Policy And Resources Committee - 25/04/2011

At a MEETING of the POLICY AND RESOURCES COMMITTEE held at Dundee on 25th April, 2011.

Present:-

BAILIES

COUNCILLORS

Councillor Ken GUILD, Convener, in the Chair.

The minute of meeting of this Committee of 28th March, 2011 was held as read.

Unless marked thus * all items stand delegated.

I DISABLED GO - PARTNERSHIP AGREEMENT

There was submitted Report No 175-2011 by the Director of Leisure and Communities relative to the above.

The Committee agreed to a contribution of 8,000 per year over the next five financial years commencing 2011/2012 as its contribution to this Partnership Agreement.

II DUNDEE COMMUNITY REGENERATION FUND 2010/2011 - 2012/2013

There was submitted Report No 188-2011 by the Assistant Chief Executive relative to the above.

The Committee approved the funding process and the proposals contained in Section 5.2 of the report appended hereto (Appendix I).

III IMPROVING SERVICES THROUGH LISTENING TO CUSTOMERS AND SERVICE USERS

There was submitted Report No 135-2011 by the Assistant Chief Executive presenting a summary of the customer satisfaction research carried out by City Council departments over the past year, and highlighting some of the improvements which had been made to services as a result of feedback from users.

The Committee:-

(i) noted the contents of the report, and agreed that similar reports should continue to be submitted annually;

(ii) remitted to departments to maintain their efforts to listen to customers and to identify any further customers who should be consulted with a view to achieving service improvements; and

(iii) noted that a Customer Engagement Working Group had been established to review how the Council engaged with its customers to ensure that it had a clear understanding of their needs and expectations when using Council services, and would bring forward specified proposals later this year.

IV CONSULTATION ON THE FUTURE OF POLICING IN SCOTLAND

Bailie Wallace, Bailie Borthwick and Councillor Fordyce declared a non-financial interest in this item by virtue of having sons serving in the Police Force.

There was submitted Report No 158-2011 by the Chief Executive advising the Committee of the Scottish Government consultation document on the future of policing in Scotland.

Councillor Guild, seconded by Councillor Duncan, moved this Committee agrees the response detailed in Appendix II and, in the event of any major structural changes to the Police Service, the Chief Executive should make every effort to secure any possible job opportunities to the City.

As an amendment, Bailie Regan, seconded by Councillor Bidwell, moved that this Committee responds to the consultation paper as detailed in Appendix III.

On a division, there voted for the motion - Councillors Guild, Barrie, Black, Bowes, Andy Dawson, Will Dawson, Duncan, Fordyce, Hunter, Lynn, Melville, Roberts, Ross, Bailie Sawers and Lord Provost Letford (15); and for the amendment - Councillors Keenan, Asif, Bidwell, Ferguson, Gordon, McCready, Bailies Regan and Wright (8) - Councillors Hay, Macpherson, Dick, Bailies Wallace, Scott and Depute Lord Provost Borthwick declining to vote - whereupon the motion was declared carried.

As a further amendment, Councillor Macpherson, seconded by Bailie Wallace, moved that this Committee responds to the consultation paper as detailed in Appendix IV.

On a division, there voted for the motion - Councillors Guild, Barrie, Black, Bowes, Andy Dawson, Will Dawson, Duncan, Fordyce, Hunter, Lynn, Melville, Roberts, Ross, Bailie Sawers and Lord Provost Letford (15); and for the amendment - Councillors Hay, Macpherson, Dick, Bailies Wallace, Scott and Depute Lord Provost Borthwick (6) - Councillors Keenan, Asif, Bidwell, Ferguson, Gordon, McCready, Bailies Regan and Wright declining to vote - whereupon the motion was declared carried and became the finding of the meeting.

V CONSULTATION ON THE FUTURE OF THE FIRE AND RESCUE SERVICE IN SCOTLAND

There was submitted Report No 159-2011 by the Chief Executive advising the Committee of a Scottish Government consultation document on the future of the Fire and Rescue Service.

Councillor Guild, seconded by Councillor Duncan, moved that this Committee agrees the response detailed in Appendix V and, in the event of any major structural changes to the Fire Service, the Chief Executive should make every effort to secure any possible job opportunities to the City.

As an amendment, Councillor McCready, seconded by Bailie Wright, moved that this Committee responds to the consultation paper as detailed in Appendix VI.

