Our Ref: LD/RMYour Ref:Contact: Lesley DeverickTel: 01698302434Fax: 01698302351E−Mail: DeverickLnorthlan.gov.ukDate: 6 September 2018

All Members of theEducation Committee

Dear Councillor,

Education Committee −111 September 2018

NorthLanarkshire

Council

I refer to the agenda issued in respect of the meeting of the Education Committee to be held onTuesday, 11 September 2018 at 2.00 pm.

Enclosed for your attention is a copy of a report in connection with the undernoteditem:−(10)

Early Learning and Childcare Expansion Programme

(a)

(b)

Physical Infrastructure (pages 3−48)

Workforce (pages 49−67)

Members are requested to bring these papers with them to the meeting.

Yours faithfully,

Zeaja?d4̀o')fsBusiness for Legal and Democratic Solutions

End.

I D C disability IconfidenttILEADER —a

C h i e f E x e c u t i v e ' s OfficeArchie AitkenHead of Businessfor Legal & Democratic SolutionsCivic Centre, Windmillhill StreetMotherwell ML1 lABDX 571701, Motherwell 2www.northlanarkshire.gov.uk

North Lanarkshire CouncilReport

Agenda item U approval E noting

From Head of Education (South)Email mcmurrichlnorthlan.gov.uk Telephone 01236 812338

Executive Summary

This report provides the Education Committee with an update on progress made interms of asset capacity assessment and infrastructure development required to supportthe implementation of the early learning and childcare expansion requirements of theChildren and Young People Act 2014, in respect of eligible 2 year olds and all 3 and 4year olds.

Recommendations

The Education Committee is recommended tonote:−(i)

the Capital Funding allocation of £20.35m from Scottish Government to supportNorth Lanarkshire Council's physical infrastructure programme to deliver theexpansion of early learning and childcare provision to 1140 hours per annum by2020;

(ii) the appointment of Hub South West to carry out Stage 1 and 2 of thedevelopment process as set out in section 2.1 and appendix 2 of this report theoutcome of which will be the subject of future reports to the Education committee;and

(iii) the proposed new build, repurposing, extension and increasing capacity throughoutdoor registration programme as outlined in section 2.

(iv) the Service will monitor and review the progress of the programme on an ongoingbasis and provide regular updates per the approved Council capital governancearrangements.

Supporting DocumentsCouncil business The Early Learning & Childcare Expansion Programmeplan to 2020 supports the delivery of the following Business Plan Priorities

and Outcomes.

Priority Outcomes• Improving economic opportunities and outcomes• Supporting all children to realise their full potential• Improving the health and care of communities• Improving the council's resource base

Guiding Principles• Improve our targeting of resources towards communities and individuals most at need

• Enable communities and individuals to help themselves

• Focus on preventative and early intervention activities

• Better use of intelligence and observations

• Encourage creative and innovative solutions across

Improve outcomes for all children and young people and minimise the povertyrelated gap in attainment

• Maximise employment opportunities through our education provision

• Support our looked after children and young people to achieve their full potential• Provide support to our children and young people, which is early, effective, based

on need and delivered in partnership

Appendix I − Presentation to Programme Board (5 March 2018)Appendix 2 − Hub South West Development ProcessAppendix 3 − Site Selection MatrixAppendix 4— 1140 Hours Infrastructure Establishment Data

1. Background

1.1 Members will be aware of the Scottish Government's plan, developed in linewith the terms of Children & Young People (Scotland) Act 2014, to expand earlylearning and childcare entitlement for all 3 and 4 year olds and eligible 2 yearolds from 600 hours per year to 1140 hours per year by 2020.

1.2 The North Lanarkshire revised Early Learning and Childcare expansion fundingbid, submitted for the Scottish Government on 7 March 2018, and reported tothe Programme Board on 5 March 2018 (see Appendix 1), included a revisedrequest for capital funds of £26761 m to build or refurbish premises, (E60.575min the original bid). The Scottish Government has confirmed that the allocatedfunding to North Lanarkshire Council is £20.35m. This funding allocation doesnot include allowances for the purchase of land, demolitions or siteabnormalities such as mine workings, contaminated land and servicesdiversions. At this stage, therefore there is an affordability risk. Siteinvestigations will be undertaken during Stage 1 which will inform whethersignificant overall programme value engineering will require to be undertaken.Section 4.1 of the report lists measures that could be considered should theneed arise. The overall programme Risk Register is in the final stages ofestablishment together with associated Contingency Plan.

1.3 The Early Learning and Childcare expansion team has been working with theAssets and Procurement Solutions team to identify appropriate sites acrossNorth Lanarkshire. The initial drive to provide a local authority nursery place tochildren who live in SIMD 1 − 4 in the first instance, ensuring that all of thesechildren can be allocated a place in a local authority early years selling within 1km of their home is a strategy that has been maintained.

1.4 A New Project Request was submitted to Hub South West who appointed a Tier1 contractor to support the Stage 1 process Development. It is anticipated thatStage 1 will be complete by mid−November 2018 with a maximum fee liabilitynot exceeding £500,000.

1.5 The following are the additional early learning and childcare physicalinfrastructure requirements to support the delivery of theprogramme:−9

new build family learning centres;2 repurposing of council assets; and7 adaptations/extensions to existing schools.

2. Report

2.1 Hub South West New Builds

Hub South West has been approached to take forward the new build projects.Appendix 2 outlines the details of this engagement.

The Hub South West model is seen as a strategic long−term approach to theprocurement of public sector based infrastructure projects across Scotland. Bydelivering value for money projects through Hub South West, the developmenttimescales would be met; while value−for−money could be ensured through atested procurement route by early involvement of a contractor. As signatories tothe Territories Partnership Agreement, the Council contract directly with theHub; with the Hub sub−contracting with the successful tenderers and providing aproject management role.

Hub South West undertook a mini−tender exercise involving all the Tier 1contractors currently on their supply chain. Following tender evaluation andinterview, Morgan Sindall were selected to progress Stage 1 and 2 developmentof the nine new build projects (Appendix 2 sets out the details of theDevelopment Process). Hub South West has also appointed Faithful & Gould asProject Managers and Commercial lead to ensure delivery of the initial twostages and oversee all commercial matters.

The Council's liability is limited to each Stage without obligation to proceed tothe next Stage.

Morgan Sindall has appointed a design team to take forward Stage 1. TheCouncil is able to realise the benefit of this team's experience as theydeveloped the Scottish Futures Trust reference nursery projects.

Asset & Procurement Solutions will manage the Stage 1 and 2 developmentprocess of this significant Ambition programme.

2.2 Indicative Programme

Estimated programme milestone dates for the new builds are as follows:

• Stage 1 − delivery for approval by mid−November 2018;• Stage 2 − delivery for approval is by May 2019;• Financial Close by July 2019;

• First build commencement − July 2019; and• Full completion by August 2020

2.2.1 Site visits have been undertaken and the following preferred locations identified(Appendix 3 sets out the site selection criterion and scores). Tables 1 to 4detail the outcome of the site selection evaluation.

Site investigations will be undertaken during Stage 1.

2.3 The two repurpose projectsare:−2.4

The adaptations/extensions to existing primary schools identifiedare:−Table

3 − Adaptations/Extensions

lull DayE s t a b l i s h m e n t * • C a p a c y HeadcountSt Gerard's PS, Bellshill 40 64St Serf's PS, Airdrie 40 56St Augustine's PS, Coatbridge 48 48Shawhead PS, Shawhead 24 24Townhead PS, Townhead 40 40Whitelees PS, Abronhill 40 40Stane PS, Shotts 30 48

St Gerard's Primary School adaptations are currently on site and are due forcompletion during 4 ' quarter of 2018.

Table 1 − Preferred Sites for New Builds

Table 2 − Repurpose sites

Hope Street nursery tenders have been returned and evaluated. Work began on site atthe end of August with completion scheduled for early January 2019.

St Serf's Primary School designs and tender documents were completed and issued inAugust 2018.

Appendix 4 contains the current list of all establishments from which future earlylearning and childcare provision will be delivered.

2.5 Statutory Process

Early engagement with Planning, Roads and Building Standards will beundertaken.

2.6 Programme

Build programmes for the repurpose and adaptation/extension projects are inpreparation to ensure full delivery in accordance with the overall programmetimeline.

2.7 Additional Capacity − Registration of Outdoor Space

Greater utilisation of the registered outdoor space as an integral learningenvironment is a prominent feature of the Council's plan. The CareInspectorate will register outdoor space for 20% additional capacity where anearly years setting demonstrates a clear understanding of outdoor learning.North Lanarkshire Council has a strong track record in early year's outdoorlearning. 15 staff are trained in Forest Kindergarten at leadership level. NorthLanarkshire Council is one of the 8 local authorities to whom ScottishGovernment is providing support, via the Inspiring Scotland Programme. Thisin kind support will include consultative advice and guidance on ensuring thatNorth Lanarkshire's outdoor service delivery model is of the highest quality.

The intention is for the outdoor space at 40 early year's settings across theauthority to be registered. This will require assessment and investment in theoutdoor play areas. A procurement exercise will be undertaken to purchase anynecessary equipment to ensure these settings meet the appropriate standards.An associated training programme will be put in place for staff. Theregistrations will be phased over the next two years.

