Agenda Document Pack - Cambuslang and Rutherglen Area Committee - 26/02/2025
South Lanarkshire Council · 26 February 2025
Back to Cambuslang and Rutherglen Area Committee — 26 February 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 18 February 2025 Dear Councillor Cambuslang and Rutherglen Area Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 26 February 2025 Time: 14:00 (or immediately following the Special meeting of South Lanarkshire Council, whichever is the later) Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Carol Nugent (Chair), John Bradley (Depute Chair), Walter Brogan, Robert Brown, Janine Calikes, Andrea Cowan, Margaret Cowie, Alistair Fulton, Martin Lennon, Katy Loudon, Norman Rae, Margaret B Walker 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Cambuslang and Rutherglen Area Committee held on 27 November 2024 submitted for approval as a correct record. (Copy attached) 3 - 6 Item(s) for Noting 3 Employment Land and Property Market Analysis Report Report dated 7 February 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 7 - 14 4 Update on Town Centres Report dated 11 February 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 15 - 32 5 Housing and Technical Resources Participatory Budgeting Report dated 11 February 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 33 - 34 6 Forward Programme for Future Meetings Report dated 12 February 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 35 - 38 Item(s) for Decision 7 Community Grant Applications Report dated 10 February 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 39 - 42 Urgent Business 8 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Lynne Hamilton Clerk Telephone: 07385 370044 Clerk Email: lynn.hamilton2@southlanarkshire.gov.uk 2
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CAMBUSLANG AND RUTHERGLEN AREA COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 27 November 2024 Chair: Councillor Carol Nugent Councillors Present: Councillor Robert Brown, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Alistair Fulton, Councillor Katy Loudon, Councillor Norman Rae, Councillor Margaret B Walker Councillors' Apologies: Councillor John Bradley (Depute), Councillor Walter Brogan, Councillor Janine Calikes, Councillor Martin Lennon Attending: Community and Enterprise Resources D Hashagen, Employability Manager Education Resources A McLeod, Quality Improvement Manager; R Millar, Headteacher, Rutherglen High School Finance and Corporate Resources G Booth, Finance Manager (Strategy); L Hamilton, Administration Officer; K McLeod, Administration Assistant Also Attending: Routes to Work South S Barr, Chief Executive; N McNaughten, Depute Chief Executive 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Cambuslang and Rutherglen Area Committee held on 18 September 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Routes to Work South Presentation S Barr, Chief Executive and N McNaughton, Depute Chief Executive of Routes to Work South (RTWS) gave a presentation on the work of RTWS. RTWS was a registered charity and an arms length external organisation (ALEO) of South Lanarkshire Council and was committed to:- alleviating poverty creating opportunities developing skills and knowledge supporting the people of South Lanarkshire to gain and sustain employment supporting local businesses to grow and develop 2 3
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Details were provided on the following aspects of RTWS:- the vison of a South Lanarkshire with strong communities where people’s potential and abilities were recognised and valued the mission to make a lasting difference that promoted opportunity, created choice and enabled change the delivery of inclusive person-centred services that were flexible to the changing needs of RTWS clients the value added to the local economy in the last 10 years The presentation provided detailed information in relation to South Lanarkshire Works which included:- the South Lanarkshire Employability Partnership learning, training and skills development Adult and Youth Employability Services shared objectives the future of employability The RTWS Annual Impact Report 2023/2024 was circulated to members for information. S Barr and N McNaughton, having responded to members’ questions, were thanked for their informative presentation. The Committee decided: that the presentation be noted. 4 Education Scotland Report - Rutherglen High School A report dated 15 November 2024 by the Executive Director (Education Resources) was submitted on the outcome of the inspection of Rutherglen High School by Education Scotland Inspectors. The inspection had taken place in June 2024 as part of a national sample of secondary education, and the inspection letter reporting on the findings had been published on 24 September 2024. The Headteacher had taken up post in August 2024. A number of strengths of the school had been highlighted in the inspection letter. The areas for improvement, agreed with the school and education authority, had been incorporated into the school’s improvement plan and parents would be informed of the progress. Education Scotland had intimated that they would return to the school within a year of the publication of this report to assess how improvements had been made at the school, and to ensure that the additional safeguarding processes put in place following the inspection were progressing. The Quality Improvement Manager and R Millar, Headteacher:- discussed key elements of the inspection report responded to members’ questions on various aspects of the report Members thanked the Headteacher and Quality Improvement Manager for the comprehensive update and recognised the challenges faced by the Headteacher and the senior management team to progress the areas identified for improvement. The Committee decided: that the report be noted. 4
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5 Rutherglen Common Good Fund A report dated 5 November 2024 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Rutherglen Common Good Fund. The Common Good Account comprised a fund of money, assets, or both, which was administered by a Scottish local authority in respect of each former Burgh within the local authority area. Common Good property was owned by the local authority and was administered separately from other local authority assets for accounting purposes. The Common Good funds held within South Lanarkshire Council were Lanark, Biggar, Hamilton, and Rutherglen. Finance Services administered the Common Good Account and accounts were prepared on an annual basis, as part of the Council’s year end process. The position on the Rutherglen Common Good Fund at 31 March 2024 was detailed in Appendix 1 to the report, which showed that the fund had cash balances amounting to £0.127 million. The Rutherglen Common Good Account held cash balances only and had no physical assets. As there were no assets to maintain, little expenditure was incurred by the Common Good Account. Decisions on the Common Good Account were taken by the Finance and Corporate Resources Committee. A report on the management of the Rutherglen Common Good Fund was provided annually to the Cambuslang and Rutherglen Area Committee. The Committee decided: that the report be noted. [Reference: Minutes of 7 February 2024 (Paragraph 3)] 6 Community Grant Applications A report dated 11 November 2024 by the Executive Director (Finance and Corporate Resources) was submitted on applications for community grant. The Committee decided: that community grants be awarded as follows:- (a) Applicant: Manorway and Area Neighbourhood Watch, Rutherglen (CR/14/24) Purpose of Grant: Equipment Amount Awarded: £300 (b) Applicant: Cambuslang and District Voluntary Care Club (CR/10/24) Purpose of Grant: Entrance fees Amount Awarded: £350 [Reference: Minutes of 18 September 2024 (Paragraph 4)] 7 Urgent Business There were no items of urgent business. 5
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Report Agenda Item Report to: Cambuslang and Rutherglen Area Committee Date of Meeting: 26 February 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Employment Land and Property Market Analysis Report 1. Purpose of Report 1.1. The purpose of this report is to:- advise of the conclusions of the recently completed Employment Land and Property Market Analysis advise that the outcomes of these reports will inform the future economic development policy and any future investment by the Council 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the content of the report be noted. 3. Background 3.1 In March 2022, the Scottish Government published its National Strategy for Economic Transformation. The 10-year strategy provides a set of key priorities and actions with a vision of achieving a wellbeing economy that is prosperous for all the country’s people and places. A wellbeing economy is one that delivers economic prosperity across social, economic, and environmental dimensions. This includes capitalising on Scotland’s most advantageous economic opportunities, such as the transition to a net zero economy and a green recovery from the Covid-19 pandemic and reducing socio- economic inequalities. 3.2 One aspect of the Strategy’s vision is for Scotland to be ‘the best place to start and grow a business’. However, Scotland falls behind other countries in terms of its productivity, as too few businesses are starting-up or scaling-up, with limited access to infrastructure a recognised factor. Meanwhile, the strategy’s inclusive growth aims will require investment in high productivity sectors. Additionally, the transition to net zero offers new market opportunities for example in energy, manufacturing and finance. Having an adequate supply of employment land and property in the correct locations is a factor in each of these aims. 3.3 To understand the South Lanarkshire employment land and property supply, Ryden LLP property consultants were appointed to provide employment land and property market analysis for South Lanarkshire. This work was implemented in 4 parts to form a suite of reports which Ryden has prepared to inform the next Local Development Plan (LDP3) and the Council’s wider planning, regeneration and property portfolio activities. The 4 reports, along with the overarching Summary Report consider the employment land and property markets for:- 3 7
