of schedule and realise savings quicker. Works are progressing as scheduled, with 60% of Dumfries and Galloway’s lighting stock changed to LED as of 30 November 2016.

This proposed budget reduction would be applied to the maintenance costs element of the budget rather than the energy costs element of the budget which are subjected to regular reductions to offset against the borrowing associated with the Spend to Save investment.

The move to LED and the associated maintenance efficiencies, reduces the need for maintenance workers, therefore ERVS could be offered in this area.

Within the street lighting unit there are only 4 operatives and one supervising manager covering the whole of Dumfries and Galloway. With the introduction of LED lighting there has been a marked reduction in the necessity to attend out of hours emergencies and faults. Based on the reduction in maintenance rates and reviewing ERVS applications releasing one member of staff and reduction in a tower wagon would be required. This would leave core establishment level required to deliver the service in relation to operation workload, standby availability and for compliance with Health and Safety requirements. Moving beyond this operational level would require a service review for inclusion in building services or to consider a more radical approach to placing all street lighting works to a frame work contract arrangement and operating a managed service.

Savings/Income Generation Option Amounts2017/18: £80,0002018/19: £80,0002019/20: £80,000

Details on the Calculation of Savings/Income Generation Option Amounts

Removal of £80,000 from the Road Lighting Maintenance Budget to reflect reduced maintenance costs (1 engineer and 1 vehicle) for roads lighting with the roll out of the LED

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Admin 3

conversion spend to save programme.

Enterprising DG have expressions of interest for ERVS within the street lighting maintenance delivery team.

This saving proposal is based on the following reductions:

Reduction in one 17th edition qualified electrician

£36k (including on costs)

Termination of lease on tower wagon £6k

Vehicle operational running cost - fuel etc £5k

Reduction in maintenance charge to lighting infrastructure with ongoing development of LED lighting against son/sox maintenance

£33k

£80k

Details on Staffing Implications and how this will be managed

This requires the reduction of 1FTE. It is anticipated that there will be ERVS interest in this area.

Within the street lighting unit there are only 4 operatives and one supervising manager covering the whole of Dumfries and Galloway. With the introduction of LED lighting there has been a marked reduction in the necessity to attend out of hours emergencies and faults. Based on the reduction in maintenance rates and reviewing ERVS applications releasing one member of staff and reduction in a tower wagon would be required. This would leave core establishment level required to deliver the service in relation to operation workload, standby availability and for compliance with Health and Safety requirements. Moving beyond this operational level would require a service review for inclusion in building services or to consider a more radical approach to placing all street lighting works to a frame work contract arrangement and operating a managed service.

Issues/Concerns Regarding Deliverability of Indicated Savings/Income GenerationNone.

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Admin 3

Impact AssessmentPotential Impact

9 Protected Characteristics No ImpactNarrative and assessment of Impact (includes staff and service users) on:Age – no impact.Disability – no impact.Gender – no impact.Transgender – no impact.Marriage & Civil Partnership – no impact.Pregnancy & Maternity – no impact.Race – no impact.Religion or Belief – no impact.Sexual Orientation – no impact.

All of the above characteristics should be assessed individually (e.g. High positive, low negative etc) and have a corresponding narrative to support the assessment (e.g. likely to impact catering staff which are predominately female). A total assessment should then be made across the 9 protected characteristics.

Human Rights No Impact

Health, Health Inequalities& Wellbeing No Impact

Economic & Social Sustainability No Impact

Environmental Sustainability, Climate Change and Energy M t

No Impact

Summary of Impacts No ImpactSummary of ImpactsPositive High 0 Medium 0 Low 0No Impact 5Negative High 0 Medium 0 Low 0

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

None.

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DUMFRIES & GALLOWAYCOUNCIL

ADMINISTRATIONGROUP

Policy DevelopmentTemplates

2017/18

30

50

Policy Development Funding

Policy Development Pothole Repair Hit Squads

Directorate Economy, Environment and Infrastructure

Lead Service & ABB LinkInfrastructure and Transportation – Roads Maintenance Structural

Existing Council Policy? Roads Maintenance

The Council’s Roads Asset Management Plan states that “The real value of Dumfries and Galloway Council’s road network and associated infrastructurelies in its delivery of the essential services that provide the foundation upon which economically healthy, prosperous and safe communities are built.Road maintenance impacts on the whole community and all of the services that the Council delivers.”

The Council’s Road Maintenance policy states that “Dumfries and Galloway Council as Roads Authority will manage, maintain, and improve its network of roads, footways and cycleways. The Council will:

• Ensure that the Council’s road, cycle and pedestrian network is kept safe, effective, reliable and sustainable;

• Ensure the road network contributes to the delivery of economic regeneration;

• Work with partners to manage the road network effectively and efficiently; and

• Deliver a fair and customer focused road maintenance service.”

The Code of Practice Well Managed Highways Infrastructure 2016 makes a number of recommendations including:

• INSPECTIONS - A risk-based inspection regime, including regular safety inspections, should be developed and implemented for all highway assets.

• CONDITION SURVEYS - An asset condition survey regime, based on asset management needs and any statutory reporting requirements, should be developed and implemented.

• MANAGEMENT SYSTEMS AND CLAIMS - Records should be kept of all activities, particularly safety and other inspections, including the time and nature of any response, and procedures established to ensure efficient management of claims whilst protecting the authority from unjustified or fraudulent claims.

• DEFECT REPAIR - A risk-based defect repair regime should be

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developed and implemented for all highway assets.

The Code of Practice Well Managed Highways Infrastructure 2016 also identifies that the core objectives for maintenance could be considered to be:

• Network Safety: o complying with statutory obligations.o meeting users’ needs for safety.

• Customer Service: o user experience/satisfaction. o communication. o information.o levels of service.

• Network Serviceability: o ensuring availability. o achieving integrity.o maintaining reliability.o resilience.o managing condition.

• Network Sustainability: o minimising cost over time.o maximising value to the community.o maximising environmental contribution.

The Economy, Environment and Infrastructure Committee of 11 November 2014 agreed that the approach to carriageway maintenance would be to “Maintain current baseline investment but optimise the spend across treatment types and road classification.” The effect of this optimisation process was a shift in focus to that of maintenance rather than reconstruction with the aim to prolong the lifespan through more lower cost surfacing and surface treatments and to minimise spend on more costly strengthening and reconstruction works on the carriageway. The Economy, Environment and Infrastructure Committee meeting of 15 November 2016 agreed the continuation of this preventative maintenance approach to future investment in the carriageway infrastructure.

The 2016-17 national Road Condition Indicator (RCI) survey data indicates that some 46.5% of our Council’s local public road network should be considered for maintenance treatment. This figure includes both the condition category “repairs are likely to be required to prolong its future life”and the condition category “further investigation is required”. 46.5% of thelocal road network equates to approximately 1,900km of carriageway to be considered for treatment.

Current operational roads maintenance work practices makerecommendations for improvements on the road network with particular reference to quality, performance and stakeholder communication,particularly in relation to carriageway defect “pothole” type complaints.

A review was carried out by DGFirst on the delivery of road maintenance operations in 2012. This internal review looked first at carriageway repairs

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and their prioritisation not only because this is seen by the public as a problem area, but also because this is an area where significant improvements can be made. The review involved both office based anddepot based staff and also researched best practice across the UK.