2.8 Support Services

Meal Provision

Another key delivery consideration which impacts on both the infrastructurerequirements and the environment of early learning and childcare settings isthat all children will be entitled to at least one hot meal per day. FacilitiesSupport Service (FSS) are an integral part of the ELC expansion programmeteam. FSS are currently rolling out lunches to nursery pupils in family learningcentres, nursery classes and independent partner providers across NorthLanarkshire, prioritised by SIMD area.

Eight establishments and 120 children, as set out in Table 4, are involved inPhase 1, providing a hot meal to children attending nursery over lunch.Evaluations to date have been very positive with staff, parents and the childrenreporting many benefits. It is the intention to increase the number ofestablishments delivering hot meals as each establishment is ready to deliver.The focus will be on the 16 Family Learning Centres (FLC) initially and thenprioritisation by SIMD area as the 1140 Hours recruitment process begins.

Table 4 − Phase 1 Early Learning and Childcare Expansion Programme (Meal)

UnitNärné. ChildrenAtté'riding

J igawFLC− − −

12Forgewood Annexe (Braidhurst HS) 14Forgewood Family Learning Centre 10Devonview FLC 16Auchinloch Nursery Class 20Allanton Nursery Class 20St John Paul II Nursery Class 17Chapelgreen Nursery Class 11Total 120

3. Equality and Diversity

3.1 Fairer Scotland

The strategy of the council is to target families who live in SIMD 1 − 4 to ensurethat they have access to an early learning and childcare place within onekilometre of their home. Consideration has also been given to ensure there is amix of services within localities. There will be an investment in outdoor playareas across the authority area to give children every opportunity to experienceincreased health and wellbeing.

3.2 Equality Impact Assessment

No negative impact identified, this is a universal statutory duty for all 3 and 4year olds and eligible 2 year olds. Ongoing engagement with families willinform the Equality Impact Assessment process.

4. Implications

4.1 Financial Impact

The methodology underpinning the allocation of capital awards to localauthorities was established in conjunction with COSLA. Whilst the ScottishGovernment funding allocation fully recognises the overall volume and type offacility requested by each authority, the grant award is also based on theirgeneric estimate of standardised construction costs for each newbuild/refurbishment, rather than the cost metrics submitted by individualauthorities during the bid process

For NLC the confirmed Scottish Government capital allocation of £20.53m, is£6.41 I m lower than the Service's revised bid.

At this stage it is not possible to accurately determine whether there will be anactual shortfall as the finalised capital costs will not be determined until theconclusion of the tender exercise for each project. The Service will closelyreview tender awards to identify emerging patterns and issues, and report onthese matters through the Council's established capital monitoring/governancearrangements.

In terms of explaining the variation in cost metrics further discussions andinformation provided by the Scottish Government has for example highlightedtheir calculations do not include a provision for the purchase of land, ordemolition/remediation of sites. Conversely the Scottish Government considersauthorities will achieve cost benefits and economies of scale through delivery oflarge elements of their programmes through the established HUB's.

At this stage it is still the Service aim to deliver the programme within the overallfunding package offered by the government.

However taking cognisance of the potential funding shortfall the Service willhave to prepare contingency plans and consider options available through theestablished contract management and planning protocols. This will includevalue engineering, exploring other options of service delivery, supplementingthe available capital budget from internal resources, or a combination of each ofthese options.

Specific actions the Service could takeinclude:−•

Adaptations and extension works will be reviewed and a new mapping exerciseundertaken to ascertain the nearby early years settings that can be convertedfrom term time to the 2:1 model. Children will require transport;

• New builds still to be started will be reviewed and a new mapping exerciseundertaken to ascertain any early years settings that can be converted fromterm time to the 2:1 model. Children will require transport;

• Currently the plans include 43 establishments that with very small scaleinvestment will be able to register their outdoor areas by 20% of their capacity.As well as the above, Education, Youth & Communities would look to increasethe number of establishments which could increase their capacity by 20%.

If the Service does consider alternate capital delivery options, there would alsohave to be a parallel exercise to consider the knock on impact on the revenuecosts of the 1140 programme. In addition a further assessment of theachievement of key Service outcomes such as the strategy to ensure 3 and 4year olds living in SIMD 1 − 4 are able to access an early years place within1 k of their home would be undertaken.

The Service could also consider supplementing the available capital funding, ifresources can be identified within existing Early Years revenue budgets tounderpin the ongoing capital costs. This option will be contingent on deliveringan actual 1140 hours service with ongoing revenue costs that are broadlyequivalent to the current modelling assumptions.

4.2 HR/Policy/Legislative Impact

There is a statutory requirement to deliver 1140 hours to all 3 and 4 year oldsand eligible 2 year olds by 2020.

There requires to be a change to the current North Lanarkshire Council nurseryadmissions policy to ensure children who reside in SIMD 1 − 4 are prioritised.

4.3 Environmental Impact

4.3.1 Access to local childcare services will provide environmental benefits in terms ofcarbon footprint reduction, by reducing emissions, with parents having quick andeasy access to their children for pick−up/drop off.

4.3.2 The new builds and adaptations will be constructed in line with energy efficientpractice and will have a reduced carbon footprint in comparison to existing earlyyears settings.

4.4 Risk Impact

The current key physical infrastructure risks relate to:

• matching the Scottish Futures Trust costs and area metrics.• site abnormalities; and• programme and costs associated with the Cumbernauld Village site and the

need to demolish a building located within a conservation area.

5. Measures of success

5.1 Timescales are met to ensure that North Lanarkshire parents can access 1140hours of quality early learning and childcare by August 2020.

Lizanne McMurrichHead of Education (South)

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Appendix 2

Hub South West − Development Process

Engagement with Hub South west

Hub South West have been approached with a New Project Request (NPR) to assist and take forwardthe nine new build nurseries as part of the 1140 Early Learning and Childcare expansionprogramme.

Hub South West Scotland Ltd is a public − private partnership that enables cost−efficient design andconstruction of facilities and provision of Strategic Support Partnering Services within South WestScotland. Hub South West provides value for money and generates growth in the local economythrough a new method of partnership working and procurement, maximising local investment andcreating joined−up, improved community services.

Hub South West Scotland Ltd are currently progressing capital investments (total project value of£500m) delivering a programme of schools, health centres and office accommodation throughoutLanarkshire, Ayrshire and Dumfries and Galloway. The partnership aims to invest over £500m in newpublic buildings over the next 5 years (increasing to £1 billion over the next 10 years), providingadditional business and employment opportunities within the South West territory area.

By actively encouraging small and medium sized enterprises (SMEs) to join the Supplier Network,Hub South West Scotland Ltd provide local contract opportunities and help potential supplierssecure work via the Supply Chain Institute. Additional support is also available via their SkillsAcademy generating work placements, apprenticeships and training opportunities.

North Lanarkshire Council are a named participant contracting authority within the Hub Southterritory and have entered into a shareholders agreement.

Hub South West Scotland Ltd have a developed a Territory Supplier Network (TSN) that comprises awide and diverse supply chain which include:

Small, medium and large consultants, contractors and subcontractors who are capable of deliveringa variety of projects available through either Design and Build (D&B) or Design, Build, Finance andMaintain (DBFM) routes. They have experience of working in the territory and have the ability tocover this geographic area.

Engaging with Hub provides the following benefits

'Cost certainty

'Programme certainty

'Early involvement of advisers and contractors

'Genuine Partnership working

'Effective Risk Management

'Cost savings in comparison to the standard public procurement process

'Standardised contract documents (lower legal costs)

'Transparent procurement

•A minimum of 80% of packages (by value) market tested

'A guaranteed range of community benefits (training, employment and SME)

*Dedicated staff on all projects

•A qualified and experienced supply chain working to capped rates

HUB SOUTH WEST PROCESS

The Hub process is delivered through three key Development Stages before a construction contractis agreed with limited financial liability for the Council at each Development Stage. The Council areable to terminate the engagement at each Development Stage without progressing to the next stageif necessary.

New Project Request (NPR)

An outline NPR has been submitted to Hub South West and is in the process of being agreedbetween the parties. This financially sets fee and development caps.

Once the NPR is accepted by the Board of Hub South West and this is agreed by North LanarkshireCouncil the programme continues to Development Stage 1.

Development Stage 1

This comprises the development of a proposed scheme from a Strategic Initial Business Case / InitialAgreement through option appraisal, cost benefit analysis, site selection and initial design andfeasibility leading to a preferred option that is developed to RIBA (Royal Institute of BritishArchitects) Stage 2 design, drafting of a cost plan, demonstrating value for money and affordabilityand assisting the client to develop an Outline Business Case for approval if required. Initialconsultation with statutory authorities will be undertaken during this Stage including Planning,Building Standards and care Inspectorate.

Hub have appointed a Tier 1 contractor together with a design team to provide support across thisDevelopment Stage comprising: Project Manager/Architect / Cost Manager/LandscapeArchitect/Structural and Civil Engineer/Principal Designer.