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Cambuslang & Rutherglen Hamilton, Blantyre & Larkhall East Kilbride Clydesdale 3.4 The information used to formulate the reports has come from a range of sources including recognised electronic data sources. Site visits were also undertaken, and the views of occupiers were sought. Input was also invited from a range of public and private sector professionals from the commercial property market and drawing this data and information from multiple sources has enriched the final reports and the quality of the information contained within. 3.5 Each of the reports follows the same structure to enable comparison to be made and overarching data to be compiled and key information includes:- a strategic economic and planning policy context for the property markets core market analysis covering industrial and office property assessment of employment land and development activity a review of funding sources for employment land identification of market potential and possible actions 4. Market Potential and Analysis 4.1 Reports have been produced for each of the areas detailed in paragraph 3.3 above, and the following gives a broad indication of the conclusions reached in relation to the Cambuslang and Rutherglen Study. Further details and more extensive information is available for Cambuslang and Rutherglen and other geographical areas in the completed Ryden reports. 4.2 Rutherglen/Cambuslang The Cambuslang/Rutherglen market area contains around 18% of all industrial stock in South Lanarkshire. It is a principal industrial location and is very well connected to the wider Glasgow conurbation, particularly around the M74 motorway. The area’s 2.88 million square feet (sq.ft.) of industrial floorspace includes some larger facilities, one of which, the TATA steelworks at Clydebridge in Cambuslang (441,343 sq.ft.) is currently being marketed for redevelopment. Rents for prime industrial stock around the Glasgow conurbation vary significantly by unit size, from around £9 per sq.ft. for medium to larger buildings and up to £15 per sq.ft. for small prime trade counter units. The stock was developed over many decades and obsolescence is possible among older estates buildings. 4.3 The vacancy rate for industrial property in the study area is exceptionally low at only 1% (one property at Ashton Road, Rutherglen Industrial Estate). Demand is focused upon units between 1,000 and 5,000 sq.ft. where there is currently no supply, as well as some medium to larger units, given the area’s locational advantages. There is regular development of new industrial space in the market area. The Clyde Gateway Urben Regeneration Company (URC) continues to be active in this area and the Council has proposals for high quality industrial space on a site on Cathcart Road Rutherglen. Development economics are currently challenging, however, there are a notable number of competing projects in the wider sub-region outside of the study area. 4.4 The percentage geographic split of office property across South Lanarkshire is as follows:- East Kilbride – 56% (35 deals on average each year) 8
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Hamilton - 22% (15 deals) Cambuslang/Rutherglen - 16% (10 deals) Clydesdale - 6% (2 deals) 4.5 The office market is moving to smaller, better-quality offices to meet Environmental Social and Governance (ESG) requirements and hybrid/home working. Cambuslang/Rutherglen accounts for around 14% of South Lanarkshire’s total office floorspace in its town centres and business parks/estates. Some office space is available within the area’s managed business centres, but overall, the availability is low. Annual take-up of offices is also low and is focused on smaller suites. Rents are competitive for occupiers but would not support new office development. Magenta, developed by Clyde Gateway URC is a good example of what the market desires. The URC’s continued work, supported by the Council, to meet changing demands in this area, is seen as invaluable and would encourage further investment. 4.6 The percentage geographic split of office property across South Lanarkshire is as follows:- Hamilton - 44% East Kilbride - 38% Cambuslang and Rutherglen -14% Clydesdale - 4% 4.7 South Lanarkshire Wide The Ryden summary report brings together the research and findings of the 4 localised reports and where required, it updates underlying information to present a contemporary South Lanarkshire-wide market picture. 4.8 The industrial property market in South Lanarkshire is extensive, reflecting the area’s role and connectivity with the wider conurbation. Larger towns with extensive employment land and property include East Kilbride, Hamilton & Blantyre, and Cambuslang & Rutherglen, as well as smaller settlements to the South. 4.8.1. South Lanarkshire’s current stock of industrial property is estimated at 15.9 million sq.ft. This industrial stock includes large facilities such as TATA steelworks in Cambuslang (441,000 sq.ft. vacant), Coca Cola (323,000 sq.ft) and Sainsbury’s Distribution Depot in East Kilbride (274,000 sq.ft). 4.8.2. South Lanarkshire’s principal industrial development eras were the 1970s (20% of stock), 1980s (25%) and 1990s (17%). This means that more than half of the local authority area’s industrial stock is at least 44 years old. While age is not the only guide to property obsolescence, detailed analysis within Ryden’s subregional reports identifies at-risk stock, as well as instances of industrial properties being refurbished. Energy performance is an increasing concern, both in terms of carbon emissions and energy costs. 4.8.3. As with West Central Scotland as a whole, South Lanarkshire has low industrial property availability, currently sitting at 3.8%. At this level of vacancy, it is likely that occupiers will experience restricted choice of premises in terms of locations, sizes, specification, and quality / modernity. The vacancy rate has fallen from a high of 9.1% recorded in 2013, which was the tail-end of the weak market, following the global financial crisis. 4.8.4. South Lanarkshire has an office availability rate of 12%. This is marginally above the 11% office availability rate for Glasgow City Region and has been rising recently. The 9
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current office supply of circa 443,000 sq.ft. is contained within 43 offices, however, the supply is very adaptable to sub-divisible and flexible options in serviced offices/ business centres. This, being the case, the Council will focus available resources around the industrial sector, rather than office provision. 4.8.5. The market assessment reports provide a summary of the existing employment supply and demand across the Council area. The reports also identify opportunities and priority areas where the Council and its Partners could most effectively focus future investment. 4.8.6. Conclusion In conclusion the Summary Report identifies a number of actions that should be pursued. These include measures and recommendations on a South Lanarkshire Wide basis, as well as localised Cambuslang and Rutherglen initiatives to:- stimulate the refurbishment of existing industrial stock actively encourage the creation of development ready plots look at where the Council can intervene in the market to ensure new supply of industrial and office properties review Shawfield and explore its potential for a range of uses, as well as offices - consultancy work identifies that the demand for high quality office that led to the Shawfield Masterplan has now changed and although there will continue to be specific requirements a mixture of industrial, bioscience, high value manufacturing and uses requiring extensive land provision should be considered 6. Funding 6.1. Historically, the European Union Structural Funds would have been a source of funding support, but Brexit means that participation is no longer possible. Several new funding streams have, however, become available to replace the lost European Funding. This includes, at a United Kingdom (UK) level, funds related to the levelling up agenda now managed via the Ministry of Housing, Communities and Local Government, Green Freeports and investment Zones and Place, Community Wealth Building and natural capital support from the Scottish Government. City Deal and Scottish Enterprise also have a role to play. 6.2. From a public sector funding perspective, South Lanarkshire Council is eligible to apply to a number of UK Government and Scottish Government funds. As outlined above, efforts should be continued to produce funding applications associated with employment land, although competition is fierce and the award of funding unpredictable in this challenging economic climate. Recent changes to the structures and composition of the UK Government are also likely to have as yet unknown implications. 6.3. Market failure is common in Scotland outside of city centres and strategic transport corridors and public sector intervention in the property market is often required in areas where market failure exists, in order, to support economic development. The Council will continue to pursue identified opportunities but going forward the private sector will be key to investment and supply. A strong local economy that attracts good quality tenants will ensure a healthy property market that can attract investment. 7. Next Steps and Timescale 7.1 The Summary Report recommends a number of possible interventions and recommendations, and it is intended that these will influence actions incorporated into future economic development activity. These South Lanarkshire wide priority areas 10
