Agenda Document Pack - Climate Change and Sustainability Committee - 18/12/2024
South Lanarkshire Council · 18 December 2024
Back to Climate Change and Sustainability Committee — 18 December 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 10 December 2024 Dear Councillor Climate Change and Sustainability Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 18 December 2024 Time: 10:00 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 Norman Rae (Chair), Kirsten Robb (Depute Chair), Joe Fagan (ex officio), Alex Allison, John Anderson, Ralph Barker, Maureen Chalmers, Ross Clark, Margaret Cooper, Colin Dewar, Monique Equi, Ross Gowland, Lynsey Hamilton, Gavin Keatt, Ross Lambie, Richard Lockhart, Katy Loudon, Julia Marrs, Lesley McDonald, Elaine McDougall, Carol Nugent, Mo Razzaq, John Ross, Graham Scott, Bert Thomson, Helen Toner, Margaret B Walker, Kirsty Williams Substitutes Walter Brogan, Robert Brown, Andy Carmichael, Gerry Convery, Poppy Corbett, Andrea Cowan, Allan Falconer, Gladys Ferguson-Miller, Elise Frame, Geri Gray, Martin Hose, Richard Nelson, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Climate Change and Sustainability Committee held on 9 October 2024 submitted for approval as a correct record. (Copy attached) 3 - 8 Monitoring Item(s) 3 Sustainable Development and Climate Change Strategy Action Plan: Quarter 2 Progress Report Report dated 27 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 9 - 68 Item(s) for Noting 4 Public Bodies Climate Change Duties - Annual Report 2023/2024 Report dated 27 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 69 - 100 5 Litter Strategy - Update Report dated 27 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 101 - 116 6 Artificial Intelligence (AI) Litter Survey Report dated 27 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 117 - 122 7 Ash Dieback Disease (ADD) Report dated 27 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 123 - 146 Urgent Business 8 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Susan Somerville Clerk Telephone: 07557 323097 Clerk Email: susan.somerville@southlanarkshire.gov.uk 2
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CLIMATE CHANGE AND SUSTAINABILITY COMMITTEE Minutes of meeting held via MS Teams and in Committee Room 1, Council Offices, Almada Street, Hamilton on 9 October 2024 Chair: Councillor Norman Rae Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Ralph Barker, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Colin Dewar, Councillor Monique Equi, Councillor Allan Falconer (substitute for Councillor Lesley McDonald), Councillor Ross Gowland, Councillor Lynsey Hamilton, Councillor Gavin Keatt, Councillor Richard Lockhart, Councillor Katy Loudon, Councillor Julia Marrs, Councillor Elaine McDougall, Councillor Carol Nugent, Councillor Mo Razzaq, Councillor Kirsten Robb (Depute), Councillor John Ross, Councillor Bert Thomson, Councillor Helen Toner Councillors' Apologies: Councillor Margaret Cooper, Councillor Joe Fagan (ex officio), Councillor Ross Lambie, Councillor Lesley McDonald, Councillor Graham Scott, Councillor Margaret B Walker, Councillor Kirsty Williams Attending: Chief Executive’s Service S Terry, Web Journalist Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development; K Carr, Head of Facilities, Waste and Grounds Services; G Dodds, Sustainable Development Officer; A Goldie, Operations Manager; K McCafferty, Sustainable Development Officer (Funding); C Park, Head of Roads, Transportation and Fleet Services; A Wallace, Sustainability Adviser Education Resources L Sherry, Head of Education (Support Service and School Estate) Finance and Corporate Resources K McLeod, Administration Assistant; S Somerville, Administration Manager Housing and Technical Resources S Turner, Section Leader (Legislative) Also Attending: Mr McKenna, Principal Teacher and P6 pupils, St Vincent’s Primary School, East Kilbride Chair’s Remarks The Chair:- paid tribute to Councillor McGeever, former chair, for all his good work during his tenure welcomed Mr McKenna, Principal Teacher and the following P6 pupils from St Vincent’s Primary School, East Kilbride:- Ibraheem Mahmood Ellie Parker Sanidh Jailkhani Ellie Scott 2 3
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1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Climate Change and Sustainability Committee held on 14 August 2024 were submitted for approval as a correct record. In terms of matters arising, Councillor Marrs requested an update in relation to the:- full environmental tonnage of private vehicles travelling to and from schools, following on from the school transportation changes ‘Hands Up’ survey, which gave a breakdown of how children travelled to school L Sherry, Head of Education (Support Service and School Estate) confirmed that meetings had taken place with colleagues from Community and Enterprise Resources in terms of seeking advice on how to approach the matter. In summary, if it was possible to take forward work looking at this area, then this could involve some form of transport analysis, also considering the mitigating strategies that Education Resources were looking to implement. She advised that this would take some time and, while the exact timescales were unknown, a further report considering potential approaches could be brought to a future meeting of this committee. She confirmed it would not be ready for the meeting in December 2024 but, if possible, would aim to have it ready for spring 2025. The Committee decided: (1) that the minutes be approved as a correct record; and (2) that it be noted that it was intended to bring a report on the issues raised previously, as detailed above, to a future meeting of this Committee in spring 2025. 3 Food Waste Projects A report dated 13 September 2024 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the work undertaken to reduce food waste within Facilities Services. Following Climate Emergency training in July 2022, a cross Resource working group was formed to look at food waste within primary schools. The project team sourced materials from Zero Waste Scotland and worked with Waste Services on a programme of school visits and presentations to promote the Food Waste journey in South Lanarkshire. Facilities Services had identified avoidable food waste in primary school dining rooms and sought innovative solutions to aid Scotland’s net zero transition. Partnering with Education Resources, the Service launched a whole-school initiative to address the issue, and piloted a 6- week programme in 5 primary schools, including St Vincent’s Primary School, East Kilbride. This was followed by a further 21 schools over 3 rollout periods. Pupils, designated as ‘Waste Warriors’, were provided with scales, high-visibility vests, and resources to monitor the clearing station area by ensuring correct waste segregation, communication with their peers in encouraging them to eat their full lunch and reduce food waste in the dining hall. The catering team measured the kitchen preparation and counter waste. All data from the dining hall and kitchen areas was brought together, recorded and discussed on a daily and weekly basis. 4
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The initiative sparked creativity across schools, with pupils forming a gardening club at Carnwath Primary and a composting group at Kirktonholme Primary. The initiative has now expanded to over 20% of the Council’s primary schools, with 26 school groups taking part and other schools awaiting rollout. The outcomes of the project were as follows:- an enjoyable and fun learning experience, with pupils taking a proactive approach to being involved changes and/or a focus on menu items and products that resulted in higher food waste cooks in charge considering the quantity of certain foods they were cooking to reduce waste greater awareness and confidence on the benefits of reducing food waste food waste data showed the importance of a focus on waste and continuous engagement to maintain improvements development of an education learning pack Having identified vegetables from the pupils’ ‘autopsy’ as a food group with higher food waste, this became an area for development as it formed a crucial part of children and young people’s diet. It was also a requirement of the Food and Drink in Schools (Scotland) Regulations 2020, where 2 portions of vegetables and fruit must be available daily as part of the lunchtime offering. Positive actions taken were detailed in paragraphs 4.5.1 and 4.5.2 of the report. The study demonstrated that waste reduction was achievable with targeted efforts, details of which were provided at paragraph 4.6 of the report. Other projects/initiatives aimed at reducing food waste included:- a pre-order lunch service across all schools and nurseries’ a ‘Still Fresh’ station fridge located within a designated area of high schools to enable cold, pre-packaged food which had been left unsold to be taken by pupils or employees at no cost monitoring of waste at the HQ coffee shop and the introduction of a ‘Still Fresh’ station all meals and snacks were pre-ordered in the Early Years nursery establishments, with Early Years staff managing and distributing any unused food a pictorial menu pack for all primary schools and, as part of the move to a digital process, a pilot had been developed where a presentation of the menu pack and a split screen function allowed the pictorial menu pack to be shown alongside the Parent Pay menu selector on the whiteboard The Principal Teacher and the pupils from St Vincent’s Primary School, East Kilbride gave a presentation, in the form of a Q&A session, speaking on the challenges and benefits of the project. Officers and the pupils responded to members’ questions on various aspects of the report and project. Mr McKenna and the P6 children were thanked for their very informative presentation. The Committee decided: that the progress and updates on Food Waste initiatives be noted. 5
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4 Approval of Forthcoming Public Bodies Climate Change Duties 2023/2024 Report A report dated 13 September 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the reporting timetable for the Council’s annual Public Bodies Climate Change Duties Compliance report for 2023/2024, as required under the Climate Change (Scotland) Act 2009. Due to the Climate Change and Sustainability Committee timetable this year, it was not possible to present the full report to this Committee prior to its submission to the Scottish Government by the due date of 30 November 2024. Instead, it was proposed that the report be submitted to the Council’s Executive Committee on 13 November 2024 and presented to the next meeting of this Committee for noting on 18 December 2024. In response to a member’s question, the Sustainability Adviser confirmed that data had not been available to allow reporting to this Committee within the timescales. The Committee decided: (1) that the Council’s Public Bodies Climate Change Duties Compliance report for 2023/2024 be presented for approval to the Executive Committee on 13 November 2024; and (2) that the Council’s Public Bodies Climate Change Duties Compliance report be presented for noting to the Climate Change and Sustainability Committee on 18 December 2024. 5 Carbon Management Year End Report 2023/2024 A report dated 13 September 2024 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the year end position with respect to the Council’s carbon emissions for 2023/2024. The Scottish Government had set climate targets within legislation to reduce all greenhouse gas emissions Scotland-wide by 75% by 2030, 90% by 2040 and a total reduction from the 1990 baseline by 2045. On 5 September 2024, the Climate Change (Emissions Reduction Target) (Scotland) Bill was published. The Bill sought to amend the Climate Change (Scotland) Act 2009, in response to the Climate Change Committee’s (CCC’s) advice that Scotland’s interim emissions reduction target for 2030 was beyond what could be achieved. While the target of net zero emissions by 2045 would not be changed, the Scottish Government was seeking to establish 5-yearly carbon budgets, which were based on the CCC’s recommendations and were more reflective of the realities of long-term decarbonisation policy planning. To align the Council’s carbon management reporting with the Public Sector Climate Change Duties Compliance report, going forward all Council carbon management related reports would categorise the Council’s corporate emissions as Scope 1 (direct emissions), Scope 2 (energy indirect) or Scope 3 (other indirect emissions). The Council’s carbon footprint for 2023/2024 was detailed at Section 4 of the report and gave a comparison with the same corresponding period for 2022/2023. This showed that a reduction of 9.46% had been achieved. The reasons for the reduction were detailed at paragraph 4.2. of the report. 6
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While the Council had a zero direct emissions (Scope 1) target by 2038, it did not have a route map in place to achieve this target. A report would be submitted to a future committee, taking a longer-term view on the likelihood of Council Services meeting national carbon reduction targets. This would outline key national carbon reduction targets and legislation for those individual Services which contributed most to Council carbon emissions, as well as the next steps in reducing carbon emissions in the medium to long-term. Officers responded to members’ questions on various aspects of the report. The Committee decided: that the final year end position in relation to South Lanarkshire Council’s carbon emissions for the year 2023/2024 be noted. 6 South Lanarkshire Council - Climate Week 2024 A report dated 13 September 2024 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the work undertaken by South Lanarkshire Council in support of Climate Week 2024 which was held from 23 to 29 September 2024. The Council’s Sustainability Team, in collaboration with the Communications team and other Services, had planned a programme of engagement initiatives that were delivered during Climate Week 2024. The Council’s approach aimed to set a positive tone whilst underlining the urgency of action. Further details were provided in Section 5 of the report. The Sustainability Team would incorporate lessons learned from Climate Week into its Sustainability Communications Plan. Councillor Robb highlighted that sustainability and climate change was a top risk for the Council and outlined the many co-benefits of action on tackling climate change, including saving money, improving health/fitness and green jobs. She encouraged all councillors to complete the climate emergency and sustainability training to see the connections between the global issues and what could be done locally. The Committee decided: that the climate action initiatives during Climate Week 2024 be noted. 7 Item of Urgent Business – Nature Restoration Fund The Chair advised that he had ruled to accept a request, submitted in terms of Standing Order No 4(c), for an item of urgent business from Councillor Robb. Councillor Robb advised that, since the last meeting, there had been notification of a cut to the nature restoration funding which meant a reduction of £265,000 for nature restoration. She highlighed that this would affect seasonal workers at Langlands Moss, tree planting and signage at the new nature reserves. She advised that the Council had declared a nature emergency this year and asked officers what the intention was to maximise internal and external resources to make sure the Council continued to contribute towards its biodiversity strategy. 7
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In response, the Head of Facilities, Waste and Grounds Services advised that, over the last 3 years, a lot of good work had been undertaken using the funding, which amounted to £545,000 last year. This had helped the Council expand its local nature reserves and the green network. There had been a lot of work planned, including the use of the funding to retain seasonal workers over the winter period. This was all additional work and would not be possible under current budgets. As it stood at the moment, the Council would not be able to undertake the additional work planned for this winter period, however, the team was looking at whether there were other funding sources available that might supplement some of the winter work. He advised that the Scottish Government was suggesting that the funding might be reinstated next year but the details were unclear at this stage. The Committee decided: to note the update in terms of the Nature Restoration Fund. 8
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 18 December 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Sustainable Development and Climate Change Strategy Action Plan: Quarter 2 Progress Report 1. Purpose of Report 1.1. The purpose of the report is to: - [ present the Sustainable Development and Climate Change Strategy Quarter 2 Progress Report 2024-25, for the period 1 April 2024 to 30 September 2024 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s): - (1) that the Sustainable Development and Climate Change Strategy Action Plan Quarter 2 Progress Report 2024-25 be noted. 3. Background 3.1. The Sustainable Development and Climate Change Strategy 2022-27 was approved by the Council on 15 June 2022. The Strategy sets out how the Council aims to develop sustainably and tackle the climate change emergency over a five-year period, whilst also providing a broad strategic direction for longer term planning to help deliver on the agreed outcomes and contribute to achieving a longer-term vision. 3.2. The Action Plan for 2024-2025 was approved at the Climate Change and Sustainability Committee in August 2024. 3.3. Progress against these actions will be monitored using IMPROVe and reported to the Climate Change and Sustainability Committee at Quarter 2 and Quarter 4. 3.4. Delivery of actions within these strategies provides the main focus for the sustainable development activity and also enables the Council to fulfil its duties under the Local Government (Scotland) Act 2003, the Climate Change (Scotland) Act 2009 and the Council’s contribution to the UN’s Sustainable Development Goals. 3.5. Progress on all objectives, actions and measures as at Quarter 2, 1 April 2024 – 30 September 2024, is set out in Appendix 1. All data and comments included in the Appendix are correct as of 30 September 2024. 4. Sustainable Development Strategy 2022-2027 Quarter 2 Update 4.1. The Action Plan progress report comes in two parts; the first part contains performance/contextual measures towards the Strategy’s outcomes, and the second part contains improvement actions for each of the themes within the Strategy. 3 9
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4.2. Part One - Performance Measures The overall summary of performance measures at the end of Quarter 2 is as follows: Total number of performance/ contextual measures 17 Status – Green The timescale or target has been met as per expectations. 8 (47%) Status – Amber There has been minor slippage against timescale or minor shortfall against target. 1 (6%) Status - Red There has been major slippage against timescale or major shortfall against target. 0 Reportable at a later stage For some measures, the statistics are not yet available to allow us to report whether the target has been reached or not. These will be reported when available 4 (23.5%) Contextual The contextual measures provide a health check for South Lanarkshire. The council’s activities contribute to these measures, however there are many factors that could influence these measures which are not fully within the council’s scope. 4 (23.5%) 4.3. Areas for Improvement There are 0 measures marked as ‘red’ (major slippage). There is one ‘amber’ action where minor slippage was reported at Quarter 2. The amber categorisation relates to the percentage of total household waste that is recycled which has, to date, fallen short of the target but is continuing to be monitored. Further detail on this measure is included within Appendix 1. 4.4. Part Two – Improvement Actions The overall summary of improvement actions at the end of Quarter 2 is as follows: Total number of improvement actions 93 Status - Blue Action Complete 7 (8%) Status – Green The timescale or target has been met as per expectations 67 (72%) Status – Amber There has been minor slippage against timescale or minor shortfall against target 6 (6%) Status - Red There has been major slippage against timescale or major shortfall against target 1 (1%) Reportable at a later stage For some measures, the statistics are not yet available to allow us to report whether the target has been reached or not. These will be reported when available 12 (13%) 4.5. Areas for Improvement There is one measure marked as ‘red’, relating to the Internet of Things project which is on hold to better align with the Digital Transformation timeline. There are six ‘amber’ actions where minor slippage was reported at Quarter 2. Four of these actions’ categorisation relates to revision of timescales for the delivery of associated plans, guides, and strategies. One of the amber measures relates to work to embed 10
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consideration of climate change and sustainability in procurement activity and outcomes: the Scottish Government’s procurement assessment tool has identified that the Council still requires to make further progress in relation to two of the five categories. The final amber categorisation relates to the withdrawal of the Nature Restoration Fund by the Scottish Government, which will in turn impact the scale and pace of biodiversity related work within South Lanarkshire. Further detail on these delays, and associated management actions, are included within Appendix 1. 4.6. Key Highlights Progress on all objectives, actions and measures is set out in Appendix 1. Some of the key achievements for Q2, are noted below: The Council’s direct carbon emissions for the financial year 2023-24 reduced by 7.87% compared with the previous year. Meanwhile, the Council’s indirect carbon emissions reduced by 12% during financial year 2023-24 compared with the previous year. Up to £1.2 million has been secured from Scotland’s Public Sector Heat Decarbonisation Fund to support decarbonisation measures at Our Lady of Lourdes Primary School. A new Integrated Impact Assessment process has been introduced that includes a Sustainability Impact Assessment. Completion of this will now have to be considered for all proposed projects and initiatives which are being presented to the Corporate Management Team and Committee for approval. 27 schools are involved in the Waste Warriors initiative which aims to reduce food waste within schools. Work continues to extend the programme to more schools across the Council. 50 schools currently hold Green Flag awards, an increase of 5 schools on the previous year. On top of this, 5 further schools are currently progressing through the assessment framework. A robust and varied schedule of engagement was carried out during Climate Week (23-29 September). This included 5 South Lanarkshire VIEW articles featuring community climate initiatives, 3 videos promoting local food growing, 2 intranet posts, 1 employee circular, 1 national news release and over 50 social media posts throughout September 2024. The number of Council employees who have completed Oracle Fusion Climate Change training modules has exceeded the target of a 5% increase in course completion, with a 15% increase since April 2024. 5. Employee Implications 5.1. All Resources are required to contribute to the implementation of the Sustainable Development and Climate Change Strategy to ensure that actions and targets are met. Officers within the Sustainable Development and Climate Change team monitor and report the Council’s progress, however, there are officers from all Resources who have responsibility for updating and owning the actions noted within the IMPROVe action plan. 6. Financial Implications 6.1. The actions detailed in the Sustainable Development and Climate Change Strategy and associated action plan are funded from existing Resource budgets, however, the scale and pace of action needed to meet climate change targets and address the current climate crisis will require significant capital investment and is likely to require external funding and investment. The delivery of the Strategy may help leverage additional funding and investment; however, alternative financing models are also being explored. 11
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7. Climate Change, Sustainability and Environmental Implications 7.1. The Sustainable Development and Climate Change (SDCC) Strategy contributes towards the Public Sector Climate Change Duties, the Biodiversity Duty, and the UN Sustainable Development Goals. The Public Sector Climate Change Duties require that a public body must, in exercising its functions, act in the way best calculated to contribute to the delivery of emissions reduction targets, in the way best calculated to help deliver any statutory climate change adaptation programme, and in a way that it considers is most sustainable. The 2024/25 Action Plan includes initiatives such as reducing carbon emissions from Council operations, encouraging active travel through Beat the Street and the employee Cycle to Work Scheme, as well as encouraging completion of Climate Emergency training modules. These are all efforts that align with the Council’s obligation to act sustainably and mitigate climate implications of operations. Under the Nature Conservation (Scotland) Act 2004, all public bodies in Scotland have a duty to further the conservation of biodiversity when carrying out their responsibilities. The 2024/25 Action Plan emphasises the Council’s commitment to protecting and improving biodiversity. This is evidenced through the work being progressed in conjunction with partners (Clyde Grasslands, Clyde Wetlands and Clyde Climate Forest) to establish Nature Networks which are now evidenced in Nature Network maps. These are providing important evidence in the progress of the Local Development Plan 3. The 2024/25 Sustainable Development and Climate Change Action Plan supports multiple UN Sustainable Development Goals. Some examples of these are: Goal 7 Affordable and clean energy – The Housing Investment Programme allocated £6.5 million towards energy efficiency improvements in 2024/25, furthering efforts to reduce carbon emissions from Council owned housing stock. Goal 11 Sustainable Cities and Communities – Through projects such as the Hairmyres Station improvement work and the addition of two pedestrian crossings at Burnbank Road, the Council is extending its network of walking and cycling routes and encouraging sustainable travel. Goal 13 Climate Action – The Youth Forum empowers young people to influence and engage with climate action efforts. The ‘Teach the Teacher’ initiative has enabled students to educate secondary teachers on climate concerns and the type of environmental education they wish to receive. Goal 15 Life on Land – Since June 2021, the Clyde Climate Forest initiative has planted 3.5 million trees across the Glasgow City Region with a further 13,227 trees planned to be planted this Winter in South Lanarkshire. 8. Other Implications 8.1. The Sustainable Development and Climate Change Strategy has been assessed as part of the Council’s risk management arrangements and relevant issues have been added to the Resource Risk Registers. 9. Integrated Impact Assessment and Consultation Arrangements 9.1. An Equality Impact Assessment and Fairer Scotland Duty impact assessment have been carried out on the Sustainable Development and Climate Change Strategy. 9.2. Public and stakeholder consultation was undertaken during the development of the Sustainable Development and Climate Change Strategy. 12
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David Booth Executive Director (Community and Enterprise Resources) 27 November 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs. Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality. We will work towards a sustainable future in sustainable places. We will work to recover, progress and improve. Outcomes Our children and young people thrive. Good quality, suitable and sustainable places to live. Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities. People live the healthiest lives possible. Inspiring learners, transforming learning, strengthening partnerships Previous References South Lanarkshire Council report on 15 June 2022 entitled ‘Sustainable Development and Climate Change Strategy 2022-2027’ Climate Change and Sustainability Committee report on 31 August 2022 entitled ‘Sustainable Development and Climate Change Strategy 2022-2027’ Climate Change and Sustainability Committee report on 14 August 2024 entitled ‘2024/25 Action Plan for Sustainable Development and Climate Change Strategy’ Climate Change and Sustainability Committee on 14 August 2024 entitled ‘Sustainable Development and Climate Change Strategy Action Plan: Quarter 4 Progress Report’ List of Background Papers The Climate Change (Scotland) Act 2009 Sustainable Development and Climate Change Strategy 2022-2027 UN’s Sustainable Development Goals Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Gemma Dodds, Sustainable Development Officer Email: Gemma.dodds@southlanarkshire.gov.uk 13
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IMPROVe - SLC Performance Management System Report printed on 18 Nov 16:30 Quarter 2 : 2024/25 - April to September Appendix 1 Performance Report 3 15
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IMPROVe - SLC Performance Management System Report printed on 18 Nov 16:3017
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IMPROVe - SLC Performance Management System Report printed on 18 Nov 16:30 Summary (Section 1) - number of Quantitative Measures green, amber and red under each Sustainable Development Theme Sustainable Development Theme Green Amber Red Report later / Contextual Total People 2 0 0 1 3 Place and Communities 3 0 0 7 10 Natural Environment (Planet) 2 0 0 0 2 A Green Economy (Planet) 1 1 0 0 2 Total 8 1 0 8 17 Summary (Section 2) - number of Improvement Actions complete, green, amber and red under each Sustainable Development Theme Sustainable Development Theme Complete Green Amber Red Report later Total People 1 19 0 0 2 22 Place and Communities 2 29 2 1 6 40 Natural Environment (Planet) 1 9 3 0 3 16 A Green Economy (Planet) 3 10 1 0 1 15 Total 7 67 6 1 12 93 Page 1 of 52 18
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures Sustainable Development and Climate Change Strategy - Section 1: Performance Measures The following section provides performance and contextual measures for each of the themes in the strategy. The performance measures highlights progress towards each of the outcomes. The contextual measures provide a health check; however, these are not fully in the scope of influence for the Council. Page 2 of 52 19
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures People Contribute to improving health and wellbeing through environmental protection and access to environmental benefits for all Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years --------------------- This Year ------------- Number of Environmental Volunteering days The number of Environmental Volunteering days will be provided in the Q4 update. The figure reported for 2023/24 will also be updated in Q4 as there has been a delay in receiving figures from external groups leading community volunteering efforts. Report Later 2,000 ------ 4,168 5,212 1,890 Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years --------------------- This Year ------------- Number of Council employees who have completed the Oracle Fusion Climate Change modules The number of employees who have completed Oracle Fusion Climate Change modules to date has increased by 218 to 1,634. This exceeds the target of a 5% increase on the previous year. Climate change training modules were promoted during Climate Week 2024. During Q2 there was a system migration from Learn on Line to Oracle Fusion during which training modules were not available. Green 1,487 1,634 ------ 1,354 1,416 Encourage schools to achieve Eco-Schools status The Council now have 50 establishments with an Eco-Schools Green Flag Award and another five currently working towards the award. Through our Youth Forum on Climate Change and Sustainability, Officers are promoting the Green Flag Award by encouraging staff and students from secondary schools that have achieved the award to share their experiences through presentations at Youth Forum meetings. This offers other participating schools’ valuable insights into the steps and efforts involved in earning a Green Flag Award. Additionally, the Primary STEM and Sustainability Development Officer provides tailored support and training on Learning for Sustainability to schools and nurseries. This includes using Education Scotland’s self-evaluation tool to foster dialogue and action towards a whole-school and community approach to sustainability, as well as helping settings understand the benefits of becoming an Eco-School and achieving a Green Flag Award. Green 50 50 ------ 35 45 Place and Communities Page 3 of 52 20
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures Place and Communities Improve affordable, sustainable, and accessible transport options Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years --------------------- This Year ------------- Number of trips being made by bike An initial baseline number of trips being made by bike will be reported in Q4. Contextual ------ ------ ------ ------ 0 Mode share of school children travelling by active or public transport (Annual national 'Hands Up' Survey) This data is reported per calendar and the figure for 2024 will be provided in the Q4 update. Report Later 61.1% ------ 59.0% 59.9% 60.1% Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use of natural resources and regenerate where appropriate Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years --------------------- This Year ------------- Carbon emissions in tonnage for South Lanarkshire: emissions within scope of Local Authority (figures from DESNZ with a 2-year lag) Annual data is published by the Department for Energy Security and Net Zero. It has a two-year lag; therefore this figure (1,066.9 kilotonne CO2e) relates to the area wide carbon emissions for 2022. Contextual ------ ------ 1,203.9 1,066.9 ------ Percentage reduction on area-wide emissions compared to previous year: emissions within scope of Local Authority (figures from DESNZ with a 2-year lag) Annual data is published by the Department for Energy Security and Net Zero. Area-wide emissions decreased by 11.4% in calendar year 2022 compared to 2021. Contextual ------ ------ 10.0% -11.4% ------ Per capita: emission within scope of Local Authority (figures from DESNZ with a 2-year lag) Annual data is published by the Department for Energy Security and Net Zero Data. This figure (3.3 tCO2e) is for calendar year 2022. Contextual ------ ------ 3.70 3.30 ------ Reduce Scope 1 emissions from Council carbon footprint (Council operations i.e. buildings and fossil fuelled fleet) The council’s Scope 1 carbon emissions (30,281 carbon tonnes) for financial year 2023/24 reduced by 7.87% compared with the previous year. This decrease in emissions is due to a reduction in gas consumption for the council estate, a reduction in the Fleet size in 2023/24 compared with 2022/23 and the procurement of 50 modern commercial vehicles that offer improved fuel efficiency. Green ------ ------ 32,001.0 32,869.0 30,281.0 Page 4 of 52 21
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use of natural resources and regenerate where appropriate Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years --------------------- This Year ------------- Reduce Scope 2 and 3 emissions from Council carbon footprint (electricity, waste and staff travel) The council’s Scope 2 and 3 carbon emissions for financial year 2023/24 (18,205 carbon tonnes) reduced by 12% compared with the previous year. The amount of waste being processed at the Energy from Waste (EfW) facility, as an alternative to landfill, continues to increase, contributing to this reduction in emissions. The carbon associated with waste processed at EfW facilities is much less than if the waste had been landfilled. Green ------ ------ 23,797.0 20,685.0 18,205.0 Occurrence/reduction of flood events 2024 data will be provided in the Q4 update. Report Later ------ ------ 705 1,054 737 Secure external funding to help deliver the Council’s Sustainable Development and Climate Change priorities A total of up to £1.49m of external funding has been secured up to the end of Q2 to support delivery of the priorities within the SDCCS. Projects include up to £1.2M from Scotland's Public Sector Heat Decarbonisation Fund to support decarbonisation measures at Our Lady of Lourdes Primary School; £24,000 from Paths for All Community Transition Fund in partnership with Healthy and Active for promotion of accessible and inclusive active travel; £43,000 from Scottish Power Energy Transmission Net Zero Fund in partnership with Clydesdale Community Initiatives for installation of solar panels at their Lanarkshire Craft Studios; £150,000 from NHS Charities Together in partnership with NHS Lanarkshire for hospital gardening projects; and £75,000 from Scottish Government Heat Network Fund for feasibility work on Hamilton District Heating Network. Green £1.00m £1.49m £0.00m £0.00m £0.00m Empower communities to take climate action and be more environmentally sustainable Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years --------------------- This Year ------------- Increase in the overall number of food growing participants on Council land including schools, care homes, housing area and areas managed by community groups or third-party organisations An update on the number of food growing participants will be provided at Q4. The upcoming opening of Cuningar Loop Allotment site is anticipated to increase the total number of plots and participants. Cuningar Loop Allotment site is due to be completed in November 2024. Report Later 1,118 ------ ------ ------ 1,065 Page 5 of 52 22
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures Natural Environment (Planet) Improve the availability and access to quality outdoor spaces and services Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years --------------------- This Year ------------- Percentage of streets found to be acceptable during Litter Monitoring System Survey Surveys are undertaken three times per year. The figure to date reflects the results from the first survey only. With two more surveys to be undertaken over the year, there is still potential that the target at year end will be met. Green 92.0% 89.4% 92.1% 92.3% 92.0% Retain Green Flag accreditation at Strathaven Park, Cambuslang Park and Castlebank Park Confirmation has been received that Castlebank Park and Cambuslang Park will retain Green Flag accreditation. Official confirmation of Strathaven Park's Green Flag accreditation is pending. This will be reported at Q4. Green 3 2 3 3 3 A Green Economy (Planet) Lead the transition to a circular economy and improve resource efficiency through responsible consumption and production, and buying and selling of local goods and services Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years --------------------- This Year ------------- Percentage of total household waste that is recycled This measure is reported per calendar year. The calendar year to date figure for January to June 2024 is 42.94% and is lower than the annual target of 50%. However, it is noted that the figure rose to 46.97% during the period from April to June 2024. The inability to now recycle Waste Upholstered Domestic Seating (WUDS) means that this type of waste goes to landfill, and is affecting the percentage of total household waste that is recycled. However, it is not possible to measure exactly what the impact is as the specific amount of WUDS going to landfill is not recorded. The percentage of total household waste that is recycled will continue to be monitored. Amber 50.00% 42.94% 41.50% 41.20% 43.75% Page 6 of 52 23