The key deliverables from Hub are: Development Stage 1 Report containing cost plan, projectobjectives, project status report, options/benefits, value for money assessment, benchmarking data,risk register, design proposals both for the buildings and proposed sites, technical appraisal, KPI's,project programme (including key participant deliverables), survey schedule, site investigations,Development Stage 2 programme and procurement plan, costs associated with delivery ofdevelopment Stage 2.

At this Stage the Council as participant require to deliver: draft Authority Requirements (AR's) (90%)adequate resource to oversee the development stages. elements of design freeze (e.g. area scheduleand general arrangements).

Development Stage 1 is currently programmed to be delivered to the Council for approval bymid−November2018 with a maximum fee liability not exceeding £500,000.

Once approved by the Council, Hub will continue to Stage 2 of the process.

Development Stage 2

This comprises reconfirming the Project Brief and Stage 1 criteria, developing the design through toRIBA Stage 3 and part of 4 design and includes detailed planning permission, development of a costplan, demonstrating value for money and affordability. Thereafter Full Business Case approval canbe sought and completing of all technical and legal documentation to enter into a building contract.

The Development Stage 2 Report will contain reaffirmation of project objectives, options/benefits,value for money assessment, technical appraisal, land/commercial/legal matters, KPI's, projectconstruction programme, Financial Close (FC) programme and the details of the ContractorsProposals including design drawings and specifications. During this Stage the projects are markettested by the Tier 1 contractor to arrive at the construction cost.

Development Stage 2 is currently programmed to be delivered to the Council for approval by May2019. The liability associated costs will be determined and included within the Development Stage 1report.

At this Development Stage the Council as Participant are required to deliver: agreed AR's /Contractors proposals prior to procurement phase. Completion of main part of contract document.Final design freeze of all elements. Land availability. Draft Design and Build Development Agreement(DBDA) agreements.

Once approved by the Council Hub will continue to Financial Close.

The key deliverable is the final DBDA project agreement with relevant contract schedules. These areagreed between the Council and Hub. The Council's Legal team provide the necessary support priorto the agreement being signed by both parties.

Financial Close is currently programmed to be reached by July 2019.

Once Financial Close is agreed construction works will commence immediately. Full completion of allnine projects is programmed for August 2020.

Early Learning and Childcare Expansion Programme

Site Selection Evaluation matrix

Appendix 3

The scoring takes account of the overarching 1140 Hours strategy of the early learning and childcaresetting to be 1km from SIMD 1 —4 children's homes and to have easy access, where possible, of maturenatural woodland settings.

Please refer to Appendix 3 Desktop Selection Potent ia l SiteMatrix final for individual site scores

Score Score Scoreout of Weighted Out of Weighted Out of Weighted

Criteria Weighting 10 Score 10 Score 10 Score

Site area 5 0 0 0

Site Characteristics (Topography) 4 0 0 0Site characteristics(Ground Conditions) 4 0 0 0

Location/Neighbourhood 5 0 0 0

Site access; Roads 3 0 0 0

Accessibility(Communications, bus routes etc) 3 0 0 0

Development potential (planningconstraints, ecological issues 4 0 0 0Redevelopmentopportunities/Regeneration/Shareduse 2 0 0 0

Site services/ Sustainability issues 3 0 0 0

Availability/Existing use 5 0 0 0Site value/acquisition costs/displacement costs 4 0 0 0

Fit with service delivery model 4 0 0 0Out of

Total Weighted score 460 0 0 0

(Critëia W6ihtiñg1Site area Overall area meets or exceeds the minimum requirements

for the development and preferably withsome scope for future extension.

Site Flat site or with gentle gradients to allow external sporting

Characteristics facilities.Sheltered site preferred or scope to screen external

(Topography) play areas.Presence of existing infrastructure to support thedevelopment.Proximity to water courses/flood risk

Site Low risk of contamination.

characteristics No evidence of existing services crossing site −(Possible need for services diversions) 4

(Ground No evidence of buried structures/foundations/upmadeConditions) Ground/quarry workingsLocation! Within a community setting and with good access to

Neighbourhood associated Primary Schools.Within 3 miles walking distance of pupils residences.Consideration of the social impact on local residents livingin the area of the proposed site e.g. Increased 5

traffic, noise etc.Preferably not within a parking control zones or withsufficient space on site for car parking.Able to access facilities without using public transport

Site access; Good road infrastructure − wide streets with no speed

Roads bumps.Easy access for taxis and buses. (There will be a highvolume of traffic arriving and leaving the site at thebeginning and the end of the school day).No major road barriers getting on and off the site. 3Easy access for emergency vehicles.Wide flat pavements in the immediate vicinity of thesite to allow large numbers of pupils to safelyapproach the site.

Accessibility Well placed to serve all parts of the catchment area(Communications Easily accessible by road − measured by travel times

from all parts of the new combined zones.bus routes etc) Ideally within a 3 mile distance from all parts of thenew combined zones, reducing burden on NLC to 5provide transport.Good potential for using available public transportRange of frequency of buses and routes available

Development Likelihood of securing planning consent.

potential Site zoned for educational use or would be available forI change of use.(planning Restrictions on development.

constraints, Environmentally acceptable: The site is free fromecological issues designations such as SSSI

Restrictions on development imposed by presence ofmature trees, protected species or archaeology−on the site.

Redevelopment Availability of additional land to accommodate future

opportunities/ expansion.Availability of existing facilities for new school use.Regeneration/ Opportunity for shared site with other public services

Shared use such as NHS or with voluntary sector and otherCouncil Services (e.g. Public Analyst lab) 2Opportunity for shared campus with another new primaryschool.Possible enhancement of existing area encouraging furtherdevelopments and regeneration

Site services/ Orientation − opportunities to incorporate renewable

Sustainability energy − PV, GSHP, Solar etc.Ease of connection to existing utility services and

issues drainage systems.Scope for rainwater harvestingGreen transport opportunities

Availability/ Site within ownership of Council

Existing useSite available to purchase if not Council owned −minimal number of land ownersVacant site or requirement for demolitions 5Existing tenants to relocate/leases to terminate.Urban green space

Site Site acquisition cost requirement to purchase,

value/acquisition Site available for development within the timescales requiredto suit the project programmecosts/ Requirement to decant/relocate existing users.

displacement Loss of revenue from existing leased sitecostsFit with ServiceDelivery Model The location has sufficient flexibility to allow for

possible future changes to services and the way that theservices are provided.The location supports the future delivery of services.The location enhances the current service provision.The location meets the business objectives of the Service

Appendix B − Site Assessment Criteria

Scores for each criterion should be awarded as follows

[characte

csl o ph

Simple topography that would be straightforward to develop (fiat site).Very sheltered site with excellent mature natural characteristics or boundaries that

10 could be retained or incorporated into design.Existing infrastructure will easily support development with little to no alteration.

Good topography that would be straightforward to develop (Flat/gently sloping site)Mainly sheltered site with good natural characteristics or boundaries that could be

8 retained or incorporated Into design.Existing infrastructure will easily support development with little alteration.

Good topography that could be (with consideration) developed to suit the brief(gently/steeply sloping site).Reasonably sheltered site with some natural characteristics or boundaries that

U could be retained or incorporated into design.ExIsting infrastructure will support development with alteration.

Challenging topography that could (with consideration) be developed to suit thebrief (steeply sloping site).Semi exposed site with limited natural characteristics or boundaries that could beretained or incorporated into design.Existing infrastructure will support development with alteration.

Difficult topography that would be difficult to develop and meet the requirements ofthe brief (steeply sloping site).Open exposed site with little to no natural characteristics or boundaries that could

L be retained or incorporated into design.Existing infrastructure will support development with alteration.

o Does not meet requirements of the scoring criteria.

I I g h h o o d [ S d a U

_Excellent location and neighbourhood aspect that exceeds therequirements of the brief.New school would positively contribute to community with little traffic impact.Site is sheltered with good scope for grounds development and ample space for

1 ( parldng/traffic movement without restriction,Site Is easily and equally accessible for pupils from both existing schools that areto be replaced.Site is within 3 miles walking distance for residences within the catchment area tominimise the requirement for pupil transport.

Good location and neighbourhood aspect that could meet the requirements of thebrief.New school would positively contribute to community with some traffic impact.Site is mainly/partly sheltered with scope for grounds development and ample

o space for parking/traffic movement without restriction.O Site is easily and equally accessible for pupils from both existing schools that are

to be replaced.Site is within 3 miles walking distance for the majority of residences within thecatchment area to minimise the requirement for pupil transport.

Reasonable location and neighbourhood aspect that with development of anappropriate scheme could meet the requirements of the brief.New school would positively contribute to community with some traffic impact.Site is not sheltered but with scope for grounds developmentSome restricted space will be available for parking/traffic movement.Site is reasonably accessible for pupils from both existing schools that are to bereplaced.Site is within 3 miles walking distance for the majority of residences within thecatchment area but with a small requirement for public transport.

Location and neighbourhood aspect that are undesirable but could meet therequirements of the brief.New school would positively contribute to community with some traffic impact.Site is not sheltered with scope for grounds development Little to no space will beavailable after development for parking/traffic movementSite is reasonably accessible for pupils from one of the existing schools that are tobe replaced but requires more travel for the pupils of the other school,Site Is within 3 miles walking distance for most of residences within the catchmentarea but with a significant requirement for pupil transport.