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and potential interventions, where external funding will require to be identified, include:- 7.1.1 Targeting existing industrial stock seek to support to landlords and occupiers to upgrade premises through incentivisation focusing direct SLC investment in stock in poorest condition and undertaking exemplar projects identifying funding sources demolition and/or redevelopment of areas of obsolescence in Council owned stock 7.1.2 Serviced plots between 0.2 and 0.5 hectares development ready plots are undersupplied, so monitor the supply of private sector sites bring forward sites in public ownership for development and promote via the Local development Plan and “Invest South Lanarkshire” website review the Vacant and Derelict Land Supply promote the Hamilton area, with its excellent transport links and easy access to Glasgow, as a sub-regional location via the “Invest South Lanarkshire” website and targeted publicity 7.1.3 Monitor industrial development review and monitor the private sector to identify projects that will address the undersupply of modern units identify opportunities where selective market intervention could be provided target potential funding opportunities which would support this sector 7.1.4 Monitor the office market direct support for flexible office space reinvesting in existing Council managed office buildings monitor the loss of office stock to the supply monitor the ‘Cat A’ office market seek to explore alternative property management models for the office sector 7.1.5. Development of Magenta at Shawfield in conjunction with Clyde Gateway review the opportunity to diversify the market at Magenta whilst retaining the option for core office investment identify opportunities for further small-scale office development review and assess high value employment uses assess potential amenity uses 7.2. All the above will require to be undertaken against the existing background of fragmented demand data, and of managing existing funds within a changing funding environment. The Council will have a role to play in the delivery of many of these actions identified in the reports, although in many cases the role will be that of regulatory body with a limited direct involvement in delivery. 7.3. At the Community and Enterprise Committee of the 26 November 2024, the Committee approved the adoption of the Ryden review reports as a basis to move forward and approvals relating to specific projects including funding, delivery and lead partners will be taken to the appropriate committee for approval at a future date. 11
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7.4. The Council owns a site on Cathcart Road, Rutherglen. This site has previously been cleared of redundant commercial buildings, and in support of the findings of the Analysis Report, it is proposed that the redevelopment of the site be brought forward to deliver high quality lettable commercial space that will benefit from appropriate renewable and sustainable design and technologies. Budget from the Shared Prosperity Fund was previously identified to support the project, and an application was made for support from the Scottish Government Regeneration Capital Grant Fund (RCGF). As a result of current financial pressures, the Scottish Government deferred decisions on the RCGF program. These discussions have restarted, and we are currently in dialogue around support for our Cathcart Road proposal. Additional Funding will have to be identified to deliver this project. This may include the Vacant and Derelict Land Fund, Glasgow City region, enabling and delivering Commercial Space project and other South Lanarkshire Council managed funds. The first stage, the procurement and appointment of a design team has been undertaken, and early site surveys and design is underway. Feasibility, statutory consents and budget permitting, a completion during the summer of 2026 is targeted. 7.5. Community and Enterprise Resources are looking at further opportunities at key sites, including Clyde Gateway owned sites at Shawfield Innovation Campus (Magenta) and the Clydebridge Steel Works at Cambuslang. These sites form part of the Councils bid to the Glasgow City Region Enabling and Delivering Commercial Space Project. Funding is being sought, as part of a competitive application process to deliver new commercial space and unlock sites for future development to attract investment, deliver economic development and maximise their potential. 7.6. Key to a successful employment sector is the marketing of South Lanarkshire. The Councils “Invest South Lanarkshire” website is now built, and this will serve as an important platform for the marketing of key sites and property and serve as the gateway for private sector investors/developers to contact the Council. 8. Employee Implications 8.1. There are no employee implications through the endorsement of the review reports. 9. Financial Implications 9.1. The costs for the Council in preparing the property Analysis Reports have been funded with support from the Shared Prosperity Fund. 9.2 As noted, the Report identifies a number of actions and projects which will require funding. Each will be considered on an individual basis and will be subject to separate approvals. It is the intention that external funding will lead the delivery of investment. 9.3 Implementation of actions will focus on the co-ordination of activity that will largely be funded through external funding. The financial resources required to deliver the Action Plans will be considered on a project-by-project basis. In addition, the report provides a basis to support external funding bids from a range of sources, however, it is important to note that much of the success of the plan will relate to support and investment from the private sector. 10. Climate Change, Sustainability and Environmental Implications 10.1. The Report was prepared, having regard to the existing and emerging challenges around climate change and sustainability. It is intended to complement and comply with the Council’s and wider communities’ aspirations in the area. 12
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11. Other Implications 11.1. The risks associated with not supporting the report outcomes is that South Lanarkshire’s employment land and property sector will not have a co-ordinated approach to its response to the many challenges it faces. The performance of this sector has a significant impact on the local economy and quality of life for South Lanarkshire citizens. The Council’s reputation could also be damaged if it is not seen to actively support the sector. 12. Integrated Impact Assessment and Consultation Requirements 12.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no Integrated Impact Assessment is required. 12.2. Consultations have been co-ordinated by Enterprise and Sustainable Development Services, with a range of other Council Services who have an ongoing role in employment land and property within South Lanarkshire. This consultation and co- operation will continue throughout the duration of the initiative. David Booth Executive Director (Community and Enterprise Resources) 7 February 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References None List of Background Papers Report the Community and Enterprise Committee - Employment Land and Property Market Analysis Report 26 November 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- John Archibald, Project Development Officer, Enterprise and Sustainable Development Services E-mail: john.archibald@southlanarkshire.gov.uk 13
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Report Agenda Item Report to: Cambuslang and Rutherglen Area Committee Date of Meeting: 26 February 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Update on Town Centres 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update members on the activity currently being undertaken in town centres across the Rutherglen and Cambuslang area [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that members note the current activity across the town centres. [1recs] 3. Background 3.1. The nature of town centres across the United Kingdom (UK) remains in a transitional stage. The range of issues involved in the challenges town centres are facing are broad and complex. Factors such as, the Covid 19 pandemic, internet shopping, growth of out-of-town shopping malls, changes in retailers’ business models and consumer expectations have resulted in a decline in town centre footfall. 3.2 Some of the issues are local and specific to individual towns, however, many are issues seen across the country influenced by wider economic patterns, consumer behaviour and corporate decisions. 3.3 Supporting our town centres remains a Council priority, and we continue to work closely with the appropriate groups and organisations in each town, through a partnership approach to achieve our common goals. 3.4 Local communities remain supportive of their town centres and have a desire to see them thrive. The way in which they use their town centres is, however, very different to that of a generation ago. It is broadly accepted that the traditional function of a retail town centre needs to change to meet the needs and expectations of modern communities. There is, therefore, a collective need to establish a new role and function for our town centres to ensure that they can continue to thrive and remain relevant in the years ahead. 3.5 Officers are working on a range of projects designed to help transition our town centres. These projects are closely aligned with the Scottish Government approach to town centres, captured in the New Future for Scotland’s Town Centres report and action plan alongside National Planning Framework 4 which recognises the value of regeneration to transform urban places and improve wellbeing. 4 15