Carriageway defects are currently considered in two ways: those that are reported through the Customer Contact/online reporting; and those which are identified during routine safety inspections and whilst undertaking other roads maintenance and management activities.

The single risk based approach for classification of defects as adopted in April 2012 is detailed in Table 1 and defines the carriageway defects asfollows: • Category 1 – those which require immediate attention.• Category 2 – all other defects, these will be prioritised in accordance

with the guidance in Table1.

This assists in ensuring that resources are focused on dealing with the majority of repairs on a planned and permanent basis. However, defects that present an immediate threat to safety will be signed or filled on a temporary basis which will effectively convert a Category 1 defect to a Category 2 defect thereby allowing time for a planned permanent repair to be carried out. The process is able to withstand scrutiny particularly in defending our Council against third party liability claims.

Category Response

1 Make safe or repair within 48 hours

2a Make safe or repair within 5 working days.

2b Repair within 4 weeks.

2c Repair during next available programme; schedule more detailed inspection, or review condition at next inspection. Target repair within six months if required.

Table 1: Repair Priorities and Timescales

Narrative Description of Policy Development

It is proposed that additional funding is allocated to the provision of two dedicated reactive repair/maintenance hit squads to carry out first time permanent patching to potholes and notified and recorded carriageway defects during the 2017 Spring to Autumn period. The intention would be to target the repair squads to initially respond to the greatest need in the operational areas with the highest numbers of carriageway defects.

This method of operation for proactive repair of carriageway defects is aimed at achieving a first time permanent repair wherever possible. This will not

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only increase operational efficiency and effectiveness but also enhance stakeholder confidence in the service.

The main focus will be on getting more defects repaired to meet customer expectations, within quicker timescales and repaired first time with no return visits. This will increase the customer notification/experience in that the Council is endeavouring to respond to complaints in a proactive and timeous manner.

Significant investment in data management systems, plant and training has been developed to work towards this aim. Total mobile working utilising smart technology and devices is being developed with an aim to roll this out during 2017 for safety inspections, works scheduling, job efficiency and enhanced customer service. Policy Outcomes Intended

Enhanced delivery of the aspects of the Council’s Road Maintenance policy to “Ensure that the Council’s road, cycle and pedestrian network is kept safe, effective, reliable and sustainable” and “Ensure the road network contributes to the delivery of economic regeneration”.

Funding – How Resources would be used

Funding would be used to provide dedicated reactive repair/maintenance squads to carry out first time permanent patches to pothole and notified andrecorded carriageway defects.

Based on a repair scenario of between 400 and 500m2 per week the operation delivery cost would be approximately £11,000 per week per squadwith all necessary plant and equipment.

It is proposed to provide 65 weeks of squad working in the period between the Spring and Autumn of 2017 and this would equate to a spend of some £720k. It is therefore estimated that this additional investment would enable the repair of approx. 21,000 carriageway defects depending on defect size.

Timescales & Milestones

Works to be undertaken in the 2017 spring to autumn period to target the repairs during the period of better weather for repair activities and to be completed in advance of the annual network wide carriageway inspections to determine the impact of the works on the management of defect numbers.

Initially a repair squad will commence the works at the start of the financial year with an additional repair squad being tasked to the works following completion of the planned pre-patching works that are to be completed in advance of the Council’s Surface Dressing programme during the summer season.

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Summary Impact Assessment and Measures to reduce risks

Potential Impact

9 Protected Characteristics No impact

Narrative and assessment on Impact (includes staff and service users) on:Age – no impacts specific to this protected characteristic.Disability - no impacts specific to this protected characteristic.Gender – no impacts specific to this protected characteristic.Transgender - no impacts specific to this protected characteristic.Marriage & Civil Partnership - no impacts specific to this protected characteristic.Pregnancy & Maternity - no impacts specific to this protected characteristic.Race - no impacts specific to this protected characteristic.Religion or Belief - no impacts specific to this protected characteristic.Sexual Orientation - no impacts specific to this protected characteristic.

Human Rights No impactNo impact.Health, Health Inequalities & Wellbeing No impactNo impact.Economic & Social Sustainability Low positiveOverall increases in carriageway funding will impact positively on road condition.Environmental Sustainability, Climate Change and Energy No impactNo impact.Summary of Impacts

Summary of Impacts

Positive High 0 Medium 0 Low 1

No Impact 4

Negative High 0 Medium 0 Low 0

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

No negative impacts.

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Policy Development Funding

Policy Development Social/Community Transport (PSP)

Directorate EEI

Lead Service & ABB Link Transportation

Existing Council Policy? Yes

The Council provides grant funding (capital/revenue) to Community Transport operators through the Discretionary Grants available to Area Committees. Narrative Description of Policy Development

A number of actions are currently being progressed around the themes emerging from the Community Transport seminars hosted by Third Sector D&G in 2016 around opportunities for joint working on flexible transport delivery through the development of a Public Social Partnership (PSP) model to deliver social/community transport.

A PSP is a strategic partnering arrangement, backed by the Scottish Government, which involves the third sector in the design and commissioning of public services. The model focuses on redesigning the existing service using a structured process of service redesign through extensive third sector provider engagement ending in a pilot.

A PSP will look to develop innovative, cost effective Demand Responsive Transport (DRT) solutions which could facilitate access to essential services as well as enabling people to remain engaged in society.

This development and improvement work is being led by the Third Sector Interface with partnership input from Dumfries and Galloway Council, NHS Dumfries and Galloway, SWestrans, Social and Community Transport operators. Given the involvement of all the above, the progress throughout 2016/2017 has been guided by and reported to both the Community Planning Executive Group (CPEG) and the Strategic Partnership.

At its meeting on 26 May 2016, the Strategic Partnership received a report on Integrated Community Transport and agreed that the Third Sector, SWestrans, NHS Dumfries and Galloway and Dumfries and Galloway Council be invited to:

investigate the potential of a Public Social Partnership (PSP) approach which starts with the need to be addressed, not the services available, and ensures that appropriate social value criteria and community benefit clauses become a feature in future commissioning of transport services.

recognise the need for strategic funding for Community Transport with funding periods of at least 3 years.

continue work with the Health and Social Care Partnership to embed transport in their planning so that they can have better working

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arrangements with community groups and thus make progress towards solving the problems people have in accessing health and social care services.

At its meeting on 18 November 2016, the Strategic Partnership agreed to recommend to Dumfries and Galloway Council, NHS Dumfries and Galloway and Third Sector, Dumfries and Galloway that:

they seek authority through their individual governance/decision-making routes to take a PSP forward on the basis of both existing relationships and a more wide-ranging selection process (stakeholder analysis), inviting interest from third and public sector representative bodies facilitated through collaborative procurement process.

they ensure that the PSP remains sustainable and strategically focused by setting up a Memorandum of Understanding between the lead partners.

they provide support to third sector organisations, to ensure that they are tender ready and have support in completing the paperwork.

they continue to investigate partnership opportunities between SWestrans and SPT and the West of Scotland Community Transport Network.

The aim of the Dumfries and Galloway Social Transport PSP in general terms will be to improve the design of transport services delivered on behalf of the Commissioner(s) and to develop the capacity of the social/community transport sector. This will be achieved by working in partnership to maximise the benefits to the community.