Location and neighbourhood aspect that are undesirable or unsuitable (ie.industrial estate).Little scope for community relations.Site is not sheltered with restricted scope for grounds development

2 Parking/Traffic movement would require to be tightly controlled with restrictions.Site is not easily accessible for pupils from either of the existing two schools thatare to be replaced.Site is greater than 3 miles from a significant number of residences within thecatchment area and has a high requirement for pupil transport

o Does not meet requirements of the scoring criteria.

Excellent road Infrastructure around the site that allows easy access for taxis,buses, emergency vehicles etc.

1 A No road humps, one way systems or other barriers to getting on,and off site eitherinvolving transport or on foot.Wide flat pavements around site suitable for large volume of pedestrians.

Good road Infrastructure around the site that allows easy access for taxis, buses,emergency vehicles etc.No major barriers to getting on and off site such as road humps, one way systems

0 or other barriers.Wide pavements around site suitable for large volume of pedestrians.

Road Infrastructure around the site that allows reasonable access for taxis, buses,emergency vehicles etc. but which may result in some traffic management issues.Some barriers to getting on and off site such as road humps.Reasonably wide pavements around site suitable for large volume of pedestrians.Road Infrastructure around the site is reasonable although access mayresult in substantial traffic management issues.

4 Some barriers to getting on and off site such as road humps.Restricted width of pavements around site suitable only for a limited volume of

_______pedestrians.Road infrastructure around the site is poor and access is likely to result insubstantial traffic management issues.Major barriers to getting on and off site either involving transport or foot.Narrow pavements around site suitable only for a small volume of pedestrians.

0 Does not meet requirements of the scoring criteria

dopmentISfiiiaFa

Likelihood of a major planning application being viewed favourably is excellent.Education establishment would comply with the Local Plan.

1 f l Development of this site has potential to contribute positively to the neighbourhoodin terms of ecology.Few planning constraints will apply to the site.

Likelihood of major planning application being viewed favourably is good.Construction of an education establishment would comply with the Local Plan.

2 Development of this site has potential to contribute positively to the neighbourhoodU in terms of ecology

Some planning constraints should apply to the site

Likelihood of major planning application being viewed favourably is good.Construction of an education establishment would comply with the Local Plan.Development of this site has potential to contribute positively to the neighbourhoodin terms of ecologyPlanning constraints are highly likely to apply to the site

Likelihood of major planning application being viewed favourably is poor.Construction of an education establishment would comply with the Local Plan.

A Development of this site has no positive contribution to the neighbourhood in termsof ecologyPlanning constraints will to apply to the site

Likelihood of major planning application being viewed favourably is very poor.Construction of an education establishment would not comply with the Local Plan.Development of this site has no positive contribution to the neighbourhood in termsof ecologyPlanning constraints will to apply to the site

o Does not meet requirements of the scoring criteria

−

ntJ

Regqneration

RIRFdFv—eI5−%eniore

TIExcellent opportunity for redevelopment of site with ample space to accommodate futureaccommodation.Scope for shared facilities with public partners or a campus education readily available,1 0Proposed School would greatly enhance area and provide valuable progress toward aregeneration area (where applicable)

Good opportunity for redevelopment of site with ample space to accommodate futureaccommodation.

8 Some scope for shared facilities with public partners or a campus education approach,Proposed School would contribute positively toward regeneration (where applicable)

Good opportunity for redevelopment of site with some space to accommodate limitedfuture accommodation.

6 Limited scope for shared facilities with public partners or a campus education approach.Proposed School would contribute positively toward regeneration (where applicable)

Opportunity for redevelopment of site but limited space available for any futurerequirements.

4 Little scope for shared facilities with public partners or a campus education approach.Proposed School would contribute toward regeneration (where applicable)

Opportunity for redevelopment of site but no space available for any futurerequirements.No scope for shared facilities with public partners or a campus education approach.

0 Does not meet requirements of the scoring criteria

Faj/dara

Site within full ownership of the council or available for immediatepurchase/transfer without prolonged or complex negotiation.

10 Currently vacant of tenants and clear of buildings/structures and services.Urban Green Space with no Planning Restrictions and no barriers for re−zoning.

Site within ownership of the council or available for purchase/transfer with somenegotiation required.Currently vacant of tenants but buildings/structures will require to be

0 demolished/cleared to boundary.Urban Green Space with few Planning Restrictions and few barriers to re−zoning.

Site not within ownership of the council or available for purchase/transfer withnegotiation required.Tenants in situ but no significant issues currently forecast with relocation ortermination of lease.

6 Buildings/structures and services will require to be demolished/cleared toboundary.Urban Green Space with some Planning Restrictions and possible restrictions onre−zoning.

Site not within ownership of the council and not currently available forpurchase/transfer. Significant negotiation would be required.Tenants In situ requiring relocation or termination of lease at significant cost/time

A Impact to project.Buildings/structures and services will require to be demolished/cleared toboundary.Urban Green Space with significant Planning Restrictions and re−zoning issues.

Site not within ownership of the council and not currently available forpurchase/transfer. Significant negotiation or enforcement of compulsory purchaserights would be required to secure area.Multiple tenants in situ requiring relocation or termination of lease at great

2 cost/time impact to project.Buildings/structures and services will require to be demolished/cleared toboundary.Urban Green Space that is unlikely to be re−zoned.

o Does not meet requirements of the scoring criteria.

Excellent location which will provide a wide range of opportunities for inclusion andshared opportunities with local primary and secondary schools and externalpartners.Site comfortably exceeds requirements of statutory legislation;Site meets all local agreements and policies of Education, Culture and Sportservice including maximum three miles travelling distance from all parts of the

10 zone.All requirements Safe Routes to Schools met for all zoned pupils.Site provides all requirements for curricular and extra−curricular learningopportunities and activities, both internally and externally.Site provides extensive opportunities for internal and external accommodationwhich could be used to provide community, cultural and sporting facilities.

Very good location which will provide a good range of opportunities for inclusionand shared opportunities with local primary and secondary schools and externalpartners.Site comfortably meets requirements of statutory legislation.Site meets all local agreements and policies of Education, Culture and Sportservice, including maximum three miles travelling distance from almost all parts of

8 the zone.All requirements Safe Routes to Schools met for almost all zoned pupils.Site provides many requirements for curricular and extra−curricular learningopportunities and activities.Site provides good opportunities for internal and external accommodation whichcould be used to provide community, cultural and sporting facilities.

Good location which will provide a reasonable range of opportunities for inclusionand shared opportunities with local primary and secondary schools and externalpartners.Site meets requirements of statutory legislation.Site meets all local agreements and policies of Education, Culture and Sportservice, including maximum three miles travelling distance from the majority of thezone.All requirements Safe Routes to Schools met for the majority of zoned pupils.Site provides many requirements for curricular and extra−curricular learningopportunities and activities.Site provides opportunities for Internal and external accommodation which couldbe used to provide community, cultural and sporting facilities,Location will provide some opportunities for inclusion and shared opportunities withlocal primary and secondary schools and external partners.Site meets minimum requirements of statutory legislation.Site meets many local agreements and policies of Education, Culture and Sportservice, including maximum three miles travelling distance from some areas of thezone.All requirements Safe Routes to Schools met for some of the zoned pupils.Site provides some opportunities for curricular and extra−curricular learningopportunities and activities.Site provides limited opportunities for internal and external accommodation whichcould be used to provide community, cultural and sporting facilities.

Poor location will provide a few opportunities for inclusion and shared opportunitieswith local primary and secondary schools and external partners.Site narrowly fails to meet some requirements of statutory legislation,Site narrowly falls to meet some local agreements and policies of Education,Culture and Sport service, including maximum three miles travelling distance from

2 many areas of the zone.All requirements Safe Routes to Schools met for few of the zoned pupils,Site provides little opportunity for curricular and extra−curricular learningopportunities and activities.Site provides very limited opportunities for internal and external accommodationwhich could be used to provide community, cultural and sporting facilities.Very poor location will provide no or very few opportunities for inclusion and sharedopportunities with local primary and secondary schools and external partners.Site fails to meet requirements of statutory legislation.Site fails to meet local agreements and policies of Education, Culture and Sportservice, including maximum three miles travelling distance frommost areas of the zone,All requirements Safe Routes to Schools met for no or very few zoned pupils.Site provides very few opportunities for curricular and extra−curricular learningopportunities and activities.Site provides no or almost no opportunities for internal and externalaccommodation which could be used to provide community, cultural and sportingfacilities.