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4. Town Centre Activity - Rutherglen 4.1. In line with town centres across the UK, Rutherglen has seen a change in customer behaviour over the past 20 years, with resultant vacant retail space. Despite these challenges, Rutherglen town centre performs above the national average with a vacancy rate of 9.8% against an average of 14%. The town has a strong local community, sense of identity and numerous assets which allow it to evolve to meet the needs of its users. 4.2 In order to provide an agreed approach to the individual needs of Rutherglen town centre, the draft Rutherglen Town Centre Strategy and Action Plan was developed, with a view to informing future decision making for sustained long term improvement. Officers have worked closely with the Improvement Services Shaping Places for Wellbeing Team to create an action plan that captured the real needs of the community. 4.3 Following Committee approval of the draft town centre strategy and action plan, an 8- week consultation exercise was undertaken both online and in person. The consultation was advertised widely through Council channels, Third Sector organisations and community and business links, in order to attract responses from a wide cross section of the public. 4.4 323 responses had been returned when the consultation closed on 3 July 2024. The draft strategy and action plan was well received with the majority of respondents in support. Points of note include:- the town centre is well supported by a large number of local residents walking to use the amenities there is an overall sense of pride, loyalty and sense of community from residents who have a genuine desire to see their town centre improve and who greatly value assets such as the Town Hall there is serious concern regarding anti-social behaviour and related graffiti/vandalism and as a result a desire for a greater Police presence there is a desire for a greater range/variety of retail offering there is an overall perception of a “run down” appearance due to empty shop units and the deterioration of several vacant buildings , for example, bingo hall and Stirrup Cup 4.5 In addition to the feedback from the consultation exercise, data has been collected through engagement and research undertaken by the Shaping Places for Wellbeing team. Feedback widely echoes consultation feedback. In addition, there is a desire for “places to meet and gather” in the public realm, alongside places that are safe and welcoming to people of all ages and abilities. 4.6 Analysis of the feedback from the consultation exercise confirmed that largely, the Strategy and Action Plan will address the issues raised by respondents. It is clear that a greater focus on tackling anti-social behaviour is required, and work is already underway on this with the formation of an anti-social behaviour working group led by local MP Michael Shanks. The Council are fully engaged with all local stakeholders and will continue to work closely with partners to address ongoing issues. 4.7 The consultation exercise helped clearly identify the demographic most often utilising the town centre amenities, and it is important to ensure that the needs of those users are at the forefront of our Strategy and Action Plan. Initiatives around Dementia and 16
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Neuro Divergence will be considered to ensure the town centre is inclusive and accessible for all. 4.8 As noted above, officers have been working closely with the Shaping Places for Wellbeing team. Shaping Places for Wellbeing was a 3-year programme, running until March 2024, delivered by Public Health Scotland (PHS) and LGIS, jointly, with local authorities and NHS Boards and has the aim of addressing health inequalities. The programme attempts to stop problems developing through the use of an upstream approach to address the social determinants of health. It recognised that much of the ability to make improvements in areas sits with local partners, including Councils and sought to harness this, to develop new approaches that improve health and wellbeing outcomes, and from which learning can be drawn and used more widely across Scotland. The Rutherglen area was selected as a test site due to the level of health inequalities within the town, the strong local infrastructure and the work being complementary and adding additionality to the range of activity which was already under way. 4.9 The Shaping Places for Wellbeing programme has improved data National Health service (NHS). The data and learning collected from the programme will support and inform work around the council’s Marmot Place pilot. 5. Town Centre Activity - Cambuslang 5.1 Cambuslang town centre also performs above the national average with a vacancy rate of 11.8% against a national average of 14%. In the same vein as Rutherglen, the town has a strong local community and identity which supports the town centre. The town has recently benefited from a new streetscape which has significantly improved the main shopping route. 5.2 The original streetscape works formed a significant part of the Cambuslang Town Centre Strategy and Action Plan. The Action Plan was delivered successfully through the work of the Council and Cambuslang Community Council. The Plan is due for renewal in 2025. Officers will work with local partners to consult the local community and update the Action Plan in line with their needs. The renewed Plan will be brought to Committee later in the year. 5.3 Cambuslang Main Street has been selected as a pilot as part of the Litter Strategy. Officers are working with Cambuslang Community Council to review litter, business waste and fly tipping in the area. Due to the topography of the Street, there are difficulties when it comes to presenting commercial and domestic waste. Officers continue to look for solutions. New residential bin shelters have recently been erected on Main Street to improve the presentation of waste. 6. Town Centre Living 6.1 Town centre living is a key policy aspiration of the Scottish Government. The development of housing within town centres can have a major role in creating strong and sustainable places as well as supporting key policy aims around active travel, affordable and independent living, walkable neighbourhoods, the wellbeing economy, net-zero and the reuse of existing built assets. 6.2 Officers are working with a range of public and private sector partners, including Scotland’s Towns Partnership and Scotland’s Futures Trust to explore options across South Lanarkshire’s town centres. 7 Employee Implications 7.1 There are no employee implications from the information set out in this report 17
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8 Financial Implications 8.1 There are no financial implications from the information set out in this report. All projects and spend referred to will be subject to separate approvals as appropriate. 9 Climate Change, Sustainability and Environmental Implications 9.1 The imperatives of climate change alongside National Planning Framework 4 set an agenda for change that seeks to make our town centres more sustainable, liveable and productive places. This will be developed through the Local Development Plan and individual town centre Action Plans which will respond to these priorities for each individual town centre. 10 Other Implications 10.1 All town centres face a challenging set of circumstances. It is essential the Council plays a full and active role in the future of or town centres. Not doing so will result in continued decline and greater demands on limited resources. 11 Integrated Impact Assessment and Consultation Requirements 11.1 Our town centres have to be available for all across our communities. We continue to work and consult with a broad range of groups across our communities and as noted above the work involved in improving our town centres will be subject to wide consultation. David Booth Executive Director (Community and Enterprise Resources) 11 February 2025 Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Previous References None List of Background Papers Rutherglen Town Centre Action Plan Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Victoria Nelson, Project Manager, Enterprise and Sustainable Development E-mail: victoria.nelson@southlanarkshire.gov.uk 18