It is intended that the PSP will be a multi-agency partnership between Dumfries and Galloway Council, SWestrans, NHS Dumfries and Galloway and the Community Transport operators/Third Sector Interface. It should be noted this is not a new body but a partnership of existing organisations working with a voluntary MoU.

The specific aims of this PSP will be to develop a genuine and lasting partnership to support the remodeling of the Commissioner(s) services and to build the capacity of the sector to be able to delivery these services in the future by:

o Understanding the marketo Increasing capability and capacityo Responding to changing demand

In conjunction with Third Sector Dumfries and Galloway, the Dumfries and Galloway PSP will seek to engage with third sector organisations to work within the PSP around three work streams:

o Transport Service Developmentso Health and Social Care Transport Solutionso Capability and capacity building

Policy Outcomes Intended

Embedding the design and delivery of transport services within local communities will ensure that local people will be empowered to make the decisions on what is important to meet their travel needs. Transport services co-designed by the communities they serve will ensure that resources are targeted effectively to enable all sections of these community to access the vital services they need when they need them for work, health and education.

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Developing the capacity and capability of Community Transport operators to deliver some of these services will improve their skills, increase their confidence to compete for service provision and make a step change away from their reliance on grant funding to a more sustainable model of payment based on service delivery.

Funding – How Resources would be used

£100K – 2017/18 would enable the establishment and initial delivery of the PSP approach through funding initial pilot projects and required support. The £100K funding would be fully utilised in 2017/18.

A number of pilots which specifically target better outcomes for service users and improved partnership delivery would be undertaken based on identified need and/or geographical location and trialled using the PSP approach. The PSP process is not a quick fix; the services are intended to be designed to be in place for significant periods of time and may require to change iteratively following consultation with service users and all partners.

Lessons learned from the pilots will be utilised to determine future service delivery strategy and will ensure both sustainability and flexibility of transport provision is embedded within communities.

Timescales & Milestones

The work to redesign services will take place over a period of 4 years from April 2017 toMarch 2021. Progress will be updated to all partners every 4 months through the appropriate governance structures.

Summary Impact Assessment and Measures to reduce risks

Narrative and assessment on Impact (includes staff and service users) on:

Age – Low positive. Beneficial impact on access to services for all age groups.

Disability – Low positive. All services piloted will be accessible and provide improved access to services.

Gender – neutral.

Transgender - neutral

Marriage & Civil Partnership - neutral

Pregnancy & Maternity - neutral

Race – neutral

Religion or Belief - neutral

Sexual Orientation – neutral

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Policy Development Funding

Policy Development BorderlandsGrowth Deal Initiative

Directorate Economy, Environment and Infrastructure

Lead Service & ABB Link Economic Development

Existing Council Policy? Yes - Build the local economy

The Borderlands Growth Deal Initiative brings together the five cross-border local authorities of Carlisle City Council, Cumbria Council, Dumfries and Galloway Council, Northumberland County Council and Scottish Borders Council to promote the economic growth and competitiveness of this area which straddles the Scotland-England border.

The Dumfries and Galloway Regional Economic Strategy and the South of Scotland Competiveness Strategy highlight the importance of the Borderlands as a strategic economic development opportunity. In particular the M74 / M6 corridor, which includes the Chapelcross site, is a key economic driver for growth both in the region and nationally.

A study jointly commissioned by the Local Authority partners to develop a framework from which the initiative could be progressed. The commission focused on four themes:

•Analysis and objective view of the current work being undertaken by the local authorities •Consideration of the appropriateness of developing a regional growth model approach for the Borderlands area, given the analysis above and governance for such model•Economic appraisal of current position; evidence for the business case for the key projects; demonstrate that these projects are worth doing; their potential impact on GVA uplift.•Development of clear recommendations and next steps for a Borderlands proposal; taking into consideration how future actions might play into existing structures.

The completed report is The Borderlands Inclusive Growth Initiative: Framework for Unlocking our Potential and this identifies and number of infrastructure and place based projects which will support economic growth. The framework and actions arising from it will be the foundation for bids to both UK and Scottish Governments for capital investment to deliver strategic infrastructure projects.

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Narrative Description of Policy Development

This delivery Framework identifies a number of next steps associated with governance; engagement (both with the UK and Scottish governments and a wider network of stakeholders); processes associated with investment planning and project prioritisation; and the appointment of a dedicated Programme Manager:

The Framework has outlined the two delivery mechanisms for the Initiative – direct intervention through funding and resourcing of activity, and indirect intervention where the Initiative plays a strategic lobbying or advocacy role. Based on discussion with funders and the partnership, there is a need to negotiate and develop a detailed investment model. In particular there are two elements to be addressed – how funding will be allocated and how it should be used.

Policy development funding is required to enable the Council to meet partnership requirements in relation to programme management and the development of projects which will form part of a bid for funding from UK and Scottish governments.

Policy Outcomes Intended

The 2 year programme will be used to support activity, on a partnership basis, to progress the Borderlands Initiative including:

Commit resources – partners will commit resources, both staff and financial to move forward the Borderlands Initiative forward, this includes appointing an experienced project manager to lead the development of the Initiative

Formalise the partnership - partners to come together and develop a Memorandum of Understanding and more formal working group.

Engage with funders - partners to present the Framework to the UK and Scottish Governments to gather their input/feedback and begin negotiations regarding securing and leveraging public sector funding for delivering the Initiative.

Project development – partners to develop detailed project proposals and Business Cases for priority activity.

Stakeholder Engagement – partners to develop an engagement strategy and undertake a period of pro-active engagement with stakeholders to secure wider buy-in and support for the Initiative

Completion and submission of a strategic bid for investment in infrastructure to UK and Scottish Governments.

Funding – How Resources would be used

The funding will be used as partnership contribution to resources the programme over a two year period as follows:

Programme Management - £50,000

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The overall Programme Management budget required is circa £300,000 for the two year period 2017-19 and would be funded by contributions from the partners and potentially UK and Scottish Governments. This will fund the appointment of a programme manager,development of strategic bid for investment and related costs associated with managing and promoting the programme.

It is estimated that the Council contribution to this should be £50,000

Project Development - £100,000

This will support development of specific Dumfries and Galloway based projects and includes feasibility studies, design development and outline business case preparation.

Timescales & Milestones

2017-18

• Programme Manager in place• Memorandum of Understanding agreed by all Partners• Working Group including UK, Scottish Governments and wider stakeholders

established• Stakeholder and Funder Engagement Plan developed and implemented • Project prioritisation complete• Project development started

2018-19

• Stakeholder and Funder Engagement Plan implemented• Project development complete• Strategic Investment bid completed.

Summary Impact Assessment and Measures to reduce risks

A full impact assessment will be undertaken.

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Policy Development Funding

Policy Development Support for Third Sector Organisations moving to Commissions

Directorate Communities

Lead Service & ABB Link Business Management

Existing Council Policy

1. Our Council has agreed to move from strategic grants to commissions to improve the way in which we identify, plan and monitor the impact of our financial investment in services and activities that address need across our communities.

2. The allocation of funds to key strategic themes was reported to the Communities Committee on 16 August 2016 and lead officers within Communities, CYPLL and EEI are responsible for developing relevant Commissions for their area of responsibility.