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Performance Measures A Green Economy (Planet) Lead the transition to a circular economy and improve resource efficiency through responsible consumption and production, and buying and selling of local goods and services Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years --------------------- This Year ------------- Percentage of household waste sent to landfill This measure is reported per calendar year and the year-to-date figure is 1%, remaining significantly lower than the annual target of 5%. While this figure remains well below the target to stay under 5%, a planned waste outage tonnage was evident in May/June 2024, meaning that the energy from waste facility in Dunbar was closed for planned maintenance and a relatively small amount of waste was therefore diverted to landfill. Green 5.0% 1.0% 8.7% 1.8% 1.5% Page 7 of 52 24
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Sustainable Development and Climate Change Strategy - Section 2: Improvement Actions The following section provides improvement actions that contribute towards meeting the outcomes in each theme for this financial year. Page 8 of 52 25
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Contribute to improving health and wellbeing through environmental protection and access to environmental benefits for all Action Measures Comments/ Progress Status Safeguard health by improving and protecting air quality Implement grant funded air quality measures during 2024-2025 to support the Air Quality Action Plan and continue to maintain and publicise both real time and historical air quality monitoring results Encouraging uptake of active and sustainable travel forms part of action planning to improve air quality. Formal grant funding from SPT to support active travel behaviour change initiatives has now been confirmed and a grant of £173,500 has been awarded to fund a further Beat the Street project as well as continuing with the BetterPoints Think, Move, Breathe project until March 2025. Scottish Government funding is being used to support air quality monitoring activities as well as for active travel promotional campaigns, anti-idling campaigns, and Eco Stars support for businesses that operate fleet which travel through the South Lanarkshire area. The total awarded in 2024/25 from Scottish Government Air Quality Resource grant and SPT is £369,914.05. Green Page 9 of 51 26
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Contribute to improving health and wellbeing through environmental protection and access to environmental benefits for all Action Measures Comments/ Progress Status Identify and manage contaminated land within the statutory regulatory framework Implement the Contaminated Land Strategy and support the Planning Authority in relation to development applications Land which has been impacted by historic industrial use continues to be considered in terms of contamination. Contamination legacy issues have been found in locations across South Lanarkshire. Site investigations, remediation proposals as well as verification of remediation works form part of the work to ensure that sites with contamination issues are identified and any contamination issues addressed taking into consideration the final use of that land. The overarching ambition is to bring such sites into sustainable and beneficial use. Work to achieve this is ongoing with the Planning Service. Green Identify relevant climate hazards, as well as risks and opportunities which are/will affect South Lanarkshire Develop a climate risk register through CCS Steering Group upon which action planning, decision-making and monitoring will be built upon with regards to climate change adaptation and resilience The following continues to be a top risk for the Council: 'Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the Council and its residents’. The scoring for this risk has been reassessed this year to reflect funding constraints and the difficulties faced by the council in meeting climate change targets. Work to develop a climate risk register will begin in early 2025. Report Later Page 10 of 51 27
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Progress climate justice and ensure the transition to net-zero by 2045 does not exacerbate poverty or inequalities Action Measures Comments/ Progress Status Commission a PHD student from Glasgow Caledonian University to undertake a study to assess the impact of climate change on South Lanarkshire communities Following approval and assessment of the project, the PHD student will progress the data-collection stage of the project through undertaking community engagement During the period of March 2024 to September 2024, the student has conducted five focus groups with community members across South Lanarkshire, as well as seven interviews with various specialists, community leaders, and South Lanarkshire Councillors. The next stage of the data collection process will be to use these findings to inform the questions included in a discrete choice survey. All focus group data will be analysed and synthesised into an intermediate report for South Lanarkshire Council that will be presented to the Climate Change and Sustainability Committee in 2025. Green Continue to raise awareness internally of the project, through participating in events, attending meetings and delivering presentations to both external and internal stakeholders The student presented to Climate Change and Sustainability Committee in August 2024. The presentation focused on the background for the project, information on early data collection, and gave an update on the proposed next steps for the project. The student has also been engaging with the Planning team to ensure that data collected is available to inform ongoing development of the LDP3. Green Work with partners to promote available energy advice and funding support schemes to minimise fuel costs for households Partners deliver a range of actions to tackle fuel poverty, including advice and support, and signposting to financial support The Fuel Poverty Sub Group meets quarterly. The Chair of the group provided a presentation at the Financial Inclusion Network (FIN) networking event in May 2024. Many Fuel Poverty Sub Group members were involved with, or present at, this event. The Chair also gave a presentation at the Community Planning Progress Group. All group members continue to share information and signpost clients on an ongoing basis and can also access the FIN weekly bulletin which is hosted on the Community Planning Partnership website. Additionally, they are encouraged to utilise this resource for sharing news, funding opportunities, consultations, events and training. All Fuel Poverty Sub Group members' Services are also detailed on the 'Money is not the only problem' online resource which is shared widely. Green Page 11 of 51 28
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Progress climate justice and ensure the transition to net-zero by 2045 does not exacerbate poverty or inequalities Action Measures Comments/ Progress Status Promote weather-related warnings and advice from national agencies Continue to work with the Council’s Corporate Communications Team to deliver and/or share regional and/or national weather warnings where relevant or appropriate Alerts issued where appropriate. Complete (e.g. Met Office and SEPA) to inform individuals and communities Work to enhance individual and community level preparedness via sharing and utilising resources available (e.g. Ready Scotland and Adaptation Scotland) and work to raise awareness of the need for community and business resilience to climate change risks The Council regularly monitors the social media channels of partner organisations to identify posts and events that support and promote weather preparedness and climate resilience. Posts offering guidance on home adaptations to help residents stay warm and safe this winter have been shared on the Council's social media platforms. Additionally, Facebook has been used to promote Home Energy Scotland's webinar series, organised by NHS Lanarkshire, which covered important topics like energy-saving. Green Continue to raise awareness and embed sustainability within social work resources and South Lanarkshire HSCP Continue to deliver upskilling and awareness sessions within Social Work resources, utilising frameworks such as the UN Sustainable Development Goals Awareness session has been held with the Planning and Performance Team within Social Work in order to upskill staff in relation to UN Sustainable Development Goals across statutory planning functions. These goals will be embedded across operational service areas throughout the work of the Social Work Planning and Performance Team. Green Page 12 of 51 29
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Action Measures Comments/ Progress Status Mainstream sustainability and climate literacy learning and development across the Council Re-promote Oracle Fusion training on sustainability to elected members and officers by March 2025 The Climate Change and Sustainability (CCS) Team encouraged Officers to complete Climate Emergency Training on Oracle Fusion during Climate Week (23-29 September). The training modules were promoted via an all staff email and in a Climate Week intranet post inviting employees to take part in the training modules available. Green Develop and implement a robust communications plan for promoting and raising awareness of the sustainability, climate Work with the council’s corporate communications team to develop a refreshed 2025/26 communications plan, by April 2025. This will include the promotion of key campaigns throughout the year, for example, Climate Week The Climate Change and Sustainability (CCS) Team worked with the Communications Team to develop a refreshed Communications Plan for 2024/25 which is currently being followed and the initiatives within the plan are being implemented. Lessons learned from 2024/25 communications plan implementation will be used to inform the 2025/26 communications plan which will be devised in early 2025. Report Later Page 13 of 51 30
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Action Measures Comments/ Progress Status change and adaptation agenda within the SLC, national and global context Implement the agreed 2024/25 communications plan and prepare articles, including case studies, to communicate success stories and achievements and inspire further positive action Regular articles and good news stories have been prepared and shared across Council social media channels and South Lanarkshire VIEW as well as local and national newspapers. Stories have included national coverage of the Scottish Tea House in The Herald Scotland, showcasing South Lanarkshire as a location for sustainable tourism pursuits as well as local promotion of the Clyde Cycle Park in the Rutherglen Reformer. More stories have been shared on the South Lanarkshire VIEW, telling the story of positive climate action being carried out by the Cambuslang Apiary, Douglasdale REAL Group, Clyde Climate Forest and the Nowhere to Grow project. The success of the Climate Emergency and Resilience Fund (CEF) grants have been displayed with the use of a three part video series released on social media, featuring Biggar Food Growing Group. All communication initiatives are designed to raise awareness of climate change in terms of the impacts but also the co-benefits. The aim has been to inspire and influence positive behaviour change. We continue to actively share useful information and good news stories on social media from the South Lanarkshire community and national partners. Green Page 14 of 51 31
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Action Measures Comments/ Progress Status Further embed sustainable development and climate change into the Council’s decision-making process Identify potential for development and piloting of an integrated sustainable development decision-making tool to be applied to proposed projects and initiatives presented to the Corporate Management Team and Committee for approval by the March 2025 The Council is implementing a new Integrated Impact Assessment process in 2024 which will include a Sustainability Impact Assessment section. Green Deliver town centre masterplans, strategies, and visioning at a local level Ensure that all town centre development activity has sustainability at its core with reference to the recommendations contained in the Town Centre Net Zero Strategy, NPF4 and other strategic recommendations Town Centre masterplans for East Kilbride and Hamilton have been developed with sustainability at the core. Both masterplans contain sections on sustainability and work to implement masterplans has been procured with this in mind. Both action plans are aligned with the Town Centre Net Zero Strategy, NPF4 and other strategic recommendations to ensure that all masterplan redevelopment is compliant. For example building redevelopment will be considered before demolition and any demolition strategies will recycle materials where possible. Initiatives such as district heating and active travel form part of the plan as lasting sustainable impacts. Green Page 15 of 51 32
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Action Measures Comments/ Progress Status Empower learners to shape and influence action on climate change and sustainability through the youth forum Continue to support the Youth Forum on Climate Change and Sustainability to ensure young people’s voices are represented on appropriate Council matters relating to this subject area Officers are supporting an increased number of Youth Forum meetings during the 2024/25 school session. Additionally, they have supported the candidate selection process for the Forum to vote for their new Chair and Vice Chair, who took up post in August 2024. Officers have also worked on tracking and reviewing the activities the Youth Forum have been involved in, and gauged pupils' views on the areas they would like to see developed in the 2024/25 school session. Green Continue to support the Youth Forum in empowering, shaping and influencing behaviour change in relation to climate change and sustainability in schools In September 2024, Youth Forum members participated in the ‘Teach the Teacher’ programme in order to present to secondary teachers on issues, concerns and areas they wish to be learning about. Officers are also working on identifying funding to support the Youth Forum’s desire to hold a third Conference of Schools event targeted at pupils in early 2025. Planning is underway for the Learning for Sustainability conference for teachers from early years, primary and secondary sectors. Green Page 16 of 51 33
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Action Measures Comments/ Progress Status Embed sustainability in the curriculum across all Education establishments All educational establishments will participate in a Learning for Sustainability Conference and consider how to incorporate aspects within educational settings. e.g. primary schools will aim to deliver one project each year which has an overt focus on sustainability All primary schools have a goal to deliver at least one project per year with a clear focus on sustainability. To assist schools in achieving this goal, officers have developed a curricular framework specifically designed to support the planning and delivery of sustainability-focused projects. This framework provides guidance and inspiration for incorporating Learning for Sustainability into everyday teaching and learning practices. A Learning for Sustainability Conference is also being organised for November of this year. This event will offer practitioners an exciting opportunity to collaborate with Learning for Sustainability partners and explore a wide range of resources designed to support the integration of sustainability into educational settings. At the conference, educators will have access to a variety of tools, workshops, and networking opportunities aimed at embedding sustainability into the curriculum. Green Page 17 of 51 34
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Action Measures Comments/ Progress Status Considering recent national guidance, enhance our focus on learning for sustainability across all levels and curricular subjects We are in the early stages of enhancing our focus on Learning for Sustainability (LfS) across all levels and curricular subjects, following recent national guidance. The Curriculum and Quality Improvement Service Team continues to support schools to embed and strengthen LfS through the provision of resources, staff training, and whole-school sessions. A key development has been the collaboration with the Youth Forum through the Teach the Teacher programme. Drawing on student ideas, a new resource for secondary schools has been created, offering practical suggestions for integrating climate change education across various subjects, with four ideas provided per subject. The resource will be reviewed by secondary school staff before being shared more widely across the authority. Green Work to continue to raise awareness and monitor achievement of learning for sustainability in Early Years establishments Work to plan the Conference of Schools event is underway with the assistance of the Sustainability lead within Education. Following this, new training will be developed and delivered in the new year. The training will help increase work across the Sustainable Development Goals. This will be delivered to Council Early Years establishments and to funded providers, including childminders. Green Page 18 of 51 35
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Action Measures Comments/ Progress Status Explore and review options for carbon reduction from school estates through understanding carbon footprint of activities/ estates Work with Resources from across the Council to understand and reduce carbon footprint through a set of co-developed carbon reduction initiatives Recycling projects within two secondary schools are ongoing. Meanwhile, Officers are working on a funding bid to support the purchase of more recycling bins as part of a rollout to more schools. Additionally, Education Resources are assisting Community and Enterprise Resources with the Food Waste Warriors project across primary schools. A number of schools have been involved and work is ongoing to roll the initiative out further. The opportunity for schools to access trees and hedgerows for planting continues to be promoted. Green Page 19 of 51 36
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Action Measures Comments/ Progress Status Work with our communities to provide programmes and opportunities to increase sustainability awareness and action Provide access to adult learning opportunities which raise awareness on climate change A range of projects continue to be delivered to support adult learners to engage with climate change and sustainable practices. These include: ESOL (English for Speakers of Other Languages) food sustainability workshop and ecological workshop. These provide attendees with the opportunity to learn how to create safe cleaning products and make small steps towards environmental conservation. The Adult Literacy and Numeracy team have been working in the heart of rural Lanarkshire to deliver teaching sessions on how to make eco-friendly products in the Glespin and Douglas areas. The East Kilbride Universal Connections Nowhere To Grow project continues to provide learner-led projects for adults who wish to build skills and knowledge in gardening and horticulture and assist in increasing local biodiversity. Food grown in the garden is shared with other centre users or utilised by the adult cooking group, Eco Eaters. Attendees are also sharing their experiences with others, helping to increase knowledge and understanding. Additionally, staff have undertaken Ride Cycle Leader training, allowing them to lead group cycle rides with learners. The sessions demonstrate how changes in transport habits can help reduce carbon emissions. All of these projects support adult learners to improve their understanding of climate impacts and the simple changes that can provide a net benefit to the environment and South Lanarkshire. These programmes also help provide educational opportunities that develop the core and social skills of learners. Green Page 20 of 51 37
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions People Influence change through improving the understanding of Sustainable Development and the Climate Emergency across South Lanarkshire Action Measures Comments/ Progress Status Promote the Environmental and Sustainability Learning Programmes and Awards delivered across the authority Learners continue to be supported to access awards such as the Duke of Edinburgh’s Award and are encouraged to increase understanding of environmental issues by participating in outdoor learning opportunities delivered through the Youth, Family and Community Learning (YFCL) Awards Team and the network of Universal Connections facilities and YFCL projects. This work is underpinned by the South Lanarkshire Youth Strategy as well as the Learning for Sustainability Action Plan. The Duke of Edinburgh’s Award (for learners up to the age of 26) facilitates volunteering with community groups such as Friends of the Caulder, looking at conservation and environmental awareness. The John Muir Award has been suspended for a year due to the organisation reviewing the award. The aims and objectives continue to be progressed however, and recognition awarded through local systems, and alignment with other awards where applicable. Dialogue between young people and the Community Planning Partnership board continues to progress with an additional development session planned yearly to discuss and tackle issues as well as progress ideas in South Lanarkshire. The draft Community Learning and Development 3-year Strategic Action Plan 2024 - 2027 is currently being presented at relevant committees which supports opportunities to promote environmental and sustainability learning programmes and awards, both existing and new. Green Page 21 of 51 38
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Improve affordable, sustainable, and accessible transport options Action Measures Comments/ Progress Status Encourage active travel by extending our network of walking and Continue the design and implementation of various cycle routes in towns and villages throughout South Lanarkshire and consult key stakeholders throughout the project stages. Active Travel Tier 1 funding has been awarded by Transport Scotland, enabling active travel project works to progress (see below). Green cycle routes Deliver walking and cycling projects / schemes in line with agreed 2024-25 capital programme Active travel project works are progressing as follows: new facilities for pedestrians and cyclists as part of the Hairmyres Station project; two pedestrian crossings at Burnbank Road; and cyclops junction/crossings at Eaglesham Road/Redwood Drive/Greenhills Road. Green Deliver new and improved low carbon vehicle charging infrastructure Install and renew charging infrastructure points which are available for use by the public within South Lanarkshire Work is continuing on the regional collaboration initiative to expand and enhance vehicle charging infrastructure across the West in line with the Inter Authority Agreement. Tenders are currently being reviewed for the appointment of a consultant to prepare tender documentation and project manage the next phase. This will seek to appoint a commercial operator for publicly available electric vehicle charging infrastructure across the Glasgow City Region. Green Continue project design development and implementation and attract private investment within South Lanarkshire As outlined above, tenders are currently being reviewed for the appointment of a consultant to prepare tender documentation and project manage the expansion of electric charging infrastructure across SLC. An Electric Vehicle Infrastructure Expansion Plan and Strategy has been created which identifies the future requirement for charging infrastructure within SLC. This was carried out in partnership with Glasgow City Region partners and the most appropriate financial model is being investigated to allow for the rapid expansion of the network. Green Page 22 of 51 39
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Improve affordable, sustainable, and accessible transport options Action Measures Comments/ Progress Status Progress towards decarbonising the fleet of South Lanarkshire Council vehicles Implement the Fleet Strategy (2020-2025) Action Plan including a reduction in transport related emissions, conversion of fossil fuelled small fleet to full electric and the trialling of new fuel option for the medium to heavy fleet. A revised/rescoped Fleet Asset Management Plan will be completed during 2024/25 and will provide an update in relation to progress against the actions contained in the Fleet Strategy (2020-25). It is recognised that the two years lost to the Covid-19 pandemic impacted the extent of progress that might have otherwise been made. A recent recruitment exercise has now provided some stability to focus on this key piece of work. Green Encourage greater use of public transport by working with partners to improve public transport infrastructure Deliver prioritised improvements to bus and rail infrastructure (e.g. park and ride) in line with available external funding for 2024-25 Land purchase for the Lanark Interchange station area is in progress. This is expected to conclude during the current financial year. The contract for Hairmyres Park and Ride was awarded in September 2024 and works are expected to commence on site in Autumn 2024 with expected completion in Summer 2025. Green Ensure climate change mitigation and adaptation, particularly net zero area-wide emissions form a strategic part of the new Placemaking Guide as per NPF4 Develop interim framework for consultation with stakeholders, with final Placemaking Guide prepared by end of June 2024 Significant progress has been made on the preparation of the Placemaking Guide during 2024. This has included ongoing engagement and consultation at various stages of document evolution, with other Council services as well as organisations such as Seniors Together and Alzheimer's Scotland. Further drafting is being carried out during the remainder of 2024 with a view to the document being completed in February 2025. The document completion date has changed as the result of a strategic decision to make the document a Corporate document, rather than a Planning document. Amber Present finalised document to Planning Committee for approval by December 2024 It is intended a report on the finalised Placemaking Guide will be presented for approval at the Planning Committee in early 2025. The document completion date has changed as the result of a strategic decision to make the document a Corporate document, rather than a Planning document. Amber Page 23 of 51 40
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Improve affordable, sustainable, and accessible transport options Action Measures Comments/ Progress Status Consider sustainable travel within the Council’s employee travel plan Reviewing the current employee travel plan during 2024-25 to encourage employees to adopt sustainable travel choices A more comprehensive review of the travel plan will take place in 2024/25 and is an action within the HR team 2024/25 workplan. Report Later Continue to achieve Cycle Friendly Employer status Ensure that current cycle friendly status facilities at principal building (e.g. HQ, South Vennel) are maintained and promoted through providing facilities such as storage and showers to encourage and enable staff to active travel to work and promotion of the Cycle to Work Scheme’ I’ve highlighted where the only change is for your ease. Current cycle friendly status facilities continue to be maintained. Information about the Cycle to Work Scheme is always readily available on the Council intranet. The scheme is now open all year round and is periodically promoted through employee circulars and featured intranet news articles. Green Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Reduce South Lanarkshire Council's Present 2023/24 interim carbon management report to CCS Committee in May 2024 The Carbon Management Interim Update for 2023/24 was reported to the CCS Committee on 15 May 2024. Complete carbon footprint for indirect emissions not currently measured Prepare Future Carbon Management Report reviewing current strategic net zero work being undertaken by the Council and examples of other local authorities net zero plans/route maps for CCS Committee by March 2025, and consider the development of a carbon emission reduction plan Whilst the Council has a zero direct emissions (scope 1) target by 2038, it does not have a route-map in place to achieve this target. The Sustainability Team is currently working with Resources to develop a forthcoming committee report which will outline key national carbon reduction targets and legislation for those individual Services (namely Property and Fleet) who contribute most to Council carbon emissions, and their next steps in reducing carbon emissions in the medium to long term. Green Present 2023-24 year-end carbon management report to CCS Committee by December 2024 An update will be provided in Q4. Report Later Page 24 of 51 41
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Develop the Public Bodies Climate Change Duties Report Work with Services to complete the Public Bodies Climate Change Report 2023-24 for submission to the Scottish Government by 30 November 2024 The annual Public Bodies Climate Change Duties Compliance report for 2023/24 has been completed and submitted to the Scottish Government. The report was approved by the Corporate Management Team and Executive Committee (13 November 2024) prior to submission. Complete Support towns to transition to net zero Undertake feasibility planning for the implementation of the findings of the Town Centre net zero study by March 2025 The Town Centre Net Zero study is in the process of being incorporated into all town centre masterplans. This study considers each town on an individual basis and looks at interventions which could be incorporated to make each town more sustainable. These include measures such as the introduction of district heating on new developments, sustainable business practices and the introduction of more greening in town centres. By taking a holistic approach to new development in towns, alongside the practice and approach of those who use the town centre it is the hope that carbon consumption can be reduced. Report Later Page 25 of 51 42
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Explore funding and finance models for net-zero and climate adaptation projects Present findings of research into potential funding and finance models and examples of good practice elsewhere to CCS Steering Group by March 2025 A report was presented to CCS Committee in August 2024 on a proposed model for climate investment within Glasgow City Council (GCC) with potential for roll out across Glasgow City Region. SLC Officers have met with the project lead at GCC, to discuss the new model for climate investment. Officers will continue engagement as the project develops to identify the most appropriate routes for collaboration. Green Continue to administer and monitor the Climate Emergency Fund Ensure project delivery and outcomes are achieved by the end of March 2025. Report on progress and impact of the funding to the Climate Change and Sustainability Committee The fund has been committed to posts, internal projects and community grants and projects are progressing. A mid-term report on the progress and impact of the Climate Emergency Fund was presented at the Climate Change and Sustainability Committee in November 2022. This report highlighted the progress made and impact of the fund so far and how the fund has been allocated. A full-term report on the Climate Emergency Fund will be presented to the Climate Change and Sustainability Committee following completion of all projects (scheduled for June 2025). Green Ensure sustainability is considered within capital and revenue budget plans Continue to embed the Sustainability Impact Assessment Process as part of decision-making for both capital and revenue proposals Sustainability Impact Assessments have been embedded as part of the new Integrated Impact Assessments being implemented by the Council. These will be completed for both the Revenue and Capital Budgets for 2025/2026, as appropriate. Green Page 26 of 51 43
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Deliver training, awareness and upskilling on Sustainability Impact Assessment for the revenue and capital budget process Training on the new Integrated Impact Assessments, as well as on-call support and advice, has been made available in advance of completing the Integrated Impact Assessments for the 2025/2026 Revenue Budget. This includes provision of support to officers on the element that covers Sustainability Impact Assessments. Green Page 27 of 51 44
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Integrate climate change and sustainable development into finance strategy and reporting Explore options for better evidencing carbon emissions associated with future Budget spend in line with Public Bodies Climate Change Duties With the roll out of the Integrated Impact Assessment process, emissions are anticipated to be a key consideration. The Scottish Government has stated that in line with future requirements for local authorities to report on their Scope 3 emissions, a suite of guidance materials will be produced and made available to public bodies over the coming years to provide support in measuring emissions associated with key Council functions including procurement. Green Page 28 of 51 45
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Manage flooding priorities and deliver prioritised actions under the Local Flood Risk Management Plan(s) Deliver prioritised flood protection projects / studies in line with available capital and revenue funding for 2024 - 2025 Programme of Culvert Maintenance: This is an ongoing programme of works on the network of culvert inlets and their surrounding areas, with a view to improving the performance of assets and the safety of operatives. Works have been identified and these include the repair/replacement of culvert inlet trash screens and the construction of suitable access paths, steps, fencing and handrails. These works are being progressed on a continuous basis throughout the year. Backmuir Road, Hamilton: Proposed works include the repair of damaged security fencing, improved access for mechanical cleaning operations and repair of damaged gabion baskets at this culvert inlet. Due to a reduction in staff members within the Flood Risk Management (FRM) team, the extent of the required works at this location have still to be clarified. These works are now programmed to be instructed to a contractor in Oct/Nov 2024 with works being undertaken in January 2025 depending upon contractor availability. Park Avenue, Coulter: There is proposed installation of Property Level Protection (PLP) measures and community resilience measures in the vicinity of Park Avenue, Coulter. The specification and delivery mechanism of PLP measures is still under review at this time, however, these PLP measures are still expected to be implemented this financial year. Community Resilience measures, consisting of a large storage container, have been ordered and due for delivery in Oct/Nov 2024. Jonquil Way, Carluke: Proposed works include creating a flood bund adjacent to Jonquil Way, to intercept and attenuate flood water during heavy rainfall events to protect adjacent residential properties. However, due to recent Green Page 29 of 51 46
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status discussions with Scottish Water relating to the potential for them to deliver large-scale flood intervention measures in this area, work has not yet progressed at this location while waiting for clarification of Scottish Water’s proposals. Further details relating to this work will be provided in the Q4 update. James Hamilton Heritage Loch, East Kilbride: In response to the recommendation contained within the Reservoir Engineer’s report, work is progressing on the internal lining of the outflow pipe that drains the James Hamilton Heritage Loch in East Kilbride. These works were originally programmed for June 2024; however, contractor availability issues have led to a delay in commencing works. Further to the latest Reservoir Inspection being carried out during September 2024, these lining works are estimated to be completed this calendar year. Page 30 of 51 47
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Improve resilience of the road network through routine maintenance Review current road maintenance practices to improve climate change resilience through the use of alternative methods, materials and design standards The service regularly considers alternative maintenance techniques in conjunction with industry best practice to help improve carbon footprint and climate change resilience. The use of alternative techniques is subject to the scrutiny of the Engineering teams where consideration is given to engineering merit, operational delivery, future maintenance, and whole life cost. The service regularly collaborates with Scottish Collaboration of Transportation Specialists (SCOTS) and the Scottish Roads Research Board to drive innovation within this area. Green Utilise innovative and new information technologies for environmental benefits Develop business cases for demonstrator Internet of Things (IoT) projects IOT describes a network of devices with sensors, processing ability, software and other technologies that connect and exchange data with other devices and systems over the Internet or other communications networks. IT Services have included IoT within the Digital Transformation workstream. The project has been placed on hold to better align with Digital Transformation timeline. IT Services will provide updates as this progresses through 2024/25. Red Continue the migration to Oracle Cloud Fusion system to support agile working, employee self-service and engagement The Oracle Cloud Fusion system is live for Finance and Procurement, HR and Payroll functionalities. Finance and Procurement are now in normal operation, HR & Payroll remain in post-go-live hypercare. Further information will be available in the Q4 update. Green Page 31 of 51 48