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High School Cluster AreaCalderheadHighCalderhead HighCalderhead HighCalderhead HighCalderhead HighCaldervale HighCaldervale HighCaldervale HighCaldervale HighCaldervale HighCaldervale HighCaldervale HighCaldervale_High

−Caldervale High−Caldervale High

Caldervale_Highc!rvston HighChryston High

−Chryston HighChryston HighChryston Highryston_HighChryston

HighChryston HighCoatbridge HighCoatbridge_High

−Coatbridge_HighCoatbridge HighCoatbridge HighCoatbridge HighCoatbridge HighCoatbridge High

−Coatbridge High______Coatbridge HighCoatbridge High_____Coatbridge HighCoatbridge HighCoatbridge HighCoatbridge HighCoatbridge HighCoatbridge HighCoatbridge HighCoatbridge High

Coatbridge HighCoatbridge HighCoatbridge HighCoatbridge HighColtness HighColtness HighColtness HighColtness HighColtness High

1140 Hours Infrastructure Establsment DataEstablishmentAlexander Peden PSStane PSSt Patrick's PSShotts FLCAllanton PSGlengowan PS Nursery ClassKirk OShotts PS Nursery ClassSt Dominic's PS (SC21)Peterrobin PS(SC21) and LSCS

−Calderbank PS Nursery Class−Corpus Christi PS Nursery Class

Honeywell Nursery _Class________St David's PS Nursery Class

Clarkston PS NurseryClassCastleStreet Family Learning Centre

Petersburn/CraigneukFLCGlenmanor PSSt Michael's PSJigsaw FLCStepping Stones FLCStepps PSAuchinloch_PSLochview_Nursery_______SnowdropNursery

Our Lady and St Joseph's PSBargeddie/StKevin's PSOld Monkland PSKi rkshawsSt_Timothy's_______StMary'sPS − CoatbridgeShawhead FLCShawhead PS______Sikeside_PS(SC21)St Stephen's PS (SC21)Dunbeth FLC

−Langloan PSMerrystone FLCSt Augustine's PSTownhead PSSt Patrick's PS −_CoatbridgeSt Bartholomew's PSDaisy _Daycare______Manor Park Nursery_____−−Kirktonholme @Piccolo

−Kirktonholme @ CoatbridgePreSchool AcademyLittle DaisiesNCL,Coatbridge_CampusSt

Mary's ClelandCalderbridgeSt Aidan'sCambusnethanColtness FLC

ix 4

ExistingExistingExisting

ExistingExisting

______ExistingExistingExisting

_ ________Existing

_______Existing______ExistingExistingExistingExisting

New BuildNew Build

ExistingExistingExistingExistingExistingExisting_______

Independent Private NurseryIndependent Private Nursery

ExistingExistingExisting

−ExistingExisting

_______I Existing______

New Nursery ClassNew Build (SC21)New Build_(SC21)

ExistingExisting

New_(Repurpose)New Nursery ClassNew Nursery Class

−ExistingExisting

−Independent Private NurseryIndependent

Private Nursery

______Independent Private NurseryIndependent

Private NurseryIndependent Private NurseryIndependent Private Nurseryindependent _Private _Nursery

ExistingExistingExistingExisting

New Build

High School Cluster AreaCumbernauld_AcademyCumbernauld_AcademyCumbernauld AcademyCumbernauld_AcademyCumbernauld AcademyCumbernauld_AcademyCumbernauld_AcademyCumbernauld AcademyCum bernauld_AcademyCumbernauld AcademyCumbernauld AcademyCumbernauld Academy______Cumbernauld_AcademyCumbernauld AcademyKilsyth AcademyKilsyth AcademyKilsyth AcademyKilsyth AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyAirdrie AcademyBelIshill AcademyBelIshill AcademyBetIshill AcademyBelIshill AcademyBelIshill AcademyBellshill AcademyBelIshill AcademyBellshill AcademyBelIshill AcademyBraidhurst HighBraidhurst HighBraidhurst HighBraidhurst HighBrannock HighBrannock HighBrannock HighBrannock HighBrannock HighBrannock HighBrannock High

1140 Hours Infrastructure Estabisment Data Appendix 4Establishment New/ExistingCarbrain PS Campus I ExistingKildrum FLC 1 ExistingAbronhill_PS ExistingSt Lucys PS ExistingWhitelees_PS New Nursery ClassCumbernauld Village FLC N e w BuildSt Marys PS ExistingCarbrain FLC New BuildSt Andrew's PS, Cumbernauld ExistingCumbernauld & Kilsyth Workplace Nursery

−Independent Private Nursery

Happitots Day Nursery−

Independent Private NurseryCumbernauld_Campus _Nursery Independent Private NurseryCraigard_Nursery

.F I n d e p e n d e n t Private Nursery

Step by Step Private N u r s e r y i n d e p e n d e n t Private NurseryChapelgreen_PS ExistingBalmalloch_PS ExistingSt_Patrick's FLC Existing

−Kidstore I n d e p e n d e n t _Private _NurseryDevonview FLC Existing_____Rochsolloch_PS ExistingTollbrae PS ExistingSt Edward's PS ExistingRichard Stewart FLC ExistingSt. Serfs PS ExistingSt Andrews PS ExistingVictoria PS ExistingNew Monkland PS ExistingGreengairs PS ExistingLittle Treasures _Private _Nursery Independent Private NurseryFirst Class Day Nursery Independent Private NurseryStepping _Stones Nursery Schoo ____ Independen t Private NurseryHeathpark Nursery I n d e p e n d e n t _Private _NurseryTiny Tots Academy Ltd lndeoenderit Private NurserySacred Heart PS (SC21 New Build)Orbiston (LawmuirSC2l_New Build)Mossend PS NurseryBeIlshiII FLCHope Street_FLCSt Gerard's PSNoah's Ark Nursery______The Bumble Bee NurseryPapillon Nursery @ BelIshillAilsa FLCLogans PSCathedral PSForgewood FLCHolytown PS Nursery ClassChrist the King PS Nursery ClassNew Stevenson PS Nursery ClassOur Lady & St Francis PS Nursery ClassKeir Hardie PS Nursery ClassSt Theresa's PS Nursery ClassFullwood Nursery

Existing_____ExistingExistingExisting

RepurposeExisting

LIndependent Private NurseryIndependent Private NurseryIndependent Private Nursery

ExistingExistingExisting

New BuildExistingExistingExisting

______ExistingExistingExisting

lndeøendent Private Nursery

High School Cluster AreaBrannock HighBrannock_HighClyde Valley HighClyde Valley HighClyde Valley HighClyde Valley HighClyde Valley HighClyde Valley High______Clyde Valley HighClyde Valley HighClyde Valley HighClyde Valley _High

_______Clyde Valley HighClyde Valley HighClyde Valley HighClyde Valley HighClyde Valley HighClyde Valley HighDalziel HighDalziel High______Dalziel HighDalziel HighGreenfaulds HighGreenfaulds HighGreenfaulds HighGreenfaulds HighGreenfaulds HighGreenfaulds_HighGreenfaulds HighGreenfaulds_High_____Greenfaulds HighUddingston GrammarUddingston GrammarUddingston_GrammarUddingston Grammar.Uddingston GrammarUddingston Grammar

1140 Hours Infrastructure Establsment Data Appendix 4Establishment New/ExistingPapillon Nursery Independent Private NurseryBellwood Nursery Independent Private NurseryCurrent Nemains FLC (move to SC21 St Brigids) New (5C21)Newmains PS (moving to SC21 Newmains PS) New_(SC21)Bonkle FLC (East_Crinkledyke)

−New Build

Orchard PS ExistingSt Thomas ExistingWishawFLC ExistingSt Ignatius E x i s t i n g

−CraigneukFLC _ j _ _−

Existing−Berryhill J Existing

− −Heathery Park FLC New BuildMuirhouse

−Existing

St Brendan's .−ExistingNetherton FLC

−New Build

Cabbage _Patch _Nursery I n d e p e n d e n t Private NurseryOvertown_Community _Nursery _ _ l n d e p e n d e n t Private Nursery

__ JKiddieshack Nursery p e n d e n t _ P r i v a t e NurseryGlencairn

−Existing

WindmillNursery− −−

I n d e p e n d e n t Private NurseryFirtrees Nursery −. −Independent Private NurseryRainforest Nursery Independent Private NurseryWestfield PS ExistingSt Helens PS

− − − ExistingCondorratPS Existing

−St Margaret of Scotland−

ExistingWoodlands PS −ExistingHoly Cross PS ExistingEastfieldPS

_______ _____− ______Existing______

Little Hands Nursery −independent Private _NurseryAuchinbee_Children's_Nursery I n d e p e n d e n t Private NurseryLaburnum Family Learning _Centre ExistingSt John Paul II Nursery ExistingTannochside PS Nursery Existing______Hyde n Seek

−Independent _Private _Nursery

Tannoch Tots I n d e p e n d e n t Private NurseryViewoark Montesorri lndeoendent Private Nursery

North Lanarkshire Council

From Head of Education (South)Email mcmurrichl(änorthlan.qov.uk Telephone 01236 812338

Executive Summary

The purpose of the report is to outline for the Education Committee the workforceexpansion options, underpinned by strategic workforce data, which have informed thefinal determination of the proposed approach to workforce planning and developmentto deliver North Lanarkshire's Early Learning and Childcare Expansion Programme by2020.

Recommendations

The Education Committee is recommendedto:−(i)

(ii)

(iii)(iv)(v)

note the requirement of the Scottish Government to ensure a skilled workforce withleadership at every level in respect of the workforce to deliver expanded earlylearning and childcare provision;note options A, B, C, D considered to determine the approach as set out inAppendix 1;agree Option C as the most prudent option as outlined in section 3.1 of the report;approve the Workforce Consultation plan as set out in Appendix 2; andagree that, following the period of consultation on option C, a further report beprepared outlining the matters raised during the consultation and presented tocommittee.