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Appendix 1 SLC Towns – Places for People Rutherglen 2023-2028 – Action Plan 1. Introduction Town centres are at the heart of our communities and are a vital part of our past, present and future. They are traditionally places to shop, work and access the facilities and essential services that people require. But the role of our town centres is changing and people have more alternative choices than ever before. Costs of ownership and operation favoured out- of-town investment and more recently digital sales have replaced many of those made in a town centre. Consumer demand for choice and increasing home ownership has led national retailers and leisure operators to promote larger stores which are accommodated in out of town/edge of centre locations. Most centres have witnessed a reduction in the number of town centre residents and there has been a rise in car ownership leading to a decrease in local use. A growth in new build developments on the edge of centres has also led to a decline in the use of traditional town centres. The recent move by many to working from home has resulted in an unprecedented change in how we use and enjoy our town centres as demonstrated by the change in pattern of movement and footfall. Digital commerce is now more heavily used than ever with goods, services and restaurant quality food delivered to doorsteps quickly. Further, the way in which we think about town centres at both a national and local level has changed with more emphasis being placed on sustainability and the wellbeing agenda. Like all town centres across the UK, Rutherglen has felt these changes and the town centre must adapt to meet the needs of today’s consumers. It is understandable that we wish we could turn the clock back to how things used to be however, the traditional customer has undergone significant change. Instead of looking backwards to how the town once operated for a different generation we must instead look to what today’s users need from a town centre as well as how the town centre will operate for future generations. Only then will we create a centre that is a truly attractive proposition to both consumers, visitors, retailers and business. Rutherglen has a strong identity and the people of Rutherglen are rightly proud of its rich heritage as a Royal Burgh. Rutherglen town centre is, in comparison to a number of similar towns, performing well with a variety of retail, hospitality and banking units on a main street of high occupancy. It is important to ensure though that what is on offer is what primarily, the people of Rutherglen need, want and can access but also an attractive offering for visitors to the town from near or far. South Lanarkshire Council (SLC) can influence some factors relating to the centre and indeed has a focus on these. The vibrancy and vitality of the town centre however is dependent on a number of factors with the Council being one of many stakeholders. The town needs the support of all who live, work and do business in it to champion the town centre and help it reach its maximum potential. The Rutherglen Town Centre Action Plan (2023-2028) captures the collaborative actions of South Lanarkshire Council, our partners and town centre stakeholders to support Rutherglen Town Centre and build strong foundations for future generations. 4 19
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Appendix 1 2. Rutherglen Town Centre Vision “To ensure Rutherglen Town centre is a vibrant hub, offering shopping, community services, leisure, business and residential spaces at the heart of a growing town with a proud history, heritage and culture” Places we create impact on those who live work and relax in them and can have a positive or negative impact on their health and wellbeing. Place planning and visioning is an important tool for delivering change which can address the needs of people and place and address the challenges of the future. Our Approach The purpose of this strategy is to propose a long term shared vision for Rutherglen town centre and objectives and actions to underpin it. Evolving from the work undertaken in previous town centre strategies this strategy and action plan has been prepared using a range of information gathered through engagement and research undertaken in partnership with the Improvement Service’s Shaping Places for Wellbeing Team. The strategy provides an agreed approach to the issues faced by the town centre and will inform future decision making to help achieve sustained long term improvement Place and wellbeing assessment A place and wellbeing assessment enables us to take a systematic approach to identify impacts and make recommendations for consideration to maximise benefits to the wellbeing of people and place and minimise negative impacts. At the conclusion of the place and wellbeing assessment process a report is produced with issues categorised under a set of Place and Wellbeing Outcomes, a consistent and comprehensive set of outcomes that every place needs to enable those who live, work and relax there to stay healthy and thrive. No one sector or discipline delivers these outcomes and we use the outcomes to critically question whether we are taking the right collective actions to bring about the change people need from our places Place and Wellbeing Outcomes Place and Wellbeing outcomes fall into five overarching themes with relevant sub themes under each. These themes in turn produce a set of outcomes from which actions are identified: 20
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Appendix 1 3. Addressing the Challenges Rutherglen is a town centre with strong assets and a definable place quality. This is evident though the strong civic presence, business base, historical architecture and investment to date. These provide the foundations for Rutherglen to assert its role as a strong and vibrant town centre. Rutherglen’s key strengths include: - A distinctive and diverse offer Retailers have previously had representation in a considerably greater number of towns than their business models now allow. With the continued growth of online shopping, mobility of customers and move towards “click and collect” their requirements have changed and there is less demand from retailers for town centre locations. Recognition of this change in certain aspects of retailing allows focus on other key aspects of the town centre including leisure and cultural offering, services and town centre living. As one of Lanarkshire’s larger towns Rutherglen is well placed to provide a variety of functions to its catchment area. - Access and enhanced connectivity Rutherglen is very well-connected with excellent road and rail infrastructure to other areas of South Lanarkshire as well as into Glasgow City Centre and beyond. Rutherglen has the potential to further develop the quality of its offer and appeal of place. By continuing to develop its active travel offer and providing a welcoming experience for those with additional needs Rutherglen can support its local catchment. Rutherglen fits well into a local living model which allows it to support the community it serves. - Strategic Investment SLC secured funding for investment in Rutherglen Town Centre for the creation of The Hub, a community meeting space on Rutherglen Main Street and also business incubation space and a gym facility in the Exchange shopping centre. SLC were also able to support the owners of The Exchange in carrying out environmental improvements including upgrade to the frontage. Officers continue to seek funding to deliver strategic investment outlined in this action plan. - Council Commitment The Council is committed to supporting our town centres and has developed strategies for Hamilton, Blantyre, Larkhall and Cambuslang providing further information and detail on policies set out in the adopted Local Development Plan (LDP). Each strategy provides a framework for collaborative work across a range of partners, groups and delivery models and a policy basis for communities to take forward aspirations for their own town centres. - Shaping Places for Wellbeing The Shaping Places for Wellbeing Programme stemmed from the desire to use Place and Wellbeing Outcomes to ensure the impact of decisions consider every aspect of place. To fully understand the contribution of our places as part of the preventative solution when addressing the range of priorities facing local councils and health boards across Scotland. 21
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Appendix 1 Key Opportunities and challenges facing the town centre can be summarised as follows: KEY OPPORTUNITIES KEY CHALLENGES Extremely active, motivated local community with many people willing to work with Council and partners on environmental and other community issues On-demand expectations - new technologies and business models have made getting what we want when we want it easier than ever. This offers direct competition to the high street which will need to adapt to compete. Community Wealth Building initiatives give local people more say in the future of their centre. Changing face of retail to more digital models reduces the need for retail provision in traditional town centres leaving empty units. NPF 4 puts the town centre at the heart of new planning policy. Limited event and multi use spaces for community, clubs and groups to hire SLC Business Support Team have a robust programme in place to encourage start ups and help current businesses Energy inefficiency in ageing town centre buildings makes newer edge of town units a more viable proposition for businesses. Green economy – as consumer attitudes towards climate change shifts the green economy is becoming more important. Coupled with likely increased regulation, green focussed businesses and town centres will find themselves becoming more attractive to consumers. Ageing Population – an older society will change the demands users place on high streets not only in terms of what shops, facilities and community spaces are required but also in terms of accessibility. Excellent links to Glasgow (and beyond) via road and rail network. Reduction in town centre homes over the years has reduced the customer base in town centres. Close proximity to M74 and excellent transport provision makes the town an attractive option.with good provision of public transport Cost of living crisis reduces household spending power Unique local heritage and historic architecture give Rutherglen a distinct sense of place. High volume of traffic on Rutherglen Main Street (B768) restricts pedestrian movement and contributes to a noisy environment Good access to Open Spaces – Cuningar Loop, Overton Park, Fernbrae Meadows with access to local walking and cycling routes Air quality is perceived to be poor Town centre offer aligns with local living model Seen more as a road link to city centre rather than a destination Rutherglen is a recognised Air Quality Management Area. An air quality monitoring station is situated in Main St Rutherglen and has produced evidence that air quality has improved significantly over recent years Traditional shopping hours are not in line with modern day lifestyles (limited Sunday opening and late-night shopping). 22