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Explore sustainable web design to reduce the Council website's carbon footprint Redesign of the Council website and intranet is included in the 2024/25 IT service plan and sustainable web design will be considered as part of the project. The ongoing focus seeks to ensure that carbon footprint is minimised through the reuse of code and compressed images to reduce server load. Green Implementation of revised Building Regulations in relation to energy performance in new buildings and the adaptation of existing buildings Continue to raise awareness and upskill surveyors on the Proposed Domestic Building Environmental Standards (Scotland) Bill, considering changes to legislation and building regulations, through facilitating training and awareness sessions Ongoing training and awareness sessions have been provided for surveyors and other colleagues involved in new building development within the Council. Green Page 32 of 51 49
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Increase the overall energy efficiency of homes and increase the rates of decarbonisation within domestic properties across South Lanarkshire Support homeowners and private landlords to improve the energy efficiency of their properties through administering and promoting the Energy Company Obligation Scheme (ECO) and Energy Efficient Scotland: Area Based Schemes The council’s ECO4 scheme opened for applications in July 2023 and runs until 31 March 2026. By 30 September 2024, 463 households have been assessed as eligible for energy efficiency measures to be installed in their homes, representing 97% of all applications received. The majority of eligible households contain at least one member that has a health condition that makes them vulnerable to the effects of living in a cold home. At 30 September 2024, 584 energy efficiency measures have been installed in 214 homes across South Lanarkshire. Ofgem is currently testing a new online Portal for Council submissions and is working towards the development of ECO5. Green Support Registered Social Landlord partners to improve the energy efficiency of their housing stock and take forward opportunities to work jointly to decarbonise heating systems Support continues to be provided to Registered Social Landlord (RSL) partners to help improve the energy efficiency of their own housing stock. This includes sharing grant funding opportunities as well as information that can be distributed to tenants to provide support for those impacted by or susceptible to fuel poverty. Some of the support consists of short-term financial relief provided through third sector partners. Consideration will be given later in 2024/25 to jointly progressing energy efficiency improvements with RSLs on housing stock utilising national grant funding to do so. Green Page 33 of 51 50
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Deliver Housing Investment Programmes to improve the energy efficiency of the Council’s existing homes £33.506m of refurbishment works have been approved for 2024/25, of which £6.5m is targeted towards energy efficiency works. Green Deliver the Council’s affordable housing supply programme to increase the proportion of new, energy efficient homes with clean heating systems The delivery of the new build programme is driven by national and local sustainable development strategies. All new homes are built to Silver Greener Standard as set out in Section 7, Silver Level, of the 2011 Building Regulations in respect of both Carbon Dioxide emissions and Energy for Space Heating. In addition, all Strategic Housing Investment Plan sites that have been granted planning approval from February 2023 are being built to zero greenhouse gas emissions. A higher grant subsidy is available from the Scottish Government to help meet the cost of achieving such standards. In addition, modern construction methods are utilised as far as possible to help minimise adverse environmental impacts. Green Prepare for the introduction of the new Social Housing Net Zero Standard (SHNZS) Develop South Lanarkshire Council’s strategic approach to meeting the new standard The final meeting of the Scottish Government Review group to agree the new SHNZS is scheduled to be held in October 2024. A strategy will be developed once the details of the standard are known. More information will be provided in the Q4 update. Report Later Page 34 of 51 51
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Develop South Lanarkshire’s Local Heat and Energy Efficiency Strategy (LHEES) and Delivery Plan Seek committee approval for the LHEES and delivery plan and work with the relevant lead partners to implement the agreed delivery plan for 2024/25 The LHEES Strategy and Delivery Plan was approved by the Council’s Executive Committee on 26 June 2024. A Co-ordinator has been recruited who is due to take up post at the end of October 2024. Their remit will involve taking forward actions outlined in the LHEES Delivery Plan. An action plan will also be developed to plan and co-ordinate performance as well as monitoring and reporting on LHEES progress and outcomes. Green Assess the Council’s non-domestic buildings and develop a detailed action plan on how it will meet the proposed legislative requirement of being heated by zero carbon heat sources by 2038 Based on the findings from the net zero feasibility studies progress the development of an action plan to meet the national targets for publicly owned buildings by 2038 The Non-Domestic Buildings Net-Zero Feasibilities paper was submitted to the Climate Change and Sustainability Committee on 15 May 2024. The Scottish Government have committed to bring forward a Heat in Buildings Bill in 2025 and this legislation will inform future programmes of work. An action plan will be developed for the LHEES delivery plan actions in early 2025 and performance monitoring and reporting on LHEES progress/outcomes will be introduced. Report Later Page 35 of 51 52
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Place and Communities Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure, and minimise the unsustainable use ofnatural resources and regenerate where appropriate Action Measures Comments/ Progress Status Utilise the Central Energy Efficiency Fund (CEEF) Programme to deliver energy efficiency improvement projects in Council non-domestic buildings Implement the agreed CEEF delivery plan for 2024/25 Of the eight projects approved at Executive Committee, three are complete, one is currently on site and three have still to be programmed. One project has been cancelled as the necessary external funding was not achieved. Green Support the delivery of Climate Ready Clyde's (CRC) Adaptation Strategy Continue as an active member of the CRC Local Authority Forum participating in city region wide workshops and events, creating connections and opportunities for development/co-sharing of knowledge and training by March 2025 South Lanarkshire Council continues to be an active member of CRC which meets quarterly. This is the Local Authority Forum for Collaborative Climate Adaptation Action across the Glasgow City Region. The Forum allows local authorities to work together to build capacity to support adaptation action and look for opportunities to deliver integrated and collaborative adaptation. Officers continue to attend workshops and progress meetings as required and contribute to and inform the work programme of CRC. Green Contribute to the development and implementation of local actions that contribute to the wider Glasgow City Region's (GCR) Adaptation Strategy, where appropriate, working across Council Resources SLC continues to be an active member of Climate Ready Clyde and contributes to raising awareness internally of the GCR Adaptation Strategy. Actions within the GCR Adaptation Strategy are incorporated within the Council's Sustainable Development and Climate Change Strategy. Climate Ready Clyde has indicated that a new monitoring framework will be developed by the end of 2024/25 which will better enable local authorities to report on progress against the GCR Adaptation Strategy. Further progress on this will be reported at Q4. Green Benchmark the Council against climate change risk assessments Undertake a capability assessment to understand the Council’s current status and to identify gaps and areas for improvement by March 2025 Climate Ready Clyde is undertaking a review of the Capabilities Framework to be completed later in 2024. Once the refreshed Capabilities Framework is made available a capability assessment will be undertaken with the Climate Change and Sustainability Officers Group. Report Later Page 36 of 51 53
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Improve the availability and access to quality local outdoor spaces and services Action Measures Comments/ Progress Status Ensure national planning policy set out in National Planning Framework 4 in relation to climate change, biodiversity and sustainable travel is embedded in decision making process for Collation of appropriate information and data to inform the Evidence Report required as new first stage of LDP preparation by December 2024 Close collaboration has been established with key Council services to gather and assess relevant data and information as part of the preparation of the Evidence Report. In terms of timescales, it is intended that the Natural Environment Topic Paper will be published in the latter part of 2024. After which interested parties will have the opportunity to comment on the findings to date and identify any gaps in evidence or disagreements with the outcomes. Thereafter, the Evidence Report will be presented to full Council in mid-2025 before being submitted to Scottish Ministers for approval. Amber planning applications and the preparation of the South Lanarkshire Local Development Plan 3. Explore options for data-gathering and analysis to ensure climate, biodiversity, and sustainability related topics (such as surface water flooding, flood risk, nature networks and green infrastructure) to enable data-driven decision making through tools such as GIS As noted above, extensive collaboration has taken place with key Council services as well as external organisations such as Nature Scot, the Glasgow City Region Environment Team and RSPB to ensure appropriate data is gathered and assessed. The Planning Service employed two data analysts in 2024 to inform this process. Green Page 37 of 51 54
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Improve the availability and access to quality local outdoor spaces and services Action Measures Comments/ Progress Status Provide guidance for Development Management colleagues on how to consider climate change and sustainability topics when assessing planning applications, utilising the State of the Environment Report as evidence base The State of the Environment report will form a significant part of the Council’s Local Development Plan 3 Evidence Report, currently under preparation. It is also referenced in guidance on the wider topic of nature (including biodiversity, trees, soils and natural places) that has been developed and will be used in the assessment of planning applications. This will be presented to the Planning Committee in Q3. It is intended that awareness raising and Officer training will be provided by the end of 2024/25. Green Continue to deliver upskilling, awareness, and training sessions to Planning Officers and key stakeholders such as Building Standards on climate change adaptation, net zero and biodiversity The Scottish Government has committed to publishing guidance on biodiversity net gain, including the development of a metric. In addition, new Planning and Climate Change guidance is being produced by the Scottish Government to support the implementation of the National Planning Framework 4 policy on mitigation and adaptation. This is intended to integrate climate considerations into development proposals and support emissions reduction and increased resilience to climate risks. Once it is published, awareness raising and training will be developed. Amber Prepare an Open Space Strategy in partnership with Glasgow and Clyde Valley Green Network Partnership and other council services Utilise the technical report provided by the consultant to inform engagement on open space and establish an internal working group to develop a strategy The first round of engagement on open space will be carried out in late 2024. This will provide an opportunity for residents and communities to have their say on the quality and quantity of open spaces in their area. Thereafter, a draft document will be presented to the Planning Committee in Spring 2025. Following this, a formal consultation will be carried out. Report Later Page 38 of 51 55
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Improve the availability and access to quality local outdoor spaces and services Action Measures Comments/ Progress Status Open Space strategy to be presented to the Planning Committee in 2026, following alignment with the timescales for the LDP3 Evidence Report A finalised version of the Open Space Strategy will be reported to the Planning Committee in 2026. Report Later Empower communities to take climate action and be more environmentally sustainable Action Measures Comments/ Progress Status Continue to administer and monitor the Climate Emergency Community grant fund Allocate £110,000 to projects over financial year 2024/25 The majority of the Climate Emergency Community Grants Fund 2024/25 has been allocated to groups and full spend will be achieved by March 2025. Projects are progressing and update reports will be requested from grant recipients later in the financial year. Green Increase food growing provision throughout South Lanarkshire Provide an opportunity for more people to grow food through the provision of land for food growing, the promotion of sustainable practices and supporting third sector organisations involved in food growing Cuningar Loop Allotment is due to be completed in November 2024. Once completed, the new allotment site will provide more land for food growing. Meanwhile, Officers continue to support food growing opportunities by distributing newsletters with cultivation tips, promoting composting, and working closely with allotment associations. Green Support the remediation of vacant and derelict land that promotes social and environmental benefits Support Clyde Gateway Urban Regeneration Company in a further phase of greening and environmental improvement works at Cuningar Loop and in further remediation works in the next phase at Shawfield Phase 2. The creation of 50 food growing allotments at Cuningar Loop is due to be completed in November 2024. Remediation of the Shawfield Phase 2 site is being developed and implemented following the successful Levelling Up Fund award from UK Government. Green Page 39 of 51 56
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Take action to allow South Lanarkshire to become a zero-waste society Action Measures Comments/ Progress Status Work to support SME’s in accessing wider business support in relation to climate change and net zero, including the circular economy Establish connections with organisations such as Business Gateway Lanarkshire, Scottish Enterprise, Lanarkshire Climate Action Hub to build capacity and share knowledge in relation to climate change, net zero and circular economy South Lanarkshire Council delivers a range of business and other programmes aimed at supporting enterprises to align with circular economy principles, adapt to climate change and reduce carbon emissions. Examples of this include: the Council’s grant programmes and Council referral to the Extend Plus programme (which allows businesses to obtain a carbon baseline report). Business Gateway Lanarkshire delivers a range of national and local business support services, including workshops, training and 1-1 Advisor support to businesses including social enterprises, and is represented on the South Lanarkshire Social Economy Steering group. Social Enterprises are signposted to Business Gateway and the Supplier Development Programme to access a range of business and procurement support as a matter of course. South Lanarkshire Council Business Support team, along with Business Gateway Lanarkshire supported South Lanarkshire College with the launch of their College Local Innovation Centre in Sustainable Development on 25 September 2024. Lanarkshire Climate Action Hub was invited in early 2024 to participate in the Social Economy Steering group and has engaged with the sector via local network events. The Hub also has a dedicated web portal and local support programmes which are promoted to the sector. Green Page 40 of 51 57
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Take action to allow South Lanarkshire to become a zero-waste society Action Measures Comments/ Progress Status Undertake a review of the Climate Confident South Lanarkshire Pilot, supporting SMEs in accessing expertise and advice to reduce their carbon footprint Follow up on recommendations as appropriate following review of Climate Confident South Lanarkshire pilot The Climate Confident South Lanarkshire pilot has now been completed. This pilot has enabled the refinement of the Scottish Council for Voluntary Organisations’ Climate Confident National Portal, ensuring it provides suitable support for social enterprises to implement carbon reduction measures following the completion of their carbon baseline study. When social enterprises reach out to South Lanarkshire Council for sustainability and climate change assistance they are directed to the portal for information, guidance, and funding options. Additionally following the pilot, with the support of the Scottish Government, the Lanarkshire Climate Action Hub has been established. A representative from the hub has been invited to join the South Lanarkshire Social Economy Steering Group which oversees actions aligned with the local Social Economy Strategy. Green Review waste services (infrastructure and collection services) in line with delivering current and future waste legislation (including the circular economy) Continue to undertake a review of the waste service through 2024/25 that will determine most efficient refuse/ recycling collection services and related waste services infrastructure The review, which considers how the service will comply with new legislation, such as the Circular Economy (Scotland) Act 2024, the Producer Responsibility Obligations (Packaging and Packaging Waste) Regs 2024, and forthcoming strategies such as the Circular Economy and Waste Route Map, is progressing in line with relevant timescales. Green Page 41 of 51 58
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Take action to allow South Lanarkshire to become a zero-waste society Action Measures Comments/ Progress Status Review of recycling bins at flatted properties in South Lanarkshire Continue to review existing arrangements at flats during 2024/25 and work with Corporate Communications to produce communications campaign The project is progressing well. A successful pilot in Springhall area, which attracted funding from Scottish Government Recycling Improvement Fund, has led to a full re-designation of recycling bins in the Cambuslang and Rutherglen Area. The project is scheduled to be extended to East Kilbride and Hamilton areas over the next six months. Green Manage and monitor food waste in schools Undertake a review and conduct data analysis of the pilot “Waste Warrior” initiative prior to exploring further roll-out options This programme has been implemented in 27 schools, providing a fun and engaging learning experience. As a result, changes have been made to specific menu items and the quantities of food produced. Data on food waste highlights the importance of focusing on waste reduction and maintaining ongoing engagement to sustain improvements. Looking ahead, Education Resources has developed a learning resource pack using materials from Zero Waste Scotland, which will be made available to all schools. Green Enhance, protect, and respect the outdoors and the natural and historic environment. Action Measures Comments/ Progress Status Make South Lanarkshire a cleaner place to live, work and visit, free of litter, fly-tipping and dog waste through progression of actions in the Litter Strategy (2022-2027) Continue to progress actions on reducing litter, fly-tipping and dog waste in South Lanarkshire through working with stakeholders, partners and community groups as per the Litter Strategy Action Plan (2022-2027) The actions and projects are being progressed and we will be discussing what amendments and changes we want to make to the Action Plan next year. The annual Litter Strategy Action Plan progress update will be presented to the Climate Change and Sustainability Committee on the 18th December 2024. Green Page 42 of 51 59
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Conserve, restore and improve biodiversity, and use nature-based solutions in tackling the climate crisis Action Measures Comments/ Progress Status Review Council use of herbicide with a view to reduce the amount used Continue to look at alternative methods to control weeds. Carry out further trials during 2024-25 The service continues to look at alternative methods of weed control available on the market. New tractors and brushes were procured this year and are being utilised in the East Kilbride and Hamilton areas. This is providing the opportunity to trial mechanical weed control methods. Details on the outcome of the trial will be provided in Q4. Green Page 43 of 51 60
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Conserve, restore and improve biodiversity, and use nature-based solutions in tackling the climate crisis Action Measures Comments/ Progress Status Measure and increase tree canopy cover across South Lanarkshire Across South Lanarkshire, continue to measure / assess existing tree canopy cover and tree equity Across South Lanarkshire, with the Clyde Climate Forest (CCF) and tools such as Tree Equity Score UK, the Council continues to measure and assess tree canopy cover and tree equity. The overall tree canopy cover is currently 17% (2032 target 21%) with the urban tree canopy assessed by CCF as 17.2% (2032 target 20%). Trees are essential to public health and wellbeing, yet not everyone has good access to trees and their benefits. Unequal distribution of canopy cover means some communities – and most likely those that would benefit most – are potentially losing out. Therefore tools such as the Tree Equity Score UK are being used to better understand disparities in urban tree canopy and identify areas in greatest need of people-focused investment in trees. Green Page 44 of 51 61
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Conserve, restore and improve biodiversity, and use nature-based solutions in tackling the climate crisis Action Measures Comments/ Progress Status On Council owned or controlled land, continue to develop records of the nature, condition and resilience of tree assets and their canopy cover On Council owned or controlled land, the Council continues to develop records of the nature, condition and resilience of tree assets through onsite assessments and updating web-based tree asset management software. This approach to collecting records and the ability to report and analyse tree assets at a landscape level is starting to provide an insight into composition and structure, as well as resilience, benefits and the management strategies required as part of developing the Tree Canopy Cover Strategy. The approach is also aiding an insight into tree diversity which helps inform tree planting requirements and offers insight into progress towards developing a broad-leaved nature network. Green Page 45 of 51 62
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Conserve, restore and improve biodiversity, and use nature-based solutions in tackling the climate crisis Action Measures Comments/ Progress Status On Council owned or controlled land, continue to identify sites suitable for planting trees to increase canopy cover and species diversity. Develop a masterplan with a prioritised delivery plan. Seek additional funding for tree and woodland planting through internal and external sources, including community groups A high-level study has been completed by the CCF that initially identified opportunities for tree planting on Council owned or controlled land. The opportunities identified involve various scales of planting, all of which could positively contribute to an increase in canopy cover. Although the study has yet to be fully integrated, 588 sites are already in the assessment process. Prioritisation is based on canopy, equity, Nature Networks and resource. The study information has been put forward for inclusion in the Local Development Plan Evidence Report. Using tree asset management software, a dynamic 5-year planting masterplan is being created. This winter, 13,227 trees are scheduled for planting with the viability of a further 6,900 potential trees in Larkhall being assessed. 5,135 scheduled trees are being provided at no cost by our CCF partners i.e. ‘Woodland Trust, Trees for Cities, The Tree Council and The Conservation Volunteers. So far, £13.5k of external funds have been secured from Arbor Day Foundation and Trees for Cities. Scottish Government are also providing £10,000 for developing tree planting projects on vacant and derelict land. We continually work to identify additional funding available. Forming part of the Tree Councils Volunteer Tree Warden program CCF has now created a Community Volunteer Coordinator to co-ordinate and manage a team of volunteer Tree Wardens, who will help in the creation and monitoring of tree planting projects. The Tree Councils Young Tree Champions program also continues to be promoted within our schools. A number of community CCF planting events are planned this planting season. Green Page 46 of 51 63
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Conserve, restore and improve biodiversity, and use nature-based solutions in tackling the climate crisis Action Measures Comments/ Progress Status Contribute to the delivery of the Clyde Climate Forest, working with partners to achieve targets outlined in the Concordat The council continues to contribute to the delivery of the Clyde Climate Forest, working with partners to achieve targets outlined in the CCF Concordat. The CCF Canopy Working Group and Steering Group have been combined to create a more efficient Delivery Working Group that the Council chairs. Since launching in June 2021, the CCF initiative has planted a staggering 3.5 million trees across Glasgow City Region. The initiative’s 3-Year Review highlighted that more than 10,000 urban trees were planted by local community groups, volunteers and school children across 27 community planting events. The initiative continues to forge very strong partnerships and joined up delivery. Green Increase biodiversity and invest in peatlands across South Participate in the Clyde Peatlands Project to bring about a step change in the scale and rate of peatland restoration across the City Region Clyde Peatlands are currently awaiting news on funding for this year. The aim is to have feasibility surveys completed for the Council's two peatland sites early next year. Report Later Page 47 of 51 64
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Conserve, restore and improve biodiversity, and use nature-based solutions in tackling the climate crisis Action Measures Comments/ Progress Status Lanarkshire Work with key partners including the Clyde grasslands and Clyde wetlands projects to identify and establish regional nature networks For the past two years the Council has been working in partnership with Clyde Grasslands, Clyde Wetlands and Clyde Climate Forest (CCF) to establish Nature Networks. As a result, a series of proposed Nature Network maps have been produced, and Officers are now working with the Council Planning Team for the maps to be included in the Local Development Plan 3. An Evidence Report has been produced on Nature Networks as part of the Local Development Plan process. Green Continue to improve key ecosystems within our Local Nature Reserves and Country Parks utilising the Nature Restoration Fund The Scottish Government Nature Restoration Fund (NRF) has been deferred for 2024-25, with the hope of being reinstated next year. For the past three years the NRF has allowed the Council to employ seasonal staff for six months to improve and create habitats within South Lanarkshire Local Nature Reserves, Country Parks and other greenspaces. Work has included: planting trees, creating wildflower meadows for pollinators and removing invasive non-native species. With the withdrawal of the NRF this year, Officers are investigating alternate funding schemes and partnership working opportunities available, to continue this work. Amber Implement new technologies and more sustainable cleaning materials within Council facilities Deliver Aquateck in Corporate Units and further roll out in the second quarter of 2024 to all High Schools in South Lanarkshire Council, following a successful pilot exercise in 2023/24 The Aquateck system has been rolled out in all Corporate Units with the exception of East Kilbride Civic Centre and has now been implemented and working successfully in all 17 High Schools. Complete Page 48 of 51 65
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Enable a fair transition to a green economy leaving no one behind Action Measures Comments/ Progress Status Deliver the UK Shared Prosperity Fund to help ensure a just transition to net zero Progress delivery of the UK Shared Prosperity Fund. Fund initiatives that support the council, communities, and businesses transition to net zero The UK Shared Prosperity Fund supports two initiatives: 1. The Climate Emergency and Resilience Grant programme which awarded grants through 2023 and early 2024. 2. The Extend Plus programme delivered by the Glasgow City Region on behalf of the Council which supports businesses to undertake a carbon baseline analysis which allows them to identify carbon reduction opportunities and measures. Green Consider climate change impacts on the Council’s workforce in Consider the impact of climate change and the need for new or additional skills or knowledge as part of the Resource workforce planning process in 2024/25 The workforce planning timeline has been approved at CMT. The strategy and toolkit have been revised and both include references to the Sustainable Development and Climate Strategy. Green the workforce plan including need for green skills Consider and explore options for embedding sustainability and climate related behaviours in the Council’s Behaviours Framework, particularly key roles This will be picked up as part of a review of the competence initiative which is scheduled to commence in 2025. Report Later Page 49 of 51 66
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Lead the transition to a circular economy and improve resource efficiency through responsible consumption and production, and buying and sellingof local goods and services Action Measures Comments/ Progress Status Review the scope and scoring of sustainability requirements in procurement contracts and build knowledge and awareness of evaluating sustainability issues Continue to embed new tender scoring approach, new sample questions, through training and development of Resource clients, working to improve knowledge of sustainability issues in specification and tenders, including scoring and evaluating tender responses A new procurement process, including sustainability guidance and sample questions was published and shared with Officers. In addition to this, a series of training sessions were provided to Resource clients throughout Q2. Complete Utilise Scottish Government’s Flexible Framework Assessment Tool to assess current level of performance to realise intended sustainable outcomes Work to progress towards Level 4 of the Flexible Framework to show continuous progression in embedding consideration of climate change and sustainability in procurement activity and outcomes The Flexible Framework is reviewed every six months. There are five categories for self assessment: People, Strategy, Process, Stakeholders, and Reporting. At the end of Q2, People, Strategy, and Process had achieved Level 3, reflecting improvements in sustainability processes and training arrangements. There is an action plan in place to work towards Level 4 in these categories. The remaining two categories, Stakeholders and Reporting, remain at Level 2 and work is ongoing to achieve Level 3. Amber Provide procurement support to Council services within contract specification development Raising awareness of the new sustainable procurement process which provides support to Council services for non-priority contracts through training and development, with all priority contracts going through Scottish Government Sustainability Test The Sustainability in Procurement training programme was successfully rolled out to 45 contract managers based in Resources during Q2. Complete Improve contract management of sustainability factors through the Council’s new electronic appraisal process Monitor sustainability measures and KPIs in contracts to ensure sustainability performance and achievement of intended sustainability outcomes Where sustainable outcomes are identified as a performance indicator, these are being monitored through the performance appraisal process. Performance appraisals for high risk/high value contracts will be migrated to electronic appraisals via Oracle Fusion by Q4. Green Page 50 of 51 67
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IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions IMPROVe - SLC Performance Management System Report printed on Monday 18 November 2024 04:30:42pm Sustainable Development Strategy Improvement Actions Support South Lanarkshire’s businesses in the transition to a net-zero economy and helping to ensure they are climate resilient Action Measures Comments/ Progress Status Promote the support that is available to businesses for good sustainability outcomes Publicise funding opportunities and share information with businesses for carbon emission reduction and improved energy performance The Council business support grant provides assistance to businesses running projects that are exclusively related to carbon reduction. Officers have also supported the launch and ongoing development of the College Local Innovation Centres (CLIC) for Sustainable Development at South Lanarkshire College. The Council attended the recent Sustainability Innovation event at South Lanarkshire College where information was provided publicising funding opportunities and sharing information on support to reduce carbon emissions. The event was promoted on all of the Council's social media channels, including LinkedIn, in order to reach businesses. Green Promote and encourage the use of bespoke Lanarkshire sustainable tourism resources, commissioned via Green Tourism Engage tourism businesses to uptake more sustainable practices utilising the resources situated on the VisitLanarkshire website by March 2025 By March 2025, the Council aims to engage more tourism businesses in adopting sustainable practices, leveraging the sustainable tourism resources available on the VisitLanarkshire website that have been created in partnership with Green Tourism. Some businesses have already utilised the green tourism resources, with The Scottish Tea House having developed a Sustainability Policy and two businesses having written their "green stories" to enhance their PR efforts and to allow further promotion of their sustainable tourism initiatives. There is also now a section on VisitLanarkshire.com to display these green stories and to encourage tourists to visit Lanarkshire for an eco-tourism break. Green Encourage and influence sustainable property improvements in business premises Engage consultants to undertake SLC-wide review of industrial properties and to identify opportunities for incorporating net zero and sustainable technologies into the delivery of SLC projects by March 2025 Consultants Ryden LLP have completed four industrial land and property reviews throughout South Lanarkshire that will inform planning policy and future capital investment. Net Zero and sustainable technologies will be incorporated into projects where applicable. The latest example is the design of the Net Zero Industrial Units for development at Cathcart Road, Rutherglen. Complete Page 51 of 51 68
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 18 December 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Public Bodies Climate Change Duties - Annual Report 2023-24 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] present the Council’s annual Public Bodies Climate Change Duties Compliance report for 2023-2024, as legally required under the Climate Change (Scotland) Act 2009 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council’s Public Bodies Climate Change Duties Compliance report for 2023-24, which was approved by the Executive Committee on 13 November 2024 and has since been submitted to the Scottish Government, be noted. 3. Background 3.1. The statutory framework for climate action and reporting is outlined by the Climate Change (Scotland) Act 2009 and the Climate Change (Public Duties) (Scotland) Act. 3.2. Section 44 of Part 4 of the Climate Change (Scotland) Act 2009 states that a public body must, in exercising its functions, act: in the way best calculated to contribute to the delivery of Scotland’s national emissions reduction targets, in the way best calculated to help deliver Scotland’s statutory climate change adaptation programme, and in a way that it considers is most sustainable. 3.3. Public bodies are required to prepare annual reports on their compliance with these duties and publish and submit these reports to the Scottish Government by 30th November each year. 3.4. The Council has complied with the statutory reporting requirement every year since its introduction in 2015. The Council has also been reporting climate change action on a voluntary basis since 2007 as a signatory of Scotland’s Climate Change Declaration. 3.5. Due to the Committee timetable this year, it was not possible to present the full report to the Climate Change and Sustainability (CCS) Committee prior to submission. Instead, it was agreed at the CCS Committee on 9 October 2024 that the report be 4 69