Supporting Documents

Council businessplan to 2020

Appendix I

Supporting Children to realise their full potential

Scottish Government: A Blueprint for 2020: The Expansion ofEarly Learning & Childcare in Scotlandhttps://consult.gov.scotJcreatinq−positive−futures/expansion−of−early−learninQ−and−childcare/user

uploads/45 1371blueprint−2020. pdf− 1

Scottish Government: A Blueprint for 2020: The Expansion ofEarly Learning & Childcare in Scotland, Quality Action Planhftps://www.gov.scot/Resource/0052/00526782.pd

Options − Benefits and Risks

Appendix 2 Workforce Consultation and Communication Plan

Agenda item 1 0 (b) approval LII noting, Ref LMcM/EW Date 21/08/2018

Background

1.1 The Vision for Early Learning & Childcare in North Lanarkshire

In line with the Children and Young People (Scotland) Act 2014 the ScottishGovernment committed to increasing the annual entitlement to free EarlyLearning and Childcare from 600 hours to 1140 hours by 2020.

The vision for Early Learning and Childcare (ELC) in North Lanarkshire Council,as previously endorsed by Committee, is to: −

'Deliver in partnership, by a skilled workforce, in stimulating and nurturingenvironments, high quality and flexible Early Learning and Childcare, which isaffordable and accessible for all".

1.2 Levels of Provision − Present & Future

The Scottish Government's Blueprint for 2020 places a duty on local authoritiesto provide flexibility in the types of ELC it offers. In North Lanarkshire,parentswill have the options as set out in table 2, available to them by 2020 at thelatest. Table 1 outlines current provision by way of comparison.

Table 1: Current Provision

Provider Number−

Level of ProvisionNLC 74 Early learning classes within schools

open 9pm−3pm (39 weeks term time)NLC 16 Family Learning Centre's openSam−6pm

(50 weeks)Private Nurseries 38 1 5.5hrs per week term timeChildminders 94 Varies depending on need

Table 2: Future provision (by 2020)

Provider Number Level of ProvisionNLC 66 ELC establishments will be open 8am−6pm

(50 weeks per year)NLC 39 ELC establishments will be open 9am−3pm

(39 week term time)Private Nurseries 38 Will offer a maximum of 1 l4Ohrs per

annum or the balance of I 140hrs ifparents choose a blended model

Childminders 150 Vanes depending on need

1.3 Workforce Data Analysis

The current workforce data (as at July 2018) was gathered and analysed from 2sources; ITRENT and a manual staffing exercise, and it is utilising this robustbaseline data that the ELC workforce strategy has been formulated. A detailedanalysis of current workforce issues was also conducted which highlighted thefollowing:−•

Changes to staff: child ratios;• Scottish Social Services Council (SSSC) call−in clause; and• Lead and Early Years Practitioners both graded NLC 9.

1.4 Delivery Models

The Scottish Government has also stated that any new delivery models mustoffer leadership at every level. The priority is for a skilled, sustainable workforceoperating and developing its skill base within high quality and cost effectivesettings.

In carefully considering the findings from the North Lanarkshire workforce dataanalysis it was clear that a new staffing structure was required. In order todetermine which delivery model would best meet the future needs of the servicefour options emerged. Appendix 1 of the report outlines in detail the followingoptionsexplored:−•

Option A−Creation of Early Learning Practitioner posts (NLC 9);• Option B− Deletion of Early Learning Practitioner post (NLC 9);

• Option C− Large Scale Internal recruitment drive; and• Option 0− Hybrid Delivery Model.

2. Report

2.1 Key Workforce Data

Workforce data was gathered for July 2018 from ITRENT reports to establishthe current early years practitioner (NLC 9) workforce requirements in full timeequivalent (FTE) calculations (based on 35 hour ie 1 FTE) and theiremployment status, table 3 below refers.

Table 3: Workforce Data (Early Year Practitioner as at July 2018)

Workforce − NLC9 FTE Number of Number ofActual EmployeesPosts

Permanent 1 FTE (including staff with 306.00 342.00 306.002 contracts equating to 1FTE)

Permanent (varying FTE) 103.13 204.00 185.00

Total − Permanent to authority 409.13 546.00 491.00

Temporary 1FTE (including staff 49.00 57.00 49.00sharing contracts equating to 1FTE)

Temporary (varying FTE) 29.00 62.00 58.00

Total − Temporary to authority 78.00 119.00 107.00(under 4 years)

Total Staff 487.13 665.00 598.00

2.2 Current Workforce Structure

There are currently 2 models to deliver 600 hrs: Family Learning Centres andschool based Nursery Classes. Tables 4 & 5 set out the structure for thecurrent Early, Learning and Childcare to deliver 600 hrs.

Table 4 − Family Learning Centres

Head of Family Learning Centre NLC 13Depute Head NLC 11Lead Practitioner NLC 9Early Years Practitioner NLC 9

Table 5 School Based Nursery Class Structure

Head Teacher HTDHT/PT DHTIPTLead Practitioner NLC 9Early Years Practitioner NLC 9

2.4 (a) Child/Adult Ratios

The current workforce structure will not adequately meet the future needsof the service. Specifically, at present, a fragmented workforce is in placewhich has resulted in child/adult ratios varying across the authority. Thisissue requires to be resolved in order to achieve equity between FamilyLearning Centres and schools.

(b) Employment Contracts

Employment contracts for early years staff should reflect statutoryrequirements eg SSSC Registration

2.5 Lead and Early Year Practitioner Posts

The Scottish Government has stated that any new delivery models must offerleadership at every level. The priority is therefore to develop a skilled workforceoperating within a high quality and cost effective environment

Any implementation of a new staffing structure would have to take intoconsideration the issues surrounding the Lead Practitioner and the Early YearsPractitioners posts which are unique to North Lanarkshire's current workforcestructure, notably:

• both posts are grade NLC 9;• both posts currently require high levels of verbal and written communication;• newly qualified Early Learning Practitioners immediately gain a post at NLC

grade 9;• an Early Years Practitioner salary is significantly higher that all other

councils in Scotland (out with NLC the highest is the equivalent of NLC 7)and with on− costs, the salary for NLC 9 1 FTE is £35,392 average salary.During discussion with the Scottish Government they provided guidancewhich indicated they expected Councils to incur approximate costs ofaround £30,000 per annum for an Early Years Practitioner.

It is suggested that the current structure does not meet the future needs of thebusiness in that it is not cost effective, nor does it evidence a structure ofleadership, or offer promotional pathways, or ensure a sustainable, skilledworkforce.

2.6 Options & Opportunities for Current and Future Workforce

I.anarkshireCad

What is the option?

:Options and opportunitiesfor current workforce

Career pathway impact

Workforce Development

Recruitment based only Internal and external Internal and external Internal and externalrecruitment drive recruitment drive recruitment drive

• Sl depute posts• 9 manager posts available

•option to remain in ownpost

• 9 managers posts created

• 98 depute manager posts• 118 lead practitioners• remainder placed in NLC 7post

.9 managers posts created• 98 depute managers posts.200 lead practitioners• Remain in current post

• 9 managers posts created• 98 depute depute managersposts

• 260 lead practitioner posts• Remain in current post

Does not support a will support a sustainable will support a career pathway will support a career pathwaysustainable career pathway career pathway based on financial resources based on financial resources

available available

• 55 modern apprentices • Ill modern apprentices • 55 modem apprentices . $5 modern apprentices• Full cohort FAs • Full cohort FAs . Full cohort of FAs • Full cohort of FAn'2IPDAs •IIPDAs •2IPDAs •2IPDAs

• 56 NLC staff studying at . 66 NLC staff studying at • 56 NLC staff studying at . 56 NLC staff studying atHNC level HNC level HNC level HNC level

• 31 staff studying at BA level • 44 staff studying at BA level • 31 staff studying at BA level . 31 staff studying level

Appendix 1 sets out a summary analysis of each option on a risks and benefitsbasis.

3 Conclusions

3.1 Preferred Option − Large Scale Internal Recruitment Drive (Option C)

As set out in Appendix 1, it is considered that Option B, whilst providing a robuststrategy, has high level risks (industrial relations) associated with the deletionand reduction of hours for the NLC 9 grade. It is with this in mind that Option C,delivered via the strategy, outlined in this section of the report presents a viablesolution which offers career progression through a newly developed careerpathways framework.

Table 6 − Option C Workforce

Posts AdditionalRequirements

NLC13 Managers (35 hour) 9 Posts

NLC1 1 Depute Manager (32 hour) 98.1 Posts

NLC 9 Lead Practitioners (35 Hour) 200 Posts

NLC7 Key Workers (27 hour x 281) 330 Posts

(35 hrx4g)

NLC4 Support Workers (varying hours) 248.92FTE

Benefits

• The current workforce know the ethics, culture and functions of the earlyyears sector, using this stream will ensure a smooth transition to 1140 in aperiod of significant change.

• Internal recruitment offers many advantages for staff, it providesopportunities for progression, and motivates the Council's workforce byrecognising their existing skills and abilities. In addition it promotes trustand loyalty, this being essential for a thriving and motivated workforce.