On a division, there voted for the motion - Councillors Guild, Barrie, Black, Bowes, Andy Dawson, Will Dawson, Duncan, Fordyce, Hunter, Lynn, Melville, Roberts, Ross, Bailie Sawers and Lord Provost Letford (15); and for the amendment - Councillors Keenan, Asif, Bidwell, Ferguson, Gordon, McCready, Bailies Regan and Wright (8) - Councillors Hay, Macpherson, Dick, Bailies Wallace, Scott and Depute Lord Provost Borthwick declining to vote - whereupon the motion was declared carried.

As a further amendment, Councillor Macpherson, seconded by Bailie Wallace, moved that this Committee responds to the consultation paper as detailed in Appendix VII.

On a division, there voted for the motion - Councillors Guild, Barrie, Black, Bowes, Andy Dawson, Will Dawson, Duncan, Fordyce, Hunter, Lynn, Melville, Roberts, Ross, Bailie Sawers and Lord Provost Letford (15); and for the amendment - Councillors Hay, Macpherson, Dick, Bailies Wallace, Scott and Depute Lord Provost Borthwick (6) - Councillors Keenan, Asif, Bidwell, Ferguson, Gordon, McCready, Bailies Regan and Wright declining to vote - whereupon the motion was declared carried and became the finding of the meeting.

VI DUNDEE PARENTING STRATEGY (BEING A PARENT IN DUNDEE)

There was submitted Report No 172-2011 by the Assistant Chief Executive seeking approval for the adoption and implementation of Dundee's Parenting Strategy (Being a Parent in Dundee).

The Committee:-

(i) noted the content of the report and the Parenting Strategy appended thereto;

(ii) agreed the implementation of the strategy in order to promote the healthy development of children and young people by recognising current parental expertise and helping to build parenting capacity within the City; and

(iii) approved the delivery framework within the strategy.

VII RELIEF OF RATES - CHARITY RELIEF

There was submitted Report No 220-2011 by the Director of Finance seeking authorisation to grant charity relief on the undernoted non-domestic properties:-

The Committee authorised accordingly.

VIII TENDERS RECEIVED - DUNDEE HOUSE - REMOVALS

After considering Report No 223-2011 by the City Architectural Services Officer, the Committee agreed to accept a partnership offer from Dundee Removal Services Ltd, Dundee for the removal of general furniture and equipment, personal items and operational and archive filing for all the staff to be relocated from Tayside House, Podium Block, City House, Shore Terrace, Castle Street and Balmerino Road to Dundee House and City Square at a cost of 72,244, together with professional services, amounting to 4,500, giving a total of 76,744.

IX LEISURE AND CULTURAL NEW CHARITABLE ORGANISATION

Reference was made to Article VIII of the minute of meeting of this Committee of 14th March, 2011, wherein it was agreed to establish a Scottish Charitable Incorporated Organisation (SCIO) to take forward the delivery of Leisure, Culture and Library facilities for the City Council.

After considering Agenda Note AN71-2011, Councillor Guild, seconded by Councillor Duncan, moved that the Committee:-

(i) approve the constitution for the SCIO in order that this can be progressed to the Office of the Scottish Charity Regulator (OSCR) for their consideration, subject to Clause 49 - delete the words "unless the Chairperson (or at least two other individuals present at the meeting and entitled to vote, whether as proxies for members of representatives of members which are corporate bodies) ask for a secret ballot" and Clause 50 - delete in its entirety;

(ii) approve the name of the new SCIO as "Leisure and Culture Dundee"; and

(iii) note that the City Council would appoint Councillor representatives.

As an amendment, Bailie Wallace, seconded by Bailie Scott, moved deferral of the approval of the constitution for the SCIO.

On a division, there voted for the motion - Councillors Guild, Barrie, Black, Bowes, Andy Dawson, Will Dawson, Duncan, Fordyce, Hunter, Lynn, Melville, Roberts, Ross, Bailie Sawers and Lord Provost Letford (15); and for the amendment - Councillors Keenan, Asif, Bidwell, Ferguson, Gordon, McCready, Hay, Macpherson, Dick, Bailies Regan, Wright, Wallace, Scott and Depute Lord Provost Borthwick (14) - whereupon the motion was declared carried.

As a further amendment, Bailie Wallace, seconded by Bailie Scott, moved amendments to sections of the SCIO Constitution.

Item 55 - delete 13 and substitute with 12.