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submitted for approval at the Executive Committee meeting on 13 November 2024 and presented to the CCS Committee for noting on 18 December 2024. 4. Climate Change Duties Report 2023-24 4.1. The report is in a similar format to previous years and is based on a template issued by Scottish Government. It contains six sections: 1 Profile of Reporting Body Provides a better understanding of the scale of activity of the body in addressing climate change in relation to its size. 2 Governance, Management and Strategy Organisations should be able to demonstrate a robust system of governance, management and strategy in respect of duties, decision making and leadership on climate action. 3 Emissions, Targets and Projects Provides data on corporate greenhouse gas (GHG) emissions arising from organisational activities including service delivery and the exercise of other functions. 4 Adaptation Seeks to establish if the body has assessed the current and future risks climate change presents to its assets, infrastructure, service provision and business continuity. Reporting on action and capacity building, and monitoring and evaluating adaptation progress. 5 Procurement Clarify how sustainable procurement policy has had an impact on climate change reduction, reporting and compliance issues. 6 Validation Demonstrating internal and/or external validation of data. 4.2. A copy of the Public Bodies Climate Change Duties report for 2023-24 can be found at Appendix 1. Some of the key achievements from the 2023-24 report are noted below: There is a robust climate change and sustainability governance structure led by the Climate Change and Sustainability Committee and supported by the Climate Change and Sustainability Steering Group. A new Council Climate Change and Sustainability Officers Group has been set up to support the work of the Climate Change and Sustainability Steering Group. A Sustainability Impact Assessment process has been developed and implemented for the Council’s Capital and Revenue Programmes. A Strategic Environmental Assessment process is in place that ensures that all plans, polices and strategies undergo an environment assessment which includes considering climatic factors. Carbon emission reductions of 68.9% have been reported in 2023-24 compared to the baseline year of 2005-06. This includes a 9.46% reduction in 2023-24 compared to the previous year. The Council’s Biodiversity Strategy and the Biodiversity Duty Implementation Plan was approved by the Climate Change and Sustainability Committee in February 2024. South Lanarkshire Council continues to participate in the Climate Ready Clyde partnership which is a collaborative initiative with an adaptation strategy and 70
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action plan for the Glasgow City Region (which includes all South Lanarkshire’s rural and urban areas). 4.3. The information contained in Section 3 of the report provides data on corporate greenhouse gas (GHG) emissions arising from organisational activities. It details the Council’s carbon footprint which is currently measured from five sources: Buildings energy Fleet Employee travel Household waste Street lighting 4.4. Other sources that are reported as part of the Public Bodies Climate Change Duties report but are currently not included within the Council’s carbon footprint include waste and water from Council building and homeworking emissions. It was agreed at the Corporate Management Team meeting on 21 March 2024 that these emissions would be added to the Council’s carbon management reporting from 2024-25. 4.5. The information contained in Section 4 of the report details how the Council is assessing and adapting to the impacts of climate change. The strategies and plans relevant to this include the Sustainable Development and Climate Change Strategy, Risk Management Strategy, Local Development Plans, Local Transport Strategy and Biodiversity Strategy. 5. Employee Implications 5.1. The Council’s Policy and Performance Team produce the annual Public Bodies Climate Change Duties report in conjunction with relevant Council Resources. The statutory reporting regime has elevated the importance and accountability of climate change reporting within the Council. 6. Financial Implications 6.1. Collection of climate change information is a core management task and therefore is absorbed into the daily business operations. 7. Climate Change, Sustainability and Environmental Implications 7.1. The Council’s Sustainable Development and Climate Change Strategy outlines the action to meet our climate change duties and has undergone a full Strategic Environmental Assessment (SEA). This can be found on the Scottish Government’s SEA Gateway database. 8. Other Implications 8.1. The annual statutory reporting requirements have implications for all Resources; however, the following services will have more involvement: Community and Enterprise Resources - Sustainable Development and Carbon Management, Fleet Services, Environmental Services, Roads and Transportation, Flood Risk Management, Street Lighting, Waste Services, Resilience Support, Countryside and Greenspace, Planning and Building Standards. Finance and Corporate Resources – Procurement, Finance (Capital Investment), Risk Management. Housing and Technical Resources - Energy Management, Asset Management and Property Services. 71
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8.2. Failure to meet sustainable development and climate change objectives’ is one of the top risks for the Council. Without a plan in place and a financial plan to support it then this risk will continue to be one of the Council's top risks. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy; therefore, no impact assessment is required. The Sustainable Development and Climate Change Strategy 2022-2027 has undergone full Strategic Environmental Assessment and Equality Impact Assessments. 9.2. Consultation has been undertaken with all relevant Council Resources in the preparation of this report. David Booth Executive Director 27 November 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Previous References Public Bodies Climate Change Duties annual report 2022-23, Climate Change and Sustainability Committee on 29 November 2023 List of Background Papers The Climate Change (Scotland) Act 2009 Sustainable Development and Climate Change Strategy 2022-2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Name: Kathryn McCafferty Designation: Carbon Management Officer E-mail: kathryn.mccafferty@southlanarkshire.gov.uk 72
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Appendix 1 Public Bodies Climate Change Duties Compliance Report 2023 - 24: South Lanarkshire Council If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 Email equalities@southlanarkshire.gov.uk 73
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Part 1: Profile of reporting body 1(a) Name of reporting body: South Lanarkshire Council 1(b) Type of body: Local Government 1(c) Highest number of full-time equivalent staff in the body during the report year: 12,299 1(d) Metrics used by the body Specify the metrics that the body uses to assess its performance in relation to climate change and sustainability: Metric Unit Value Comments Population size served population 327,430 Figure taken from mid-year estimate 1(e) Overall budget of the body Specify approximate £/annum for the report year: £918,074,000 The budget represents the year end budget from our 2023-24 outturn report 1(f) Report year: Financial (April 2023 to March 2024) 1(g) Context Provide a summary of the body’s nature and functions that are relevant to climate change reporting. South Lanarkshire is Scotland's fifth largest local authority in terms of population with 327,430 (2022 mid-year estimate) residents living within 154,355 households (National Records of Scotland 2023 household estimate figure). The Council covers 180,000 hectares of land stretching from almost the centre of Glasgow to the Scottish Borders. The area has a mix of urban, rural, and former mining environments - almost 80% is classed as agriculture but 70% of the population live in the major settlements in the north. There are four towns in South Lanarkshire with a population of more than 20,000 (East Kilbride, Hamilton, Rutherglen and Cambuslang) and a further 23 towns and settlements with a population of over 1,000. South Lanarkshire is divided into 20 electoral wards which are represented by 64 Councillors who are responsible for agreeing the Council's plans and policies and deciding how the Council's budget should be spent. The Council provides services for everyone in this large and diverse geographical area from five Resources: Community and Enterprise Resources comprises various services operating from a wide variety of locations throughout South Lanarkshire. The diverse range of services contributes significantly to the quality of life experienced by both residents and visitors to South Lanarkshire. Activities include: maintaining the road and active travel networks; waste disposal and recycling services; street cleaning and maintaining open spaces; promoting economic development; planning and building standards; environmental health; trading standards; facilities services within schools and council offices; bereavement services; fleet; and leading the development and promotion of sustainable development and climate change action. Education Resources is South Lanarkshire Council’s biggest service. There are 54,085 young people attending nursery, primary, secondary and additional support needs schools in South Lanarkshire. Education is both a national and local priority. The service aims to raise achievement and attainment and improve young people’s health and wellbeing. The main focus is on raising standards, particularly in numeracy and literacy and in closing the gap between the most and least disadvantaged children so that every child has the same opportunity to succeed. Also, to provide young people with the necessary skills for life and work. 74
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Finance and Corporate Resources provides the framework of support which allows the Council to deliver its wide range of services on behalf of local people. Services throughout the Resource include: overseeing the Council’s budget; revenue; Customer Services Centre; digital transformation; human resources; registrars and licencing; audit; communications; and legal services. Housing and Technical Resources is the third largest social landlord in Scotland and delivers a range of key housing management, homelessness, and property and repairs services. Activities include: managing just over 25,000 homes for tenants; support to prevent and alleviate homelessness; adapting homes for independent living; maintenance, repair and improvements to the Council’s properties; and asset management. Social Work Resources supports social welfare and provide effective care and support to meet the needs of vulnerable people in South Lanarkshire. Activities include: assessment and support; targeted services for vulnerable children, young people and adults; providing care at home; community support services; respite and residential services; and supporting carers. South Lanarkshire Leisure and Culture is a Scottish Charitable Incorporated Organisation delivering services on behalf of South Lanarkshire Council including the operation, management and development of indoor and outdoor sport and leisure facilities, community halls, arts venues, country parks, libraries and museum services. The scope of South Lanarkshire Council's carbon footprint includes the energy used in our buildings, household waste sent to landfill and for processing/recycling, the fuel used in our fleet of vehicles, energy used for our street lighting and miles travelled as business travel. These are considered the most appropriate sources to measure with robust data collected and converted into carbon using the carbon conversion factors published each year by the Department for Energy Security and Net Zero. The data includes emissions reporting from South Lanarkshire Leisure and Culture SCIO. 75
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Part 2: Governance, management and strategy 2(a) How is climate change governed in the body? Provide a summary of the roles performed by the body’s governance bodies and members in relation to climate change. If any of the body’s activities in relation to climate change sit outside its own governance arrangements (in relation to, for example, land use, adaptation, transport, business travel, waste, information and communication technology, procurement or behaviour change), identify these activities and the governance arrangements. Sustainable Development, including climate change duties compliance is a priority objective for the Council. This is reflected in the Council Plan and the Council's Sustainable Development and Climate Change Strategy (SDCCS). The climate change agenda is governed through the Council's Climate Change and Sustainability Committee which has decision making powers to help to accelerate the pace and scale of action needed in response to the climate emergency and meet challenging climate change national targets. The Committee is supported by the Climate Change and Sustainability Steering Group which is made up of senior managers from all Council Resources and has responsibility for overseeing the implementation of the SDCCS; compliance with the climate change duties; embedding sustainable development within Council policy; and the scrutiny of performance monitoring reports. Progress on the Council's SDCCS and complying with our climate change duties are reported to the Climate Change and Sustainability Committee biannually using IMPROVe (the Council's performance management system). A Climate Change and Sustainable Development Officers Group has been established to support strategic direction, oversight, and guidance on climate change mitigation, adaptation, and sustainability initiatives within South Lanarkshire Council. The group will work to ensure that South Lanarkshire Council aligns its operations, policies, and practices with sustainable and environmentally responsible principles, aiming to mitigate climate change impacts and promote sustainability. The Strategic Environmental Assessment (SEA) Corporate Working Group is a cross-resource group that works together to ensure that all plans, polices and strategies undergo the SEA process which includes assessment of climatic factors. The SEA group feeds into the Steering Group and reports progress of the Council’s SEA process to the Climate Change and Sustainability Committee. 76
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The following diagram outlines governance, management and strategy for the Council: 2(b) How is climate change action managed and embedded by the body? Provide a summary of how decision-making in relation to climate change action by the body is managed and how responsibility is allocated to the body’s senior staff, departmental heads etc. If any such decision-making sits outside the body’s own governance arrangements (in relation to, for example, land use, adaptation, transport, business travel, waste, information and communication technology, procurement or behaviour change), identify how this is managed and how responsibility is allocated outside the body Sustainable Development and Carbon Management sits within the Performance and Development Team of Community and Enterprise Resources. The Performance and Development Team have a strategic overview of the Council's progress to reduce carbon emissions, climate change adaptation and environmental sustainability and work with all Council Resources to build capacity on climate change awareness. The Performance and Development Team are responsible for developing the Sustainable Development and Climate Change Strategy (SDCCS) and yearly action plan in conjunction with all Resources. The SDCCS action plan is monitored and reported using the Council's IMPROVe system. The SDCCS action plan is reported bi-annually to the Climate Change and Sustainability Committee using the progress update in IMPROVe. Many of the SDCCS actions are embedded in Resource and Service plans which results in many employees having climate change actions included in their key work objectives as part of their annual performance development review. The Council also has a ‘Behaviours Framework’ which sets out 5 key principles of how employees are expected to approach their work. The first principle is ‘Efficient’ which includes taking action to ensure sustainability and minimising environmental impact. Employees must evidence how they contribute to this principle as part of their annual review. The Behaviours Framework helps to embed sustainability and climate change considerations in the culture of the Council. 77
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The Council has corporate key performance measures that all Resources must comply with that contribute to meeting the climate change duties. Each Resource reports progress on these measures, on a quarterly basis using IMPROVe, to each Resource’s committee. The Council has taken steps to further embed climate change action across the organisation. Staff engagement and awareness activities are ongoing including Keep Scotland Beautiful bespoke carbon literacy training for elected members and officers, an e-learning module on climate change and sustainability, climate change and sustainability sessions in the management development programme and regular articles on the staff intranet. The Council has a Sustainable Development and Climate Change Communications Plan. The purpose of the Communications Plan is to identify suitable communication methods and approaches for: • promoting and raising awareness of the vision, themes and priorities of the sustainable development and climate change strategy. • promoting the climate positive work which is already happening in our communities and encourage others in the community to undertake climate positive action. • informing council employees about upcoming events or useful information. • sharing information about funding opportunities. The SEA Corporate Working Group provides a mechanism to liaise with council services to ensure that relevant plans, polices and strategies include the climate change duties considerations and any actions accordingly. The Sustainable Development Adviser is also part of the Council's procurement network. The Council’s sustainable procurement objectives, in accordance with the Sustainable Procurement Duty, are set out in the Procurement Strategy. The following diagram outlines how climate change is managed and embedded in the Council: 78
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2(c) Does the body have specific climate change mitigation and adaptation objectives in its corporate plan or similar document? Provide a brief summary of objectives if they exist. Objective Doc Name Doc Link The Council Plan has 3 priorities – People, Progress and Planet. Planet – we need to work towards a sustainable future in sustainable places. We will act in ways that protect our natural world for a healthier future. We will work together to develop local solutions to protect nature and to take action on climate change and support our young people to lead the way. The Council’s Corporate Plan: Connect 2022– 2027-page 10 Plans and policies - South Lanarkshire Council 2(d) Does the body have a climate change plan or strategy? If yes, provide the name of any such document and details of where a copy of the document may be obtained or accessed. The Council's Sustainable Development and Climate Change Strategy (SDCCS) 2022-2027, published on the Council website, has been prepared following extensive public consultation which helped to shape the strategic vision and themes of the strategy. It outlines the changes in sustainable development and climate change policy since the publication of the last strategy, and the Council's strategic priorities for sustainable development and climate change over the five-year period. This is the Council's fourth strategy, the first was published in 2007, and covers the actions taken throughout the reporting period FY 2023-24. The main principles of the SDCCS are: • Promote opportunities to support climate change mitigation and adaptation. • Promote improvements in human health and wellbeing and reduce inequality across South Lanarkshire. • Promote the protection of a functioning environment. • Promote sustainable economic growth and sustainable communities. • Promote the benefits of greenspace and biodiversity across urban and rural areas of South Lanarkshire. • Promote the benefits of sustainable development and infrastructure and encourage sustainable living. • Promote the importance of effective corporate and partnership working to achieve better outcomes for South Lanarkshire. Carbon management and emissions reduction actions are incorporated into the Sustainable Development and Climate Change Strategy 2022-2027. 2(e) Does the body have any plans or strategies covering the following areas that include climate change? Provide the name of any such document and the timeframe covered. Topic Document Link Time period Comments Adaptation Local Development Plan Local development plan 2020 - 2025 Climate adaptation is embedded throughout the plan – in particular Policy 1: Spatial 79
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Topic Document Link Time period Comments Planning, Policy 2: Climate Change, Policy 13: Green Network and Greenspace, and Policy 16: Water Environment and Flooding. Adaptation Biodiversity Strategy Biodiversity Strategy 2024 - 2030 2024 - 2030 Climate change adaptation is incorporated into Chapter 3: Our eco- systems and challenges. Adaptation Local Transport Strategy Local transport strategy 2013 – 2023 (A new strategy that cover the period 2024 - 2034 is in development) LTS includes adaptation through Flood Risk Management. Adaptation Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2022-2027 Climate adaptation is embedded throughout the strategy. Adaptation Local Flood Risk Management Plans (LFRMP) - Clyde and Loch Lomond, and Tweed Local flood risk management plan 2022- 2028 The Flood Risk Management team also have 'Response to Flooding' procedures. Business travel Air quality Action plan Air quality action plan 2024 -2029 The air quality action plan includes a number of measures to encourage a shift to walking, cycling and public transport instead of the reliance of private car. Business travel Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2022-2027 Priority 4: Improve affordable, sustainable and accessible transport options. Energy efficiency Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2022-2027 Priority 5: Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure. Energy efficiency Local Housing Strategy Local Housing Strategy 2022-2027 Chapter 2: Housing Quality, Energy Efficiency and Decarbonisation. Fleet transport Air quality Action plan Air quality action plan 2024-2029 South Lanarkshire provide fleet operators, including the Council's own fleet, free access to 80
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Topic Document Link Time period Comments assessment and tailored guidance to assist fleet operators in becoming more economic in terms of fuel, emissions and costs. Fleet transport Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2022-2027 Priority 4: Improve affordable, sustainable and accessible transport options. Land Use Core Paths Plan Core paths plan South Lanarkshire Council The CPP provides easier access to the outdoors and the countryside and helps to promote active travel. Land Use Contaminated Land Strategy Contaminated Land Strategy The CLS provides opportunities for future land use changes to mitigate the effects of climate change. Land Use Local Development Plan Local development plan 2020 - 2025 Land use is featured throughout the LDP however the most relevant policies are Policy 1: Spatial Strategy, Policy 2: Climate Change, Policy 13: Green network and greenspace. Land Use Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2022-2027 Priority 9: Enhance, protect, and respect the outdoors and the natural and historic environment. Renewable energy Local Development Plan Local development plan 2020 - 2025 Policy 1: Spatial Planning, Policy 2: Climate Change, and Policy 18: Renewable Energy. Renewable energy Local Heat and Energy Efficiency Strategy Local Heat and Energy Efficiency Strategy (LHEES) 2024 - 2028 Priority 2: Transition to zero direct emissions heating systems in buildings across South Lanarkshire to tackle climate change. Renewable energy Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2022-2027 Priority 5: Progress a transition to net-zero, energy efficient and climate resilience homes, buildings and infrastructure. Staff Travel Employee Travel Plan Employee travel plan The staff travel plan was refreshed in March 2020 however was not published due to impact of Covid19 pandemic. 81
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Topic Document Link Time period Comments Changes in working arrangements for employees will require the employee travel plan to be reviewed again. Sustainable/ renewable heat Local Development Plan Local development plan 2020 - 2025 Sustainable/renewable heat is included in Policy 2: Climate Change. Sustainable/ renewable heat Local Housing Strategy Local Housing Strategy 2022-2027 Chapter 2: Housing Quality, Energy Efficiency and Decarbonisation. Sustainable/ renewable heat Local Heat and Energy Efficiency Strategy Local Heat and Energy Efficiency Strategy (LHEES) 2024 - 2028 Priority 2: Transition to zero direct emissions heating systems in buildings across South Lanarkshire to tackle climate change. Waste management Local Development Plan Local development plan 2020 - 2025 Policy 2: Climate Change, and Policy: 18 Waste Waste management Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2022-2027 Priority 8: Take action to allow South Lanarkshire to become a zero-waste society Other (please specify in comments) Air quality Action plan Air quality action plan 2024 - 2029 The air quality action plan includes a measure to incorporate green infrastructure integration to reduce emissions within air quality management areas Other (please specify in comments) Procurement Strategy Procurement strategy 2023 - 2028 Sustainable Procurement - includes contribution to sustainable procurement duty and the climate emergency 2(f) What are the body’s top 5 priorities for climate change governance, management and strategy for the year ahead? Provide a brief summary of the body’s areas and activities of focus for the year ahead. 1. Implement the 2024-25 action plan for the Sustainable Development and Climate Change Strategy. 2. Further embed sustainable development and climate change into the Council’s decision-making processes. Identify potential for development and piloting of an integrated sustainable development decision making tool to be applied to projects and initiatives. 3. Review current strategic net zero work being undertaken by the Council and consider the development of a standalone carbon emission reduction plan. 4. Development of a climate risk register upon which action planning, decision-making and monitoring will be built upon with regards to climate change adaptation and resilience. 5. Implement a robust communications plan for promoting and raising awareness of the sustainability, climate change and adaptation agenda within the SLC, national and global context. This sets out the Council’s overarching framework for engaging the people of South Lanarkshire in relation to sustainable development and climate change. 82
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2(g) Has the body used the Climate Change Assessment Tool (CCAT) (a) or equivalent tool to self-assess its capability - performance? If yes, please provide details of the key findings and resultant action taken. A Climate Change Assessment Tool (CCAT) was last carried out in early 20024 as part of the development of the 2024-25 action plan development. The Leadership Climate Emergency Checklist was also used to review the Council’s compliance with reporting duties and to identify areas for improvement. Workshops were held with the both the Climate Change and Sustainability Steering Group and Officers Group to assess performance and identify the key priority areas and actions for improvement. The key findings are as follows: 83
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Leadership Checklist Workshop Outcomes Theme SLC Current Rating Improvement Actions Identified Strategy Advanced Climate Change, Sustainability and Environmental Implications section in reports – corporately encourage officers to embed scrutiny into reports, key issues to be listed at this section. Targets Foundation National targets are reported on, however, step targets are now required Tangible actions and projects required for each service to ensure progress is being made. Governance Advanced Influencing role needs to be expanded to move to exemplary Broaden our governance structure to include partners (e.g. SPT, NHS, SPEN and other energy providers). Delivery Foundation Co-ordination with all Resources to ensure targets are met Increase reporting to Climate Change and Sustainability Committee Increase visibility of what is happening council wide, share good practice. Finance Foundation Spend needs to be aligned with climate change targets (Steps being taken to address this for example Sustainable Impact assessments for the capital budget process). Performance Advanced Share and review reporting with Stakeholders Increase and encourage peer review (for example the Public Sector Duties reporting) Communicate more effectively externally Skills Foundation Review training requirements for all staff Make Climate Change LOL modules mandatory Encourage as part of the staff appraisal process The outputs from these workshops and the identified improvement actions will inform the development of a net zero route map. 2(h) Supporting information and best practice. Provide any other relevant supporting information and any examples of best practice by the body in relation to governance, management, and strategy. 84
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A Climate Change and Sustainability Committee was established in 2019. This was in response to both the UK and Scottish Governments declaring a climate emergency in May 2019 and new national climate change targets introduced (net-zero greenhouse gas emissions by 2050 in UK and by 2045 in Scotland). To support the work of the Committee a cross-resource Steering Group was established to provide senior level management and guidance on the actions required in the Council’s transition to a net zero economy and society, help to build resilience to climate risks, and address the climate emergency. A Climate Change and Sustainable Development Officers Group has also been established to support the work of the Committee and Steering Group. South Lanarkshire Council also participate in the Sustainable Scotland Network Local Authority Forum and have been an active member of the network with participation in both Finance and Reporting Action Groups and presenting at member events. Part 3: Emissions, targets and projects 3(a) Emissions from start of the year which the body uses as a baseline (for its carbon footprint) to the end of the report year Reference Year Year Scope 1 Scope 2 Scope 3 Total tCO2e Comments Baseline carbon footprint 2005- 06 42,014 50,836 63,115 155,965 Water is not included. Emission factors were set at baseline year and have not been updated for any subsequent year. Scope 1= buildings gas and oil and fleet; Scope 2= buildings and street lighting electricity; Scope 3=waste, staff travel. Year 1 2006- 07 40,119 49,806 61,956 151,881 Comment as above (in baseline year) Year 2 2007- 08 39,655 52,085 59,597 151,337 Comment as above (in baseline year) Year 3 2008- 09 38,168 52,797 56,658 147,623 Comment as above (in baseline year) Year 4 2009- 10 41,637 50,846 52,349 144,832 Comment as above (in baseline year) Year 5 2010- 11 40,263 50,645 50,356 141,264 Comment as above (in baseline year) Year 6 2011- 12 36,510 51,081 47,665 135,256 Water is not included. Emission factors were set at baseline year and have not been updated for any subsequent year. Scope 1= buildings gas and oil and fleet; Scope 2= buildings and street lighting electricity; Scope 3=waste, staff travel and pool cars. Year 7 2012- 13 39,999 53,216 46,226 139,441 Comment as above (in year 2011-12) Year 8 2013- 14 37,119 51,383 47,513 136,015 Comment as above (in year 2011-12) Year 9 2014- 15 35,269 47,850 42,084 125,203 Comment as above (in year 2011-12) Year 10 2015- 16 35,498 45,071 39,707 120,276 Comment as above (in year 2011-12) 85
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Reference Year Year Scope 1 Scope 2 Scope 3 Total tCO2e Comments Year 11 2016- 17 34,017 38,950 37,927 110,894 Comment as above (in year 2011-12) Year 12 2017- 18 34,599 36,860 42,656 114,115 Comment as above (in year 2011-12) Year 13 2018- 19 32,863 35,378 31,942 110,183 Comment as above (in year 2011-12) Year 14 2019- 20 33,583 14,966 18,783 67,282 Water is not included. Emission factors are updated annually. Scope 1= buildings gas and oil and fleet; Scope 2= buildings and street lighting electricity; Scope 3=waste, staff travel and pool cars Year 15 2020- 21 32,530 12,256 9,805 54,591 Comment as above (in year 2019-20) Year 16 2021- 22 31,989 11,807 12,002 55,798 Comment as above (in year 2019-20) Year 17 2022- 23 32,869 11,781 8,904 53,554 Water is not included. Emission factors are updated annually. Scope 1= buildings gas and oil and fleet; Scope 2= buildings and street lighting electricity and EV pool cars; Scope 3=waste, staff travel (own cars). Year 18 2023- 24 30,281 11,982 6,223 48,486 Comment as above (in year 2022-23) 3(b) Breakdown of emission sources Emission source Scope Consumption data Units Emissions (tCO2e) Units Source Biomass 1 2,953,456 kWh 31.72 kgCO2e/kWh Buildings Gas Oil 1 3,744,192 kWh 960.37 kg CO2e/kWh Buildings Natural Gas 1 122,197,176 kWh 22,353.4 kg CO2e/kWh Buildings Diesel (average biofuel blend) 1 2,651,353.57 litres 6,660.37 kg CO2e/litre Fleet Gas Oil 1 51,045 litres 140.65 kg CO2e/litre Fleet Petrol (average biofuel blend) 1 79,257 litres 166.24 kg CO2e/litre Fleet Grid Electricity (generation) 2 49,387,797 kWh 10,226.94 kg CO2e/kWh Buildings Average business travel car - Battery Electric Vehicle 2 917,093 kWh 77.56 kg CO2e/mile Electric vehicles (Fleet) Grid Electricity (generation) 2 8,063,979 kWh 1,669.84 kg CO2e/kWh Street Lighting 86
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Emission source Scope Consumption data Units Emissions (tCO2e) Units Source Average Car - Unknown Fuel 3 1,185,436 miles 329 kg CO2e/mile Staff travel (own vehicles) Grid Electricity (transmission and distribution losses) 3 49,387,797 kWh 884.79 kg CO2e/kWh Buildings Water supply 3 411,485 Cubic metres 41.15 kgCO2e/cubic metres Buildings Grid Electricity (transmission and distribution losses) 3 8,063,979 kWh 144.47 kg CO2e/kWh Street Lighting Refuse Municipal to combustion 3 79,133 tonnes 1,684 kg CO2e/tonne Waste Refuse Municipal to composting 3 18,695 tonnes 166.62 kg CO2e/tonne Waste Refuse Municipal to Landfill 3 6,259 tonnes 3,111 kg CO2e/tonne Waste Refuse Municipal to mixed recycling 3 46,238 tonnes 983.98 kg CO2e/tonne Waste Homeworking 3 15% workforce kWh 804.61 kg CO2e/FTE/ annum Estimated figure using PBDR Guidance Total 50,436.71 (Home working, biomass emissions and grid electricity (transmission and distribution losses) are included in 3b but not in 3a) 3(c) Generation, consumption and export of renewable energy. Provide a summary of the body's annual renewable generation (if any), and whether it is used or exported by the body. Renewable Electricity Renewable Heat Technology Consumed by organisation (kWh) Consumed by organisation (kWh) Comments Solar PV 1,412,496 67 sites with PV systems Biomass 2,953,456 49 sites with Biomass heating All renewable electricity and heat generated is consumed by the organisation. 3(d) Organisational Targets. List all of the body’s targets of relevance to its climate change duties. 87
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Name of target Target Scope of target Baseline Year Baseline figures (tCO2e) Target completion year Progress against target (tCO2E) (2023/24 figure) Zero direct emissions Reduce to zero emissions Energy use in buildings (gas and oil) 2005 31,595 2038 23,314 Zero direct emissions • New cars and light commercial vehicles - zero emissions from 2025 • All larger new vehicles - zero emissions by 2030 • Petrol/diesel HGVs phased out from 2030 Fleet 2005 10,417 2025 and 2030 6,967 Reducing indirect emissions Reduce to as close to zero as soon as possible Energy use in buildings (electricity) 2005 37,831 2045 10,227 Reducing indirect emissions Reduce to as close to zero as soon as possible Waste collected from households 2005 61,320 2045 5,945 Reducing indirect emissions Reduce emissions as quickly as possible and In line with relevant transport policies. Staff travel (travel in personal vehicles) 2005 1,795 2045 278 Reducing indirect emissions Reduce to as close to zero as soon as possible Street lighting 2005 13,005 2045 1,681 Reduce overall carbon footprint Reduce to as close to zero as soon as possible Council carbon footprint 2005 155,965 2045 48,486 3(d)a How will the body align its spending plans and use of resources to contribute to reducing emissions and delivering its emission reduction targets? All Council committee reports include a section on 'Climate Change, Sustainability and Environmental Implications' to ensure that these implications are fully assessed and taken into consideration when making decisions. The capital programme bid, and approval process includes an environmental assessment which ensures all environmental impacts, both positive and negative are considered when making decisions. The Annual Revenue Budget process includes information on the environmental impact of budget additions and the savings package, to ensure that the impact, positive or negative, is considered when making decisions. In September 2023, a Sustainability Impact Assessment process was introduced as part of the capital and revenue budget which ensures that factors related to carbon reduction, climate change adaptation and the wider principles of sustainable development are included in the decision-making process. As part of the annual budget process, assessments of the impact of projects, and changes to the revenue 88
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budget, are prepared and shared with Members, prior to them making decisions around these budgets. 3(d)b How will the body publish, or otherwise make available, it's progress towards achieving its emissions reduction targets? Performance on all actions relating to the Council's Sustainable Development and Climate Change strategy are made available via the Council’s Climate Change and Sustainability Committee update reports which are uploaded to the Council website. This includes reporting on progress towards emissions reduction targets. The Public Bodies Climate Change Duties Report is also published on the Council website. 3(e) Estimated total annual carbon savings from all projects implemented by the body in the report year Emissions Source Total estimated annual carbon savings (tCO2e) Comments Electricity 35 LED lighting and PV installations projects 3(f) Detail the top 10 carbon reduction projects to be carried out by the body in the report year Provide details of the 10 projects which are estimated to achieve the highest carbon savings during report year. Project Funding source Capital cost (£) Project lifetime (years) Fuel/ emission source saved Estimated carbon savings per year (tCO2e/ annum) PV Panels – Calderwood Primary School CEEF 75,000 25 Electricity 7 PV Panels – High Blantyre Primary School CEEF 75,000 25 Electricity 7 PV Panels – St Peters Primary School CEEF 60,000 25 Electricity 5.5 LED lighting* – 10 sites CEEF 150,000 10 Electricity 10 PV Panels – Deer Park Sheltered Housing Complex Housing Capital Programme 75,000 25 Electricity 5.5 *LED projects reported as one project 3(g) Estimated decrease or increase in the body's emissions attributed to factors (not reported elsewhere in this form) in the report year. If the emissions increased or decreased due to any such factor in the report year, provide an estimate of the amount and direction. n/a 3(h) Anticipated annual carbon savings from all projects implemented by the body in the year ahead Source Total estimated annual carbon savings (tCO2e) Comments 89
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Electricity 40 4 PV projects
Natural Gas 55 Our Lady of Lourdes Primary –
replacement of gas heating with air
source heat pump and other energy
efficiency measures.