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Appendix 1 Greater sense of “localness” after the pandemic creates demand for new community spaces, tailored retail and hospitality to meet local demands. There is a level of perception locally that Graffiti, vandalism, fly-tipping, and the storage of waste impact negatively on the visual appearance of the town centre. Rutherglen 900 - series of community led activities will attract visitors and promote Rutherglen as a place of historical interest encouraging community engagement and partnership working Increasing reports of youth/anti-social behaviour Assessment of Rutherglen’s distinctive qualities alongside the opportunities and challenges facing the town centre show that, like all town centres, Rutherglen must evolve to take advantage of opportunities and counter threats. To continue attracting people and investment town centres must offer better quality choices that reflect our changing habits and lifestyles. They need continuing support and investment to allow them to improve and develop new functions other than retail. It is therefore important that Rutherglen town centre is better equipped to thrive and prosper, meeting the needs of all its residents, businesses and visitors. 23
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Appendix 1 4. Strategic Context Legislative and strategic context for SLC’s town centre ambitions have developed over the past few years. Health and wellbeing, community empowerment, sustainability and the reduction of inequalities have become key priorities for the country. The key strategies and legislation which guide this document are as follows: National Planning Framework 4 The Scottish Government has published a new National Planning Framework (NPF4) setting out the future for planning of places and environments. NPF4 differs from previous NPFs as it incorporates Scottish Planning Policy and the NPF into a single document and forms part of the statutory development plan. The National Planning Framework recognises that the challenges town centres are facing today demand a change in the way we plan for tomorrow. Planning for the future makes it important to future-proof places, be more innovative and involve a wider range if people in the planning process. NPF4 supports the “town centre first” principle and the development of local living The NPF places significant emphasis on building a more inclusive and fairer well-being economy. Place Principle and Place Making The “Place Principle” promotes a shared understanding of place and the need to take a more collaborative approach to a place’s services and assets to achieve better outcomes for communities. The principle requests that “all those responsible for providing services and looking after assets in a place need to work and plan together, and with local communities, to improve the lives of people, support inclusive and sustainable economic growth and create more successful places”. Scottish Government Town Centre Action Plan 2 (TCAP2) The Scottish Government published the “A New Future for Scotland’s Town Centres” report in February 2021. This report was an independent collaborative review of the progress and scope of the 2013 Town Centre Action Plan. The review group was asked to build on the town centre first approach and develop a refreshed vision for Scotland’s towns and the means to achieve it. While the review group found the basis and route map of the Scottish Government’s 2013 Town Centre Action Plan remains sound, they concluded that progress “needs to be more consistent and rapid”. To support this the group has made three key recommendations as follows: 1. Strengthen the formal positioning of towns and town centre in National Planning, including requirements to produce town and town centre plans, co-produced with communities and enhance data collection and use at town and town centre level. To support that: • Town and town centres to be included and prioritised in National Planning Framework. 24
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Appendix 1 • Town Centre Plans need to be developed and implemented with the local community and with a focus and commitment on the wellbeing of people, the planet and economy. • Develop a revised and enhanced focus on measurement and data for towns and town centres. 2. Scottish Government should review the current tax, funding and development systems to ensure that wellbeing, economy and climate outcomes, fairness and equality are at their heart. 3. Funding of Demonstration Projects in Towns and Town Centres. Projects could be focussed around themes of: • Town Centre Living Expansion • Digital Skills and Use in Towns • Enterprising Communities • Climate Change Response Community Empowerment Act/ Community Wealth Building The Scottish Government has adopted the internationally recognised Community Wealth Building (CWB) approach to economic development as a key practical means to achieve wellbeing economy objectives. CWB is designed to harness the economic leverage of local “anchor” organisations (such as local authorities, health, universities, colleges, housing associations or large local private sector employers) to tackle long standing systematic challenges and structural inequalities within our communities. It seeks to transform our local and regional economic systems to enable more local communities and people to own, have a stake in, access and benefit from the wealth our economy generates. Community Wealth Building can deliver more and better jobs, business growth, community-owned assets and shorter supply chains creating greater resilience and supporting net zero ambitions. The Community Empowerment (Scotland) Act 2015 is a significant piece of legislation which enhances opportunities for the active participation of communities. The Act created new responsibilities and powers for the council and other public bodies to help empower communities. These include: • Participation requests whereby community groups can make a request to public service providers to open a dialogue on issues they feel are important with a view to improving outcomes. • Asset Transfer whereby communities have the right to make requests to local authorities, Scottish Ministers and a range of other public bodies for the transfer of land or buildings they feel they could make better use of. • Community Right to Buy which extends the community right to buy land to cover both urban and rural land and changes some of the procedures previously introduced by the 2003 Land Reform Act. The Act also makes provision for communities to buy land that is abandoned, neglected or detrimental to the environmental wellbeing of the community where the owner is not willing to sell the land. 25
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Appendix 1 South Lanarkshire Towns – Places for People (Town Centre Visioning) Places for People is South Lanarkshire’s place-making framework for town centres. As a strategy it sits alongside the Local Development Plan, Community and Neighbourhood plans to help guide decision-making for our town centres. Town visioning has increasingly become part of the toolkit to address the challenges facing town centres and to reposition towns to meet the needs of the 21st century. Places for People provides a forward-looking strategy aligning local outcomes with wider national programmes and funding. It established a framework for a shared sense of vision. National programmes and funding initiatives offer new routes to develop and fund town centre investment programmes. Scottish and UK Government funding through Community Regeneration Funds, Levelling Up Funding, Growth Deals, Net Zero Initiatives and Place and Active Travel Funds create new opportunities to fund larger integrated programmes. Partnership funding can help accelerate project delivery, advance strategic programmes and build long term value alongside local initiatives. While currently in draft form this strategy will be adopted in 2024 and will sit alongside the Rutherglen Town Centre Strategy and Action Plan. South Lanarkshire New Places New Futures – Strategy and Action Plan South Lanarkshire Council’s “New Places New Futures” is an ambitious programme to support the transition to net-zero across South Lanarkshire’s towns while enhancing their qualities as places to invest, visit and work. Within the programme the Council has developed a vision and strategy for towns that builds on their existing assets, identifies areas and opportunities for improvement and place-making that supports sustainable living. Following the development of the Council’s Climate Change and Sustainability Strategy, this net -zero towns strategy provides a specific route map for how principal settlements across South Lanarkshire will positively address the transition to net-zero through place-based action and investment. While currently in draft form this strategy will be adopted in 2024 and will sit alongside the Rutherglen Town Centre Strategy and Action Plan. 26
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Appendix 1 5. Town Centre Action Plan The Action Plan seeks to set out a range of objectives for Rutherglen Town Centre and outlines in the Action Plan where resources and activities should be focused to deliver the desired outcomes. There is no one solution or intervention which will address all the issues facing the town centre. The issues and solutions are wide ranging, interrelated and complex. The approaches and actions adopted will need to be given time and progressed as a coordinated suite of measures to deliver the most effective impact. Regeneration requires long-term sustained activity and initiatives and these actions need to be delivered with flexibility. Advancing a coordinated set of actions across the town centre will help business confidence and support investment. It must be progressed with a wide range of partner participation. Projects need to look to exploiting current programmes, grant funding and regeneration funds wherever programmes and funds allow. The projects and initiatives which the Council are highlighting to partners across the town centre will be categorised using the place and wellbeing themes as follows: • Movement o Active travel o Public transport o Traffic and Parking • Spaces o Streets and spaces o Natural spaces o Play and recreation • Resources o Services and support o Work and economy o Housing and Community • Civic o Identity and belonging o Felling safe • Stewardship o Care and maintenance o Influence and control The Strategy is a holistic range of measures aimed at revitalising a variety of aspects within the town centre. With this in mind, the success of the strategy is dependent on the actions of the Council in partnership with the private sector, community and third sector. 27