Indicative Funding 2017/18 Communities Directorate Representation and engagement (protected characteristics and third sector) £134,181

Economy, Environment and Infrastructure Directorate Community Transport £13,595

Children, Young People and Lifelong Learning Directorate Domestic Abuse and Relationship Support Services £217,186 Social Education, Employability and Training £116,808 Support to Children and Young People £129,938 Total £611,709

3.Recent developments are as follows:Representation and engagement – the complexity of moving to a different model of funding for this area of activity is complex – organisations who received grants need to review their position and commit resource to the co-production model. While the commissioning approach is ultimately beneficial for service users – and the organisations themselves support the approach – it does mean that there is usually a need for some primary research to provide evidence of need and priority. With their full agreement, a continuation of the strategic grant to the three organisations affected (D&G Multicultural Association; DGVoice; and Third Sector D&G) has been agreed to 30 June 2017 to allow them time to undertake this work with thevalue of the Strategic Commission amended accordingly.

Community Transport– a report is being submitted to the EEI Committee on 9 March seeking agreement for this allocation to be used to develop a Public Social Partnership instead of a Strategic Commission.

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Domestic Abuse and Relationship Support Servicesand Social Education, Employability and Training – the 10 organisations affected are involved in discussions with the lead officers about the move to Commissions: (Apex Scotland; D&G Befriending Project; D&G Care Trust Forestry and Gardening Project; D&S Women’s Aid; Mossburn Community Farm; Relationships Scotland D&G; Solway Credit Union; and SW Rape Crisis and Sexual Abuse Centre; Stranraer Credit Union; and Wigtownshire Women’s Aid)

Support to Children and Young People – the CYPLL Committee on 3 February 2017agreed the establishment of three Commissions to be implemented from 1 April 2017 through ‘quickquote’ The three organisations affected by this development (Galloway Youth; LGBT Youth Scotland; and Dumfries YMCA) were involved in the development of the Commissions and the approach taken. Narrative Description of Policy Development

Financial assistance to the organisations which are moving from a grant in 2016/17 andparticipating in a co-designed Commission from 2017/18 would give them an ability to secure a smooth transition by undertaking research with their service users/community of interest.

There are between 3 and 13 organisations in this position and a small amount of funding would allow them to participate fully in the development of a Commission without it causing an additional burden on their limited resources. Policy Outcomes Intended

Our Council has a priority ‘to be an inclusive Council’ and within that three Commitments: to ensure that local people and communities are at the heart of our decision-making; empowering communities to make the most of their assets; and increasing equality of opportunity.

The move to co-produced Commissions, replacing grants to specific organisations is designed to contribute to all three of these Commitments by better reflecting the needs of our local residents and designing the outcomes for them. The involvement of individuals and organisations from these key organisations will also build their capacity and expertise by them better understanding their service users/communities of interest and therefore improving their service offer; business planning expertise; and potential to attract other funding.

Funding – How Resources would be used

A financial contribution would be shared across the organisations currently receiving a strategic grant which are involved in the development of a new Commission.

The exact amount and the research undertaken by each organisation would be determined by the co-production group developing the respective Commissions, and will be based on the organisations’ capacity and capability to provide the necessary evidence about their community of interest for the development of the Commission. It would be anticipated that an allocation between £2k-£5k for any one organisation would be sufficient to provide the type of research evidence required for the Commissions. The total funding requirement would not exceed £32k.

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Timescales & Milestones

The development of the Commissions on Representation and Engagement are underway and will be in place by 30 June 2017 therefore any monies to assist in their development will be spent April-May 2017; the exact timetable for the development of the Commissions on Domestic Abuse and Relationship Support Services and Social Education, Employability and Training are yet to be determined but will be in place during 2017/18.

Summary Impact Assessment and Measures to Reduce RisksPotential Impact

9 Protected Characteristics Low positive

Narrative and assessment of Impact (includes staff and service users) on:Age low positiveDisability – low positiveGender – low positiveTransgender – no impactMarriage & Civil Partnership –no impactPregnancy & Maternity – low positiveRace – low positive Religion or Belief –low positiveSexual Orientation – no impact

Human Rights No Impact

Health, Health Inequalities & Wellbeing Low positiveSome of the organisations involved provide advice and support to people on low incomes; and access to advice and support for vulnerable people, particularly from Protected Characteristics minority communities (race and disability)Economic & Social Sustainability Low positive

These 13 third sector organisations give support to our communities and vulnerable individuals and this will help them better understand the needs of their service users/communities of interest, improve services and access other funding

Environmental Sustainability, Climate Change and Energy M t

No impact

Summary of Impacts Low Positive

Positive High 0 Medium 0 Low 3No Impact 2Negative High 0 Medium 0 Low 0

There are positive risks associated with this Policy Development proposal:- the research will give organisations a better understanding of their service

users/communities of interest which can be used to improve all their service areas, not just the aspects relating to the Commissions

- the organisations will have an improved evidence base which is likely to have a positive impact on applications to other funding sources

- the improved evidence in relation to vulnerable people and Protected Characteristics will assist our Council and other public bodies to meet their Equality Outcomes

- the individuals and Boards of the organisations will increased their capacity and expertise as a result of having this in depth analysis of their service users/communities of interest.

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Policy Development Funding

Policy Development Increased Learning Support Provision and Building Capacity

Directorate CYPLL

Lead Service & ABB Link Education Services, Supporting Learners

Existing Council Policy? Yes

Delivery of existing statutory duties in relation to the Additional Support for Learning Acts 2004 and 2009, to meet the additional support needs of child and young people in our early learning and childcare settings, and primary and secondary schools.

Narrative Description of Policy Development

An increasing demand on learning support services could be significantly alleviated with additional funding. There are plans in place to develop alternative longer term approaches to increasing supports from within existing capacity but it will take time to deliver the shift in focus required of staff (teachers and school support staff). This policy development proposes to increase the capacity of support being offered to children and young people with Additional Support Needs.An additional allocation of Learning Assistant time will be offered to target key areas of focus. A small proportion of funding (circa 15%) would be used to invest in staff development to support longer term solutions to respond to increasing demands on resources.

Key areas for focus will be:• supporting small school where composite classes bring additional differentiation

challenges due to the breadth of the curriculum being covered• working with class teachers to provide universal support to all pupils through a

differentiated curriculum• increase social educational behavioural provision to work directly with pupils,

schools and staff to develop prevention and early intervention strategies• Looked After Children by targeting exclusion rates and increasing supports in

school.

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Policy Outcomes Intended

The proposal will provide additional support in schools for children while longer term adjustments and capacity building is undertaken, through the development of a sustainablemodel of support by enhancing the capacity of schools, teachers and non-teaching staff to deliver:

• Universal support and differentiated learning• Flexible school support arrangements• Adjusted learning environments and approaches to prevent the emergence of

challenging behaviours, and• Early intervention approaches to address challenging behaviours.

The outcomes with be for the:• Pupils and those Looked After - quick and effective supports are put in place to

minimise disruptions to their learning experience and where appropriate provide support to address behaviours.

• School - increased levels of support and minimised disruption to all learners. • Supporting Learner’s Service - better able to target resources at those most in

need.• Education Services - more confident and competent workforce to support and

manage additional support needs.• Council - a sustainable and cost effective approach being delivered in schools to

prevent and intervene early in order to minimise the risk of escalating needs.

Funding – How Resources would be used

The Funding will be used to increase the availability of ASL support as targeted to meet the key areas of focus above.

£400,000

Timescales & Milestones

The total fund would be available for 2017/18 and future requirements would be reviewed against progress.