3(i) Estimated decrease or increase in the body's emissions attributed to factors (not reported
elsewhere in this form) in the year ahead If the emissions are likely to increase or decrease
due to any such factor in the year ahead, provide an estimate of the amount and direction.
Emissions Source Total estimated annual
emissions savings (tCO2e)
Comments
Estate changes 150 Removal of properties from Council
Estate via Community Asset Transfers
and other closures
3(j) Total carbon reduction project savings since the start of the year which the body uses as
a baseline for its carbon footprint. If the body has data available, estimate the total emissions
savings made from projects since the start of that year ("the baseline year").
Unknown
3(k) Supporting information and best practice. Provide any other relevant supporting
information and any examples of best practice by the body in relation to its emissions, targets
and projects.
Carbon management actions, targets and projects are incorporated into the Sustainable Development
and Climate Change Strategy and Action Plan. Updates are reported on the Council website. Carbon
Management Reports outlining the yearly and mid-yearly carbon emissions reductions are presented
to the Climate Change and Sustainability Committee. This demonstrates our commitment to reducing
our carbon footprint and reporting in a transparent manner.
Part 4: Adaptation
4(a) Has the body assessed current and future climate-related risks? If yes, provide a
reference or link to any such risk assessment(s).
The Council’s Risk Management Team assists in the identification and evaluation of risks associated
with the delivery of the Council's objectives and provide support to help manage these risks. The risk
management team manage the Council's risk register and one of the top risks identified is ‘Failure to
meet sustainable development and climate change objectives’. The risk scorecard identifies the
business impacts of climate change now and in the future and contains control measures such as
ensuring that the climate change duties are embedded in policies, plans and strategies and working
with services to raise the awareness of the business risks of a changing climate.
Severe weather is also one of the risks in the Council's risk register. Across the Council the impacts
of severe weather on the functionality and responsiveness of individual services are recognised.
These council functions range from flood defence management to local planning. The Council’s
Corporate Contingency Plan sets out how it will work with partners to deal with emergencies, including
the impacts of severe weather events. The Council’s Emergency Management Team (EMT) leads on
responding to emergencies. The EMT is made up of senior managers from Services who may be
involved in dealing with emergencies and led by the Council's Resilience Adviser.
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The South Lanarkshire area is covered by the West of Scotland Resilience Partnership which has representatives from the emergency services, councils, NHS boards and utilities companies. The West of Scotland Community Risk Register includes severe weather incidents, the possible consequences and what the Regional Resilience Partnership are doing to mitigate the risks. Assessing Future Climate Risks The Council has a dedicated Flood Risk Management Team who manage flooding priorities and deliver prioritised flood protection schemes. In accordance with the requirements of the Flood Risk Management (Scotland) Act 2009, the Flood Risk Management Team has been involved in the publication of the Clyde and Loch Lomond Local Plan District and the Tweed Local Plan District Flood Risk Management Plans. The production of these plans has involved a national flood risk assessment and identification of potentially vulnerable areas. Flood risk assessments and the implementation of sustainable drainage systems are required as part of the planning process for any new builds developments. These future flood risks are also incorporated into the Local Development Plan 2. The impacts from increased rainfall are the area’s biggest climate change risks, however the challenges from rising temperatures and sea levels will also bring risks as well as opportunities for the area. To understand these risks further, and what action is required to mitigate them, the Council is an active member of the Climate Ready Clyde partnership, a collaborative initiative that has developed an Adaptation Strategy and Action Plan for the Glasgow City Region (which includes all of South Lanarkshire, both rural and urban areas). 4(b) What arrangements does the body have in place to manage climate-related risks? Provide details of any climate change adaptation strategies, action plans and risk management procedures, and any climate change adaptation policies which apply across the body The Sustainable Development and Climate Change Strategy 2022-2027 includes the Council's approach to managing climate change adaptation. Within the ‘Sustainable Places’ theme the intention is to work in partnership to ensure local infrastructure, buildings and communities are resilient to the impacts of climate change. This theme builds on work already happening across South Lanarkshire to improve communities and place, although it will do this through a sustainable development and climate lens which will take the diversity of rural and urban South Lanarkshire into account. The Council’s Risk Management Strategy aims to provide a sensible and proportionate approach to risk management that promotes awareness rather than avoidance. Resources are required to ensure that risk management is embedded in service planning and delivery; in the way they make decisions; in major projects; and in their dealings with partners and contractors. The Council also has a corporate Business Continuity Plan which is managed by the Resilience Adviser. South Lanarkshire Council is a category 1 responder and leads the Local Resilience Partnership on work required to meet the Civil Contingencies Act 2004 and its associated Scottish Regulations and Guidance as part of Scotland Regional Resilience Partnership. In addition, the Council has the following strategies and plans which include policies and actions to address climate related risks: Local Development Plan 2 (2020-2025) A key theme running through the Local Development Plan 2 is the need to address the land use issues arising from the impact of climate change. • Policy 2: Climate Change – proposals for new development must, where possible, seek to minimise and mitigate against the effects of climate change. • Policy 13: Green network and Greenspace - Development proposals should safeguard the green network, as identified on the proposals map, and identify opportunities for enhancement and/or extension which can contribute towards mitigating greenhouse gases and adapting to the impacts of climate change. • Policy 16: Water environment and flooding - the avoidance principle of flood risk management as set out in Scottish Planning Policy must be met. Managing Flood Risk 91
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The Flood Risk Management team have procedures aimed at reducing flood risk and managing the impacts of flood events, called the “Managing Flood Risk2 procedure, which is reviewed annually and takes cognisance of the effects of climate change upon predicted flood risk. Flood risk assessments and the implementation of sustainable drainage systems are required as part of the planning process for any new builds or developments. Local Transport Strategy 2013-2023 The Local Transport Strategy includes the following key objectives relating to climate change adaptation: • Improve health and wellbeing by facilitating and encouraging active travel, through the development of attractive, safe and convenient walking and cycling networks • Mitigate, adapt and manage the effects of climate change, including flooding, on transport infrastructure and communities. A new Local Transport Strategy is under development and due to be published later in 2024. Biodiversity Strategy 2024- 2030 Climate change is identified as a key cross-cutting theme in the Biodiversity Strategy 2024-2030 that affects all ecosystems. Issues related to this are identified and addressed where possible. Peatland management which benefits carbon sequestration remains a key theme. The Biodiversity Duty Implementation Plan 2024-2026 (BDIP) encourages appropriate management of the council estate. The BDIP, through the planning function, encourages other landowners and developers to adopt the principles of the Biodiversity Strategy in their land use. This is especially important in woodland cover and peatland conservation for carbon management and intrinsic biodiversity. 4(c) What action has the body taken to adapt to climate change? Include details of work to increase awareness of the need to adapt to climate change and build the capacity of staff and stakeholders to assess risk and implement action. Delivering adaptation actions: • The Flood Risk Management team continue to be consulted regularly during the Planning and Development Management process to ensure all new developments are being designed in accordance with the latest guidance on flood risk, climate change and the sustainable management of surface water. • The Council continues to encourage active travel by extending the network of walking and cycle routes. • A number of Active Travel Studies have been completed for all areas of South Lanarkshire The priorities identified in these studies will be reviewed as part of the development of the new Local Transport Strategy. • The Council has signed the Clyde Climate Forest Concordat committing to actively participate in, and promote, the realisation of Clyde Climate Forest (CCF) targets; increase the average tree canopy cover to 20%, increase the average broadleaf network by 20% and increase forest and woodland cover in Glasgow city region to 20% by 2032 (totalling 18 million trees planted across the region over the next decade as a response to the Climate and Ecological Emergencies). • A high-level study has been completed to identify opportunities for tree planting on all South Lanarkshire Council’s owned or controlled land as part of the councils plans to achieve net zero. A more detailed investigation and pipeline of tree planting and afforestation projects for funding is being developed. • A Tree Canopy Cover Strategy is being developed to protect, enhance and manage a thriving canopy cover that broadens community engagement in local urban forest planning and improves community and canopy cover resilience to climate change, pests and storm events through best management and maintenance practices. • An Ash Dieback Disease Action and Recovery plan is being developed. • A biosecurity statement is being developed to promote implementation and understanding of good practices to help safeguard the future of our trees from the introduction and spread of other harmful organisms. 92
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• Continue to contribute to the flagship actions in Climate Ready Clyde’s climate adaptation strategy and action plan. • Ongoing peatland conservation at Langlands Moss to help ensure the long-term viability of the site as a peat bog that can contribute to biodiversity, flood management and carbon storage. • The Making Space for Pollinators report (2024) highlights the work and commitment we have made in improving grasslands for pollinators and wildlife throughout South Lanarkshire. Greater plant species-richness is a key driver to increased diversity, abundance and activity of soil microbes, fungi and ecosystem engineers such as worms and ants, which facilitate greater sequestration of soil organic carbon. Species rich grassland habitats also improve soil structure and nutrient cycling; provide pollination services to nearby crops, wildflowers and trees, purify water, mitigate against drought and flood events, increasing resilience to the impact of climate change. Building adaptive capacity: • As a member of Climate Ready Clyde, the Council has been involved in training on adaptation skills and competencies, training on Climate justice and the new projections of future flood disadvantage; and have access to an advisory board which is a virtual group of practitioners, cities and adaptation experts to inform and challenge the City Region’s approach to adaptation. • Flagship action 1 in the Climate Ready Clyde adaptation strategy is ‘Local authorities in the region working together to build capabilities and deliver collaborative adaptation’. • The Council continues to raise awareness of Climate Ready Clyde’s Risk and Opportunity Assessment and Climate Adaptation Strategy. • The Council has started using Adaptation Scotland’s Benchmarking Tool. The tool provides a baseline assessment of current adaptation capabilities and how development progresses over time. • A PhD project is being jointly funded by the Council and Glasgow Caledonian University’s Centre for Climate Justice. The study will focus on the climate vulnerability of South Lanarkshire communities, capacity to transition to net-zero and building resilience in this area. 4(d) Where applicable, what contribution has the body made to helping deliver the Programme? Local Development Plan The Local Development Plan 2 contains policies on protecting and enhancing priority greenspace and green networks and ensuring the effect of development proposals on the natural environment and flood risk is considered during the application process. The plan also contains policy to ensure development proposals mitigate and adapt against climate change. The Planning Service works closely with colleagues in Greenspace and Countryside to ensure habitats are not adversely affected by new development. Masterplanning of the Council’s Community Growth Areas has incorporated measures to enhance existing habitats. Managing Flood Risk Local flood risk management plans (LFRMPS) were published in December 2022. South Lanarkshire Council (SLC) was involved in the production of the Clyde and Loch Lomond and Tweed LFRMPs. Through the process of developing these plans, a National Flood Risk Assessment identified the areas at risk of coastal, pluvial and fluvial flooding, and objectives and actions were included in the Plans for Responsible Authorities to undertake to improve the current situation. The Council has been involved in the production and the ongoing updating of the Scottish Detailed River Network (SDRN), and in complying with the duty under the Flood Risk Management (FRM) Act. This dataset is used within the asset management database to assess and maintain waterbodies. The Council also has access to the LiDAR (Light Detection and Ranging) dataset which is regularly utilised during the catchment analysis stage in the production of Flood Studies. Local Transport Strategy The Council continue to encourage active travel by extending the network of walking and cycle routes. The next phase of the development of a segregated cycle network with enhanced pedestrian facilities 93
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in East Kilbride has commenced. Cycle Route designs are being taken forward in various locations such as Carstairs, Hamilton, Uddingston and Bothwell. The Council work with SPT and public transport operators to encourage the use of public transport. Lanark Park & Ride facility opened this year and Hairmyres Park and Ride Site is being progressed. Biodiversity South Lanarkshire Council have designated 17 Local Nature Reserves (LNRs) with a broad spectrum of habitats including ancient woodland, open water, wetlands, peatland and grassland. The Council continue to maintain and enhance the diversity of habitats creating wildflower meadows, planting trees, enhancing existing wetlands and preserving our peatlands. Invasive non-native species (INNS) including rhododendron, snowberry and Himalayan balsam continue to be removed from the LNR areas. In partnership with Glasgow and Clyde Valley Green Network, the Council have been collating and mapping data on priority species rich grasslands, wetlands and woodland in establishing our regional Nature Networks, a key priority in the draft Scottish Biodiversity Strategy 2045: Tackling Nature Emergency. As part of this over 100 Local Nature Conservation Sites (LNCS) have been identified for the next Local Development Plan. The amount of intensively managed grassland throughout the area has been reduced with the aim to improve habitats for pollinators. A pilot project in East Kilbride is underway in partnership with local volunteers and Glasgow & Clyde Valley Green Network as part of their Clyde Grasslands project. At selected sites mowing and management regimes have been altered, and species composition is monitored through survey work. The Council’s Biodiversity Officer works in partnership with the Peatland Officer at Glasgow and Clyde Valley Green Network to determine the need for future management to restore and preserve local peatland sites. In partnership with the Clyde Climate Forest, the Council have identified and continue to plant trees in three ‘Target Neighbourhoods’ across the urban parts of South Lanarkshire which have low levels of existing tree canopy cover and are particularly vulnerable to the impacts of climate change. Approximately 23,700 trees have been planted in 2022-23 on council land, many with community engagement. Working in partnership with the Clyde Climate Forest Community Volunteer Coordinator, the Council is creating wider stakeholder groups for tree and woodlands through development of a Tree Warden scheme, promotion of the existing Young Tree Champions and Clyde Climate Forest. Other Measures Heat Energy Efficient Scotland: Area Based Scheme (HEES:ABS) programmes were developed to install external wall insulation in privately owned and Council properties and are prioritised to target fuel poor areas and households in most need of assistance. There are significant changes to the way in which these programmes can now be delivered, with the introduction of PAS2035, market supply of materials and the significant increase in costs. In the financial year 2023-24, 77 private properties, two private rented properties and 37 council properties had external wall insulation applied. Eight private properties had new windows and doors installed as a secondary measure, 37 council properties had new windows and doors installed. Four amenity units at one of the Travelling Persons Sites had new PV’s and battery storage installed. This information was reported to the Scottish Government as part of the HEES:ABS Returns. Measures Owner Occupied Private rented Social Landlord Total External Wall Insulation (solid wall) 77 2 37 116 Window Glazing 8 0 37 45 94
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High Performance External Doors with less than or equal to 60% glazing area 8 0 37 45 Photovoltaics & Battery Storage 0 0 4 4 Total (ECO funded measures) 93 2 115 210 The Council also facilitates the Local Authority Flexible Eligibility (LA Flex) Scheme. The Energy Company Obligation (ECO) programme is funded from the large energy suppliers who provide funding for the installation of energy efficiency measures to owner occupied homes across the UK in order to reduce the country’s carbon emissions. Each local authority is required to complete and submit their annual return to the Department for Business Energy & Industrial Strategy (BEIS). Last financial year, under ECO 4, 163 homeowners have had 428 energy efficiency measures installed, including for the first time, central heating, replacement of gas boilers and new heating controls, loft and cavity wall insulation, underfloor insulation and internal wall insulation. Measures for ECO4 Flex period July 23 to 5 April 2024 Measures completed Boiler - Upgrade to a non-renewable heating system 41 Boiler - Upgrade to a renewable heating system 89 Cavity wall insulation 22 ESH - Repair or replacement of a broken efficient ESH 1 ESH - Upgrade of an inefficient electric storage heater 11 External / Hybrid / Internal insulation of a solid wall 18 External / Hybrid / Internal wall insulation of a cavity wall 1 First time central heating 21 Flat roof insulation 4 Loft insulation where there is greater than 100mm pre-existing insulation 2 Loft insulation where there is less than or equal to 100mm pre-existing insulation 43 Pitched roof insulation 1 Programmer & room thermostat 32 Room-in-roof insulation insulated 6 Room-in-roof insulation uninsulated 3 Smart Thermostat 2 Solar PV 91 Time and temperature zone control 9 TRV's 20 Underfloor insulation 11 Total 428 4(e) What arrangements does the body have in place to review current and future climate risks? Provide details of arrangements to review current and future climate risks, for example, what timescales are in place to review the climate change risk assessments referred to in Question 4(a) and adaptation strategies, action plans, procedures and policies in Question 4(b). The Sustainable Development and Climate Change Strategy (SDCCS) 2022-2027 includes the Council's approach to managing climate change adaptation. The strategy includes current and future climate risks and a 5 year action plan has been developed. The SDCCS annual action plan is reported bi-annually to the Climate Change and Sustainability Committee. The Council's top risks, which include risks on both climate change and adverse weather, are reviewed annually. 95
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The Local Development Plan (LDP) was renewed in 2020. Climate change mitigation and adaptation are key themes throughout the LDP2. The Biodiversity Strategy 2024-2030 and Biodiversity Duty Implementation Plan (BDIP) were launched in 2024. The Biodiversity Partnership group meet annually to monitor the progress of the Biodiversity Strategy. The Biodiversity Duty Report 2024-2026 is requested by Scottish Government every three years, this summarises the work achieved by the Council on biodiversity. The BDIP is reviewed every three years. Action planning takes places on a rolling programme and kept under continuous review. The Strategic Environmental Assessment (SEA) process is well embedded within the Council and provides an opportunity to assess the risks and opportunities of climate change in new or revised plans, policies and strategies. A full SEA was carried out alongside preparation of the Sustainable Development and Climate Change Strategy. This has ensured a consistency in approach to addressing the climate crisis alongside the ecological emergency. It ensures that the importance of sustainable development is mainstreamed across the Council and promoted to communities and partners. The climate adaptation strategy for the city region is also undergoing a full SEA. Local Flood Risk Management Plans (LFRMP) continue to be delivered. The monitoring of weather patterns, including rainfall statistics, continues to be carried out to help inform how the Council allocates resources and tracks the observed effects of climate change. Actions for the Council in the LFRMPs include the production of four Flood Protection Studies and five Surface Water Management Plans. The Council are currently working through a programme of delivering these projects, and the effects of climate change upon future flood level, and the resultant impacts upon building and infrastructure networks, will be considered in each of these projects. Climate Ready Clyde launched the first comprehensive risk and opportunity assessment for the Glasgow City Region in October 2018. The findings and recommendations in the assessment were used in the development of the first Adaptation Strategy and Action Plan for the Glasgow City Region. The risk and opportunity assessment provides context for the Council’s risk management approaches to climate change adaptation. 4(f) What arrangements does the body have in place to monitor and evaluate the impact of the adaptation actions? Please provide details of monitoring and evaluation criteria and adaptation indicators used to assess the effectiveness of actions detailed under Question 4c and Question 4d. South Lanarkshire's State of the Environment Report provides data that facilitates the monitoring and evaluation of a range of environmental issues - such as Biodiversity, Soil, and Water - where climate change adaptation action has been undertaken. This also includes a specific chapter related to climate change. The Council's performance management system IMPROVe is used to monitor and report actions and measures within Resource Plans and the Sustainable Development and Climate Change Strategy (SDCCS). The SDCCS includes adaptation actions such as biodiversity, greenspace and flood risk management which are monitored and evaluated through IMPROVe and reported to the Climate Change and Sustainability Committee biannually. SEPA prepared indicators that have been used in the first cycle of the LFRMPs, however these will be reviewed and adapted to ensure they are reflective of the on-going changes within the cycles and as our understanding improves through the process. Several Surface Water Management Plans (SWMP) and Flood Studies have been developed for the locations assessed with the highest Annual Average Damages from surface water and river flooding. Any actions or recommendations identified within the plans and studies will be evaluated regarding the reduction or mitigation of damages due to flooding within these areas. The regional adaptation strategy and action plan, through Climate Ready Clyde, will be monitored and evaluated. 96
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4(g) What are the body’s top 5 priorities for the year ahead in relation to climate change adaptation? Provide a summary of the areas and activities of focus for the year ahead. 1. Develop a climate risk register upon which action planning, decision-making and monitoring with regards to climate change adaptation and resilience will be built. 2. Continue as an active member of the Climate Ready Clyde Local Authority Forum participating in city-region wide workshops and events, creating connections and opportunities for development/co-sharing of knowledge and training by 2025. 3. Contribute to the development and implementation of local actions that contribute to the wider Glasgow City Region's (GCR) Adaptation Strategy, where appropriate, working across Council Resources. 4. Benchmark the Council against Adaptation Scotland’s Adaptation Capability Framework to identify current position and areas for improvement. 5. Mainstream adaptation into governance practices and other key council plans and strategies. 4(h) Supporting information and best practice, Provide any other relevant supporting information and any examples of best practice by the body in relation to adaptation. South Lanarkshire Council is a partner in Climate Ready Clyde which is a cross sector initiative bringing partners together to work strategically to minimise risks and seize opportunities climate change presents for the economy, society and environment across the Glasgow City Region. Its aims are: • People and communities benefit from actions to adapt to climate change. • Climate adaptation helps to secure existing investment and generates new opportunities. • To protect the area’s natural environment and uses it to help adapt to climate change. Climate Ready Clyde has developed Glasgow City Region’s first Adaptation Strategy and Action Plan. The Strategy aims to ensure Glasgow City Region’s economy, society and environment is not only prepared for but continues to flourish in the face of current and future climate impacts. The Council develops and implements local actions that contribute to the wider Adaptation Strategy and Action Plan. Part 5: Procurement 5(a) How have procurement policies contributed to compliance with climate change duties? Provide information relating to how the procurement policies of the body have contributed to its compliance with climate changes duties. The Council continues to consider environmental and social issues when purchasing goods and services. The Council adheres to the Sustainable Procurement Duty to ensure that regulated procurements: • Improve the economic, social and environmental wellbeing of the authority area, with a particular focus on reducing inequality. • Facilitate the involvement of small and medium enterprises, third sector bodies and supported businesses. • Promote innovation. The Council also use the Scottish Government’s Sustainable Procurement Toolkit and performance against the Flexible Framework is published in the Annual Procurement Report 2023-2024. Where appropriate, tenders include full sustainability tests to ensure sustainable outcomes have been embedded in the Invitation to Tender. A new sustainability process has been in place since 2022/2023, which mandates a new scoring approach in the technical envelope, with 30% of the total technical score allocated to sustainability, including Fair Work First, Community Benefits and, for the first time, a specific score for climate considerations. The Council has approved a new a five-year Procurement Strategy for 2023-2028 and one of the seven key objectives is sustainable procurement, incorporating the climate change duties. 97
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In 2023/2024, the Council’s spend with local enterprises increased from 18% to 19.5%, representing £67m spent in the South Lanarkshire area, with a further £41m spent with North Lanarkshire enterprises. 5(b) How has procurement activity contributed to compliance with climate change duties? Provide information relating to how procurement activity by the body has contributed to its compliance with climate changes duties. The Council has confirmed it will contribute to the Scottish Government led research on driving emission reduction through the public supply chain and will consider any new recommendations from this research. In respect of procurement activity which has contributed to compliance with climate change duties, the procurement team has supported the Council approaches to: • Expanding the use of electric fleet and the EV charging infrastructure • Upgrade projects for social housing to achieve Energy Efficiency standards (EESSH) • New construction arrangements for construction projects, including Larkhall Leisure Centre, with embedded sustainability standards. 5(c) Supporting information and best practice The output from the Sustainable Procurement tools can be accessed through the Council’s Annual Procurement Report 2023-2024 Part 6: Validation and declaration 6(a) Internal validation process Briefly describe the body’s internal validation process, if any, of the data or information contained within this report. The report was prepared by the Performance and Development Team with relevant Council Resources. It has been reviewed by the Performance and Policy Development Manager, the Head of Enterprise and Sustainability Development and approved by the Executive Director of Community and Enterprise Resources. It has also been reviewed by the Executive Committee prior to submission. Finance and Corporate Resources have previously carried out an internal audit of the climate change duties report. The audit interrogated the data compilation and evidence pack and reported that the methodologies and processes were robust and sound. The 2023-24 report has not been audited; however, the same methodologies and processes have been applied as in previous years. 6(b) Peer validation process. Briefly describe the body’s peer validation process, if any, of the data or information contained within this report. When the internal audit was carried out, a benchmarking exercise took place comparing the level of reporting detail within the South Lanarkshire report against six other local authorities in the Local Government Benchmarking Framework ‘family group’. Overall South Lanarkshire’s report compared favourably with the other councils reviewed. 6(c) External validation process. Briefly describe the body’s external validation process, if any, of the data or information contained within this report. No external validation carried out at this time. 6(d) No Validation process. If any information provided in the report has not been validated, identify the information in question and explain why it has not been validated. Internal validation process as outlined in 6a. 98
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6 (e) - Declaration I confirm that the information in this report is accurate and provides a fair representation of the body’s performance in relation to climate change. Name Role in the body Date David Booth Executive Director of Community and Enterprise Resources 04/10/2024 99
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 18 December 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Litter Strategy - Update 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] provide an update on the work undertaken to date on the Litter Strategy 2022 to 2027 and the associated action plan [1purpose] 2. Recommendation 2.1. The Committee is asked to approve the following recommendations: [ (1) that the progress and updates on the Litter Strategy Action Plan be noted. (2) the pilot project updates be noted. (3) that the update on the review of fly tipping reporting process be noted. 3. Background 3.1. The Litter Strategy covers the period 2022 – 2027 and was approved by the Climate Change and Sustainability Committee on 31 August 2022. The strategy outlines a clear vision for how the Council will develop various plans and initiatives to prevent and address litter, dog fouling, and fly tipping. It builds on existing initiatives and complements national campaigns promoted by organisations like Keep Scotland Beautiful and Zero Waste Scotland. 3.2. Over the past year, there has been positive engagement with diverse community groups and individuals. Through the Community Clean Up webform, groups and residents have been supported in conducting litter picks and cleanups. Ground Services have also actively engaged with the Climate Change and Sustainability Youth Forum by attending meetings, providing information, and assisting with initiatives run in schools. This is an encouraging start for collaborating with Education and individual schools. 3.3. The litter bin mapping and inventory undertaken for the Litter Strategy have been invaluable for understanding the current locations and capacities of infrastructure. This has informed decisions about new bin requests. The Litter Bin Map is now publicly available for residents and community members to access. Our Litter Bin Replacement Programme is continuing to ensure locations and capacities suit the area's needs. Going forward, litter bins with hoods are being prioritized to prevent litter escape from animals and wind. 3.4. The Council has successfully obtained Chewing Gum Task Force grant funding for the last 3 years. This has allowed effective cleaning of gum staining in town centres across 5 101