Item 57.1 - delete 4 and substitute with 3.

Item 78 - delete in total.

On a division, there voted for the motion - Councillors Guild, Barrie, Black, Bowes, Andy Dawson, Will Dawson, Duncan, Fordyce, Hunter, Lynn, Melville, Roberts, Ross, Keenan, Asif, Bidwell, Ferguson, Gordon, McCready, Bailies Sawers, Regan, Wright, Lord Provost Letford and Depute Lord Provost Borthwick (24); and for the amendment - Councillors Hay, Macpherson, Dick, Bailies Wallace and Scott (5) - whereupon the motion was declared carried and became the finding of the meeting.

Ken GUILD, Convener.

APPENDIX I

APPENDIX II

Question 1: How could Police reform improve services and the delivery of outcomes?

By moving towards a closer integration of public services at a local level, with a greater focus on outcomes in terms of the improvements which those services make to people's lives and the benefits of prevention and early intervention.

Question 2: What do you think are the greatest opportunities and challenges facing policing in Scotland today and how do you think they should be addressed?

The greatest challenge is to maintain public safety through both the effectiveness of front-line policing and the participation by the police in partnership activity at local and strategic levels, at a time of pressure to make savings. One of the greatest opportunities is to consider the policing service in the context of the ongoing debate about wider public sector reform, rather than in isolation.

Question 3: How can partnership working between the Police and other organisations be improved?

By ensuring that any reforms do not diminish the ability of the police to engage with community planning partners at all appropriate levels, and that there is sufficient local executive capacity and local autonomy within the police service to allow decisions to be made at a local level. Maintenance of personal relationships between police and partners is also important.

Question 4: How can the Police better engage with communities to help them be more resilient and self-reliant?

A key to engaging with communities is to retain local democratic accountability for locally delivered services. Public services need to be responsive to local needs to maximise citizen engagement and empowerment, and the retention of an effective role for local elected members is essential whatever administrative structure is in place.

Question 5: What arrangements and relationships do you think would lead to the greatest improvements in national and local accountability?

We would support the following ideas set out in the consultation paper for improving accountability at a local level, regardless of which option for wider reform is pursued:-

- devolving further responsibility to a senior police officer at local authority level, with formalised structures and processes for local accountability;

- further consideration of the idea of joint police committees for each local authority area, involving local members, other elected representatives and community representatives.

Our view on the suggestion of consultative 'blue light' committees would depend on the detailed powers and make-up of such committees.

Question 6: Do you agree that change is necessary to protect frontline services?

Question 7: Which option do you think should be pursued and why?

In principle, we are in favour of Option 2, a rationalised regional force model. However, until detailed arrangements concerning local accountability are put in place and a robust business plan is published, the status quo shall be maintained.

Question 8: How could we best improve accountability, deliver efficiencies and deliver service improvements at local and national levels?

This will need to be considered in detail once a decision has been made on which of the options for change is to be pursued.

Question 9: Do you have any views on how the process of change should be approached, including the extent and pace of change within a given option?

There should be no change to existing arrangements.

Question 10: To assist with Equality Impact Assessment on the reform, please describe any equality issues (in relation to race, gender, disability, age, sexual orientation, transgender people and religion) relevant to each of the options.

Any reform should ensure that the police retain their capacity to engage fully in local multi-agency arrangements to deal with issues such as racial harassment, domestic violence and hate crimes.

Question 11: To assist with our Regulatory Impact Assessment, please describe any financial or other impacts for business, charities and the voluntary sector relevant to each of the options.

There should be no change to existing arrangements.

Question 12: Do you think there needs to be any change to the existing roles and responsibilities of the key bodies responsible for policing?

This will depend on whichever option for reform is pursued, but a role must be retained for elected members in holding the police to account and influencing policing priorities in the local area.

APPENDIX III

1. How could police reform improve services and the delivery of outcomes?

It is acknowledged that certain national threats highlighted in the consultation paper require to be addressed at national level eg terrorism, serious fraud, human trafficking and e-crime.

Given the statistics contained in paragraph 13 of the consultation document, it is clear that policing in its current form is achieving results. It is therefore, essential in any future reform that those elements which contributed to the reduction in the crime rate and which achieve the governments priority outcomes are retained.

Dundee City Council believes that it is essential that police forces retain close links with their communities through local policing committees (so called blue light committees), community planning partnerships and local authorities to enable a local input on the prioritisation of resources and therefore an effective barrier to the spread of crime.