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Appendix 1 6. Action Plan Movement Action Lead Timescales Outcomes Active Travel Plan SLC/ Short- Medium The Rutherglen and Cambuslang area Active Travel Network Plan was published in 2019 and identified: the actual and perceived barriers to all-ability cycling and walking for everyday journeys in and around Rutherglen and neighbouring Cambuslang, the network needed to enable modal shift to those modes and promote Rutherglen and Cambuslang as Active Travel Friendly Towns. Key routes have been identified, implementation and work is ongoing. Proposals to increase capacity at park and ride sites in the area are also identified Better Points App SLC Ongoing A pilot project funded by SLC and Scottish Government to move people away from unnecessary car journeys to walking, wheeling and cycling, car sharing and public transport by encouraging tracking and rewarding active and sustainable travel. Spaces Action Lead Timescales Outcomes Accessible town centres SLC, Shaping Places, Third sector partners Short- Medium Audits to be carried out to establish the suitability of Rutherglen town centre for those with accessibility needs. This will include looking at initiatives that will assist those with additional needs such as dementia, autism, and physical accessibility issues. Audits will determine future actions to be implemented. Support SLC’s litter strategy – the council wide litter strategy was approved by SLC Ongoing The strategy focuses on litter, fly tipping and dog fouling with an emphasis on prevention. Work will concentrate on education, engagement and 28
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Appendix 1 Committee on 31st August 2023. enforcement. We will work with town centre partners on an action plan with key measurables. Greener, cleaner town centre SLC Medium SLC signed a concordat with the Clyde Climate Forrest committing, amongst other things, to target tree planting in urban areas. Not only will this help towards net-zero ambitions and improve air quality, but studies have shown that trees help to increase dwell time in town centres. SLC aim to carry out design feasibility works to ascertain how the town centre could contribute to the ambitions of this scheme. Town Centre Net Zero Study SLC Medium This study looks at the longer term net zero ambitions for Rutherglen such as improving air quality, good transport links. Community Rail Partnership – Rail 74 CRP/SPT Ongoing Rail 74 covers six stations between Rutherglen and Hamilton. In partnership with Scotrail CRP develop projects working with local businesses and social enterprises to for example develop station artwork with a focus on improving mental health. Resources Action Lead Timescales Outcomes Cultural asset – feasibility study SLC Medium Identify a vision for key cultural assets in Rutherglen Town Centre. This will include how these assets can aid economic development within the town centre. Social enterprise – “Re-use” projects SLC/ VASLAN/ Social Enterprises Medium Explore the possibility of a shared space for sorting and distributing for social enterprises selling pre-loved items through a cooperative model. Former Mecca Bingo Hall Private sector/ SLC Short- medium term We will continue to work with the owner of this site to secure development 29
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Appendix 1 Insideout App SLC Medium Digital noticeboard – aims to be a one stop shop for all business and community information Inward Investment SLC/Clyde Gateway Ongoing Number of projects complete and ongoing eg, Red Tree Magenta Business Centre creating assets which can aid economic development within Rutherglen town centre Town Centre Living SLC/Scot Gov/RSLs In response to Scottish GovernmentsTown Centre action Plan which encourages town centre living. Officers are working with housing colleagues and private sector to identify sites in Rutherglen where this may be feasible. Shaping Places for Wellbeing SPfW Complete 3 year programme delivered by Public Health Scotland and the Improvement Service jointly with local authority and NHSL to improve wellbeing by reducing the significant inequality in the health of people and to support those making decisions that will influence a place to consider the consequence of those decisions on all the evidenced features of places that impact peoples health and wellbeing. . Civic Action Partners Timescales Objective Rutherglen 900 Community Groups/SLC Short To support a series of community led activities to celebrate 900 year anniversary as a royal burgh Anti-Social Behaviour Working Group SLC/Police Scotland/Community Groups/Elected Representatives/Local Business Ongoing Identify and address issues relating to anti- social behaviour Town Centre CCTV rollout SLC, Police Scotland Ongoing Engagement with key town centre partners has been undertaken to ascertain areas of need and roll out a new state of the art system will be rolled out over the next 18 months. 30
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Appendix 1 Air Quality Monitoring SLC/SEPA Ongoing Continued monitoring of air quality via Air Quality Monitoring Station on Main St Rutherglen to ensure continued improvement in air pollution levels. Stewardship Action Partners Timescales Objective Landlord Engagement SLC Short – Medium Empty shop units can discourage investment in the town centre, decrease the offer of the High Street and contribute to a general sense of decline. Engagement with absentee landlords aims to connect them back to the local community and consider ways which the units can be brought back into use through initiatives such as shop front improvements, pop ups, business support and change of use 31
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Appendix 1 7. Next Steps The improvement of Rutherglen town centre is not solely in the gift of the Council. To develop and ensure ownership of the strategy it will be vital to build on the initial engagement and continue to work in partnership with local businesses land and property owners the local community, local interest groups and statutory agencies. The vision, objectives and actions outlined in this strategy are intended to form a basis for discussion and for all stakeholders to collectively share and take forward. Coordinated and sustained activity is key to supporting Rutherglen Town Centre. The delivery of the range of projects and initiatives will require agreement across all stakeholders taking a coordinated approach to delivery. The finalised strategy will be used to engage with key stakeholders and support funding bids and submissions for specific projects. Engagement and sharing the town centre vision, objectives and strategy build a broad base of support for action allowing a collective approach to delivery. 32
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Update for Cambuslang and Rutherglen Area Committee Participatory Budgeting – Update for Area Committee Service Area Estate Improvement Budget/HIP Environmental Programme Lead Officer Tracey O’Donnell Stage 1: Pre-Consultation • What are we asking the public for their view on (what service is it / description etc)? • How much funding are we asking about? • Who are we asking, • How are we doing this? • When are we doing this? • When will we report back? Estate Improvement Budget The Estate Improvement Budget totals £40,000 and is split across the 4 housing divisions of South Lanarkshire. Each Local Housing Management Team can direct the funding towards projects or improvements highlighted as a priority by customers of Housing and Property Services. Although limited in value, the budget is ideally suited for conversion to a Participatory Budgeting approach, as often it funds a number of smaller projects that have been highlighted as a priority by customers. Examples of recent exercises include customer engagement on options for the type and design of new fencing and lighting. To date, 6 projects are being undertaken within the Cambuslang and Rutherglen area in relation to:- improving the side garden area at Braeside Place, Cambuslang improving back garden area at Howieshill Road, Cambuslang improving the drying green at Castlefern Road, Rutherglen improving pathways between flats and main road at Cruachan Road, Rutherglen improving the common pathway at Galloway Drive, Rutherglen improving the lane behind Mossgiel Avenue and Lochlea Road, Rutherglen Housing Investment Programme: Kitchen Replacement Programme Key priorities for the Housing Investment Programme for 2024/2025 include the delivery of a planned kitchen replacement programme. For tenants receiving a new kitchen, an online visualiser was published to help people choose their preferred cupboard units, worktops and flooring. Stage 2: Post Consultation The outcome of the PB activity What happens next? Further reporting requirements (eg required Committee approval) Estate Improvement Budget A total of £9980.81 from the Estate Improvement Budget was spent in the Cambuslang and Rutherglen division during 2024/2025 on a range of tenant priorities:- following feedback from residents that brambles were impacting ability to enter and exit the building, about the garden area at Braeside Place, the brambles were removed, and the hedges and treelines were cut back in response to discussions with local residents highlighting that the brambles in the back garden of 5 Howieshill Road were making it difficult to take refuse bins out, the brambles were removed 5 33