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all localities. This year for Year 3 of the grant funding £27,045.40 was received which has enabled us to continue tackling gum issues in other communities. Circular Economy Bill 3.5. The Scottish Government passed the Circular Economy Bill on 26 June 2024. The Bill establishes the legislative framework to support Scotland’s transition to a zero waste and circular economy, significantly increase reuse and recycling rates, and modernise and improve waste and recycling services. 3.6. The Bill includes specific provisions regarding litter and fly tipping. It establishes a new penalty system for littering from vehicles, powers to seize vehicles involved in specified waste crimes, and strengthened household duty of care responsibilities around household waste to help prevent fly tipping. The National Litter and Fly Tipping Strategy 3.7. The Scottish Government published the National Litter and Fly Tipping Strategy on 28 June 2023. It outlines a refreshed approach to tackling litter and fly tipping to protect and enhance Scotland's environment, ensure safer and cleaner communities, and contribute to a thriving circular economy. 3.8. The Strategy sets out how national and local governments, businesses, third sector, communities and individuals can collaborate to support behaviour change, improve infrastructure, and strengthen enforcement. This aims to protect the environment, better value societal resources, and prevent materials escaping the economy. 3.9. Scottish Government and the delivery partners have been working on the Year 1 action plan before launching Year 2. This has included several data and research projects, the launch of The Community Litter Hub as well as the reopening of the Private Landowners Grant Fund. 4. Litter Strategy Steering Group 4.1. The purpose of the Litter Strategy Steering Group is to provide leadership, governance and oversight that will drive collaborative action across the Council to achieve the vision and objectives outlined in the Litter Strategy. 4.2. The Steering Group is made up of colleagues from Grounds Services, Waste Services, Roads and Transportation Services, Housing and Technical, Environmental Services, Education, Economic Development, Estates, Sustainable Development and Comms. The meetings take place every two months and cover topics within the action plan, updates on the pilot projects and presentations on related topics. 4.3. The group has been invaluable for discussing current practices and encouraging innovative corporate collaboration across all Council resources. It has highlighted areas for future development, progressed with pilot projects, and fed into the Litter Strategy Action Plan. Litter Strategy Action Plan 4.4. The Action Plan was approved by the Steering Group early 2023 and covers the main themes of Education, Engagement and Enforcement with 19 actions - 6 for Education, 8 for Engagement and 5 for Enforcement. Actions are assigned to Resources to progress over the period of the strategy with a copy of the updated Litter Strategy Action Plan included in Appendix 1 with updates against each action. 102
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4.5. Some highlights over the year so far include: Ongoing recycling pilots have been taking place in two secondary schools to educate pupils and staff to reduce general waste and increase recycling. Larkhall Academy and Trinity High School have trialled different recycling infrastructure, designed posters and provided information and education to the schools. Recycling levels and contamination are being monitored for continuous data and as evidence for a Zero Waste Scotland Recycling Improvement Fund (RIF) application, which has just been submitted It's Your Place campaign was launched in December 2023 and the branding used for a number of different campaigns throughout the year Litter survey utilising AI technology was undertaken to map litter around Hamilton town centre, including 3 secondary schools. The report provided interesting and beneficial results, and an action plan developed Upgrade and improvements currently being progressed for fly tipping reporting. Three pilot initiatives took place focussing on Town Centres; Housing; Industrial Estates 5. Data 5.1. To support delivery of the Strategy and help measure success, the Steering Group has previously set out a suite of baseline data that will be updated and monitored over the life of the strategy. This is presented in Appendix 2, with indicators listed below. Local Environmental Audit and Management System (LEAMS) Fixed Penalty Notices (FPNs) Procurator Fiscal (PF) Reports Fly tipping Housing (waste in the wrong place) Requests Community Groups Community Clean Up – bag uplifts Community Clean Up – support 5.2. The LEAMS data shows annual figures from 2015/16 for the Council, the national average, and Benchmarking Club 3. Until 2023/24, the Council's performance has been better than both comparators and has followed a similar trend over the period. The 2023/24 figures for South Lanarkshire and Benchmarking Club 3 have decreased slightly, with the national average increasing and overtaking them marginally. 5.3. The Fixed Penalty Notice (FPN) data that has been provided by Environmental Health shows a decline in FPNs issued in the last 4 years. Covid-19 restrictions resulted in a reduction in enforcement activity over the first part of that period. 5.4. The number of cases/reports passed to the Procurator Fiscal (PF) peaked at 21 in 2019/20. Due to COVID-19 restrictions they dropped to 1 per year but have since increased back up to 8 in 2022/23 and 2023/24. 5.5. From 2013-2019, reported fly tipping instances were around 2,500 annually. Although high, it was believed that additional unreported cases existed. In early 2020, a new process was implemented to ensure all instances were recorded onto Confirm to track numbers and hotspot locations. 5.6. This was implemented during the Covid-19 pandemic and whilst expecting an increase in reporting due to the new process, the data suggests there may also have been an actual increase of fly tipping during this time. Since peaking in 2020, this has been 103
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decreasing over recent years with around 2,800 instances over 2023 which is encouraging. 5.7. The baseline dataset that the Steering Group is working with also includes Housing requests for abandoned waste and 'waste in the wrong place' within housing areas. During 2023/2024, there were 4,814 requests for the removal of waste, which is a 15% increase from 2022/2023. 5.8. The Community Clean Up webform has been an invaluable resource for both South Lanarkshire Council and local community groups. The form was launched in May 2021 as services started to open up after lockdown and saw an initial peak of 105 enquiries for support. Since then, main peaks have been around February, March and April each year when the Spring Clean takes places. The other option on the webform is to inform South Lanarkshire Council of bags for uplift which allows the Council to uplift bags promptly after a litter pick. These requests also peak during the Spring Clean period and this year there was the highest level of bags recorded in a month. April 2024 saw 582 bags uplifted by community groups and volunteers and recorded through the webform. 6. Pilot initiatives 6.1. As part of the implementation of the Strategy, the Steering Group established three pilot initiatives that would require collaborative working to target areas of concern. The pilots are Town Centres (Cambuslang); Housing; Industrial Estates. The Industrial Estates pilot project was concluded after approximately 6 months as there were improvements and no ongoing issues. Town Centres – Cambuslang 6.2. The Council is working in partnership with Cambuslang Community Council to address some of the issues on the Main Street caused by commercial and household waste and bin infrastructure. The majority of the continued issues are with commercial bins and waste, which the Council unfortunately are unable to change or enforce. The Council is looking at ways to engage with the business community on this subject. 6.3. While the predominantly wide pavements mean bins do not block access, they create street clutter and are unsightly. Bins are often abandoned or not returned to more appropriate locations against buildings or barriers. Overflowing or unsecured bins and side waste are common nearing collection day. Continued communication with Cambuslang Community Council, the local businesses and Economic Development is ongoing and aims to encouraging collaborative working. 6.4. The Council is in the process of purchasing communal bin enclosures for domestic bins that will allow the removal of numerous individual household bins at appropriate locations and reducing street clutter on collection days. This will improve the aesthetics of the area, and it is hoped will encourage the local business community to consider their waste management arrangements. Housing 6.5. Housing Services are working in partnership with Grounds Services, Environmental Services and Waste Services to address fly tipping and improper waste disposal around housing properties. 6.6. Letters are still being issued to households in problem areas, reminding them of their responsibilities, what to do with their waste and how to report occurrences. Housing, Waste Education, and Environmental Health have also been active, talking to 104
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residents and distributing leaflets. Housing's "Common Sense" Campaign highlights waste in closes, fire risks, and proper wheelie bin return after collection. 6.7. Housing Services are investigating all deposits of waste or waste in the wrong place within Housing land. Working cooperatively with other Resources is allowing the occurrences to be checked if it has been booked as a bulk uplift by the resident before proceeding with action. 6.8. Housing Services are also working with Grounds Services to focus on a number of ‘hot spot’ areas that require improvements and investment. This includes clearing and physical preventative measures to fly tipping hotspots, removing historic shrubbery that is not maintained and general improvement to areas. Waste and recycling solutions for flats or areas with inadequate accessibility are also being explored. Communal bins and custom communal bin enclosures are also being considered for different areas. Industrial Estates 6.9. Allanshaw Industrial Estate in Hamilton was highlighted by Hamilton and Blantyre Litter Pickers through their local MP due to concerns about dumped litter and waste around the estate and unsecured business bins. Grounds Services and Estates team have engaged with the local community including issuing a letter to estate tenants reminding them of their responsibilities around waste and litter and potential enforcement activity. Litter and fly tipping has improved subsequently, and the pilot project concluded. The Industrial Estate is being monitored to determine if further intervention is required. 7. Litter AI Survey - Hamilton 7.1. One of the priorities of the strategy was to ‘Explore technology opportunities to map littering’ and it was decided to engage in discussions with two organisations that undertake litter AI surveys. Hamilton town centre was selected as a good location with a varied make up of commercial areas, residential areas, parks, industrial zones and schools. 7.2. Ellipsis Earth was the successful bidder, and a survey of Hamilton undertaken. Images were collected by smartphones and vehicle cameras. The images were then detected, labelled and mapped by Ellipsis AI software. Representative data was captured across all seven days of the week at various times of the day with a total of 166,980 sqm surveyed. 7.3. The surveys also incorporated 157 existing bins and 207 potential litter sources such as cafes, transport stops and shops, for performance evaluation. A total of 113,655 items of litter were detected across a typical week, with an average of 17 items a minute: or an item being littered across the city every 3.5 seconds and every 1.48 metres. 7.4. The analysis of the data of the most commonly littered items shows a proportional breakdown of littering that is very heavily dominated by small items and fragments. These account for 51% of the 84% identified in the top 10 (plastic fragment, cigarette butt, foreign object, bottle cap/lid, sachet packet). This data shows the majority of the litter recorded is not in general a highly visible issue since the littered items can be very small in size and fragmented. The data allows examination of cleansing schedules, and techniques and allows investigation into the reasons for this litter being present in Hamilton when it is not normally typical to town centres. 105
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7.5. Since receiving the Ellipsis Earth report, an action plan has been developed to focus on changes and initiatives that can be made going forward. A more detailed report on the work undertaken forms another item on this agenda. 8. Fly tipping reporting 8.1 A sub group of the Litter Strategy Steering Group has recently been established to review and improve the way that fly tipping is reported by the public and the way that this is managed internally across the different services involved in the process. So far, a new streamline reporting process for customer enquiries has been mapped that allows access to the right information at the right time and reducing hand offs. The aim is to have a fully interactive online form linking to GIS mapping to encourage channel shift. 8.2 New simple forms are also being developed for internal use that will help reduce timescales in processing requests and ultimately lead to quicker response times in dealing with fly tipping. The councils bulk uplift arrangements are also being considered as part of the review process as uplift request can often be mistaken for fly tipping. It is hoped to conclude work by early 2025 and new processes launched quickly thereafter. 8.3 Over 2024, Environmental Health has reviewed the approach to investigating fly tipping incidents with the aim of obtaining more information which would enable enforcement action to be taken. Reporting arrangements with other council services have been redesigned as outlined in section 8.1, which has resulted in an increase in notifications from services who have obtained evidence (usually CCTV footage) of fly tipping incidents. During the summer period the out of hours noise team undertook site visits to known hot spot areas in an attempt to catch people fly tipping and also to act as a deterrent. 8.4 Recording arrangements at the call centre for fly tipping have been clarified and updated which will enable the reports to be directed to the appropriate service quickly and obtain the best information from members of the public reporting incidents. During 2024 Environmental Services also liaised with the Procurator Fiscal (PF) on the evidence required to enable cases to be taken by the PF. This will allow officers to gather the specific evidence the PF requires ensuring cases are more likely to be pursued by the Fiscal. 9. Communications Plan 9.1. Effective communications are an important part of the Litter Strategy, to encourage public understanding and support and to bring key messages to specific audiences. Overarching and long-term branding was the key component for this campaign to encourage buy in and engagement. It's Your Place campaign was launched in December 2023 and the branding has been used for a number of different campaigns within Community and Enterprise Resources. 9.2. Communications and Strategy are working with Community and Enterprise Resources to promote all significant developments and actions currently being undertaken as part of the Strategy. 10. Employee Implications 10.1. Implementing the Strategy has been a key task for the Policy Officer. All Resources contribute to the actions within the Strategy to ensure a coordinated, comprehensive and collaborative approach. Resource and service implications will vary based on the relevance of their activities to litter and the action plan. 106
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10.2. Beyond implementing the Strategy, the Policy Officer will champion and report on broader litter, dog fouling, and fly tipping prevention issues. 11. Financial Implications 11.1. The cost of the Ellipsis Earth AI Litter Survey was £17,500, which was met within existing Grounds Services revenue budget. 12. Climate Change, Sustainability, and Environmental Implications 12.1. Littering and fly tipping detrimentally impact health, wellbeing, the economy, and the natural environment. Litter and waste can lead to soil, water, and air pollution. It's estimated 80% of marine litter originates on land. Ecosystem services and biodiversity are also harmed. Preventing litter and fly tipping plays a key role in sustainable development and the circular economy. The Litter Strategy will support the Council's Sustainable Development and Climate Change Strategy outcomes. 12.2. Proper disposal preventing littering and fly tipping will also positively impact the Council's recycling figures. Currently, litter and fly tipped materials are not separated before disposal, mainly being incinerated. 13. Other Implications 13.1. There are no other risks or implications associated with this report. 14. Equality Impact Assessment and Consultation Arrangements 14.1. This report does not introduce a new policy, function or strategy nor recommend a change to an existing policy, function or strategy and therefore, no impact assessment is required. 14.2. There was no consultation arrangements required in relation to this report. David Booth Executive Director (Community and Enterprise Resources) 27 November 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs. Working with and respecting others Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work towards a sustainable future in sustainable places. We will work to recover, progress and improve. Outcomes Good quality, suitable and sustainable places to live. Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities. Previous References Community and Enterprise Resources Committee report on Code of Practice on Litter and Refuse (Scotland) 2018 on 24 August 2017 Community and Enterprise Resources Committee report on Litter Development Policy Officer on 26 March 2018 107
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Climate Change and Sustainability Committee – 10 February 2021 Climate Change and Sustainability Committee report on Litter Strategy on 31 August 2022 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Emma Berry (Environmental Initiatives Officer) Ext: 7775 (Tel: 07385032023) E-mail: emma.berry@southlanarkshire.gov.uk 108
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Appendix 1 Litter Strategy Action Plan Litter Strategy Steering Group Action Plan THEME ACTION RESPONSIBILITY STATUS TIMESCALE UPDATE Education Establish a baseline for tracking performance against the strategy. Grounds Services (Emma Berry) Complete First quarter of 2023 Baseline data has been discussed and provided. Will be updated quarterly/annually as appropriate. Education Update annual data for tracking performance against the strategy. Grounds Services (Emma Berry) In Progress Ongoing Data for 23/24 has been updated. Education Develop a series of short and long term projects for schools. Education (David Hinshelwood) Grounds Services (Emma Berry) Waste Services (Kirsty McGuire/Tom McGowan) Facilities ? In Progress Ongoing Trinity High School and Larkhall Academy - recycling pilot in street area and classrooms. Currently trialling different recycling bins and Education has applied for the ZWS Recycling Improvement Fund to roll improved recycling out across all High Schools. Multiple Primary and Secondary schools are taking part in litter picks and community clean ups. The Youth Forum have also highlighted this as an area they want to get involved in supporting. Education Review the Scottish Secure Tenancy Agreement to ensure tenants’ responsibilities in relation to disposal of waste and use of common parts is clearly detailed. Housing (Tracey O'Donnell/Anne Desport) Complete First quarter of 2023 Review of current SST Agreement undertaken to ensure responsibilities clearly defined. Robust in relation to tenant's responsibilities 2.13 and 3.3 of agreement. Education Review information available to private landlords on proper waste disposal by themselves and tenants and promote via PL Forum. Housing (Tracey O'Donnell/Anne Desport) Grounds Services (Emma Berry) Environmental Services (Craig Brown) Complete First quarter of 2024 Grounds and Environmental Services presented to the PL Forum on 21st March 2024. Although it was the engaged landlords in attendance, the presentation was well received. In Progress Complete Not Started Overdue On Hold 109
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Education Explore technology opportunities to map littering and review bin infrastructure. Grounds Services (Emma Berry) In Progress Ongoing Litter bin mapping - available internally for staff and available on the website for residents. This data is assisting with the Litter Bin Replacement Programme. Ellipsis Earth - survey undertaken in November 2023 which provided interesting and beneficial results. an action plan has been developed to focus on changes and initiatives that can be made going forward. Education All resources to provide best practice opportunities and ideas from other local authorities. All Services Engagement Further engagement with key partners and community groups to encourage the creation of litter prevention action plans. All Services In Progress 2025 LPAP Template has been created and we will be investigating the best way to engage will community groups and other key partners. Engagement Review lease agreements across all commercial properties to ensure appropriate waste disposal is included. Economic Development (Iain Ross/Victoria Eccles) Estates (Robert Harkness) Complete 2023 Lease arrangements reviewed and both cleaning and refuse disposal are included within. When tenants move in they are advised that they need to contact one of the various commercial waste contractors to set up a waste and recycling contract. Engagement Work with community groups and businesses to increase engagement, volunteer clean ups and build a proactive communications campaign. Grounds Services (Emma Berry) PR (Stephen Terry) Community Engagement (Gillian Alexander) In Progress Ongoing We continue to work with community groups, businesses and volunteers to support them with their clean ups and other initiatives. Spring Clean Scotland always has high levels of volunteers that take part and we promote the work and outcomes. Increase engagement with Education to promote all schools undertaking clean ups, similar to Uddingston Grammar View article. Engagement Identify the most common types of fly tipping and create a communication campaign. Grounds Services (Emma Berry) PR (Stephen Terry) In Progress Ongoing It's Your Place campaign has been used for litter and fly tipping communications, however we haven't put of content for specific fly tipping materials. Rural road clean up at Spring Clean time is always a successful campaign. We want to target other problem areas like this that could be highlighted on a seasonal/annual campaign basis . 110
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Engagement Create a formal communication plan to promote the work of the Litter Strategy steering group that will include a number of different campaigns that will cover the themes of the strategy. Litter Strategy Steering Group Grounds Services (Emma Berry) PR (Stephen Terry) Complete Ongoing It's Your Place campaign was launched in December 2023 and the branding has been used for a number of different campaigns within Community and Enterprise. Engagement Develop options to tackle commercial and household waste issues in town centres and high streets. Housing (Tracey O'Donnell/Anne Desport) Waste Services (Kirsty McGuire/Tom McGowan) Estates (Robert Harkness) Economic Development (Iain Ross/Victoria Eccles) Grounds Services (Emma Berry) In Progress Ongoing Pilot projects in Cambuslang and Rutherglen Main Street. Environmental Services have had discussions with commercial premises regarding presentation and storage of waste. Waste Education Team has been visiting households in the main streets to give advice and encourage responsible waste management. Communal bin hubs to be installed in pilots areas in town centres and main streets. Ongoing work with CCTV for evidence of occurrences Engagement Increase monitoring and mapping of fly tipping occurrences to identify hotspots using the Litter Monitoring System. Grounds Services (Emma Berry) Complete First half of 2023 Previous fly tipping data has been uploaded to the Litter Monitoring System through ZWS, however we have since found the data inaccurate for postcode location (postcode of the enquirer and not the fly tipping location). Other options will be investigated in line with improving the fly tipping web form. Engagement Upgrade the fly tipping reporting process and streamlined route for customer enquiries. Grounds Services (Emma Berry) Environmental Services (Craig Brown) Enterprise and Sustainable Development Service (Linda Burnett) In Progress Reviewed all other Scottish Local authority websites to identify good practice. Reviewed current reporting process and agreed streamlined route for customer enquiries. All relevant departments were involved in these discussions and changes required for the proposed process. Engagement Further engagement with businesses around their responsibilities to keep the area around their premises clear of litter and to take steps to prevent future littering. Grounds Services (Emma Berry) Environmental Services (Craig Brown) Economic Development (Iain Ross/Victoria Eccles) BIDs (Victoria Eccles) In Progress Ongoing Environmental Services have had discussions with commercial premises in town centres regarding presentation and storage of waste. Discussion undertaken with Hamilton BID and confirmation of their commitment to use BID communication channels to further send out the message. Discussion underway with Lanark BID. Litter strategy outputs incorporated into the Rutherglen Town Centre Strategy. 111
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Enforcement Scoping a way forward for improved CCTV provisions for fly tipping, litter and environmental ASB. Environmental Services (Craig Brown) Housing (Tracey O'Donnell/Anne Desport) CCTV (William McKelvie) Grounds Services (Emma Berry) In Progress Ongoing A improved working relationship has been developed with the CCTV Control Centre to make more use of public space coverage for fly tipping, littering and environmental ASB. Grounds procured 1 additional public space CCTV camera for fly tipping occurrences. Environmental Services are happy to receive images and footage from other council services or the public and will investigate any incidents providing evidence of non-compliance with fly tipping legislation. During 2023/24 images relating to flytipping were passed to Environmental Health on a few occasions. Enforcement Investigate options and sources for funding streams for additional CCTV provisions. Environmental Services (Craig Brown) Housing (Tracey O'Donnell/Anne Desport) CCTV (William McKelvie) Grounds Services (Emma Berry) Economic Development (Iain Ross/Victoria Eccles) In Progress Ongoing No funding sources available for additional CCTV provisions. Grounds procured 1 additional public space CCTV camera for fly tipping occurrences. Enforcement Investigate recharging costs for waste in the wrong place within Housing factored properties (for tenants, private leases, and owner occupiers). Housing (Tracey O'Donnell/Anne Desport) Legal Service In Progress Ongoing Housing Services are continuing to investigate the ability to rechange costs for tenants and factored properties. This goes along with the investigation work they are currently undertaking to establish who the waste belongs to. Enforcement Develop a new proactive approach to maximise enforcement opportunities. Environmental Services (Craig Brown) In Progress Ongoing Environmental Services has initiated a project to divert resources from public health and housing functions to a more proactive waste enforcement and deterrent role. The project will be reviewed in autumn/winter 2024. Enforcement Identify the most common geographical locations of fly tipping for enforcement action. Environmental Services (Craig Brown) Grounds Services (Emma Berry) Complete 2023 This is the way Environmental Services has always operated in relation to the deployment of surveillance cameras. Appropriate sites are reviewed on an ongoing basis. 112
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Appendix 2 Baseline data 84 86 88 90 92 94 96 98 100 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 LEAMS street cleanliness score South Lanarkshire Benchmarking club 3 National 0 20 40 60 80 100 120 140 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Number of fixed penalty notices (FPN) issued Fly tipping Littering Dog fouling 113
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0 2 4 6 8 10 12 14 16 18 20 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Number of cases/reports passed on to the Procurator Fiscal (PF) Fly tipping Littering Dog Fouling 0 500 1000 1500 2000 2500 3000 3500 4000 4500 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Number of fly tipping instances 114
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0 1000 2000 3000 4000 5000 6000 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Dumped waste and 'waste in the wrong location' - Housing requests 0 20 40 60 80 100 120 Number of enquiries for Community Clean Up Support 0 50 100 150 200 250 300 350 400 450 Number of bags for uplift from Community Clean Up web form 115
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 18 December 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Artificial Intelligence (AI) Litter Survey 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] provide an update on the work undertaken on the AI litter survey of Hamilton town centre by Ellipsis Earth [1purpose] 2. Recommendation 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the information, actions and next steps of the Hamilton AI litter survey be noted. 3. Background 3.1. The Litter Strategy covers the period 2022 to 2027 and was approved by the Climate Change and Sustainability Committee on 31 August 2022. The strategy outlines a clear vision for how the Council will develop various plans and initiatives to prevent and address litter, dog fouling, and fly tipping. It builds on existing initiatives and complements national campaigns promoted by organisations like Keep Scotland Beautiful and Zero Waste Scotland. 3.2. One of the priorities from the Litter Strategy was to ‘Explore technology opportunities to map littering and review bin infrastructure’. To achieve this priority, Grounds Services has begun mapping all existing bin infrastructure on GIS mapping. The service undertook soft market testing with organisations who used Artificial Intelligence (AI) to undertake litter surveys. Hamilton town centre was selected as a good location for a survey with a varied make up of commercial areas, residential areas, parks, industrial zones and schools. 3.3. The project went out to tender, with Ellipsis Earth the successful bidder. After discussing and clarifying the survey parameters, criteria and route with Ellipsis Earth, work began late 2023. 4. AI litter survey 4.1. The survey was undertaken over a week for the image collection phase. Images were collected by smartphones and vehicle cameras. The images were then detected, labelled and mapped by the AI software utilising machine learning. Representative data was captured across all seven days of the week at various times of the day with a total of 166,980 sqm surveyed. 6 117
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4.2. The survey also incorporated 157 existing bins and 207 potential litter sources such as cafes, transport stops and shops, for performance evaluation. A total of 113,655 items of litter were detected across a typical week, with an average of 17 items a minute; or an item being littered across the town every 3.5 seconds and every 1.48 metres. 5. Litter analysis 5.1. Analysis of the most commonly littered items over the survey location shows a proportional breakdown of littering that is very heavily dominated by a few key items, notably plastic fragments which comprise over a quarter of all litter across the town. These items are defined as small irregular pieces of plastic less than 2cm in size of varied origins. These fragments are mostly from broken down food and drinks packaging or industrial sources, and indicate a long residence time to allow weathering, erosion or physical deterioration by wildlife. 5.2. From the analysis, small items and fragments account for 51% of the 84% identified in the top 10 (plastic fragment, cigarette butt, foreign object, bottle cap/lid, sachet packet). This data shows the majority of the litter recorded is not in general a highly visible issue since the littered items can be very small in size and fragmented. The data allows examination of cleansing schedules and techniques and allows investigation into the reasons for this litter being present in Hamilton when it is not normally typical to town centres. 5.3. Ellipsis Earth technology includes automated identification of 23 global brands across a wide range of items - for example, specific branded items will be recognised across hot and cold drinks cups and lids, food packaging, sauce sachets, and paper bags. Brand analysis across Hamilton highlights minimal branded items being littered with just 1.2% of all litter on the ground being branded and only 3.65% of all food and drinks litter being branded. This is a low number, however, it is a higher proportion than national averages of less than 1% all litter and 2-3% of food and drinks. 5.4. The most common branded items to be littered were from fast food outlets, which is usually less common but in Hamilton was found across the entire survey; this could be indicative of the majority active footfall demographic of the town being students, commercial staff and commuters patronising fast food restaurants relatively frequently. Soft drink brands were also found to be frequently littered. 5.5. Review of the litter data shows a mixed spread of littering across the 7 days of the week. The highest littering rates occurring midweek with lower levels across the weekends. Littering is highest on Wednesday mornings and Thursday afternoons, with litter levels being higher on weekday mornings except for Thursdays. Contrastingly, litter levels at the weekends are lower overall but higher in the afternoons. This is supported by hourly data which shows litter levels being highest during the weekdays between 8am and 11am, with peaks on Wednesdays at 9am and Mondays at 11am, while later weekend afternoon peaks on Friday, Saturday and Sunday being at 1pm, and lower litter levels in the evenings throughout the week. This is opposite of typical UK town centre littering, which usually sees low and consistent local residential worker litter throughout the week and high levels of social littering at the weekends. It is similar to a commuter/student town, however local knowledge would tell us weekends are still very busy but lower littering could be explained by a different kind of visitor. 5.6. Schools were the third most littered site after the two commercial zones. This was particularly food and drinks litter and especially cans. School sites all saw otherwise low-level site averages boosted by highly localised littering, with particular patterns of 118