Given however the overwhelming need to protect front line policing, Dundee City Council endorses the proposal for a single police force in Scotland but urges the next government, to ensure that the pace of change is tempered by the need to retain best practice and community engagement and thereby community confidence in policing in communities in Dundee.

2. What do you think are the greatest opportunities and challenges facing policing in Scotland today and how do you think they should be addressed?

The greatest challenge facing policing in Scotland today is maintaining and improving upon the current policing record within a reduced cost envelope. Local accountability and public confidence is fundamental in achieving a high performing police force and in continuously reducing the level of crime. Forces in Scotland must continuously review efficiencies, examine work practices and review methods of service delivery to ensure that they meet the funding challenges. Opportunities exist to introduce more collaborative working across the public sector eg by sharing accommodation with other emergency services, or local authorities, sharing call centres, and sharing other support services to ensure consistency and efficiencies.

3. How can partnership working between the police and other organisations be improved?

Partnership working within Tayside has improved dramatically in recent years and examples include the sharing of accommodation and the sharing of services between Tayside Police and local authorities.

In addition, it is anticipated that the budgetary constraints being placed on all public services will require the public sector to look at the sharing of services with a greater focus on economies and the sharing of overheads.

4. How can the police better engage with communities to help them be more resilient and self reliant?

Tayside Police has already engaged with communities to a significant extent. The force already attends Community Council meetings, Community Planning Partnership meetings and has introduced a Community Task Force which allocates resources on a rotational basis to local communities to assist with specific aspects of policing which concern the local community.

It is well accepted that most crimes are committed by young males within the 16-25 year age bracket and the influence of alcohol on recorded crime figures are both areas which police (but not only police) require to focus and engage with communities. The introduction of Community Safety Partnerships has done much within Dundee to share the burden and reduce the impact of anti-social behaviour and the expansion of programmes which engage with youths, educating them to make better life choices and engaging with communities to adopt greater civic pride and increase parental responsibility are areas for continuing engagement. These aspects can only be addressed by the whole public sector working together ensuring initiatives are integrated and appropriate audiences targeted and that the communities themselves are consulted on decision-making processes and formation of new policies and practices.

5. What arrangements and relationships do you think would lead to the greatest improvements in national and local accountability?

It is essential that national and local accountability perform in tandem to enhance levels of accountability and do not create duplication or conflict between the organisations.

It is also accepted that certain national threats highlighted in the consultation paper require to be addressed at national level eg terrorism, serious fraud, human trafficking and e-crime. At these levels, it is important that a national understanding of the threats and the strategies for dealing with these threats is set. It is important in exercising that accountability that at national level, the public are kept informed of how forces in their localities are being held to account.

As previously mentioned above, a single police service for Scotland could create economies of scale but must retain the engagement of community planning partners, especially communities and accountability to the public via local authority elected members.

6. Do you agree that change is necessary to protect frontline services?

It is essential that the frontline services continue to improve and that they become more cost efficient as resources contract. Many services can be performed by support staff or community wardens creating efficiencies and reducing costs whilst leaving police officers to carry out policing services.

Much work has been done by Tayside Joint Police Board to ensure efficiencies are introduced across all areas of the force ensuring the most cost effective and fit for purpose service is delivered in Dundee.

Dundee City Council considers that the proposed major restructuring of the policing service in Scotland will not remove the necessity for police services in Dundee to continue to innovate and make local operational changes that enhance value for money and enhance policing in communities in Dundee.

7. Which option do you think should be pursued and why?

Dundee City Council endorses the proposal for a single force in Scotland in the belief that thus can be potentially more efficient and effective.

As previously mentioned, it is essential that operational partnership working continues and is enhanced opportunistically. Local accountability would need to be built in to ensure that the service, at the point of local delivery, retains responsiveness to issues of concern in communities and about service delivery and standards.

8. How could we best improve accountability, deliver efficiencies and deliver service improvements at local and national level?

As well as the national restructuring, we believe that there is considerable scope for also enabling greater collaboration within the legal framework of the public sector, police forces, local government, national health and other public services at local level to continue to drive down operational costs and enhance the effectiveness of services for the local communities we jointly serve.

9. Do you have any views on how the process of change should be approached including the extent and pace of change within a given option?