• Internal recruitment also offers many advantages for the council, researchevidences that 75% of internal recruits are successful in their new roles and47% remain in post for 3 years or more, these statistics highlight thepositive impact on retention of a skilled workforce.

• In considering the excellent opportunities for the Council's currentworkforce the intention will be to promote the recruitment and workforcedevelopment positives by working collaboratively with our colleagues incorporate communications, and holding information sessions for all staff.

• All ELC employees will be aligned to a workforce development plan,through the newly developed career pathway, offering academicopportunities to enhance their skills and knowledge, this development willensure a highly motivated skilled workforce.

• It is anticipated that some external recruitment will be required for the finalphase of 1140 for support staff at NLC 4 grade, this option will offerresidents employment opportunities, aligned with a guarantee of furtherqualifications.

Risks

• It should be noted that Option C will utilise a strategy which, at this stage, isdifficult to predict. This is because we cannot determine the uptake of

promoted posts. In order to mitigate the risk it will be essential to monitorcarefully the recruitment outcome data during Phase 1.In terms of contingency planning, if the uptake of promoted posts is lowerthan expected by the end of phase 1 in August 2019, the approach mayhave to be reconsidered to ensure we can deliver the service within the setbudget parameters. Committee will be kept advised.

Table 7: Workforce Development Strategy− Workforce Options

Approach Options & Career pathway Workforceopportunities for impact developmentcurrent workforce

Internal and • 9 managers posts • Will support a • 55 modernexternal created sustainable apprenticesrecruitment drive • 98 depute career pathway • Full cohort of FAs

manager posts based on • 21 PDAs• 200 lead financial • 56 NLC staff

practitioners resources studying at HNCavailable levelAll early • 34 staff studying atlearning BA levelpractitioners • 10 BA staffguaranteed a commencingpost degree in 2019

• There are numerous benefits of this large scale systematic approach todeveloping the Council's current workforce as this option will create 307lead practitioner and managerial posts.

• The newly developed career pathway will ensure all foundation and modemapprentices in April 2018−2020 are guaranteed employment.

• 121 current staff will gain, or be working towards PDA, HNC and Degreelevel qualifications in the early years sector in years 2018−2020.

• Overall Option C supports a sustainable career pathway.

Financial Implications

• The additional revenue funding offered by the Scottish Government tosupport the roll out of 1140hrs is cash limited to £567m nationwide by2021/22, and individual allocations to authorities are primarily based on thepupil roll in each Council area. North Lanarkshire will receive an additional£37.931m per annum by financial year 2021122.

• Specifically the grant award does not take cognisance of an authority'sexisting pay and grading model in respect of Early Years staff.

• Modelling undertaken in conjunction with Service and Corporate Financestaff indicates that Option C can be implemented within the parameters ofthe NLC grant award.

• The financial model will continue to be reviewed and updated during theimplementation/planning process and further reports will be provided inaccordance with the project governance arrangements.

3.2 Strategic Workforce Development

Perhaps one of the biggest challenges and also opportunities of utilising theCouncil's existing workforce is to ensure that the local authority has therequisite skills and qualifications within its Early Learning and Childcare sectorand duly consider the costs associated with this.

Equally important is the ability to continue to highlight North Lanarkshire Councilas a sector leader in the development of sustainable career pathways byutilising not only our current staffing resources but also our foundationapprenticeships, modern apprenticeships, the support via Routes to Work, andthe North Lanarkshire's Working team.

Figure 1

Workforce Development Opportunities

rlçhireCouncil

It is important to acknowledge that the new structures proposed in Option Censures that the Council has a broad and multiple career pathway which supportsand promotes for greater opportunities for development and progression in theEarly Years sector.

Figure 2

E a r l y L e s r n i n 3 −and ChildcareN e w C a r e e r P r o 3 r e s s i o n PathwayModel

Tolfl

NThLanarlcshire

Coundl

Due consideration has also been given to the fact that we will not entirely meetour HNC requirements [due to attrition / natural wastage etc.] Externalrecruitment will be utilised as a fall−back position. This contingency will befurther supported by links with local colleges, presenting to the FurtherEducation sector across the academic sessions 18−19/19−20, in addition tocontinuing promotional work at job fairs, and utilising My Job Scotland as aplatform.

3.4 Trades Union & Workforce Consultation Plan

The proposed Workforce Consultation and Communication Plan and associatedtimeline is set out in Appendix 2.

4. Equality and Diversity

5.1 Fairer Scotland

The strategy of the council is to prioritise families who live in SIMD 1−4 to ensurethey have access to an early learning and childcare place within one kilometre oftheir home.

5.2 Equality Impact Assessment

This is a universal statutory duty for all 3 and 4 year olds and eligible 2 year olds.

5. Implications

5.1 Financial Impact

Set out in in sections 2 and 3 of this report.

5.2 HR/Policy/Legislative Impact

The expansion is driven by legislation and therefore any option chosen willrequire to provide 1140 hours as a statutory entitlement from August 2020

5.3 Environmental Impact

N/A

5.4 Risk Impact

A risk register is included as part of the expansion plan proposals, the register willbe updated once a decision is made regarding the model of delivery, and on anongoing basis thereafter. An associated Contingency Plan is in preparation.

6. Measures of success

6.1 Delivery of expansion within the required timescale, ensuring full access to 1140hours provision by August 2020

clN , 44−.

Lizanne McMurrichHead of Education (South)

Appendix I

Options − Benefits and Risks

I . Creation of NLC 9 Early Learning Practitioners − Option A

NLC Staff AdditionalRequirements

NLC13 Managers (35 hours) 9 PostsNLC1 1 Depute Manager (32 hour) 51 PostsNLC 9 Lead Practitioners (32 Hour) 0NLC 9 Early learning Practitioners 287.46 PostsNLC4 Support Workers (varying FTE) 248.92 FTE

Benefits

• This strategy will have minimal impact on the existing workforce

• All current NLC9 post holders will be guaranteed a post at NLC9.

Risks

• Option A would result in a large scale external recruitment exercise. This strategyhighlights the risks associated with large scale recruitment at a time when everylocal authority is recruiting large numbers of early learning staff.

• Would not resolve the issue of the NLC9 practitioner and NLC 9 lead practitioner tobe resolved.

• Limited financial resources to implement a large scale continued investment in ourcurrent workforce.

• A large scale external recruitment would have a negative impact on our privatepartners as they will also require to recruit and cannot compete against our salarygrades.

Workforce Development Strategy− Staff Options

, . ' ..,. . . ... ... .,..I...,.........s—.−. •'based only . • 9 manager pastsavailable : career .Option to remain in pathwayown post

. .S.

Financial Implications

, utfljc,

ng at

j.−at BA

• This option would significantly increase yearly NLC 9 revenue costs by a E1.9million based on a 35 hour working pattern, based on a differential of £5,392between NLC7 and NLC9 Grade.

2. Deletion of NLC 9 Early Learning Practitioners− Option B

Option A does not provide for all required outcomes of the Scottish GovernmentBlueprint 2020, or provide best value. The March 18 financial bid to ScottishGovernment set out a new structure with NLC 4 & NLC 7 grades which met CareInspectorate ratio's, and greatly reduced the financial impact of the expansion.

Option B structure data

NLC Staff Additional Requirements

NLC1 3 − Managers (35 hour) 9 Posts

NLC1 I − Depute Manager (32 hour) 98.1 Posts

NLC 9 Lead Practitioners (32 Hour) 218.4 Posts

NLC7 − Key Workers (27 hour) 346.93 Posts

NLC4 − Support Workers (varying FTE) 248.92FTE

In considering this option the following is notable:

This approach would require to be managed under the Managing WorkforceChange Framework guidance, this would mean that any remaining staffwithout a lead or promoted post would be placed within an NLC 7 post andbe eligible for 18 months conservation of salary.This approach would require a 3 month consultation period, in addition wewould have a statutory duty to inform ACAS.

Benefits

• The remaining 107 temporary staff could be guaranteed a permanent postwithin the new structure.

• This option would allow through process equity in new contracts.• All recruitment would be internal, this creates a vacuum for lead & promoted

posts• Option B would continue to decrease in revenue cost as vacant posts would

be backfilled by NLC 7's moving forward.

Risks

Industrial relations − this option is contentious. As it would impact significantlyon the existing workforce as Option B requires the deletion of NLC 9 earlylearning practitioner posts affecting 598 staff.NLC 9 practitioners will have to reduce their hours in line with the staffingstructure resulting in 35 hour contracts reducing to 32 hours, and whilst thiscan be mitigated in 67 establishments which will be operating by 2020 in a50 week model, the remaining 41 establishments will remain term timemeaning the staff salary in term time establishments will reduce accordingly.This solution would result in 36 posts at NLC 9 remaining unfilled by August2020. (this data excludes turnover estimates).

• Option B would permit large scale external recruitment (for NLC 4 SupportWorker posts) which will be targeted at local communities.

Financial Implications

• Option B potentially comes in on budget. Based on the revised structure, i.e.NLC7 and NLC9 posts,

• Redeployed staff would also be eligible for 18 months travel expenses, thesecost would require to be closely monitored

3 Preferred Option − Large Scale Internal Recruitment Drive (Option C)

As set out in Appendix 1, it is considered that Option B, whilst providing a robuststrategy, has high level risks (industrial relations) associated with the deletionand reduction of hours for the NLC 9 grade. It is with this in mind that Option C,delivered via the strategy, outlined in this section of the report presents a viablesolution which offers career progression through a newly developed careerpathways framework.