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distribution at each school. St John Ogilvie High School saw distinct hotspots at the school entrance with 50% of all littering occurring at Udston Road, Farm Road and Glenlee Street from 12-1pm, and 40% occurring further away enroute away from the school on Donaldson Street and George Street from 3-4pm, specifically outside the sandwich shop and convenience store at High Blantyre Road, the open square opposite food outlets which saw the second highest littering by weight, and the bus stop on the A724 on Glasgow Road. 5.7. Holy Cross High School saw hotspots at congregation points enroute to the Hamilton Retail Park, which came in third for environmental impact due to the numbers of small confectionery wrappers, and at the Auchinraith Ave sloped pedestrian exit point, particularly between 1 and 2pm. 5.8. Hamilton Grammar School saw hotspots on Union Street by the bus stop and along the roadside, particularly for drinks litter between 12 and 1pm, with high numbers of glass bottles ranking this site high by weight. All three school areas saw distinct pedestrian routes of litter. 6. Litter Bins 6.1. A key element of an Ellipsis Earth Environmental Audit is the application of Bindex software which identifies and evaluates bin provision and performance across the survey site. In Hamilton, 157 bins were assessed. Some findings from bin evaluation are listed below. Undamaged bins captured an average of 12% more litter than damaged bins The colour of the bins had an impact on their performance Larger bins are performing better than small and medium bins 18% of all litter present within 20m of a bin Over 1,000 items of litter within 20m of a bin outside schools (this is over triple the UK average) 7. Summary 7.1. Hamilton received an Ellipsis Earth Environmental Audit score of 64 which is a high C grade (UK average is a mid C). There were low levels of medium-frequency dispersed littering across Hamilton with some very high-density litter hotspots in a number of localised situations, notably schools, commercial centres and the train station. These hotspots are masking an otherwise relatively clean and well-managed town. 7.2. Ellipsis Earth also highlighted there was a lack of bin provision in some areas of Hamilton. This statement was questioned, however, there was agreement that there is the wrong type of bin infrastructure in some areas and these will now be considered as part of the review of bin provision. The results also showed that current cleaning or collection schedules appear to be missing some hotspots, causing accumulation patterns of litter. This has been investigated and may be explained by access challenges caused by parked vehicles at some locations. This is especially apparent when concerning small and fragmented litter. 8. Actions and next steps 8.1. Since receiving the Ellipsis Earth report, the approach to street cleansing has been reviewed, especially surrounding the small and fragmented litter. Litter picking is undertaken twice daily in some locations of Hamilton town centre and along the school routes. This should mean that new pieces of larger litter do not remain on the ground for any length of time, however, the ‘It’s your place’ education and a behaviour change campaign remains essential for encouraging positive behaviour going forward. 119
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8.2. The survey area covered three secondary schools in Hamilton, and it provided powerful data that shows the litter issues surrounding schools and on lunch routes is very apparent and consistent. The Grounds team has engaged with the Youth Forum on littering and environmental issues and will continue to do so to highlight the issues around schools as identified by the survey. 8.3. Areas of particular concern that were highlighted from the survey were the retail parks which are private land that the council does not service or maintain. Hamilton Retail Park and Palace Grounds Retail Park have considerably high levels of litter recorded. Engagement has begun with the fast-food outlets identified in the data on how this relates to their brand and the surroundings of their premises as well specific operational issues such as the timings and span of litter picking. Initial discussions have been positive to date. 9. Employee Implications 9.1. This project was an action within the Litter Strategy and a key task for the Policy Officer. Although all Resources are contributing to the action plan, there are no other employee implications over the standard duties. 10. Financial Implications 10.1. The cost of the Ellipsis Earth AI Litter Survey was £17,500. 11. Climate Change, Sustainability, and Environmental Implications 11.1. Littering and fly tipping detrimentally impact health, wellbeing, the economy, and the natural environment. Litter and waste can lead to soil, water, and air pollution. It is estimated 80% of marine litter originates on land. Ecosystem services and biodiversity are also harmed. Preventing litter and fly tipping plays a key role in sustainable development and the circular economy. The Litter Strategy will support the Council's Sustainable Development and Climate Change Strategy outcomes. 12. Other Implications 12.1. There are no other risks or implications associated with this report. 13. Integrated Impact Assessments and Consultation Arrangements 13.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 13.2. There was no consultation arrangements required in relation to this report. David Booth Executive Director (Community and Enterprise Resources) 27 November 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes 120
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Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References Community and Enterprise Resources Committee report on Code of Practice on Litter and Refuse (Scotland) 2018 on 24 August 2017 Community and Enterprise Resources Committee report on Litter Development Policy Officer on 26 March 2018 Climate Change and Sustainability Committee – 10 February 2021 Climate Change and Sustainability Committee report on Litter Strategy on 31 August 2022 Climate Change and Sustainability Committee report on Litter Strategy Update on 20 September 2023 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Emma Berry (Environmental Initiatives Officer) Ext: 7775 (Tel: 07385032023) E-mail: emma.berry@southlanarkshire.gov.uk 121
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 18 December 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Ash Dieback Disease (ADD) 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the work undertaken regarding Ash Dieback Disease (ADD) 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the work undertaken to date regarding Ash Dieback Disease (ADD) be noted; (2) that the ongoing risk, management and financial implications associated with ADD be noted; and (3) that the Ash Dieback Action Plan (ADDAP), as shown in Appendix 1, be noted. 3. Background 3.1. ADD remains the most significant tree disease to affect broadleaved trees in the UK since Dutch elm disease gained prominence in the 1960s. It has spread rapidly in South Lanarkshire, with only a small fraction of trees proving resistant due to genetic factors which give them disease tolerance. This incurable disease affecting only ash species is caused by the fungal pathogen Hymenscyphus fraxineus. European data continues to suggest it will lead to decline and death of 50%-75% of ash trees in Scotland over two decades and has the potential to infect more than 75 million ash trees across the country. ADD was first recorded in the UK/South Lanarkshire in 2012. 3.2. Risks are site specific, but tree viability is questioned at +/- 50% remaining canopy (Ash Health Class 3-4) which is also the same point that climbing by arborists becomes unsafe. Tree death in under 4 growing seasons is not unknown. 3.3. This report provides an update on the work undertaken in relation to ADD over the last 18 months and the Ash Dieback Action Plan (ADDAP) that was approved by Community and Enterprise Resources Committee on 17 September 2024. 4. Progress over the last two years 4.1. To help inform the Ash Dieback Action Plan (ADAP), a 2022/2023 pilot project was completed with £100,000 additional budget. The scale and impact of the disease on high use parts of the road network from the earlier virtual survey and high use routes in high population settlements were also investigated. 7 123
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4.2. Additional funding of £500k was included in the capital programme for 2023/2024 to continue the assessment and operational work on ash trees posing the highest level of risk (not acceptable) for example Ash Health Class 3-4 (or other dangerous trees) in high target areas. Operational work focused on reducing the ‘not acceptable’ risks posed by Council ash trees to an ‘acceptable’ level. 4.3. The additional funding provided the opportunity to review current operational practices and incorporate ADD into the existing workload and move towards managing trees pro-actively. It has enabled the purchase of specialised plant, access machinery and procurement of contractors. It has also allowed the appointment of temporary tree assessing Officers and temporary ‘grow your own’ operational staff, targeting the recruitment of young people through employability and apprenticeships. This has allowed the service to address pre-existing recruitment challenges and will provide a level of succession planning in an ageing workforce. This also goes someway to addressing market concerns as the general commercial arboricultural industry will not be able to meet the expected demand over the coming years. A further £0.200m was allocated in 2024/2025 and this has allowed this work to progress further. 4.4. In addition, there has been a broader restructure within the arboricultural service with the creation of a strategic function to focus on ADD, pro-active management and the Clyde Climate Forest; and an operational function focused on the day-to-day arbor service and tackling the current lengthy back log of reactive tree work. This has been delivered within the existing budget of the service. As the service modernises, further opportunities to commercialise and generate income are also being actively pursued. The service is trialling a timber station to store and investigate potential revenue streams associated with timber and biomass products. 4.5. A Tree Risk-Benefit Management and Assessment approach is also being developed to manage the risk from trees and branches falling, to meet the Council’s duty of care. This approach uses traffic light risk ratings and development of a proportionate and balanced ‘Tree Risk-benefit Management position statement’. An asset management approach is being applied to trees using costs, benefits, and alignment with the Council’s overall objectives. 4.6. Central to maintaining easy-to-use tree records and meeting the Council’s duty of care, is the Tree Asset Management software - Treeplotter. This is an evidence-based tool that helps accurately target and manage resources to an acceptable level of risk. It also enables a better understanding of our tree resource, impact of current/future threats, and associated ecosystem services for proportionate replacement planting. Strategic planning, working smarter and directing resources based on actual needs are progressing well along with the provision of meaningful benchmark for monitoring. 4.7. To help channel shift, customers are now directed to website guidance, illustrative guide on Obvious Tree Risk Features, general public online form, Housing online form, Frequently asked questions guide and ‘general management advice’ on Ash Dieback. Overall, the enquiry backlog is decreasing and compliments increasing. 4.8. In line with the Ash Dieback Toolkit (Scotland), an Ash Dieback Action Plan (ADAP) has been developed and is presented in Appendix 1.This plan addresses the risks presented by the impact of Ash Dieback on people and property, as well as the ecosystems ash trees are found across South Lanarkshire. It prepares for a positive recovery phase to achieve a net biodiversity gain by 2034 and landscape recovery by 2054. This planned approach will also help us retain more ash trees for longer so that we can reduce the impact of ADD and manage time and costs more effectively. 124
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4.9. With 2022/2023 Climate Emergency Funds of £100,000, an initial ADD – Recovery and adaptation project was progressed. Alongside other drivers such as Clyde Climate Forest, approximately 23,700 trees have been planted between 2022 and 2024, many with community participation. Kickstarting the ‘ADD Landscape level recovery’ gained notable community support. 4.10. The Council is an active member of the Ash Dieback Risk Group (Scotland) that advises the Scottish Government on associated policy and plans. As Chair of the Scottish Tree Officers Group (STOG), the Council hosted an ADD webinar and associated working group. This working group services practitioners from 15 Scottish Local Authorities and has developed a technical Knowledge Hub and STOG rebranding. The ‘KHub’ now connects Tree Officers digitally across Scotland, shares knowledge, and collective ways of working. 5. Current Position – South Lanarkshire 5.1. The Council’s assessments have identified approximately 124,530 (85%) Ash trees from a best estimate population of approximately 145,977 that may impact on the Council’s duties. These are trees either managed or owned by the Council, or in private ownership within falling distance of the road/public area. Below is the summary of the findings. Ash Health Class 1 Ash Health Class 2 Ash Health Class 3 Ash Health Class 4 Est. total regardless of risk category Estimated statistics of assessment areas 8,374 5,902 2,836 3,969 21,081 Estimated number of ash trees in private ownership and within falling distance of the Road 9,213 7,063 3,622 4,375 24,273 Estimated number of ash trees managed or owned by the Council that are within falling distance of either a road or public area target 40,905 28,116 13,217 18,385 100,623 Estimated number of Council owned or managed woodland/group ash trees 58,492 41,081 19,675 26,729 145,977 Figures illustrate both assessed trees, and estimated trees that have not yet been assessed 5.2. Last year’s spend focused on reducing the risk to an ‘acceptable’ level for those Council trees categorised as posing the highest level of risk (‘not acceptable’) for Ash Health Class 3-4 in high target areas such as the core road network, emergency access routes, high use parks and footpaths etc. This work continues with resources being progressed by risk rating. Roadside private ‘not acceptable’ trees will be progressed similarly, working in partnership with Roads colleagues, alongside new processes, and practices. 40.1% 28.1% 13.4% 18.4% Ash Health Class Ash Health Class 1 – 100%–76% remaining canopy (-7% from 2022) Ash Health Class 2 – 75%–51% remaining canopy (+1% from 2022) Ash Health Class 3 – 50%–26% remaining canopy (+4% from 2022) Ash Health Class 4 – 25%–0% remaining canopy (+2% from 2022) 0% 20% 40% 60% 80% 100% 0-5m 5-10m 10-15m 15-20m 20m+ Trees by Height Band (metres) Class 1 Class 2 Class 3 Class 4 125
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5.3. The extent of the disease continues to steadily progress by tree size/age (see above). 60% of the identified ash trees have been assessed as Ash Health Class 2, 3 or 4, 32% as Ash Health Class 3 or 4, and 290 trees unaffected (100% alive). Of those individual trees and groups in Ash Health Class 3 and 4, 37% are on private land. The precise speed of decline of any individual ash tree is currently impossible to predict and will be influenced by several factors. The targeting of long-term resource at monitoring the health of ash trees and focusing on those trees with severe symptoms, including root and stem decay, in higher risk locations will require continued funding. 5.4. Financial estimates are based on the average price to remove a diseased tree with high value targets such as roads, buildings, and utility lines or a ‘woodland’ type settings with lower value targets. Following the increased survey work, estimates for worse case tree works suggest that the Council’s potential financial costs associated with dealing with 50-75% ADD mortality on land it manages or owns has now decreased from the previous estimate of £11.000m, to between £5.100m - £9.600m respectively. This estimate excludes traffic management costs and replacement planting. 5.5. Additionally, there are significant numbers of ash trees not owned by the Council within falling distance of the road that could incur additional costs for the Council to remove if deemed dangerous and not removed by the owner. Unfortunately, there is no simple answer in terms of what is/is not a public road verge. Each case must therefore be decided on its own merits by Roads and Transportation/Legal Services and the economic impact must be mindful of these unquantified financial implications. 5.6. The delivery plan of the attached ADAP identifies the key actions required to try and address and mitigate the consequences of this issue. Given the ongoing risk, additional funding will be considered through future capital programmes to allow ongoing assessment of the spread of the disease and the removal of those trees most at risk. So far, the Scottish Government has not provided any additional funding for this work. However, the scale of the problem is such that councils will not be able to manage ADD safely and effectively without additional financial support. Going forward, it will be important for the Council’s political leadership, through CoSLA and other forums, to apply pressure for a financial commitment from Government in support of the issue. 6. Employee Implications 6.1. Additional funding of £0.500m was allocated for 2023/2024 and this has been used to target the recruitment of young people through employability and apprenticeships (Grow our Own) and for the recruitment of two temporary assistant Arboricultural Officers. Further detail has been provided in section 4. As a direct result of the ‘grow our own’ initiative, one trainee has been permanently employed as a Council Arborist. This has also allowed the service to address succession planning concerns. 7. Financial Implications 7.1. The financial implications are set out in detail in section 5, with current estimates suggesting a potential cost of £5.100m to £9.600m over the long term to deal with ADD on Council land safely and effectively. However, as the Council’s ADAP and developing ‘Tree Risk-benefit Management position statement’ embed, it is hoped that current estimates can reduce further over time. Additionally, there are significant numbers of ash trees not owned by the Council within falling distance of the road that could incur further costs for the Council, as set out in section 5.5. 126
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7.2. There is no additional external funding from the Scottish Government to assist local authorities manage or mitigate ADD, despite this now being registered as a high risk for all Local Authorities. Scottish Forestry continue to advise that there is no statutory plant health duty to manage ash dieback and that the safe management of trees remains an existing statutory duty under Section 3 of the Health and Safety at Work Act, and Roads (Scotland) Act. etc. 7.3. Additional funding of £0.500m was allocated in the capital programme for 2023/2024 and £0.200m for 2024/2025. As the planned approach through the action plan will help the Council retain more ash trees for longer, it is hoped the impact of ADD can be mitigated further. Consideration to additional funding will be made through future capital programmes to allow implementation of the action plan, retention of employees for ongoing assessment of the spread of the disease and the removal of those trees at most risk. 8. Climate Change, Sustainability and Environmental Implications 8.1. If not effectively managed, ADD has the clear potential to lead to long lasting changes in our landscape, tree populations and canopy cover, loss of ecosystem services and may potentially increase effects such as flooding and reduce carbon lockup. 9. Other Implications 9.1. ADD tree failures could translate into an increase in road network disruptions, the number of people harmed/killed by trees and a potential significant increase in vehicle/property claims. Failure to act could see the Council face an increase in liability claims as well as reputational damage. 10. Equality Impact Assessment and Consultation Arrangements 10.1. 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. 10.2. There is no requirement to undertake any consultation at this time in terms of the information contained in this report. However, as detailed proposals are developed, these will be subject to appropriate consultation arrangements. David Booth Executive Director (Community and Enterprise Resources) 27 November 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible 127
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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: Kevin Carr (Head of Facilities, Waste and Grounds) Contact Number: 01698 845708 Email: kevin.carr@southlanarkshire.gov.uk 128
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1 South Lanarkshire Council Ash Dieback Action Plan (ADAP) 7 129
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2 Contents page 1 Summary 3 2 Introduction 4 3 Aims and objectives 4 4 Ashes and Ash Dieback 5 4.1 What is Ash Dieback? 4.2 Where is Ash Dieback? 4.3 How many ash trees are affected? 5 Potential impact of Ash Dieback on the Council 7 5.1 Summary of legal requirements 5.2 Financial impact 5.3 Incorporating Ash Dieback Disease into existing workloads. 6 Wider Impacts of Ash Dieback Disease 10 6.1 Local landowners, land managers and homeowners 6.2 Utilities and infrastructure organisations 6.3 Landscape and biodiversity. 7 The Delivery Plan 12 7.1 Resources – existing 7.2 Continues service improvement and monitoring. 7.3 Communication plan 7.4 Landscape recovery plan Appendix 1 – Action! 14 1. Summary This document lays out the Ash Dieback Action Plan (ADAP) for South Lanarkshire Council. Ash Dieback Disease (ADD) is the most significant tree disease to affect broadleaved trees in the UK since Dutch elm disease gained prominence in the 1960s. It has spread rapidly in South Lanarkshire, with only a small fraction of trees proving resistant due to genetic factors which give them disease tolerance. We plan for a scenario that it will lead to the decline and death of 50%-75% of ash trees in Scotland over two decades. 130
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3 Our trees and woodlands represent an essential element of the character of South Lanarkshire and are a fundamental part of the solution to some of the key challenges of our age, from peoples declining health and wellbeing to the climate and biodiversity emergency. To lose these wider services will mean a noticeable impact on the environment, far beyond the immediate visual change that will be observed. The landscape restoration programme (recovery) will be just as important as the felling works to reduce the risk from ash trees to acceptable levels. Compared with other parts of the country, our assessments do not indicate an overall high coverage of ash trees but a steady population with pockets of high ash coverage. The disease is now present in all areas where ash was recorded. The extent of infection, rapid decline and early mortality of some trees suggest the disease is well established and endemic in the wider treescape. Current estimates for the ‘best’ and ‘worst’ case scenario suggest that the Council’s potential financial costs over the long term associated with dealing with 50-75% ADD mortality only on land it manages or owns is estimated between £5.100m - £9.600m respectively. However, due to the unpredictability of the disease, and the very challenging and difficult questions associated with ownership, responsibility, and legal and financial liability of trees along our road network there are other unquantified financial implications. If not effectively managed, ADD has the potential to lead to an increase in road network disruptions, the number of people harmed/killed by trees and a potential significant increase in vehicle/property claims as well as reputational damage. Additionally, long lasting changes to our landscape, tree populations, with loss of ecosystem services may have effects on flooding and reduced carbon lockup. This document addresses the risks presented by the impact of ash dieback on people and property, and the ecosystems ash trees are found across South Lanarkshire. It prepares for a positive recovery phase to achieve a net biodiversity gain by 2034 and landscape recovery by 2054. It also recognises the need to work together with local landowners, land managers, homeowners, Local utilities, and infrastructure organisations. This planned approach will also help us all retain more ash trees for longer so that we can Identify individuals with genetic resistance, slow down the pace of landscape change and allow replacement trees time to grow before Ash becomes scarce. Key Recommendations and Actions: • Continued ash tree assessments and action, and the respective resources. • Knowledge exchange, comunity engagment and communication Plan. • Tree Risk-benefit position statement, bio‐security, and a recovery plan. • Evidence based systems of monitoring and recording ADD spread. • Dynamic approach to ash tree management and monitoring of the ADAP delivery and incorporating ADD into our existing workload. • Requirement for a Tree Canopy Cover Strategy to create greater resilience and ensure preparedness for future tree diseases and threats. 131
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4 2. Introduction Ash Dieback Disease has the clear potential to lead to long lasting changes in our landscape, tree populations and canopy cover, loss of ecosystem services and may potentially increase effects such as flooding and reduce carbon lockup. Not effectively managing could also translate into an increase in road network disruptions, the number of people harmed/killed by trees and a potential significant increase in vehicle/property claims. Failure to act could result in an increase in liability claims as well as reputational damage. This document addresses the risks presented by the impact of ash dieback on people and property, and the ecosystems ash trees are found across South Lanarkshire. It prepares for a positive recovery phase to achieve a net biodiversity gain by 2034 and landscape recovery by 2054. A planned approach helps us all retain more ash trees for longer so that we can: • identify individuals with genetic resistance to the disease • slow down the pace of landscape change, allowing replacement trees time to grow before Ash becomes scarce. • reduce the impact on biodiversity and associated species. • budget time and costs more effectively. 3. Ash Dieback Action Plan Aims and Objective Aim 1 - Identify the risks from ash dieback disease to people, property and biodiversity across South Lanarkshire. 1. Produce an overarching Action Plan to identify, communicate and manage the risks of Ash Dieback disease. Compatible with The Tree Council's Ash Dieback: Action Plan Toolkit for Scotland, and the collective working of the Scottish Tree Officers Group. Aim 2 - Identify management actions for South Lanarkshire Council. 2. plan for a scenario where over 50-75% of ashes die or are clearly dying within a ten- year period. 3. Identify and manage the overall risks from the disease. 4. Prioritise actions to address risks related to the Council's land holdings and statutory duties. Aim 3 - Develop a recovery plan to achieve net biodiversity gain by 2034 and landscape recovery by 2054. 5. Plan for recovery to mitigate biodiversity and landscape losses, that is both Nature Positive and aligns with the Clyde Climate Forest. 6. Promote biosecurity vigilance for potential risks to South Lanarkshire’s tree and woodland from new emerging pests and diseases. 132
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5 4. Ashes and Ash Dieback 4.1 What is Ash Dieback disease (ADD)? Ash dieback disease is incurable disease affecting only ash species that is caused by the fungal pathogen Hymenscyphus fraxineus. The fungus overwinters in leaf litter on the ground and produces small white fruiting bodes during summer months which release spores into the atmosphere. Spores are carried by the wind allowing the disease to spread quickly across large distances. Spores land on and attach to the leaves of ash trees from where the fungus can spread through the tree. The fungus blocks the water transport systems of the tree causing leaf loss, lesions in the wood and on the bark. The crown of the tree suffers from gradual dieback and Infected ash trees display crown decline resulting in deadwood/dead stems at height that may be within striking distance of a target/road. This can often be accompanied by vigorous sprouting on the trunk or branches forming in bundles creating almost ‘pom-pom’ like clumps of crowded foliage. Infected trees can become unpredictably brittle in structure, and at a later stage more problematic and hazardous, and as a result more expensive to remove. Risks are site specific, and target based, but the trees viability is questioned at +/- 50% remaining canopy which is also the same point that climbing by arborists becomes unviable/unsafe. Tree death in less than four growing seasons is not unknown. Risk based, alternative management options may include pollarding, retrenchment and natural fracture pruning rather than felling. Ash dieback disease is the most significant tree disease to affect broadleaved trees in the UK since Dutch elm disease gained prominence in the 1960s and 1970s. Since ADD was first recorded in the UK / South Lanarkshire in 2012, the disease has spread rapidly across South Lanarkshire. So far only a small fraction of trees appear resistant, possibly due to genetic factors giving them some disease tolerance. Data from earlier infections across Europe suggests that it will lead to decline and death of 50%-75% (5% tolerance/immunity) of ash trees in Scotland over two decades and has the potential to infect more than 75 million ash trees across the UK. Please see our frequently asked questions guide for further information and guidance on ADD. 4.2 Where is Ash Dieback? Scotland - An assessment of the potential impact of Ash Dieback Disease in Scotland (Dr Rick Worrell on behalf of Forestry Commission Scotland 2013) showed that there are approximately 13,500 ha (total) of predominantly ash woodland in Scotland, although ash is a component of some 150,000 ha of native woodland. The Native Woodland Survey of Scotland (2014) showed: ash makes up 4.2% of upper canopy cover in all native woodlands; ash comprises 25% of canopy in upland mixed ashwood priority habitat which covers 12,353 ha; and 16% of canopy in lowland mixed deciduous woodland priority habitat which covers 23,189 ha. Upland mixed ashwood is commonly found across South Lanarkshire, especially in the river and burn valleys. 15 of 32 local authorities have officers attending the Scottish Tree Officer ADD working group. South Lanarkshire - In 2020, the council’s arboriculture team undertook a ‘Google Street View virtual survey’ of South Lanarkshire’s A 133