Summary Impact Assessment and Measures to reduce risks

A report detailing the use and impact of the funding will be provided for Members as part of Education Services reporting.

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DUMFRIES & GALLOWAYCOUNCIL

ADMINISTRATIONGROUP

Capital Investment Programme

2017/18 - 2019/20(within a 10 year indicative strategy)

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68

DUMFRIES & GALLOWAYCOUNCIL

ADMINISTRATIONGROUP

Policy Development2017/18

Capital Investment Templates

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Policy Development – Capital Investment

Policy Development Increased Roads Investment

Directorate Economy, Environment and Infrastructure

Lead Service & ABB Link Infrastructure and Transportation – Infrastructure Asset Class Capital Programme

Existing Council Policy? RoadsMaintenance

The Council’s Roads Asset Management Plan states that “The real value of Dumfries and Galloway Council’s road network and associated infrastructure lies in its delivery of the essential services that provide the foundation upon which economically healthy, prosperous and safe communities are built. Road maintenance impacts on the whole community and all of the services that the Council delivers.”

The Council’s Road Maintenance policy states that “Dumfries and Galloway Council as Roads Authority will manage, maintain, and improve its network of roads, footways and cycleways. The Council will:

• Ensure that the Council’s road, cycle and pedestrian network is kept safe, effective, reliable and sustainable;

• Ensure the road network contributes to the delivery of economic regeneration;• Work with partners to manage the road network effectively and efficiently; and• Deliver a fair and customer focused road maintenance service.”

The Code of Practice Well Managed Highways Infrastructure 2016 makes a number of recommendations including:

• RISK BASED APPROACH - A risk based approach should be adopted for all aspects of highway infrastructure maintenance, including setting levels of service, inspections, responses, resilience, priorities and programmes.

• CONDITION SURVEYS - An asset condition survey regime, based on asset management needs and any statutory reporting requirements, should be developed and implemented.

• DEFECT REPAIR - A risk-based defect repair regime should be developed and implemented for all highway assets.

• DRAINAGE MAINTENANCE - Drainage assets should be maintained in good working order to reduce the threat and scale of flooding. Particular attention should be paid to locations known to be prone to problems, so that drainage systems operate close to their designed efficiency.

The Code of Practice Well Managed Highways Infrastructure 2016 also identifies that thecore objectives for maintenance could be considered to be:

• Network Safety:o complying with statutory obligations.o meeting users’ needs for safety.

• Customer Service:o user experience/satisfaction.o communication.o information.o levels of service.

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• Network Serviceability:o ensuring availability.o achieving integrity.o maintaining reliability.o resilience.o managing condition.

• Network Sustainability:o minimising cost over time.o maximising value to the community.o maximising environmental contribution.

The Economy, Environment and Infrastructure Committee of 11 November 2014 agreed that the approach to carriageway maintenance would be to “Maintain current baseline investment but optimise the spend across treatment types and road classification.” The effect of this optimisation process was a shift in focus to that of maintenance rather than reconstruction with the aim to prolong the lifespan through more lower cost surfacing and surface treatments and to minimise spend on more costly strengthening and reconstruction works on the carriageway. The Economy, Environment and Infrastructure Committee meeting of 15 November 2016 agreed the continuation of this preventative maintenance approach to future investment in the carriageway infrastructure.

The 2016-17 national Road Condition Indicator (RCI) survey data indicates that some 46.5% of our Council’s local public road network should be considered for maintenance treatment. This figure includes both the condition category “repairs are likely to be required to prolong its future life” and the condition category “further investigation is required”. 46.5% of the local road network equates to approximately 1,900km of carriageway to be considered for treatment.

The Infrastructure Asset Class Programme typically invests £9.5m per annum in various roads and transportation related assets with approximately £6m per annum being invested in the carriageway asset. The table below indicates the historic allocation across the carriageway asset programmes for the financial years 2015/16 and 2016/17 as well as the potential budget allocation for the financial year 2017/18 that will be the subject ofconsideration and agreement by the Economy, Environment and Infrastructure Committee.

ProgrammeBudget

Allocations 2015/16 £m

Budget Allocations 2016/17 £m

Potential Budget

Allocations 2017/18 £m

Carriageway Surface Dressing 2.3 2.65 2.65

Carriageway Strengthening (> 40mm) 0.75 1 1

Carriageway Resurfacing (≤ 40mm) 2 1.25 1.25

Carriageway Planned Structural Overlays (≤ 40mm)

0.45 0.5 0.5

Carriageway Drainage 0.2 0.4 0.4

Forestry Routes 0.173 0.265 0.245

Total 5.873 6.065 6.045

The above amounts reflect the allocations within the existing Capital Investment Strategy prior to the allocation of additional funding outlined below.

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Narrative Description of Policy Development

It is proposed that additional funding is allocated to the Carriageway Surface Dressing(increase of £0.250m), Carriageway Planned Structural Overlays (increase of £0.750m) andCarriageway Drainage (increase of £0.280m) programmes within the Infrastructure Asset Class to tackle the level of carriageway defects on the road network.

Carriageway Surface DressingThis programme currently provides approximately £2.65m of funding per annum to provide a low cost surface layer for the carriageway asset. Surface Dressing involves the even spray application of an emulsion bituminous binder through a purpose built spray tanker onto the existing road surface followed immediately by the even application of aggregate chippings to ‘dress' the binder. Surface dressing offers many advantages:

• Seals the road surface against ingress of water which is known to be one of the major causes of asphalt pavement deterioration.

• Arrests the deterioration of the road surface and underlying road pavement structure.• Restores the necessary level of skid resistance to the road surface with the resultant

benefits of reduction in skid related traffic accidents.• Timely intervention will enable worn out road surfaces to last longer thereby

increasing the time to when surfacing is required.• Can help to reduce spray caused by vehicles travelling on wet road surfaces.

The cost of surface dressing varies based on materials used and the treatment process in relation to physical factors like traffic flow but typically averages out at a cost of £3.10/m2.Assuming an average carriageway width of 7m and that the surface dressing is undertaken on a full carriageway basis then an investment of an additional £0.25m could realise a further 11.5 carriageway kilometres of surface dressing to seal the road surface and restore skid resistance.

Carriageway Planned Structural OverlaysThis programme currently provides approximately £0.5m of funding per annum to eliminate multiple defects by surfacing short sections of carriageway generally up to 400 linear metres in length. Following the completion of full road network visual inspections in Q2/Q3 of each financial year a priority list of schemes is developed for implementation of the planned structural overlay works in Q4 of the financial year.

The cost of planned structural overlays varies based on materials used, depth of repair, overlay/inlay treatment process and traffic management requirements but typically averages out at a cost of £25/m2. Assuming an average carriageway half width of 3.5m and that the planned structural overlays are undertaken on a half carriageway basis then an investment of an additional £0.75m could realise a further 8.5 lane kilometres of planned structural overlays to eliminate areas of multiple defects.

Carriageway DrainageThis programme currently provides approximately £0.4m per annum for the replacement and upgrading of existing carriageway drainage systems. This includes the rehabilitation of filter drains, installation of additional roadside gullies, replacement of culverts and increasing the capacity of the existing pipework systems.