It is essential that any proposed restructuring should be properly costed and budgeted to ensure that the anticipated savings are delivered. Change to structures takes time to bed in. It is important that in the intervening period, opportunities are not missed for more local improvements to service delivery. It is therefore essential that whilst accepting the significant savings that are required, sub-national senior police officers continue to be empowered to make the policing decisions in the knowledge of their local area and the requirements of their local communities.

10. To assist with our Equality Impact Assessment on the reform, please describe any equality issues (in relation to race, gender, disability, age, sexual orientation, transgender people, religion) relevant to each of the options.

Engaging with diverse regional populations is currently done by the force through the Joint Board, the Community Planning Partnerships and attendance at local meetings. It will be important that within the new structure for policing in Scotland, EQIAs continue to be undertaken within sub-national areas to ensure that any future changes in policing are compliant with equality duties and take into account local variations within our City.

11. To assist with our Regulatory Impact Assessment, please describe any financial or other impacts for business, charities and the voluntary sector relevant to each of the options.

It is important that in any centralisation of services, that the location of these is distributed fairly within Scotland and that Dundee does not suffer a disproportionate reduction in the employment of non‑frontline police staff effective by these proposals.

12. Do you think there needs to be any change to the existing roles and responsibilities of the key bodies responsible for policing?

The role of the Scottish Government in holding police authorities to account will require radical review if a single force structure is introduced. Local authorities will also need new structures, we have previously referred to, to be in place to properly hold police forces in their area to account. It is essential, however, that the dual roles held by central and local government are clear.

APPENDIX IV

Dundee City Council recognises the need for local accountability in the delivery of policing in Scotland and noting the strong concerns of delegates at the recent Scottish Police Federation Conference at proposals to replace Scotland's eight police forces with possibly just one, supports the option of retaining eight police forces and calls for greater collaboration between forces, particularly with regard to back-office functions, to obtain further efficiencies.

The City Council strongly opposes any move towards a national police force in Scotland. It recognises that Tayside Police and other forces across Scotland have already achieved significant efficiencies in recent years and recognises that further efficiencies can be achieved without the need to merge the eight police forces. One police force in Scotland would see the loss of local autonomy, would centralise power and will give any government the political control of its chief constable.

The Policy and Resources Committee therefore instructs the Chief Executive to respond to the consultation exercise, making clear the City Council's opposition to the merging of police forces in Scotland.

APPENDIX V

Question 1: Is this the right vision for the Scottish Fire and Rescue Service?

The vision in the consultation document of a service that is decentralised as far as possible, financially sustainable, works seamlessly with partners and is genuinely responsive to the needs of local communities within the context of consistent national standards, does provide a good checklist against which to test proposals for reform. However, we would suggest that the vision could place greater emphasis on outcomes such as reductions in the number of fires and other incidents and in loss of life and injuries as a result.

Question 2: Do you agree that these should be the key principles for the Scottish Fire and Rescue Service?

Question 3: Do you agree that the option to de-centralise the Scottish Fire and Rescue Service should be considered?

Question 4: How well is the Scottish Fire and Rescue Service performing against what you believe to be the key principles and what do you consider to be the priorities for improvement?

We agree that a focus on delivery of outcomes, partnership working and best practice in public sector governance are key principles which should underpin a sustainable, locally responsive and accountable fire and rescue service, and that opportunities for decentralisation should be taken, where possible, to ensure responsiveness to local needs. We feel that the service currently performs well against the principles set out in the consultation document and has achieved good outcomes. In particular, we welcome the way in which the fire and rescue service has become increasingly involved in prevention and wider community safety work, and has played an active role as key partners in the community planning process.

Question 5: Do you agree that these should be the desired benefits for the Scottish Fire and Rescue Service?

It seems reasonable to test options for the future of the service against a number of the benefits listed in the consultation document eg

- improved service outcomes

- protecting frontline services while lowering costs

- close engagement with local communities and other stakeholders

- ability to respond quickly to future challenges

- national resilience and interoperability

Question 6: What are your views on an appropriate mechanism for Ministers and MSPs to hold the Scottish Fire and Rescue Service to account?

Question 7: What are your views on an appropriate mechanism for local communities to hold the Scottish Fire and Rescue Service to account?

Question 8: What is the right balance between the national and local mechanisms set out in questions 6 and 7?