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following reports by residents at 40 Castlefern Road of possible slip hazards, the drying green was demossed and sprayed with weedkiller and self-seeders removed in response to feedback from tenants at Cruachan Road of overgrown wildflowers and unsightly and uneven pathways causing a trip hazard, an area of pathway was removed, wildflowers were strimmed, and fencing was removed, to improve the quality of the area following resident feedback that the common path at Galloway Drive was unsightly, weeds were removed and the pathway treated with weedkiller in response to feedback from residents at Mossgiel Avenue that they were prevented from using the lane to Lochlea Road due to overgrown weeds and vegetation, the weeds were removed, and the lane was treated with weedkiller Housing Investment Programme: Kitchen Replacement Programme A total of 119 kitchens have been replaced in Council tenancies in Rutherglen between August and December 2024, with tenants being offered a range of options in relation to the type, colour, and finish and the installations delivered in line with their individual preferences. The total spend on the replacement of kitchens in Rutherglen to end December 2024 is £1.009 million and more installations are planned until end March 2025. 34
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Report Agenda Item Report to: Cambuslang and Rutherglen Area Committee Date of Meeting: 26 February 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Forward Programme for Future Meetings 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise members of the forward programme for the meetings of the Cambuslang and Rutherglen Area Committee to 17 December 2025 invite members to suggest topics for inclusion in the Committee’s forward programme [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the report and the outline forward programme for the meetings of the Cambuslang and Rutherglen Area Committee to 17 December 2025, attached as an appendix to the report, be noted. [1recs] 3. Background 3.1. Following discussion with the Chairs of the 4 Area Committees, it was agreed that a list of items proposed for consideration at subsequent meetings be provided to afford an opportunity for members to inform future agendas. The outline forward programme for Cambuslang and Rutherglen Area Committee to 17 December 2025 is attached, for members’ information, as an appendix to the report. 4. Employee Implications 4.1. There are no employee implications. 5. Financial Implications 5.1. There are no financial implications. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no Climate Change, Sustainability or Environmental implications in terms of the information contained within this report. 7. Other Implications 7.1. There are no risk implications in terms of the information contained within this report. 8. Integrated Impact Assessment and Consultation Arrangements 8.1. The report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 6 35
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8.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 12 February 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lynne Hamilton, Administration Officer Tel: 07385 370044 E-mail:- Lynne.Hamilton2@southlanarkshire.gov.uk 36
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APPENDIX CAMBUSLANG AND RUTHERGLEN AREA COMMITTEE OUTLINE FORWARD PROGRAMME Meeting Date Item Responsibility 14 May 2025 Scottish Fire and Rescue Service Presentation SFRS Care and Repair Lanarkshire Presentation Care and Repair Lanarkshire Education Resources Participatory Budgeting Education Resources Social Bite Project Housing and Technical Resources Playscheme Grants Finance and Corporate Resources Community Grants Finance and Corporate Resources 13 August 2025 Police Scotland Presentation Police Scotland Community Justice – Unpaid Work Initiatives Presentation Community Justice Community Grants Finance and Corporate Resources 8 October 2025 Community Planning Update Chief Executive’s Service Community Grants Finance and Corporate Resources 17 December 2025 Community Grants Finance and Corporate Resources Note:- Education Scotland Inspection Reports will come to Committee as and when they are available 37
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Report Agenda Item Report to: Cambuslang and Rutherglen Area Committee Date of Meeting: 26 February 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Grant Applications 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request approval for the allocation of 7 community grants from the Cambuslang and Rutherglen Area Committee 2024/2025 community grant budget request authorisation for the Executive Director (Finance and Corporate Resources), in consultation with the Chair, to approve further community grant applications meeting the relevant criteria in the period to 31 March from the 2024/2025 budget [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a community grant be awarded as follows:- (a) Applicant: Friends of James Aiton Primary School, Cambuslang (CR/13/24) Purpose of Grant: Start up grant - Equipment Identified Community Benefits: Our children and young people thrive Estimated Cost: £1,500 Total Eligible Grant Applied for: £1,500 Recommendation: £300 Amount Awarded: To be determined by the Committee (b) Applicant: Tempo Community CIC, Rutherglen (CR/16/24) Purpose of Grant: Equipment Identified Community Benefits: Inspiring learners, transforming learning, strengthening partnerships Estimated Cost: £850 Total Eligible Grant Applied for: £850 Recommendation: £510 Amount Awarded: To be determined by the Committee (c) Applicant: Lightburn Elderly Association Project, Cambuslang (CR/17/24) Purpose of Grant: Equipment Identified Community Benefits: People live the healthiest lives possible Estimated Cost: £992 Total Eligible Grant Applied for: £992 7 39
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Recommendation: £595 Amount Awarded: To be determined by the Committee (d) Applicant: Third Lanark Football Academy 2007, Rutherglen (CR/18/24) Purpose of Grant: Equipment Identified Community Benefits: Our children and young people thrive Estimated Cost: £420 Total Eligible Grant Applied for: £420 Recommendation: £300 Amount Awarded: To be determined by the Committee (e) Applicant: 2nd Rutherglen Brownies (CR/20/24) Purpose of Grant: Outing and entrance fees Identified Community Benefits: Our children and young people thrive Estimated Cost: £350 Total Eligible Grant Applied for: £350 Recommendation: £350 Amount Awarded: To be determined by the Committee (f) Applicant: Cambuslang Bowling Club (CR/21/24) Purpose of Grant: Outing Identified Community Benefits: People live the healthiest lives possible Estimated Cost: £300 Total Eligible Grant Applied for: £300 Recommendation: £300 Amount Awarded: To be determined by the Committee (g) Applicant: Burnside Autumn Club, Cambuslang (CR/22/24) Purpose of Grant: Outing Identified Community Benefits: People live the healthiest lives possible Estimated Cost: £300 Total Eligible Grant Applied for: £300 Recommendation: £300 Amount Awarded: To be determined by the Committee (2) that the Executive Director (Finance and Corporate Resources), in consultation with the Chair, be authorised to approve any further community grant applications meeting the relevant criteria in the period to 31 March 2025 from the 2024/2025 budget. ecs] 3. Background 3.1. The Council operates a community grants scheme to support local constituted community groups and voluntary organisations. All applications require to be supported by a constitution, audited accounts or annual income and expenditure accounts, a bank statement, and confirmation that the group/organisation will adhere to the conditions of the grant award. Applications are invited continually throughout the year. 3.2. The main aims of the community grants scheme are to:- fund activities and projects which bring community benefit 40
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involve people in the community by bringing them together to enjoy educational, recreational, leisure and other community activities or to improve the local environment 3.3 Support can be provided for a range of activities including administration and publicity costs, purchase of equipment and materials, annual outings and entrance fees, start-up costs and special events. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. The current position of the community grants for the Cambuslang and Rutherglen Area Committee area in 2024/2025 is as follows:- Total allocation for Community Grants £25,750 Grants previously allocated £4,740 Community grants allocated in this report £2,655 Remaining balance £18,355 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The risk to the Council is that grant funding is not utilised for the purpose for which it was intended. This risk is mitigated by internal controls including audit procedures and conditions of grant agreement. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. All the necessary consultation with the community groups has taken place. Jackie Taylor Executive Director (Finance and Corporate Resources) 10 February 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent. We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities Previous References Cambuslang and Rutherglen Area Committee – 27 November 2024 List of Background Papers Individual application forms 41
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Geraldine Wilkinson, Clerical Assistant Ext: 4818 (Tel: 01698 454818) E-mail: geraldine.wilkinson@southlanarkshire.gov.uk 42