The Code of Practice “Well Managed Highways Infrastructure” 2016 states that “Drainage assets should be maintained in good working order to reduce the threat and scale of flooding. Particular attention should be paid to locations known to be prone to problems, so that drainage systems operate close to their designed efficiency.” In addition the contribution that drainage assets make to the structural integrity of the carriageway is important in limiting the action of surface water penetrating the carriageway layers and causing damage through hydraulic pressure or freeze/thaw action during the winter season.

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Policy Outcomes Intended

Enhanced delivery of the aspects of the Council’s Road Maintenance policy to “Ensure that the Council’s road, cycle and pedestrian network is kept safe, effective, reliable and sustainable” and “Ensure the road network contributes to the delivery of economic regeneration”.

Funding – How Resources would be used

Funding would be used to provide:• a further 11.5 carriageway kilometres of surface dressing to seal the road surface

and restore skid resistance on the road network.• a further 8.5 lane kilometres of planned structural overlays to eliminate areas of

multiple defects on the road network.• the rehabilitation of filter drains, installation of additional roadside gullies,

replacement of culverts and increasing the capacity of the existing pipework systems at known problem areas on the road network.

Timescales & Milestones

Additional carriageway surface dressing works will be undertaken as part of the Council’s annual surface dressing programme between May and August when drier and warmer weather is more likely.

Additional carriageway planned structural overlay works will be undertaken during the summer and autumn period and planned to be completed in advance of the annual network wide carriageway inspections to determine the impact of works on the management of defect numbers.

Additional carriageway drainage works will be undertaken along with the other carriageway improvement works throughout the financial year.

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Summary Impact Assessment and Measures to reduce risks

Potential Impact

9 Protected Characteristics No impact

Narrative and assessment on Impact (includes staff and service users) on:Age – no impacts specific to this protected characteristic.Disability - no impacts specific to this protected characteristic.Gender – no impacts specific to this protected characteristic.Transgender - no impacts specific to this protected characteristic.Marriage & Civil Partnership - no impacts specific to this protected characteristic.Pregnancy & Maternity - no impacts specific to this protected characteristic.Race - no impacts specific to this protected characteristic.Religion or Belief - no impacts specific to this protected characteristic.Sexual Orientation - no impacts specific to this protected characteristic.

Human Rights No impactNo impact.

Health, Health Inequalities & Wellbeing No impactNo impact.

Economic & Social Sustainability Low positive

Overall increases in carriageway funding will impact positively on road condition.

Environmental Sustainability, Climate Change and Energy No impactNo impact.

Summary of Impacts No Impact

Summary of Impacts

Positive High 0 Medium 0 Low 1

No Impact 4

Negative High 0 Medium 0 Low 0

Measures to Reduce/Address Risks and Minimise Any Negative Impacts

No negative impacts.

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Policy Development – Capital Investment

Policy Development “Inclusive Play” – Enabling All Ability Access to Play Areas

Directorate Communities

Lead Service & ABB Link Civic and Local Services, Community Assets – Parks and Open Spaces

Existing Council Policy? Yes

The Council currently provides 264 play parks and play areas across the region. Whilst there is some provision for play equipment which can be used and accessed by disabled children, the current position is mixed and does not necessarily enable integration of able and less able children on the same equipment.

Further, Parents/carers/guardians of less abled children may be less able themselves and encounter difficulty accessing a play area. There were 37,000 people within Dumfries & Galloway recognised as having a disability; of these 2,880 were wheelchair users as reported in the 2009 Single Outcome Agreement Document.

This policy development would comply with the councils 4 main priorities, in particular to: • Provide the best start in life for all our children; Raise ambition and attainment, in

particular to address inequalities and Support children to be healthy and active• Provide the best start in life for all our children; Ensure older or vulnerable people

live healthy and independent lives• Be an inclusive council: Increase equality of opportunity.

Narrative Description of Policy Development

It is proposed to make funding available to install new equipment in 3 key sites which will offer a better standard of play equipment to disabled children, which is also attractive to and useable by children of general abilities. Equipment may include that which is accessible by mobility impaired children, as well as, equipment which provides stimulation and amusement for visually impaired children. At the same time, it would be intended to improve access routes to the location for this equipment, as well as, paths and standing areas in the vicinity.

It would be intended to carry out this work through consultation with local communities, and in particular, representative groups for youth and the disabled, prior to undertaking detailed design work. It would be particularly intended to maximise opportunities currently being undertaken by community and voluntary groups and other interested parties, including for example registered social landlords. It might therefore be best use of funding to provide match funding for voluntary sector applications for installation of new equipment to be adopted by the Council.

Core to this policy will be to create opportunities for “inclusive play” in which children of all abilities can play together promoting and encouraging social integration, enabled by

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playground design based on the principles of universal access for all.

To maximise the funding available, and its impact on larger numbers of children, it isproposed that initially three schemes should be developed in our three largest settlements: Dumfries, Stranraer and Annan. Subject to funding, this may be expanded to other communities. In addition the Council will continue to work on existing projects, for example developing the Heritage Lottery bid for Station Park in Moffat. If continued in future years the concept will be extended to other communities.

Policy Outcomes Intended

• Better integration of disabled children with their peers. • Wider inclusion of a number of disabled child groups• Potential for co-location of disabled access play equipment with other facilities, in

particular “Changing Places toilets”• Improved physical access to play sites for all.

Funding – How Resources would be used

• Direct procurement and installation of equipment. • Procurement of works to address access problems. • Enhance existing toilet provision, where possible.• Award of funding to voluntary organisations for purchase of equipment for

installation on Council sites.

The estimated cost to undertake the above measures is between £125,000 - £130,000 per scheme thus requiring a total investment estimated at £500,000.

Timescales & Milestones

• Consultation on sites – April 2017• Consultation on local requirements – June 2017• Detailed design – September 2017• Contract award – November 2017• Completion – March 2018

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Summary Impact Assessment and Measures to reduce risks

Potential Impact

9 Protected Characteristics Medium PositivePositive impact on age and disability. No impact on others. Human Rights High PositiveUnited Nations Convention on the Rights of the Child –

Article 23 (children with a disability)A child with a disability has the right to live a full and decent life with dignity and, as far as possible, independence and to play an active part in the community. Governments must do all they can to support disabled children and their families. Article 31 (leisure, play and culture)Every child has the right to relax, play and take part in a wide range of cultural and artistic activities.Health, Health Inequalities & Wellbeing High Positivesignificant beneficial impacts on a relatively low population.

Economic & Social Sustainability Medium Positivecan help foster better community relations and inclusion of disabled children and their families within the wider population.

Environmental Sustainability, Climate Change and Energy No impactNo impact.Summary of Impacts Medium Positive

Summary of Impacts

Positive High 2 Medium 2 Low 1

No Impact 1

Negative High 0 Medium 0 Low 0

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DUMFRIES & GALLOWAYCOUNCIL

ADMINISTRATIONGROUP

Additional Policy Development Initiative

Templates (from existing funding streams)

2017/18

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Policy Development – Application of Anti-Poverty Funding

Policy Development Anti-Poverty Initiatives

Directorate All

Lead Service & ABB Link All

Existing Council Policy? Yes

Provide the best start in life for all our childrenEnsure early intervention, in particular to keep our region's most vulnerable children safe.