Table 6 − Option C Workforce

Posts Additional Requirements

NLC13 − Managers (35 hour) 9 Posts

NLC1 1 − Depute Manager (32 hour) 98.1 Posts

NLC 9 Lead Practitioners (35 Hour) 200 Posts

NLC7 − Key Workers (27 hour x 281) 330 Posts

(35 hr x 49)

NLC4 − Support Workers (varying FTE) 248.92FTE

Benefits

• The current workforce know the ethics, culture and functions of the earlyyears sector, using this stream will ensure a smooth transition to 1140 in aperiod of significant change.

• Internal recruitment offers many advantages for staff, it providesopportunities for progression, and motivates the Council's workforce by

Workforce Development Strategy− Staff Options

recognising their existing skills and abilities. In addition it promotes trustand loyalty, this being essential for a thriving and motivated workforce.

• Internal recruitment also offers many advantages for the council, researchevidences that 75% of internal recruits are successful in their new roles and47% remain in post for 3 years or more, these statistics highlight thepositive impact on retention of a skilled workforce.

• In considering the excellent opportunities for the Council's currentworkforce the intention will be to promote the recruitment and workforcedevelopment positives by working collaboratively with our colleagues incorporate communications, and holding information sessions for all staff.

• All ELC employees will be aligned to a workforce development plan,through the newly developed career pathway, offering academicopportunities to enhance their skills and knowledge, this development willensure a highly motivated skilled workforce.

• It is anticipated that some external recruitment will be required for the finalphase of 1140 for support staff at NLC 4 grade, this option will offerresidents employment opportunities, aligned with a guarantee of furtherqualifications.

Risks

It should be noted that Option C will utilise a strategy which, at this stage, isdifficult to predict. This is because we cannot determine the uptake ofpromoted posts. In order to mitigate the risk it will be essential to monitorcarefully the recruitment outcome data during Phase 1.In terms of contingency planning, if the uptake of promoted posts is lowerthan expected by the end of phase 1 in August 2019, the approach mayhave to be reconsidered to ensure we can deliver the service within the setbudget parameters. Committee will be kept advised.

Table 7: Workforce Development Strategy− Workforce Options

Approach Options & Career pathway Workforceopportunities for impact developmentcurrent workforce

Internal and • 9 managers posts • Will support a • 55 modernexternal created sustainable apprenticesrecruitment drive • 98 depute career pathway • Full cohort of FAs

manager posts based on • 21 PDAs• 200 lead financial • 56 NLC staff

practitioners resources studying at HNCavailable level

• All early • 34 staff studying atlearning BA levelpractitioners • 10 BA staffguaranteed a commencingpost degree in 2019

• There are numerous benefits of this large scale systematic approach todeveloping the Council's current workforce as this option will create 307lead practitioner and managerial posts.

• The newly developed career pathway will ensure all foundation and modemapprentices in April 2018−2020 are guaranteed employment.

• 121 current staff will gain, or be working towards PDA, HNC and Degreelevel qualifications in the early years sector in years 2018−2020.

• Overall Option C supports a sustainable career pathway.

Financial Implications

• The additional revenue funding offered by the Scottish Government tosupport the roll out of I 140hrs is cash limited to £567m nationwide by2021/22, and individual allocations to authorities are primarily based on thepupil roll in each Council area. North Lanarkshire will receive an additional£37.931m per annum by financial year 2021/22.

• Specifically the grant award does not take cognisance of an authority'sexisting pay and grading model in respect of Early Years staff.

• Modelling undertaken in conjunction with Service and Corporate Financestaff indicates that Option C can be implemented within the parameters ofthe NLC grant award.

• The financial model will continue to be reviewed and updated during theimplementation/planning process and further reports will be provided inaccordance with the project governance arrangements.

4. Hybrid Delivery Model− Option 0

This option hybrid model utilises Option C (benefits/risks/workforce strategy) andadjusts/increases the FTE asfollows:−•

NLC 7 keyworker− 30 hours• Lead practitioner− 35 hours

NLC Staff Additional Requirements

NLC13 − Managers (35 hour) 9 Posts

NLCI 1 − Depute Manager (32 hour) 98.1 Posts

NLC 9 Lead Practitioners (35 Hour) 230 Posts

NLC7 − Key Workers (30 hour) 312.23 Posts

NLC4 − Support Workers (varying FTE) 248.92FTE

Workforce Development Strategy− Staff Options

Financial Implications

If all posts with the exception of the support worker at NLC 4 were 35 hours this wouldresult in an increased cost of £4.59m compared to option B/C.

Appendix 2

Workforce Consultation & Communication Plan

Early Learning & Childcare Expansion Programme Workforce Planning andDevelopment

Date: 30/08/2018

This document is designed to support employee consultation in respect of NorthLanarkshire Council's workforce planning proposal in respect of the implementation ofthe Early Learning and Childcare Expansion Plan.

a. Strategic Context

In accordance with the Children and Young People (Scotland) Act 2014, theScottish Government is committed to increasing the annual entitlement to freeEarly Learning and Childcare from 600 hours to 1140 hours by 2020.

The expansion of early learning and childcare within North Lanarkshire will see asubstantial increase in staffing levels with 325 lead and promoted posts (Deputeand Manager) required by project completion in August 2020.

In addition to this, the new staffing structure highlights the requirement for NLC 7(keyworker) & NLC 4 (support worker) posts to be created within the within theELC job family.

Table A: New Staffing Structure within the Early Years Sector:

NLC13 ManagersNLC11 Depute ManagerNLC10 GraduatesNLC 9 Lead PractitionersNLC7 Key WorkersNLC4 Support Workers

b. Situational analysis

North Lanarkshire Council has a statutory duty to provide 1140 hours of childcareby 2020. In order to achieve legislative change it will be necessary to restructurethe workforce to ensure that they can meet the future needs of the service.

The Early Learning and Childcare Expansion Programme will have a significantimpact on the Council's existing workforce, and whilst this offers excellentopportunities for career progression for existing employees it will also result in 35of North Lanarkshire current primary school early learning classes moving to an8am−6pm operating model.

For the reasons outlined above, it is imperative that we consult in a sensitive andtimeous and transparent way with trades union colleagues, and our current earlyyears workforce so that there is a full awareness of the actions which require tobe taken to meet the early learning and childcare expansion programmeobjectives.

C. Key decision−makers and timelines

Proposals presented to:

Core CMT− 2 1 ' August 2018

Special JCC− 5th September 2018

Education Committee−1 111 September 2018

Trades Union and Employee Consultation − 12t1 September− 261h of October2018

Stage 2: Communication

a. Communication objectives

The consultation and communication plan is underpinned by 6 key objectives,which areto:−•

communicate the decision to agree Option C for the expansion of the earlyyears sector to our current workforce and commence the employeeengagement and Trades Union consultation;

• consult for a period of 6 weeks with our union colleagues to fully explain thedetails of the expansion plan, provide a forum for discussion, and arrange aschedule of trade union update meetings throughout the period of theexpansion program up to 2020;

• communicate the career progression opportunities to our current workforcethrough a series of information sessions held in North, South and Centralareas;

• communicate a support strategy for all early years staff;• communicate workforce development opportunities through our newly

developed early years framework; and• continue to provide employees with regular bulletins/briefings/updates

throughout the expansion project to ensure all are kept fully informed.• Ensure effective and responsive two way consultation with the early years

workforce

b. Stakeholders/audience

Primary level of Engagement

• Project Board• Workforce• Trade Unions• HR Business Partner Team• Managers• CMT• Committee

Secondary level of Engagement

• Routes to Work• North Lanarkshire's Working• Corporate Communications

• Talent & Organisational Development Team• Employee Service Centre recruitment team• Glasgow Clyde College• Strathclyde University• North Lanarkshire Partnership

C. Key message

The key message will highlight a strategy which places current employees at theheart of the expansion program, it assures employees that no jobs will be lost,and that there will be many opportunities for career progression. It will alsoinform staff that all recruitment will be internal, and promotion will be from within.

The message will ensure that staff are aware of the large scale investment in ourcurrent workforce, and the opportunities they will have for career developmentthrough our early years framework.

The key message to Trades Union colleagues is that ongoing engagement via acollaborative approach will be of paramount importance during the expansion,and that scheduled time will be set aside regularly to guarantee a forum for fulland frank exploration of any matters arising.

a. Considering responses and providing feedback

During the formal trades union consultation period, Option C will bepresented in a manner which breaks dowh the strategy into relevantsections to ensure that Trades Unions are fully informed on all aspects ofOption C and that all responses to each element are explained, considered,discussed and minuted.

Stage 4: Making a decision and implementing it

Implementing the decision

Following the trades union consultation period, a detailed implementation planwill be set in place, this will include:

1. A list of establishments which will transfer to 1140 hours in August 20192. A schedule of visits to these establishments to speak with managers and staff3. A detailed plan of the recruitment process

This will be reported to the Education Committee following the consultation period.