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6 and B roads, and sampling of U and C roads, to understand the abundance of ash trees, and their state of health. Compared with other parts of the country, the study area did not indicate an overall high coverage of ash trees but did indicate a wide distribution with pockets of high density i.e. East Kilbride. The disease was present in all sections of the survey area where ash was recorded. The extent of infection, rapid decline, and early mortality of some trees across the network suggested it had been well established for several years across the road network and in the wider treescape. In 2022/23, the scale and impact of the disease on high use parts of the road network from the 2020 virtual survey, and other high use routes in high population settlements, were visually assessed. The abundance of ash trees, and their state of health on the councils remaining landholdings and woodland assets were then progressed and are still currently ongoing. Ash Health Assessment System illustrating the state of health are as follows: Ash Health Class 1: 100%– 76% remaining canopy Ash Health Class 2: 75%– 51% remaining canopy Ash Health Class 3: 50%– 26% remaining canopy Ash Health Class 4: 25%– 0% remaining canopy 4.3 How many ash trees are affected? The Council’s assessments have identified approximately 124,530 (85%) Ash trees from a best estimate population of approximately 145,977 that may impact on the Council’s duties. These are trees either managed or owned by the Council, or in private ownership within falling distance of the road/public area. Below is the summary of the findings. Ash Health Class 1 Ash Health Class 2 Ash Health Class 3 Ash Health Class 4 Est. total regardless of risk category Estimated statistics of assessment areas 8,374 5,902 2,836 3,969 21,081 Estimated number of ash trees in private ownership and within falling distance of the Road 9,213 7,063 3,622 4,375 24,273 Estimated number of ash trees managed or owned by the Council that are within falling distance of either a road or public area target 40,905 28,116 13,217 18,385 100,623 Estimated number of Council owned or managed woodland/group ash trees 40.1% 28.1% 13.4% 18.… Ash Health Class Ash Health Class 1 – 100%–76% remaining canopy (- 7% from 2022) Ash Health Class 2 – 75%–51% remaining canopy (+1% from 2022) Ash Health Class 3 – 50%–26% remaining canopy (+4% from 2022) 0% 20% 40% 60% 80% 100% 0-5m 5-10m 10-15m 15-20m 20m+ Trees by Height Band (meters) Class 1 Class 2 Class 3 Class 4 134
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7 58,492 41,081 19,675 26,729 145,977 Figures illustrate both assessed trees, and estimated trees that have not yet been assessed The extent of the disease continues to steadily progress by tree size/age (see above). 60% of the identified ash trees have been assessed as Ash Health Class 2, 3 or 4, 32% as Ash Health Class 3 or 4 and 290 trees unaffected (100% alive). The precise speed of decline of any individual ash tree is currently impossible to predict and will be influenced by several factors. 5. Potential impact of Ash Dieback on the Council The impacts of dying and dangerous trees resulting from ADD are a significant risk and recognised as such on our corporate risk register. This plan to manage these risks and the impact on our statutory and non-statutory duties outlines a clear approach to manage the problems posed by ADD. A summary of some of the risks we considered include: • Health and Safety Impacts/ Environmental Impacts/Reputational Damage • Financial Impacts • Incorporating Ash Dieback Disease management into existing workloads 5.1 Summary of legal requirements - Duty of care - Under the Occupier’s Liability (Scotland) Act 1960, the Health and Safety at Work Act (1974) and common law. We have a duty of care to manage the risk from our trees. The duty also says we should be reasonable, proportionate, and reasonably practicable when managing the risk. That means there's a balance we need to strike between the many benefits trees provide, the risk, and the costs of managing the risk. By taking a balanced approach, we don't waste resources by reducing risk - and losing benefits - when the risk is already Acceptable or Tolerable. The council will develop a ‘Tree Risk- benefit position statement’ and systematic assessment regime. Roads (Scotland) Act* – The owner of the land on which a tree is growing is responsible for the tree. Landowners have a legal duty of care to ensure that, as far as is reasonably practical, public safety is not compromised by the failure of tree branches or the whole tree. The council has duties to have a sufficient assessment scheme for trees within falling distance of the road (and also under SLC ownership), has duties to address dangerous trees in a timely manner within falling distance of the road/land and that there may be liability if it fails to do so. The council has powers to serve a notice to landowners to remove or otherwise make safe, within 28 days, trees growing outside public roads boundaries that the council considers to be in such a condition that they are likely to cause danger by the tree, or parts of it, falling on a public road. If the danger posed by a tree is imminent, the council may dispense with the requirement to serve a notice and carry out the work. Financial liability lies with the owner of the land. *Roads and Transportation Services and Legal Services have reviewed the very challenging and difficult questions associated with ownership, responsibility, legal and financial liability, and duties associated with ADD. Unfortunately, there is no simple or straightforward answer in terms of what is/is not a public road verge. Each case must therefore be decided on its own merits by the Roads and Transportation /Legal Services and the economic impact below must be mindful of these unquantified financial implications. TPOs and Conservation Areas - ADD tree work is not exempt from the need for Tree Preservation Order (TPO) consent and Conservation Area notification. Applications/notices will therefore be submitted through the ePlanning portal in accordance with the standard 135
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8 procedure. Trees protected by TPO or in a Conservation Area which become infected by the disease will lead to an increase in applications and requests for advice. Felling permission - Many council sites/trees are exempt from the need for felling permission and the council will record this information on its asset management system. Where works are not exempt, we will consult Scottish Forestry and seek felling permission. Biodiversity - The UK Forestry Standard requires the Council to manage its woodlands and wider landscape in a way that conserves or enhances biodiversity. Under the Nature Conservation (Scotland) Act 2004 the Council also has a duty to consider biodiversity in all its work. This is affirmed as a priority in South Lanarkshire’s Biodiversity Action Plan, which promotes the preservation and enhancement of the natural environment. Bats, birds, and badgers are protected under the Wildlife and Countryside Act 1981. Any tree works undertaken by the Council will proceed in accordance with this legislation to minimise disturbance of these protected species. 5.2 Financial impact Following the increased assessment work, estimates for the ‘best’ and ‘worst’ case scenario suggest that the Council’s potential financial costs associated with dealing with 50-75% ADD mortality on land it manages or owns has now decreased, to between £5.100m - £9.600m respectively. There is no simple or straightforward answer in terms of what is/is not a public road verge. Additionally, there are significant numbers of ash trees not owned by the council within falling distance of the Road that could incur additional costs for the Council to remove if deemed dangerous and not removed by the owner. Due to the unpredictability of the disease and the varying impacts on our trees, the council will adopt a more dynamic approach to ADD management and budgeting, that will be informed by on-going research, data collection and the development of the councils Tree Risk-benefit position statement. The Council has invested in recent years to allow the incorporation of ADD into the existing workload and making a step change from a reactive to pro-active service delivery. There is still no additional external funding from Scottish Government to assist local authorities manage or mitigate ADD, despite this being registered as a high risk for the local authorities. Scottish Forestry also continue to advise that there is no statutory plant health duty to manage ADD and that the safe management of trees remains an existing statutory duty under Section 3 of the Health and Safety at Work Act, and Roads (Scotland) Act. etc. The action plan in appendix 1 identifies the key actions required to address and mitigate the impact of ADD. 5.3 Incorporating Ash Dieback Disease into existing workloads. To help inform this Ash Dieback Action Plan, a 2022/23 pilot project was completed with £0.100m additional budget. The scale and impact of ADD on high use parts of the road network from the earlier virtual survey and high use routes in high population settlements were also investigated. Additional funding of £0.100m in 2023/24 and £0.200m in 2024/25 was included in the capital program to continue the assessment and operational work on ash trees posing the highest level of risk (‘not acceptable’) in high target areas. Operational work focuses on reducing the ‘not acceptable’ risks posed by Council ash trees to an ‘acceptable’ level with >700 removed/pruned. Other species trees posing an ‘not acceptable’ risk have also been identified as part of the process and incorporated into existing workloads. The additional funding above has provided the opportunity to review current operational practices and incorporate ADD into the existing workload and move towards managing trees pro-actively. It is enabling the purchase of specialised plant, access machinery and specialist 136
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9 contractors. It has also allowed the appointment of temporary Assistant Arboricultural Officers, temporary ‘grow our own’ operational staff targeting the recruitment of young people through employability and apprenticeships. This has allowed the service to address pre-existing recruitment challenges and will provide a level of succession planning in an aging workforce. This also goes someway to addressing market concerns as the general commercial arboricultural industry will not be able to meet the expected demand over the coming years. In addition, there has been a broader restructure within the arboricultural service with the creation of a ‘strategic’ function to focus on ADD, proactive management, Woodland Management Plans, and the Clyde Climate Forest; and an ‘operational’ function focused on the day-to-day arboricultural service and tackling the current lengthy back log of reactive tree work. This has been delivered within the existing budget of the service. As the service modernises further opportunities to commercialise and generate income are also being actively pursued. The service is trialling a timber station to store and investigate potential revenue streams associated with timber and biomass products. Tree Risk-Benefit Management & Assessment - approach is being developed to manage the risk from trees and branches falling, and to meet the Council’s overall duty of care. This approach uses traffic light risk ratings and development of a proportionate and balanced ‘Tree Risk-benefit position statement’. This asset management approach now being applied to trees uses costs, benefits, and alignment with council’s overall objectives. Knowing our tree and woodland resource - The appointment of temporary Assistant Arboricultural Officers have significantly helped to understand the abundance and health of ash trees, and begin creating a record of the current condition of the council’s wider tree and woodland resource, and identification of other pest and disease threats. The Tree Asset Management software is key to managing and implementing this plan. This is an evidence-based tool that helps us accurately target and manage resources efficiently and risk to an acceptable level. It also enables us a better understanding of the resource, impact of current/future threats, directing of resources based on actual needs along with effective contract management and monitoring. Communication and multi‐agency structure - The Council is an active member of the Ash Dieback Risk Group (Scotland) that advises Scottish Government on associated policy and plans. As current Chair of the Scottish Tree Officers Group (STOG) the council hosted an ADD webinar and associated working group. This working group services practitioners from 15 Scottish local authorities and has developed a technical Knowledge Hub and STOG rebranding. The KHub now connects Tree Officers digitally across Scotland, shares knowledge, and collective ways of working. Our customer enquires are now directed to our website guidance. This provides illustrative guide on Obvious Tree Risk Features, general public online form, Housing online form, and Red ‘Not Acceptable’ risks will be reduced to an ‘Acceptable’ level ‘Not Tolerable’ risks will be reduced to an ‘Acceptable’ level, but with a lower priority than ‘Not Acceptable’ risks Amber ‘Tolerable’ risks will not be reduced, but may require an increased frequency of assessment than green ‘Acceptable’ risks Green ‘Acceptable’ risks will not be reduced 137
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10 Frequently asked questions guide and ‘general management advice’ on ADD. This approach is more efficient in managing general enquiries and separating out specific trees needing management. Biosecurity - A short biosecurity statement is also being drafted to promote implementation and understanding of good practices to help safeguard the future of our trees from the introduction and spread of other harmful organisms and build resilience. Landscape level recovery – With 2022/23 Climate Emergency Funds of £0.100m an initial ADD – Recovery and adaptation project was progressed. Alongside other drivers such as Clyde Climate Forest (CCF), a total of approx. 23,700 trees have been planted 2022-24 on council land, many with community engagement. The kickstarting of the ‘ADD Landscape level recovery’ has gained notable and growing community support. A 3/2/1 mitigation formula is being used: outside woodlands at least 3 new trees for loss of a large tree, 2 for a medium tree and 1 tree for a small tree. In partnership with the council, in 2023 CCF undertook a high-level study that aimed initially to identify outline opportunities for tree planting on the Councils owned or controlled land. The opportunities identified involve various scales of planting, all of which could positively contribute to an increase in canopy cover. The tree planting opportunities identified will be subject to a more detailed investigation and review at a future date. This will not only help to develop a structured approach towards CCF tree and woodland planting, but also inform off site planting as part of our ADD landscape recovery plan. Across South Lanarkshire schools are beginning to use the Tree Council’s Young Tree Champions scheme. There is support from the Tree Council to develop the Tree Warden scheme across the CCF. Developing a Tree Canopy Cover Strategy – The council is developing a Tree Canopy Cover Strategy to ‘protect, enhance and manage’ a benefit-generating canopy cover. At the centre is a shared vision to build greater ecological value and resilience into its canopy cover for future generations that is in tune with their needs and aspirations and responds to the challenges of our times. Furthermore, the strategic approach will help better understand and address significant threats to our tree cover, such as ash dieback, while maximising the diverse benefits tree cover brings to our community. Whilst the developing strategy will aim to reduce the risks of new pests and diseases affecting our tree population, it equally recognises we can never eliminate them. The strategic approach will therefore provide a framework to work with a wide range of partners to ensure that South Lanarkshire’s canopy cover and economy are more resilient to the new pests that will inevitably arrive from time to time. 6. Wider Impacts of Ash Dieback Disease ADD has the clear potential to lead to long lasting changes in our landscape, tree populations and canopy cover, loss of ecosystem services and may potentially increase effects such as flooding and reduce carbon lockup. Not effectively managing could also translate into an increase in road network disruptions, the number of people harmed/killed by trees and a potential significant increase in vehicle/property claims. Failure to act could result in an increase in liability claims as well as reputational damage. 138
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11 6.1 Local landowners, land managers and homeowners We recognise that the people living and working alongside our own sites and road network will be managing the impacts of ash dieback too. Where possible we will aim to: ✓ Maximise the opportunity for appropriate tree works during road closures. ✓ Provide information to enable our neighbours to take action. ✓ Develop joint mitigation and tree planting plans where feasible. ✓ Ensure neighbours are kept informed when our project will impact on them. ✓ Respond to enquiries effectively to ensure trees that present a risk are addressed. 6.2 Utilities and infrastructure organisations We are working closely with our colleagues in other organisations and local authorities through the Ash Dieback Risk Group (Scotland) and Scottish Tree Officers Group. There are many crossovers with roads, rail, rivers, canals, wildlife sites, parks, and other properties. To manage these effectively we will: ✓ Ensure we use a consistent approach to managing our own activities. ✓ Develop our relationships to ensure we have the correct contacts in organisations. ✓ Where possible we will aim to work together to develop joint mitigation plans. ✓ Inform them when trees are identified as being under their responsibility. ✓ Respond promptly when we receive notifications from others. ✓ Monitor progress on referrals to us, and referrals from us. ✓ Use these developments to continuously improve our methods. 6.3 Landscape and biodiversity Trees are a fundamental part of the solution to some of the key challenges of our age, from declining health and wellbeing to the climate and biodiversity emergency. Ash trees form a significant proportion of old, large trees that are important for hole nesting birds and provide roosting and hibernating places for bats. Ash is important for lichens, mosses and liverworts and is also one of the most significant trees for invertebrates, supporting a rich diversity of beetles, hoverflies, and moths, including uncommon or declining species. In woodland affected by ADD, where trees don’t pose an unacceptable level of risk, a significant proportion of dead and dying trees should be left to provide alternative habitat for the specialist species. Ash trees and ash-dominated woodlands are biodiverse supporting a large number of other species. At least 955 species using ash trees has been collated, of which 45 are only known to occur on ash trees and a further 62 are highly associated with ash (being rarely found on trees other than ash). Pests and diseases like ADD pose a significant threat to Scotland’s biodiversity. Plant health issues can have a direct impact on biodiversity and nature’s ability to mitigate climate change. The loss of ash would significantly impact woodland diversity and would leave significantly impoverished native woodlands and the urban forest. Ash loses its leaves when they are green, meaning the leaf litter contains high levels of nutrients and the leaf litter breaks down quickly. The ground flora within an ash woodland is also unique as ash casts a very light shade meaning many species can grow underneath it. If ash is replaced by tree species with a darker shade / closed canopy, some ground flora species may decline, and this would have a negative effect on plant communities. Replacement species should be with less shading trees such as willows, hazel, oak, silver, and downy birch. Upland mixed ashwoods are included on the Scottish Biodiversity List. 139
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12 They are also protected under the European Habitats Directive. Woodlands are one of the six priority ecosystems within South Lanarkshire’s Biodiversity Strategy 2024-2030. The Clyde Valley Woodlands National Nature Reserve is an important example of ash woodlands. Scottish Biodiversity Strategy 'Tackling the Nature Emergency' proposed vision by 2045 is that we will have restored and regenerated biodiversity across our land, freshwater and seas. Where forest/woodland management will have led to sustainable natural regeneration; greater diversity of woodland species; increased woodland cover with healthy understorey, enhanced woodland connectivity; and improved integration of trees into other land uses. 7. The Delivery Plan The plan in appendix 1 identifies the key actions required to address each of seven major issue or risk areas (see right). Risks to public safety and communication networks are considered short term risks (i.e. likely to be faced within a decade), those to the environment longer-term risks. For each action, an assessment is made of its priority relative to others. 7.1 Resources – existing Additional funding of £0.500m was allocated for 2023/24 and this has been used to target the recruitment of young people through employability and apprenticeships (Grow our Own) and for the recruitment of two temporary assistant Arboricultural Officers. As a direct result of the initiative, one outstanding trainee has been permanently employed as a Council Arborist. This has also allowed the service to address succession planning concerns. The additional funding is also enabling the purchase of specialised plant and access machinery and specialist Arboricultural contractors. As a result of funding and broader restructure within the arboricultural service, it is now modernising from a reactive ‘firefighting’ service managing circa 2.4 - 2.8m trees, to a pro- active asset managing service with a clear vision and ‘Strategic’ and ‘operational’ function. Long-term resources for monitoring the health of ash trees and will require continued funding focusing on those trees with severe symptoms, including root and stem decay, in higher risk locations. 7.2 Continues monitoring and service improvement. The Action Plan will be reviewed in 2026/27 and it is expected the plan will extend to at least 2034/35. The council will monitor implementation through regular service improvement meetings, quarterly Key Performance Indicators and reporting back to the Climate Change and Sustainability Officers Group. A vital part of the management of the disease will be tree assessments, monitoring, and preparedness for the decline of the ash trees ensuring that works and recovery are undertaken within the appropriate timeframe. The monitoring process will ensure we have successfully included all the trees we are responsible for, where they currently present an acceptable or tolerable level of harm but have the potential to Section 1: Plan delivery, communication, and strategic planning Section 2: Short term risks, to public safety and communication networks Section 3: Longer term risks, to the environment Section 4: Assessments and monitoring, and biosecurity Section 5: Training Section 6: Regulation Section 7: Wood-based businesses Strategic Arboricultural Officer (principle). Assistant Arboricultural Officer (2x temporary post)) Operational Arboricultural Officer, Assistant Arboricultural Officer, Arborists (10x) Trainee Arborists (2x temporary post) 140
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13 become an unacceptable risk of harm within the next 3 years. ‘Strategic’ monitoring of the disease will enable us to prioritise where, when, and how we need to carry out tree works. 7.3 Communication plan The removal of trees is an emotive subject for many. Public awareness of ash dieback and the actions necessary to manage its impacts are therefore important considerations. The following communication approaches will therefore be initiated: ✓ A public information campaign – social media, local press, Council website, public signage etc - will inform the public about the Council’s ash dieback action plan and will also provide advice to owners of ash trees. ✓ ADD guidance - to be circulated on social media and sent to any resident who is found to have a diseased tree. ✓ Political communications - keeping Councillors, MPs and MSPs informed of issues and progress. 7.4 Landscape recovery plan We fully recognise that the loss of so many trees of a single species will have a detrimental effect on the wildlife species which depend on ash and the benefits we receive from trees. We have already started developing and implementing a proportionate and long-term ash tree recovery plan. This plan aims to mitigate biodiversity, landscape and environmental losses, and aligns with the council’s commitment to the Clyde Climate Forest (CCF), and aims to achieve both a net biodiversity (ecosystem services) gain and landscape recovery. Progressing community involvement through the Tree councils Young Tree Champion and Tree Warden scheme can make a significant contribution to the recovery plan. The Tree Canopy Cover Strategy will help provide a framework to continue to work with a wide range of partners to ensure that South Lanarkshire’s canopy cover and economy are more resilient to the new pests that will inevitably arrive from time to time. 141
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14 Appendix 1 - Action Section 1: Plan delivery, communication, and strategic planning AA - Arboricultural Association AO/-AO(S)- Arboricultural Officer (Operational /Strategic) Section 2: Short term risks, to public safety and communication networks ADRG - Ash Dieback Risk Group (Scotland) HoS - Head of Service Section 3: Longer term risks, to the environment STOG - Scottish Tree Officers Group CCSOG Climate Change and Sustainability Officers Group Section 4: Assessments and monitoring, and biosecurity ATO - Association of Tree Officers SEA - Strategic Environmental Assessment Corporate Working Group Section 5: Training CAG – Countryside and Greenspace Section 6: Regulation CT- Communications Team Section 7: Wood-based businesses WT – Woodland Trust # Topic Key people/ bodies affected Section 1 Actions: Plan delivery, communication, and strategic planning Priority Lead Timescale 1 Plan delivery CCSOG, AO, Incorporate the ADAP into existing workloads High HoS, Ongoing 2 Communicati on CT, CAG, stakeholders Develop and deliver an ADD communications plan High AO(S), CT Ongoing 3 Knowledge exchange & multi-agency AO, STOG, ATO, ADRG, AA, CAG Continue to contribute to the STOG, ADRG and ATO. Develop methods that provide a long-term system improvement leaving us equipped to other large-scale environmental impacts. High AO(S), BO Ongoing 4 Working together CAG, Grounds, landowners/ managers homeowners Provide information for the Local landowners, land managers and homeowners to enable them to act. Where appropriate, work closely utilities and infrastructure organisations on ADD High Roads, CT 2025 5 Tree/woodla nd Strategy SEA, stakeholders Develop a Tree Canopy Cover Strategy that helps reduce the risks of new pests and diseases affecting our tree population. Med AO(S) Planning, SEA, CT 2025 6 Strategic planning Roads, CAG Ensure that emerging policies, strategies, and management plans consider the implications of ADD and other serious pests and diseases. Carry out an audit of existing policies and processes that may need to be reviewed. Promote the recognition of trees as benefit generating assets. Med AO(S) SEA 2024/25 7 Financial planning Finance, AO, AO(S) Secure additional funding for dealing with ADD High HoS Ongoing Key 142
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15 8 Potential - rogue traders taking advantage of situation Comms Team, STOG, AA, AO, Promote guidance on how tree owners can appoint professional tree contractors and expected standards. Alert Trading Standards to any reports of rogue tree contractors linked to ADD and work to resolve/ minimise issues as appropriate Med AO(S), Trading Standards 2024 9 Woodland management All stakeholders Incorporate ADD, progress good woodland management practices and the development of woodland management plans for council landholdings. Med AO(S), CAG Ongoing # Topic Key people/ bodies affected Section 2 Actions: Short term risks, to public safety and communication networks Priority Lead Timescale 10 Risk-benefit based approach AO, Housing, CAG, Grounds Education, Planning, Property Establish and implement a ‘Tree risk-benefit position statement’ to manage the risk from trees (including Ash) and branches falling, and to meet the Council’s overall duty of care. High AO(S), Roads, Ongoing 11 Prioritisation of tree works AO, CAG Develop, maintain, and monitor, processes to ensure that any resulting action as a result of tree assessments are untaken within an appropriate timescale. Tree removals will be undertaken using a risk-based approach to prioritisation. There may be circumstances that merit the pre-emptive felling of healthy ash trees, although this will be minimised. High AO(S), AO, Roads Ongoing 12 Tree Work framework AO(S), Contractors Develop a Tree Work contractor framework along with Contractor access to SLC tree management software Med Procurem ent 2025 13 Ash on private land adj. Roads Roads, Legal, AO, contractors Where appropriate the council will use its powers under the Roads (Scotland) Act. Council has powers to deal with private trees and enforce their removal where they pose an unacceptable level of risk to the Road network. The council will also recover reasonable costs. High Roads, AO(S), Ongoing # Topic Key people/ bodies affected Section 3 Actions: Longer term risks, to the environment Priority Lead Timescale 14 Community involvement The Tree Council, AO (S), stakeholders, Community team, CT, Education Create a wider stakeholder group for tree and woodlands through development of a Tree Warden scheme - The Tree Council, promotion of the existing Young Tree Champions - The Tree Council and Clyde Climate Forest. High Communit y team, Education Ongoing - 2024 15 Promote best practice All stakeholders, SEA, Planning Liaise with owners and managers of designated wildlife sites to assess impact of ADD and assist in developing strategies to minimise. Promote the healthy, Med AO(S), CAG 2024/25 143
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16 to enhance biodiversity sustainable, management of hedges, woods, etc to increase their resilience to ash dieback and other diseases. 16 Ancient, Vet trees All stakeholders, CT, STOG, WT In addition to designated sites Identify veteran and ancient trees, ancient woods with ash on council land. Ancient Tree Inventory - Woodland Trust Med AO(S), CAG Ongoing 17 Tree diversity and size CAG Monitor SLC individual tree diversity using the 10-20-30 rule (suggests 10% of any one species, 20% of any one genus, or 30% of any family) and SLC individual tree size distribution using industry standard. Med AO(S), Ongoing 18 Landscape restoration programme AO, Housing, CAG, Grounds Education, Roads, Planning, Property, CCF, STOG, Scottish Forestry Favour direct replacement planting wherever felling occurs dependant on site suitability. Mitigate tree loss by the 3/2/1/ formula (minimum of at least 3 new trees for loss of a large tree, 2 for a medium tree and 1 tree for a small tree (excluding woodlands)). Develop and implement a longer-term ash tree recovery plan to mitigate biodiversity, landscape and environmental losses that aligns with the council’s commitment to the Clyde Climate Forest and aspires to a net biodiversity gain (by 2034) and landscape recovery (by 2054). Med AO(S), Roads Comms Team Ongoing – 2026 # Topic Key people/ bodies affected Section 4 Actions: Assessments, monitoring, and biosecurity Priority Lead Timescale 19 Establish pro-active assessments AO, Housing, Grounds, Education, Planning, Property, CAG Based on the Tree Risk-benefit position statement, establish a proportionate and balanced assessment regime to understand the abundance and health of ash and other trees the council has duty towards. High AO(S), Roads, 2024 20 Action plan delivery CCSOG, AO, Monitor ADAP’s delivery. Embed the delivery plan into monthly Arbor service improvement meetings, quarterly Roads Team meeting, report KPI’s quarterly to HoS and yearly to the CCSOG. High AO(S), HoS, 2024 21 Biosecurity SEA, Landscape team, CAG, Develop a biosecurity statement - promote implementation and understanding of good practices to help safeguard the future of our trees from the introduction and spread of other harmful organisms High AO(S), CT Ongoing # Topic Key people/ bodies affected Section 5 Actions: Training Priority Lead Timescale 144
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17 22 Tree Risk- benefit statement AO, CAG, Grounds, Roads, Undertake Tree Risk-benefit position statement and Tree plotter training for core staff. Provide training for all relevant staff to identify ash dieback, when a tree has become a significant risk and how to report. High AO(S), Roads June/July 2024 23 Tree Asset Management Contractors, AO, Arb chargehands Undertake training on the use of Tree plotters for ‘Contractor’ access. High AO(S), Roads 2024 # Topic Key people/ bodies affected Section 6 Actions: Regulation Priority Lead Timescale 24 Protected trees Planning Ensure adequate staffing for the administration of ash dieback related applications for Tree Preservation Orders, Conservation Area, and Planning Conditions etc. High Planning Ongoing 25 Felling permissions AO, Contractors We will establish a process for obtaining permission for each relevant site. We will note exceptions for a felling notice on Tree Plotter, where they apply. High AO(S), AO 2024 26 Duties to tree safety AO(S), AO, CAG, Roads, Education, Planning, Housing, Grounds, Legal We will comply with our duty of care to manage the risk from our trees. We will be reasonable, proportionate, and reasonably practicable when managing the risk. We will strike a balance between the many benefits trees provide, the risk, and the costs of managing the risk. High Hos Ongoing - 2025 27 Ash on private land adjacent to Roads Roads, Legal, AO, contractors Establish a communication/serving of notice protocol, reporting, and monitoring system along with cost recovery process. Develop a process for identifying and responding to ADD on land where ownership is private or unclear. Develop a site notice specific for ash dieback with advisory information which can be attached to trees on private land adjacent to the network. Each case will be decided on its own merits by the Roads and Transportation Services. High Roads, AO(S), 2025 # Topic Key people/ bodies affected Section 7 Actions: Wood-based businesses Priority Lead Timescale 28 Explore use of products of ash felling Grounds, CAG, Investigate further opportunities to commercialise & generate income from tree arisings. Investigate the development of a timber station and revenue streams associated with timber and biomass products. Also explore outlets for wood & arising other than fuel (Biomass and firewood) which reduce the rate of loss of stored carbon. Including strategies for deadwood Med AO(S), AO 2025 145
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