Protect our most vulnerable peopleTackle the causes and effects of inequality and poverty

Help older or vulnerable people live healthy and independent lives

Be an inclusive councilIncrease equality of opportunity Narrative Description of Policy Development

Our Council has an Anti-Poverty Strategy which was agreed by Full Council on 25 June 2015. Policy Outcomes Intended

The Anti-Poverty Strategy has a vision and four outcomes listed below:

Anti-Poverty Strategy Vision:

“People will be prevented from falling into poverty; supported to escape from poverty and lead independent, safe, happy & fulfilled lives”.

Strategy Objectives:

Objective 1 – To listen to people and families experiencing poverty and make sure their voice is heard

Objective 2 – To support people experiencing poverty to move from dependence to independence.

Objective 3 – To ensure our information and services are easy to access

Objective 4 – To provide services that meet the needs of people experiencing poverty

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Funding – How Resources would be used

2017 / 2018 Funding Allocation - £1,000,000 of previously agreed Policy funding towards the delivery of the Anti-Poverty Strategy and the priorities within it.

Local Anti-Poverty Fund

£350,000 of funding from the original allocation of £1,000,000 for Tackling Poverty, as detailed above, will be transferred to the Area Committees who will then allocate to anti-poverty initiatives within their respective areas. The allocation of the £350,000 to Area Committees will be based on the previously “% split” (Wigtown 20.1%, Stewartry 15.9%, Nithsdale 39.5% and Annandale & Eskdale – 24.5%). This formulae was generated based on the Scottish Index of Multiple Deprivation (SIMD) Data and population. This would result in an allocation as follows;

Wigtown: £70,350

Stewartry: £55,650

Nithsdale: £138,250

A & E: £85,750

The above monies will be allocated for immediate disbursement by Area Committees from the list of current applications. Each Area Committee has criteria that includes “tackling poverty” in recognition of agreed Council Priorities and Commitments. This approach will help ensure funding is allocated to events/activities/projects that help tackle poverty as quickly as possible. The established ‘scoring panels’ will provide detailed narrative in relation to the anticipated ‘tackling poverty’ outcomes associated with applications. Depending on the level of funding left for Area Committees to disburse following their initial ‘Discretionary Budget’ decisions from their allocation of the Tackling Poverty Local Fund £350K, Area Committees may choose to agree additional criteria for any remaining balance that specifically reflects the agreed Anti-Poverty Strategy objectives translated into an Area Committee context. This will ensure Area Committees have the ability to award funding to appropriate applications that will make the biggest positive impact on tackling poverty in their respective areas. If this option is agreed by Area Committees it would then be appropriate to make an announcement of this Tackling Poverty Local funding being open to applications; confirming the criteria; and specifying the timescales for which applications should be made.

Development of Breakfast Clubs

Up to £400,000 to begin the development of a more comprehensive programme of breakfast clubs in local primary schools. As a minimum these will be free for children entitled to free school meals. At present a number of schools have breakfast clubs, some which charge and some that don’t. Some are also supported by businesses in the community who provide the breakfasts. The funding will expand provision and allow the Council to also work with schools who wish to allocate funding from the attainment fund for a more tailored locals approach for their school.

Anti-poverty Strategy outcomesThe £250,000 balance of funds specifically for this financial year from the overall allocation of £1,000,000 for Tackling Poverty will be used to support delivery of the agreed Anti-Poverty Strategy outcomes and informed by the “mapping exercise” currently being undertaken, collaboration with key partners and stakeholders and working with service users. This will help

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ensure impact is maximised and spend is evidence based. Elected Members will receive proposals for the allocation of this funding as appropriate.

Timescales & Milestones

The £1m funding will be disbursed from March 2017. The funding will be fully allocated during 2017/18 with the appropriate monitoring reports provided.

Summary Impact Assessment and Measures to reduce risks

Potential Impact

9 Protected Characteristics High PositiveCommunity Survey identifies that people with multiple Protected Characteristics are more likely to face discrimination, face inequality and be unemployed than other members of society. Improved access to information and support; training for teachers and investment in initiatives to tackle poverty will therefore have a significant benefit to people Human Rights No Impact

Health, Health Inequalities & Wellbeing High PositiveImproved access to information and support and provision for access to a nutritious breakfast for primary school children.

Economic & Social Sustainability High PositiveImproved access to information and support will mean more people are using available services; payment of the Living Wage by employers across the region will have a significant impact on our low wage economy. Improved training for teachers and investment in initiatives to tackle poverty will therefore have a significant impact on the economic and social sustainability of our region.

Environmental Sustainability Climate Change and Energy No Impact

Summary Impact Assessment High Positive

Summary of Impacts

Positive High 3 Medium Low

No Impact 2

Negative High Medium Low

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Policy Development – Application of Neighbourhood Renewal/Regeneration Funding

Policy Development Links to Work

Directorate Economy, Environment and Infrastructure

Lead Service & ABB Link Economic Development (Employability & Skills)

Existing Council Policy? Yes

• Build the local economy • Provide the best start in life for all our children • Protect our most vulnerable people • Be an inclusive council

Narrative Description of Policy Development

Links to Work provides an opportunity to support Council Priorities and the objectives within the Anti-poverty Strategy 2015-20 through a proposal to use Council resources and funding to maximise the drawdown of our European Social Fund (ESF) grant allocation. This will add value and integrate with current service delivery by offering a programme of provision focussing on intensive personal development support within communities and to individuals facing multiple factors of deprivation. This provision will ensure those experiencing poverty are supported to access money management skills, fuel poverty activity, and eventually supported access to the Employability Pipeline through community hubs and areas of peer support.

1. Project Proposal

The operation will focus primarily on complementing the current Employability Pipeline delivery by providing targeted support to those not engaging in employability related activity. This pre-pipeline support will be delivered to income deprived members of the community including lone parents, families experiencing poverty and individuals experiencing in-work poverty.

Previous work with participants in or facing poverty identified that low self-confidence; financial exclusion; low skills and isolation were some of the main barriers to progression. Some or all of which may have been affecting not only themselves but their families too. This proposal will support people experiencing poverty to access services that meet their needs whilst also recognises that employment is an important route to help people escape from poverty.

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2. Delivery Model

Community Engagement

A community engagement (hub and spoke) model would be utilised. This would provide outreach staff to use participatory methods of engagement (street work, school gates, door knocking, groups etc.) to extend services to those most vulnerable, identifying needs and encouraging supported re-engagement with services, learning and appropriate support towards eventual employment. Community Development Agents would work to identify individuals within local communities and support their access to the project acting as a first-line, approachable, point of contact for learning and development opportunities in the community as stepping stones to re-engagement with learning and identifying needs within local communities.

Community Support Workers would register and fully support participants through a detailed, tailored action plan, accessing and signposting to services and support as required and working partnership across all agencies and services. This approach will also target lone parents to register with the project to access opportunities for volunteering, lifelong learning, training and signposting to appropriate services, liaise with other agencies and organisations working in the area regarding information they wish to share with the community and assist in identifying gaps and duplication and matching information to meet community learning needs and opportunities.

Communities identified through SIMD will be targeted for support through this model of delivery with information being collected by the agents being assessed for gaps and individuals within the communities being empowered to participate. Additionally, where appropriate participants will be supported to enter and progress in the local labour market and therefore contribute to a reduction in poverty and deprivation, and supporting the creation of a skilled workforce for the future.