Our main concern is with accountability of the service to local communities. It is essential that the fire and rescue service remains engaged with the communities it serves, through effective governance which ensures responsiveness to their needs. The merits of a 'blue light committee' at local authority/community planning partnership level depend on the composition of such a committee and the extent of its powers, and whether this would provide sufficient local democratic accountability. The appropriate structure for governance and accountability will need to be considered in detail once decisions are made on the structure of the service.

Question 9: Do you think that the number of fire and rescue services needs to be reduced?

Question 10: If so, which option do you think should be pursued and why?

In principle, we are in favour of an Option 2, a regional structure. However, until detailed arrangements concerning local accountability are put in place and a robust business plan is published, the status quo shall be maintained.

Question 11: To assist with our Equality Impact Assessment process, please also describe any equality issues (in relation to race, gender, disability, age, sexual orientation, transgender people and religion) relevant to your chosen option?

Question 12: To assist with our Regulatory Impact Assessment, please also describe any financial and other impacts for business, charities and the voluntary sector relevant to your chosen option?

There shall be no change to existing arrangements.

Question 13: What aspects of collaboration and joint working between the Scottish Fire and Rescue Service and other emergency services do you believe should be a key focus in future?

We support the principle of enhancing resilience through more effective joint working between all the emergency services and partner organisations including greater collaboration and sharing of services.

Question 14: Do you think local fire stations should be developed into community resilience hubs, and, if so, what new services would you see them deliver?

The idea of community resilience hubs, with local managers and facilities responding flexibly to communities' needs and providing citizens with opportunities to voice their concerns, sounds attractive, but any organisational structure must also have formal arrangements for accountability and governance, including effective roles for democratically elected local elected members in holding the service to account and influencing local priorities.

APPENDIX VI

Question 1: Is this the right vision for the Scottish Fire and Rescue Service?

Yes No Dont know

Question 2: Do you agree that these should be the key principles for the Scottish Fire and Rescue Service?

Yes No Dont know

Question 3: Do you agree that the option to de-centralise the Scottish Fire and Rescue Service should be considered?

Yes No Dont know

Question 4: How well is the Scottish Fire and Rescue Service performing against what you believe to be the key principles and what do you consider to be the priorities for improvement?

Question 5: Do you agree that these should be the desired benefits for the Scottish Fire and Rescue Service?

Yes No Dont know

Are there others we should add?

Question 6: What are your views on an appropriate mechanism for Ministers and MSPs to hold the Scottish Fire and Rescue Service to account?

Question 7: What are your views on an appropriate mechanism for local communities to hold the Scottish Fire and Rescue Service to account?

Question 8: What is the right balance between the national and local mechanisms set out in questions 6 and 7?

Question 9: Do you think that the number of fire and rescue services needs to be reduced?

Yes No Dont know

Question 10: If so, which option do you think should be pursued and why?

Single service Regional Structure

Question 11: To assist with our Equality Impact Assessment process, please also describe any equality issues (in relation to race, gender, disability, age, sexual orientation, transgender people and religion) relevant to your chosen option?

Question 12: To assist with our Regulatory Impact Assessment, please also describe any financial and other impacts for business, charities and the voluntary sector relevant to your chosen option?

Question 13: What aspects of collaboration and joint working between the Scottish Fire and Rescue Service and other emergency services do you believe should be a key focus in future?

Question 14: Do you think local fire stations should be developed into community resilience hubs, and, if so, what new services would you see them deliver?

Yes No Dont know

APPENDIX VII

Dundee City Council, recognising the need for local accountability in the delivery of fire and rescue services in Scotland and noting the opposition of Tayside Fire Board to a merger of fire and rescue services, supports the option of retaining eight fire and rescue services and calls for greater collaboration, particularly with regard to back-office functions, to obtain further efficiencies.

The Policy and Resources Committee notes that the Tayside Fire Board is opposed to the merger proposal in the belief that Tayside Fire and Rescue has shown itself to be a lean and efficient outfit that would gain nothing and may lose a lot if it became part of a national service. The City Council therefore strongly opposes any move towards a national fire and rescue service across Scotland. It recognises that Tayside Fire and Rescue and other fire and rescue services across Scotland have already achieved significant efficiencies in recent years and recognises that further efficiencies can be achieved without the need to merge the eight fire and rescue services. One fire and rescue service in Scotland would see the loss of local autonomy.

The Policy and Resources Committee therefore instructs the Chief Executive to respond to the consultation exercise, making clear the City Council's opposition to the merging of fire and rescue services in Scotland.