Employability Foyers/Family Centres

This hub approach provides a safe place and a single, recognised point of access for people who are not currently engaging with mainstream services to access community services. Community workers and partners would be able to access this to provide one-to-one and informal and tailored provision to individuals and groups. Individuals will be supported to try new things, meet people, and build confidence as well as accessing to a wide range of offers all delivered within a person-centred and holistic approach:

Informal and certificated/accredited training: Access to core skills, digital literacies, D&GEmployability award, Volunteering Awards, parenting and The Peep Progressive Pathway.

Financial Inclusion: Maximising incomes and reducing poverty by offering financial inclusion activity within a learner-centered approach including activities such as digital literacies, benefits and debt advice, budgeting, economical shopping and cooking, suitable banking products and sensible borrowing. This could be developed to be a rolling programme of activity so that those requiring extra or continued support can access this and participants could both benefit from and eventually deliver peer support through interactive participation.

Community Led Childcare Services: Looking at childcare provision and parenting skills and utilising these to offer access to The Peep Progressive Pathway with parents learning with their children, gaining nationally recognised qualifications and potentially progressing into further formal training. Using this approach not only supports the enhancement of parenting skills but also the addition of transferable skills into the workplace therefore offering a holistic benefit.

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Individual confidence and capacity building: This will underpin all activities within the delivery model, using courses such as STEPS to Personal Excellence to build individual confidence, motivation and self-belief allowing increased participation within the community and ultimately the labour market. Access to provision within Foyer/Centres to increase capacity empowering individuals to develop and grow their own and community capability appearance

Individuals will therefore be supported appropriately in their progression through accessing one-to-one provision from a dedicated worker who will work with participants to access barrier removal support identified through needs assessments and shared action plan development. Participation in intensive support activity including financial inclusion and fuel poverty activity as well as confidence building and activities and training as appropriate by accessing provision from Third Sector Agencies, internal and external provision will provide individuals with increased capability thus supporting community capacity building and where appropriate access to Employability Pipeline support and ultimately into sustainable employment.

The overall project budget is £1,458,607 and this would be funded by a number of sources outlined below:

Council External Partners

EU Grant Total

Poverty & Social Inclusion

£637,000 £238,164 £583,443 £1,458,607

The Council contribution towards this of £637,000 is available within the Neighbourhood Renewal Reserve.

The remaining partnership contribution of £238,164 would be sourced from partnership contributions from the third sector, although the Council’s Anti Poverty Strategy Fund mayalso be a source of funding for this.

Policy Outcomes Intended

The proposal will create a strategic Economic Development and anti-poverty inclusion programme which will underpin the delivery of services which contribute to the following Council priorities:

Build the local economy• Improve the level of skills within our communities and workforce

Provide the best start in life for all our children• Provide earlier intervention helping to keep our region’s most vulnerable children safe• Raise ambition and attainment, in particular to address inequalities

Protect our most vulnerable• Tackle the causes and effects of inequality and poverty

Be an inclusive Council• Increase equality of opportunity

Funding – How Resources would be used

Funding will be managed and disbursed through the Employability & Skills Service. Overall

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performance against targets will be tracked as part of the corporate Business Plan performance monitoring arrangements.

All EU Grant funded programmes are subject to a robust application, assessment and monitoring process from Scottish Government and European Union.

Timescales & Milestones

Programme delivery will commence in 2016-17 and continue through 2017/18 and will provide the following annually:

• Provide personal development support to 100 lone parents annually• Progress 50 lone parents into employability related provision• Support 100 disadvantaged participants in workless, lone parents or low income

households• Support 12 deprived or fragile communities • Engage 80 disadvantaged participants in job searching, education/training, gaining a

qualification, or in employment, including self-employment• Support 105 disadvantaged participants in workless, lone parent or low income

households with improved money management skills• Support 2 community based or community led services • Support 80 participants to no longer be affected by debt as barrier to social inclusion• Provide intensive financial inclusion activity to 80 participants• Provide intensive fuel poverty activity to 80 participants

Summary Impact Assessment and Measures to reduce risks

• A full impact assessment will be undertaken.

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Policy Development – Application of Council Tax 2nd Homes Discount Funding

Policy Development Town Centre Living Fund

Directorate Communities Directorate

Lead Service & ABB Link Strategic Housing

Existing Council Policy? N/A

The intention of this £1million fund from Council Tax on second homes income is to increase the supply of affordable housing in town centres andsettlements by bringing empty properties back into use. The fund places these centres of population at the core of our financial decision making and seeks to deliver the best local outcomes through investment of available resources. By encouraging the refurbishment of empty properties and providing homes for our communities, the fund will support ongoing work aimed at improving the sustainability and vibrancy of our town centres andsettlements.

Narrative Description of Policy Development

Town centres and settlements are a key element of the economic, social and environmental fabric of the region. To help them thrive sustainably, and meet the needs of residents, a fund is being created that will increase the availability of affordable residential accommodation in these locations.

Policy Outcomes Intended

To ‘protect our most vulnerable people’ by increasing the supply of affordable housing in our town centres and settlements.

To ‘Build the local economy’ by supporting the regeneration of our region’s

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town centres and settlements. This will be achieved by reducing the number of empty properties that have a detrimental effect on the economic, social and environmental fabric of our region. This will help support our local construction industry and make our town centres and settlements a more attractive place to visit.

To ‘Be an inclusive council’ by working with a range of stakeholders and supporting the implementation of the Community Empowerment Act.

Funding – How Resources would be used

The level of income generated from Council Tax on second homes varies annually because the number of properties in this category is not a fixed position. For example, the income generated in 2008/09 was £865k whereas the income generated for 2015/16 was £949k. The estimated income for 2016/17 is projected to be a maximum of £900k. There is a current un-allocated balance of £426k from previous years.

Each application will be assessed based on its ability to deliver a number of priorities including contribution to town centre regeneration, increasing the supply of affordable housing, bringing empty properties back into use. A range of proposals will be considered for funding including community engagement, feasibility studies, design development, business cases, surveys and physical works to properties. Each submission will be assessed individually to ensure there is flexibility to address the variety of complex circumstances that present in our town centres and settlements. It is anticipated funding applications will be submitted from a number of sources that may include individuals, community groups, residential and commercial property owners, empty home owners and Registered Social Landlords. The 19 January 2016 meeting of the Housing Sub Committee agreed to ‘establish an Empty Homes Fund of £100k’ to bring empty properties back into use as affordable housing. Members agreed the criteria to be applied to assess each application and this activity will now be taken forward as an integral part of this fund. However, it will be targeted at empty properties in our town centres and settlements to contribute to the policy objectives set out in this proposal. These examples are not intended to cover all of the circumstances where funding may be awarded because it is important flexibility is retained as a key principle. Large strategic projects that require a significant proportion of the funding allocated will form the basis of a report to Communities Committee before a final decision is made.

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Timescales & Milestones

This is a one off funding allocation from 2016/17 Council Tax on second homes income. The balance of the fund will be kept under review and an outturn position reported through the annual Scheme of Assistance report tothe Communities Committee. This will give Members the opportunity to consider the outcomes delivered and whether the current approach needs to be refined or adjusted based on practical experience.

Summary Impact Assessment and Measures to reduce risks

The creation of this Town Centre Living Fund will have a positive impact inour region. A risk assessment will be carried out on a project by project basis as applications are received. This will ensure that funds are appropriately allocated and the Council achieves clearly defined outcomes from the resources allocated.

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